Part 1 - Upland Housing Authority

Transcription

HOUSING AUTHORITY
OF THE CITY OF UPLAND, CALIFORNIA
MOVING TO WORK
DEMONSTRATION PROGRAM
APPLICATION
TRANSFORMING HOUSING – TRANSFORMING LIVES
JUNE 2012
Housing Authority of the City of Upland
1200 N Campus Avenue
Upland, CA 91786
www.uplandhousing.com
TABLE OF CONTENTS
Part A. Eligibility Certification ......................................................................................................... 1
1. Certification of Meeting Applicable Eligibility Requirements....................................... 2
2. Compliance With Fair Housing and Civil Rights Laws ................................................... 3
3. Certification of Consistency of the PHA Plan, Amendments to the PHA Plan, and
MTW Plan with the Consolidated Plan of the City of Upland and Analysis of
Impediments to Fair Housing Choice ............................................................................ 4
Part B. Evidence of Capability ......................................................................................................... 5
1. Summary of Relevant Experience and Skills ................................................................. 6
2. UHA Experiences, Activities and Accomplishments ..................................................... 8
3. Innovation and Creativity............................................................................................ 12
4. PHAS Scores ................................................................................................................ 14
5. Section Eight Management Assessment Program (SEMAP) Scores ........................... 14
6. Housing Choice Voucher Utilization Information ....................................................... 14
7. Public Housing Occupancy Information ...................................................................... 14
8. Certification That UHA Has Submitted Its Last Three Agency Plans on Time............. 14
9. Certification That UHA is In Compliance With HUD’s Asset Management Policy ...... 14
10. Request for Authority to Use and Combine Assistance Received Under
Sections 8 and 9 of the 1937 Act ................................................................................ 14
Part C. First Year Annual MTW Plan ............................................................................................. 15
Section I. Introduction ...................................................................................................... 16
A. Table of Contents .................................................................................................. 16
B. Overview of UHA’s Goals and Objectives ............................................................. 19
Section II. General Housing Authority Operating Information ......................................... 22
A. Housing Stock Information ................................................................................... 22
B. Leasing Information, Planned ............................................................................... 24
C. Waiting List Information ....................................................................................... 24
Section III. Non-MTW Related Housing Authority Information ........................................ 25
A. List of Planned Sources and Uses of Other HUD or Other Federal Funds ............ 25
B. Description of Non-MTW Activities Proposed by the Agency .............................. 25
Section IV. Long-term MTW Plan ...................................................................................... 26
Section V. Proposed MTW Activities ................................................................................ 27
Activity 1: Single-Fund Budget ................................................................................. 28
Table of Contents
Activity 2: Exemption from SEMAP and PHAS Scoring; New Local Assessment
System ..................................................................................................... 30
Activity 3: Simplify Income and Rent Calculations ................................................... 32
Activity 4: Biennial Reexaminations for MTW Families ........................................... 38
Activity 5: Increase Minimum Rents from $50 to $125 ........................................... 41
Activity 6: Limited Term of Participation in the MTW Program............................... 45
Activity 7: Progressive Flat TTP for MTW Families ................................................... 50
Activity 8: Simplify Utility Allowances ...................................................................... 55
Activity 9: Biennial HQS Inspections for Qualified Units .......................................... 59
Activity 10: Limit Voluntary Transfers ........................................................................ 62
Activity 11: Local Portability Policies .......................................................................... 64
Activity 12: Expand Project-Based Voucher Program to a Maximum of 50% of
HAP Budget Authority ............................................................................. 66
Activity 13: Pilot Mobility Program ............................................................................ 68
Section VI. Ongoing MTW Activities (N/A) ....................................................................... 71
Section VII. Sources and Uses of Funds ............................................................................ 72
A. Planned Sources and Uses of HUD Funds ............................................................. 72
B. Planned Sources and Uses of State or Local Funds .............................................. 72
C. Planned Uses of the COCC .................................................................................... 73
D. Deviation from Cost Allocation or Fee for Service Approach ............................... 73
E. Use of Single-Fund Flexibility ................................................................................ 73
F. Reserve Balances at the Beginning of the Plan Year ............................................ 73
G. Planned Sources and Uses by AMP....................................................................... 73
Section VIII. Administrative ............................................................................................... 74
A. Resolution Signed by the Chairman of the UHA’s Board of Commissioners ........ 74
B. Description of any Planned or Ongoing Agency Evaluations of the
Demonstration ...................................................................................................... 74
Part D. Evidence of Community Support and Involvement ......................................................... 75
1. Evidence That UHA Has Provided Community and PHA Resident Support
Participation in Developing its MTW Application, Including a Public Hearing ........... 76
2. Board Resolution Approving the MTW Application and Adopting the Annual
MTW Plan Certifications of Compliance ..................................................................... 77
3. Description of Significant Partnerships....................................................................... 77
Table of Contents
4. Description of Funding Leveraging and Other In-Kind Resources .............................. 78
5. Description of Consistency of This Plan, the PHA Plan, and Amendments to the
PHA Plan With the City of Upland’s Consolidated Plan and Certificate of
Consistency ................................................................................................................. 78
Part E. Additional Information Regarding Implementation of MTW Plan.................................... 79
1. Demographic Information .......................................................................................... 80
2. Assistance Targeting Information ............................................................................... 84
3. Proposed Schedule for Implementation .................................................................... 84
4. Potential Local and National Impact of the MTW Plan ............................................. 85
5. Extent to Which the Plan Has the Potential as a Replicable Program Model ............ 86
ATTACHMENTS
A.
Certification of Meeting Applicable Eligibility Requirements ............................................... 87
B.
Certification of Consistency with the Consolidated Plan ...................................................... 90
C.
Board Resolution ................................................................................................................... 91
D.
Capital Fund Five-Year Plan .................................................................................................. 92
EXHIBITS
1.
Letters of Support for UHA and this MTW Plan .................................................................... 93

Congressman Gary Miller

Upland Mayor Ray Musser

County of San Bernardino 4th District Supervisor Gary Ovitt

San Diego Housing Commission

Making a Difference Association

Chaffey Community College
2.
NAHRO Award of Merit Applications .................................................................................... 94
3.
ARRA Water-Wise Landscape Conversion Project Profile..................................................... 95
4.
Five-Star Safety Program Profile ........................................................................................... 96
5.
Los Olivos News Public Housing Newsletter Announcing Kick-Off of UHA Curb Appeal
Program ................................................................................................................................. 97
6.
Los Olivos News Public Housing Newsletter Announcing MTW Application Process .......... 98
7.
UHA Bulletin HCV Newsletter Announcing MTW Application Process ................................. 99
8.
Printouts of MTW Announcements in the Inland Valley Daily Bulletin Newspaper ........... 100
9.
Printouts from UHA Website Announcing MTW Application Process and Posting of
Related Information ............................................................................................................ 101
Table of Contents
10. Announcement to Upland Community Partners re: UHA’s MTW Application .................. 102
11. Summary of Public Comments on UHA’s Proposed MTW Plan .......................................... 103
12. Sign-In Sheets from Meetings to Discuss UHA’s Proposed MTW Plan .............................. 104
13. Agenda from Public Hearing Held June 11, 2012 ............................................................... 105
14. Suspended Interjurisdictional Agreement between UHA and HACSB ................................ 106
Table of Contents
Part A: Eligibility Certification
PART A:
ELIGIBILITY CERTIFICATION
1
1. CERTIFICATION OF MEETING APPLICABLE ELIGIBILITY REQUIREMENTS
Included as Attachment A of this application.
2
2. COMPLIANCE WITH FAIR HOUSING AND CIVIL RIGHTS LAWS
UHA hereby certifies that it does and will comply with all applicable fair housing and civil rights
requirements in 24 C.F.R. 5.105(a), including, but not limited to, the Fair Housing Act; Title VI of
the Civil Rights Act of 1964; Section 504 of the Rehabilitation Act of 1973; Title II of the
American with Disabilities Act; Section 109 of the Housing and Community Development Act of
1974.
UHA further certifies that it does and will comply with California state and local government
laws proscribing discrimination in housing based on sexual orientation or gender identity, and
all laws proscribing discrimination based on lawful source of income.
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3. CERTIFICATION OF CONSISTENCY OF THE PHA PLAN, AMENDMENTS
TO THE PHA PLAN, AND MTW PLAN WITH THE CONSOLIDATED PLAN
OF THE CITY OF UPLAND AND ANALYSIS OF IMPEDIMENTS TO FAIR
HOUSING CHOICE
UHA certifies that our proposed MTW plan is consistent with the City of Upland’s 5-Year
Consolidated Plan for 2010-2014 and its analysis of impediments to fair housing choice.
A certification from the City of Upland indicating that they have reviewed our proposed MTW
plan and that the plan is consistent with the Consolidated Plan is attached as Attachment B.
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Part B: Evidence of Capability
PART B:
EVIDENCE OF CAPABILITY
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1. SUMMARY OF RELEVANT EXPERIENCE AND SKILLS
The entire team at the Upland Housing Authority will be involved in the implementation of the
MTW plan. UHA will leverage the individual and collective skills of the team to implement the
MTW plan quickly and efficiently, and to continue to develop innovative and progressive
solutions to housing challenges.
The primary individuals that will be responsible for the implementation of the MTW plan are:
Donald Swift, II – Executive Director
Mr. Swift has over seventeen years of experience working for local Housing Authorities, with
over five years at the Upland Housing Authority, and the last three years serving as its Executive
Director. As the Executive Director, Mr. Swift is responsible for directly overseeing and
coordinating all aspects of agency and program administration and operations, including human
resources, budgeting and accounting, policies and procedures, quality control, and HUD
reporting.
Before joining the Upland Housing Authority, Mr. Swift worked at the Housing Authority of the
County of Los Angeles, California (HACoLA), where he developed an extensive and progressively
responsible understanding of program operations and administration, and an acute
understanding of what it takes to effectively administer new and existing programs. Mr. Swift
started his career with the Section 8 program first as a temporary Office Assistant working with
FEMA Vouchers, then as Eligibility Worker for Voucher/Certificate Programs, followed by Policy
Analyst, Budget Analyst, Assistant Manager of Administration, and finally as Manager of
Administration for the 20,000 unit program. During this time, Mr. Swift was involved with a
variety of programs including the Section 8 Certificate and Voucher, Welfare to Work,
Moderate Rehabilitation, HOPWA, and Shelter Plus Care. Mr. Swift was also responsible for
implementing the new Preservation/Conversion program for landlords opting out of their
expiring HUD contracts (Enhanced Vouchers).
Mr. Swift has served on the NAHRO National Board of Governors since 2008, is the current
regional NAHRO Recording Secretary, is the legislative contact for California NAHRO, and served
as president, vice president and treasurer of the Housing Authority Association of Southern
California between 2003 and 2009.
Xenia (Sammie) Szabo – Housing Consultant
Ms. Szabo has previously acted as a consultant to the Upland Housing Authority, and will
continue to serve as a consultant to the Upland Housing Authority during the implementation
of the MTW plan. Ms. Szabo has been a consultant and trainer for Nan McKay and Associates
since January 2009.
Ms. Szabo was employed by the Upland Housing Authority from 1973 to 2008, and prior to her
retirement in December 2008 she served as the Executive Director of the Upland Housing
Authority for 28 years. Ms. Szabo has extensive knowledge of and experience with the Public
Housing, HCV and Capital Fund Programs, as well as experience consulting with MTW PHAs
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across the country. Ms. Szabo served on the Boards of the National Association of Housing and
Redevelopment Officials (NAHRO) at the National, Regional and Chapter levels for more than 25
years, as well as the Housing Committee, Section 8 and Legislative Committees of NAHRO.
Nicole Beydler - Management Analyst
Ms. Beydler has six years of experience with the Upland Housing Authority and is responsible
for creating, updating and implementing program policies and procedures, and creating and
monitoring reports utilized to track UHA’s performance under SEMAP, PHAS and internal
quality assessment systems.
Ms. Beydler will serve as lead coordinator for the implementation of the proposed MTW
activities and plan, and will work with other members of the management team to conduct
public outreach and implement policy and procedure changes. Ms. Beydler will be the lead
team member for reporting on metrics and benchmarks.
Ms. Beydler has served on the Legislative Committee for the Southern California chapter of the
California Association of Housing Authorities since 2010, and also serves on the NAHRO
National Housing America Task Force.
Mary Mota – Public Housing Manager
Ms. Mota has been with the Upland Housing Authority for over seventeen years, serving as HCV
Program Supervisor from 2002 to 2006, and as Public Housing Manager since 2006 to present.
Toni Lizarraga and Kristie Niebergall – Finance Team
Ms. Lizarraga has served as the head of UHA’s Finance Department for 20 years. Her role has
been vital in ensuring UHA’s high performer status under PHAS and SEMAP. Ms. Lizarraga will
be responsible for converting UHA’s fiscal department to the single fund budget method
proposed as Activity 1 of this plan, as well as updating all records and fiscal reports to ensure
continued compliance with applicable regulations.
Ms. Niebergall has been with UHA since 2008, and is responsible for carrying out day-to-day
finance operations, including payroll, accounts payable and receivable, banking, and other
functions.
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2.
UHA EXPERIENCES, ACTIVITIES AND ACCOMPLISHMENTS
Although UHA is a small housing authority with just 97 Public Housing units and a baseline of
624 Housing Choice Vouchers, our footprint within the housing industry is that of a much larger
agency. We think big. Our drive to continually improve and seek out solutions to industry
challenges keeps us moving forward.
We are committed to the community and the families we serve, with a focus on sustainability,
innovation, and quality. Our commitment and focus are evidenced through UHA’s many
achievements. These activities are especially significant in light of UHA’s small staff size, limited
resources, and recent funding cuts. With MTW flexibility, UHA could achieve even more.
High Performer under SEMAP and PHAS
UHA has achieved high performer status under the Public Housing Assessment System (PHAS)
and Section Eight Management Assessment Program (SEMAP) every year since the Department
implemented these assessment systems. There are no audit findings, including IPA and audits
and/or reviews conducted by the Department.
Community, Government, and Industry Support for UHA
The Upland Housing Authority has the support of the community and local government as well
as industry partners. UHA received letters of support for UHA and this MTW application from
the Mayor of Upland, community non-profits and service providers, San Bernardino County
Fourth District Supervisor Gary Ovitt, U.S. Congressman Gary Miller of the California 42nd
District, and the San Diego Housing Commission, an MTW agency. The letters are included as
Exhibit 1.
NAHRO Awards of Merit – Administrative Innovation and Program Innovation
UHA was recently notified that it was selected for recognition by the National Association of
Housing and Redevelopment Officials (NAHRO) for Administrative and Program Innovation.
UHA will receive the NAHRO Award of Merit for its self-service lobby conversion (administrative
innovation) and Resident Services Summer Incentive Program (program innovation). Copies of
the applications for both programs are attached as Exhibit 2.
Use of ARRA Funds to Install Water-Wise Irrigation and Landscaping
Funds received under the American Reinvestment and Recovery Act (ARRA) were combined
with Capital Funds and used to install a high-efficiency irrigation system and replace
approximately 50% of the existing turf with drought-tolerant California-native plants at UHA’s
Los Olivos Public Housing community. UHA was one of the first PHAs in Southern California to
obligate and spend its ARRA funds. This project resulted in beautification of the community,
and cost savings will help to ensure long-term viability. A profile of the project is attached as
Exhibit 3.
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Five Star Safety Program
UHA has developed and implemented a comprehensive safety program to protect employees
and visitors. UHA has been recognized by the California Housing Worker’s Compensation
Authority (CHWCA) for its outstanding small agency safety program for three out of the last five
years, received the injury-free award in 2007 and 2008, and achieved the best overall scores on
the CHWCA Risk Assessment from 2006 to 2009. UHA was also selected by CHWCA to make a
presentation about its successful program at the CHWCA Annual Meeting in 2011. A copy of
UHA’s “Five Star Safety Program” profile presented at the CHWCA Annual Meeting is attached
as Exhibit 4.
Public Housing Curb Appeal Program: Looking Good
In early 2012 UHA implemented a new program designed to help ensure that the Los Olivos
community is a place its residents are proud to call home. The Curb Appeal Program helps UHA
to spot areas that need improvement, and provides a channel for residents to share their
feedback and participate in decisions about their community’s appearance. A copy of the Los
Olivos News highlighting the launch of the curb appeal program is attached as Exhibit 5.
Appreciation for UHA Employees
In 2007 UHA hosted its first Employee Appreciation Event, an afternoon of team-building
activities, recognition for outstanding performance and years of service, and a modest lunch
hosted by UHA. Since then the events have been held annually or semi-annually, and have
included professional development training like customer service and time management.
Though modest in scale, these events reflect the enormous appreciation UHA has for the team
of hard-working employees that help UHA achieve its mission and maintain its shining
reputation.
Striving For Efficiency
UHA has implemented dramatic changes to improve operational and administrative efficiencies
and improve delivery of its services. Some of the changes UHA has made include:

Annual Reexaminations By Mail: Forms and letters related to the reexamination process
were overhauled and streamlined, and effective April 1, 2012, annual reexaminations
for all HCV participants are conducted by mail. This change saved significant staff hours
from meeting with the families. It also reduced the burden to working families, who
previously had to take time away from work to attend the reexamination appointment.
UHA still conducts in-person reexaminations when special circumstances warrant it.

Electronic Newsletters: By issuing newsletters through its website only, UHA is able to
conserve time and funding associated with paper newsletters. UHA will implement email newsletters later this year.

UHA Website: UHA’s website was launched in 2006, and has greatly expanded access to
UHA’s services. Through the website, uplandhousing.com, applicants, participants and
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landlords can obtain forms and information 24 hours a day. Visitors to the website can
also report fraud anonymously online. UHA continuously updates the website to include
timely news and additional resources to benefit those we serve. Recently, UHA
expanded the website to allow landlords to submit available unit information directly
through the website. UHA is also currently investigating options to allow visitors to
apply for the Public Housing and HCV waiting lists and check the status of their
application online.

Paperless Board Agendas: Beginning in mid-2012, the agenda and materials for UHA’s
monthly meetings of the Board of Commissioners will go electronic. This small change
will save paper, time, and funds.

UHA File Server and Forms Overhaul: UHA’s file system was overhauled in 2007 to
create a central location for access to forms and reports. Additionally, UHA’s forms are
undergoing updates to create consistency, make them easier for participants to use, and
to create fillable PDF forms that allow staff to quickly enter information. These
overhauls have created a more streamlined system that saves staff time.

Complete Overhaul of Public Housing Admissions and Continued Occupancy Policy, HCV
Administrative Plan: Between 2010 and 2012 UHA made a comprehensive review of its
policies and procedures and made numerous changes designed to streamline the
programs, provide additional clarification to staff, and ensure consistency in their
application. In particular, UHA focused on the policies and procedures related to
management of the waiting lists and the admissions, eligibility, and terminations
processes.
Strategic Planning Efforts: Beginning in 2009, UHA initiated an annual comprehensive
agency-wide strategic planning effort to streamline administrative and operational
functions. As part of the effort, staff are encouraged to identify areas of opportunity for
cost savings or efficiency. Improvements that have been made since the inception of the
annual process include:
o Overhaul of UHA’s employee personnel policies and job descriptions;
o Revision of administrative policies including procurement and purchase order
procedures;
o Line item budget review process;
o Further development of UHA’s Section 3 plan
o Development and implementation of safety policies such as the Return to Work
policy for injured employees, distracted driver policy, and hazardous energy
control program (“Lock-Out/Tag-Out);
o Timekeeping system replacement to eliminate manual timekeeping procedures;
o Computer system and server upgrades;
o Agency-wide reorganization of departments and staff duties.
These practical and prudent measures implemented over the past few years
have helped to focus the agency’s resources to meet the highest priorities without
compromising its commitment to high standards.

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Involvement with Industry Organizations
UHA is a member of National Association of Housing and Redevelopment (NAHRO) at the
national, regional and local levels, and a member of the California Association of Housing
Authorities (CAHA). Our reputation as a well-run agency has earned us the opportunity to
represent UHA as well as PHAs across California and the nation at conferences and to our
legislators. UHA attends the annual NAHRO legislative conference in Washington, D.C., and is
routinely asked to speak about housing needs and challenges during meetings with legislators
and key staff. Members of UHA’s staff have served on multiple committees and boards of each
organization. UHA’s Executive Director, Don Swift, has served on the NAHRO National Board of
Governors since 2008, is the current Recording Secretary for the Pacific Southwest Regional
Council of NAHRO, is the legislative contact for California NAHRO, and served as president, vice
president and treasurer of the Housing Authority Association of Southern California between
2003 and 2009. Nicole Beydler, UHA’s Management Analyst, has served on the Legislative
Committee for the Southern California chapter of the California Association of Housing
Authorities since 2010, and also currently serves on the NAHRO National Housing America Task
Force.
Bond Property Oversight
UHA currently serves as the compliance monitor for three affordable housing projects in the
City of Upland, including one bond property and two properties financed by the Upland
Community Redevelopment Association. UHA is responsible for working directly with the
properties to verify and facilitate compliance with the affordability restrictions imposed on
each property.
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3. INNOVATION AND CREATIVITY
Although it is incredibly difficult for a small PHA burdened with the complex regulations
governing the Public Housing and HCV programs to dedicate staff time and funds to exhibit
significant innovation and creativity, UHA has managed to accomplish great things in the
following areas:
Resident Opportunities and Supportive Services
The primary objective of UHA’s resident services program is to strengthen family foundations,
offer positive activities for children, provide a resource for families to research employment
and training opportunities, and refer families and individuals to community resources such as
utility payment assistance, community service programs, and support groups. Through a variety
of partnerships and activities, UHA is able to meet these objectives.
UHA funds and administers an after school program that serves the youth of its Public Housing
program, and has been doing so for more than 30 years. The program has been located in
various office spaces at the Los Olivos Public Housing community throughout the years. In 2006,
UHA completed a conversion of its former administrative office building and the space was
dedicated to the resident services program. The dedicated Resident Services Center houses a
small library, approximately fifteen computer and internet access stations, and a variety of
recreational games and activities. Youth residents of the Los Olivos community visit the Center
for homework assistance, to use the computers to conduct research and prepare homework,
and to join other residents for recreational activities and sports. Adults also visit the center to
complete homework, to obtain assistance helping their own children with homework, conduct
job searches, research driving directions, and to attend Girl Scout meetings with their
daughters. The afterschool program funded by UHA, UHA’s resident services program, and
other programs and services including the VIC’s Place afterschool program and the local Girl
Scout troop all take place at the Resident Services Center.
The Very Important Children’s Place (“VIC’s Place”) provides a supplemental afterschool
homework assistance program. The program is open to residents of UHA’s Public Housing
residents and HCV participants, and other local elementary school-age children that reside in
the surrounding community, during the hours immediately after school. The program is offered
through a three-way partnership between the Upland Housing Authority, the Upland
Community Partnership for Youth Development non-profit, and the City of Upland Parks and
Recreation Department.
As a result of its partnership to host the VIC’s place program, UHA has hosted the Upland
Bookmobile since 2009. The Bookmobile is a mobile library service established by the City of
Upland Parks and Recreation Department. This customized vehicle brings the Library to children
at City-sponsored afterschool homework centers and day camps, including UHA’s VIC’s Place
location. The Bookmobile visits the Los Olivos community biweekly and provides on-site access
to library books and services.
12
UHA also works with other local service groups, including the Girl Scouts and Project Sister, to
host workshops and activities for residents and participants. In partnership with these
organizations, UHA has hosted workshops on self-defense, the National Night Out crime
awareness campaign, and numerous Girl Scout troop activities. UHA has also previously
worked with Women on the Move to host a mentoring program for girls age 8-12, and had a
long-standing relationship with the Boys and Girls Club to host their program at the Los Olivos
site.
Other local service groups such as the Upland Kiwanis provide support to the resident services
programs through donations of time, materials and money to purchase books for the library,
computer equipment, and other supplies.
Family Self-Sufficiency/Homeownership
UHA administered a family self-sufficiency program until 2006. UHA no longer administers an
FSS program, as it has not received FSS Coordinator funds since 2006 and is unable to fund an
FSS coordinator without additional funds.
During UHA’s administration of the FSS program, a total of 51 families participated in the FSS
program. 25 families successfully completed their contracts and, with the Housing Authority’s
assistance, two (2) families utilized their FSS Escrow Accounts to become homeowners.
Energy Efficiency Improvements
UHA was a leader in energy efficiency efforts long before it became a Department priority.
Starting in 1973, UHA began utilizing capital funds (previously called CIAP) to modernize the
units, which were constructed in 1943. All water and gas lines were replaced, old single-hung
windows were replaced with dual-pane energy efficient windows, energy efficient water
coolers were installed to reduce electrical costs and allow families to efficiently cool their
homes, and flat-roofs were replaced with pitched roofs and insulation. UHA worked with local
providers to obtain and install water efficient toilets, shower heads and aerators free of charge.
UHA’s energy conservation program was so successful and complete at the time of its 2008
energy audit the only areas that were still suitable for energy conservation efforts were the
project grounds for water conservations. UHA utilized 2006, 2007 and 2008 Capital Funds and
100% of ARRA funds to implement a very successful Xeriscaping and Irrigation project which
replaced approximately fifty percent of the turf around the 13 acre Public Housing community
with California native drought tolerant plantings, and substantially decreased water
consumption. UHA applied for and received a rebate of over $11,000 for the high-efficiency
nozzles installed as part of the new irrigation system. A profile of the project is attached as
Exhibit 3.
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4. PHAS SCORES
UHA is a high-performer under PHAS. UHA’s PHAS score for 2011 is 97%.
5. SECTION EIGHT MANAGEMENT ASSESSMENT PROGRAM (SEMAP)
SCORES
UHA is a high-performer under SEMAP. UHA’s 2011 SEMAP score is 96% (130 out of 135 points)
and the anticipated score for 2012 is 96% (130 out of 135 points).
6. HOUSING CHOICE VOUCHER UTILIZATION INFORMATION
UHA’s current HCV utilization rate is 98% of baseline units. Budget authority utilized in calendar
year 2010 was 97.8%.
7. PUBLIC HOUSING OCCUPANCY INFORMATION
UHA’s Public Housing is 98% occupied. Two units are currently vacant because they are
undergoing modernization. One unit is expected to be completed by August 30, 2012, and the
other by December 30, 2012.
8. CERTIFICATION THAT UHA HAS SUBMITTED ITS LAST THREE AGENCY
PLANS ON TIME
I hereby certify that the Upland Housing Authority has submitted its Agency Plan on time the
past three years. The Department has approved every Agency Plan submitted, including the
current 5-year Plan.
9. CERTIFICATION THAT UHA IS IN COMPLIANCE WITH HUD’S ASSET
MANAGEMENT POLICY
I hereby certify that the Upland Housing Authority is in compliance with HUD’s asset
management policy.
10. REQUEST FOR AUTHORITY TO USE AND COMBINE ASSISTANCE
RECEIVED UNDER SECTIONS 8 AND 9 OF THE 1937 ACT
The Upland Housing Authority hereby requests authority to use and combine assistance
received under Sections 8 and 9 of the 1937 Act to the extent necessary to implement the
proposed First Year Annual MTW plan included as Part C of this application.
14
Part C: First Year Annual MTW Plan
PART C:
FIRST YEAR ANNUAL MTW
PLAN
15
Section I: Introduction
A. TABLE OF CONTENTS
Section I. Introduction .................................................................................................................. 15
A. Table of Contents .............................................................................................................. 16
B. Overview of UHA’s Goals and Objectives ......................................................................... 19
Section II. General Housing Authority Operating Information ..................................................... 22
A. Housing Stock Information ............................................................................................... 22
B. Leasing Information, Planned ........................................................................................... 24
C. Waiting List Information ................................................................................................... 24
Section III. Non-MTW Related Housing Authority Information .................................................... 25
A. List of Planned Sources and Uses of Other HUD or Other Federal Funds ........................ 25
B. Description of Non-MTW Activities Proposed by the Agency .......................................... 25
Section IV. Long-term MTW Plan .................................................................................................. 26
Section V. Proposed MTW Activities ............................................................................................ 27
Activity 1:
Single-Fund Budget ............................................................................................ 28
Activity 2:
Exemption from SEMAP and PHAS Scoring; New Local Assessment
System ................................................................................................................ 30
Activity 3:
Simplify Income and Rent Calculations.............................................................. 32
Activity 4:
Biennial Reexaminations for MTW Families ...................................................... 38
Activity 5:
Increase Minimum Rents from $50 to $125 ...................................................... 41
Activity 6:
Limited Term of Participation in the MTW Program ......................................... 45
Activity 7:
Progressive Flat TTP for MTW Families ............................................................. 50
Activity 8:
Simplify Utility Allowances................................................................................. 55
Activity 9:
Biennial HQS Inspections for Qualified Units .................................................... 59
Activity 10: Limit Voluntary Transfers................................................................................... 62
Activity 11: Local Portability Policies .................................................................................... 64
Activity 12: Expand Project-Based Voucher Program to a Maximum of 50% of
HAP Budget Authority ........................................................................................ 66
Activity 13: Pilot Mobility Program ....................................................................................... 68
Section VI. Ongoing MTW Activities (N/A) ................................................................................... 71
Section VII. Sources and Uses of Funds ........................................................................................ 72
A. Planned Sources and Uses of HUD Funds ......................................................................... 72
B. Planned Sources and Uses of State or Local Funds .......................................................... 72
16
C. Planned Uses of the COCC ................................................................................................ 73
D. Deviation from Cost Allocation or Fee for Service Approach ........................................... 73
E. Use of Single-Fund Flexibility ............................................................................................ 73
F. Reserve Balances at the Beginning of the Plan Year ........................................................ 73
G. Planned Sources and Uses by AMP................................................................................... 73
Section VIII. Administrative ........................................................................................................... 74
A. Resolution Signed by the Chairman of the UHA’s Board of Commissioners .................... 74
B. Description of any Planned or Ongoing Agency Evaluations of the Demonstration ........ 74
17
SECTION I - INTRODUCTION
INTRODUCTION
This First Year Annual Moving to Work (MTW) Plan was developed by the Housing Authority of
the City of Upland (UHA) as part of UHA’s application to participate in the MTW Demonstration
Program in response to the Request for Applications issued by the Department of Housing and
Urban Development (HUD) on February 27, 2012.
The City of Upland was founded on February 10, 1887, and was incorporated on May 15, 1906.
City Demographics:

Population: 77,461

Total households: 27,177 households

Median age: 34.65 years

Average household size: 2.83

Average household income: $76,856.00
UHA was established in 1940 by resolution of the Upland City Council. The five-member Upland
City Council and two UHA program participants serve as the Housing Authority’s governing
Board of Commissioners. UHA administers both Public Housing (97 units) and Section 8 Housing
Choice Vouchers (624 baseline units).
As a truly small PHA, UHA is committed to developing and implementing an MTW
Demonstration program that may become the model for many small PHAs across the country.
The goals and activities contained in this plan are designed to be innovative and progressive,
but also realistic and attainable for PHAs with extremely limited resources and staff. Goals and
activities are designed to provide maximum administrative and cost efficiency while testing
innovative solutions to housing challenges.
UHA’s application also offers a unique opportunity for testing the MTW program. San
Bernardino County is served by the UHA, the Housing Authority of the County of San
Bernardino (an MTW PHA since 2008) and Needles Housing Authority. If UHA’s application is
approved, the majority of San Bernardino County would be served under the MTW program. As
the largest geographic county in the U.S. and with a diverse demographic makeup, the County
of San Bernardino is a prime candidate for testing innovative solutions. Additionally, the MTW
program would be demonstrated by two agencies of different size within one region: UHA is a
small agency with 721 units (97 Public Housing and 624 Housing Choice Voucher) while the
Housing Authority of the County of San Bernardino (HACSB) is a very large agency with
approximately 10,100 units.
Program participants would also benefit from UHA’s designation as an MTW agency. A previous
mobility agreement between UHA and HACSB that has been suspended due to programmatic
changes implemented by HACSB as an MTW PHA can be reinstated if UHA’s plan is approved,
18
and participants can again enjoy seamless mobility throughout much of San Bernardino County.
A copy of the suspended mobility agreement is attached as Exhibit 14.
B. OVERVIEW OF UHA’S MTW GOALS AND OBJECTIVES
UHA’s application addresses challenges that are unique to small PHAs and the Upland
community and those that are common to all housing authorities. The activities contained in
this plan are intended to meet the statutory objectives of the MTW demonstration program
and to protect and preserve the long-term viability of the programs we administer. Our MTW
goals are:
1. Improve viability of the programs by reducing administrative burden and cost and
achieving greater cost effectiveness in federal expenditures;
2. Increase the rate of self-sufficiency among assisted families by:
a. Creating incentives for families to work, seek work or prepare for work; and
b. Establishing partnerships with local service providers to provide supportive
services that help families achieve self-sufficiency;
3. Increase housing choices for low-income families through MTW activities, including a
pilot mobility program that removes barriers to housing choice and is consistent with
the other goals of this plan.
Many of the proposed activities address challenges in administration of the programs. These
activities will reduce administrative costs, increase efficiencies and streamline the programs,
helping to ensure their viability in an unstable funding environment. Reducing or removing
complex requirements will also enable participants, applicants, PHA staff and the general public
to have a better understanding of program rules and requirements.
UHA’s plan also proposes activities designed to encourage economic self-sufficiency and reward
working families without negatively affecting elderly and disabled families with fixed incomes
as they are defined by UHA in this plan. UHA will ensure that elderly and disabled families with
fixed incomes are protected by exempting them from activities that would be unfairly biased
toward these families, including the implementation of limited term of assistance and the
progressive flat TTP schedule.
A key component of UHA’s plan is the development and expansion of a supportive services
network to create self-sufficiency potential for assisted families. The Housing Authority of the
County of San Bernardino (HACSB) has established partnerships with numerous local supportive
service providers to provide supportive services to their participants. UHA has reached out to
many of these service providers to discuss the opportunity for providing similar services to UHA
participants in the future if UHA receives MTW designation. The response from these
organizations was positive. Each organization that we contacted was supportive of UHA’s MTW
plan and application, and expressed interest in partnering with UHA in the future. Letters of
support from local service providers interested in working with UHA are attached as Exhibit 1.
These letters demonstrate a potential for providing a strong network of supportive services to
assist our participant families on their individual journeys to self-sufficiency.
19
Lastly, UHA’s plan includes proposed activities that are designed to improve housing choice and
the quality of affordable housing. Through a pilot mobility program, UHA plans to greatly
expand the area in which participants may lease an assisted unit without the need for
complicated portability processes. With the ability to move to other jurisdictions seamlessly,
families will enjoy greater housing choice and economic opportunities. Other activities are
designed to encourage compliance with Housing Quality Standards (HQS) and increase landlord
participation in the HCV program.
UHA will track and analyze the outcomes of each of the proposed activities to determine if the
activity is contributing toward our MTW goals. Those activities that are determined to be
successful will be enhanced or expanded when possible and appropriate. Activities that do not
have the desired impact will be restructured or eliminated to allow UHA to refocus its efforts on
activities that help us to reach our goals.
Although some proposed activities will be implemented only for a limited group of families,
such as only new families or only existing families, UHA intends to implement the successful
activities to all families in subsequent MTW years. UHA believes that this approach provides
two advantages:

The unaffected group of families will serve as a control group for the activity, allowing
UHA to compare data and measure the activity’s true impact; and

It permits UHA to measure the success of the activity before applying it to all families.
UHA also intends to allow existing families to voluntarily convert to MTW at any time after
implementation of the MTW plan.
With MTW flexibility, UHA will accomplish the three statutory goals of MTW through the
innovative and progressive activities proposed through this plan.
IMPLEMENTATION TIMEFRAME
UHA recognizes that the proposed activities contained in this plan cannot be implemented
immediately. Some activities will require extensive preparation, including further research and
modeling, changes to policies, staff training, updates to UHA’s software and information
systems, and extensive community outreach. In order to accommodate these needs, UHA
proposes to establish the following schedule for implementation of the activities.
UHA has established its Fiscal Year 2013-2014 as our target for MTW Year One. However, this
date may be delayed only if necessary to accommodate community outreach and/or updates to
UHA’s software and information systems or infrastructure prior to implementation. UHA will
make every effort to meet the target implementation date of UHA Fiscal Year 2013-2014.
Should a delay be necessary, UHA will begin implementation as quickly as feasible. UHA will
define MTW Year One as the year that the first MTW activity contained in this activity is
implemented.
Activities Prior to MTW Year One:
UHA intends to prepare for implementation of MTW Year One activities between the date that
UHA receives MTW designation and the start of UHA Fiscal Year 2013-2014. UHA will make
20
revisions to its policies, prepare staff for upcoming changes, and implement software and other
changes necessary for activities designated for implementation in MTW Year One. Other
preparatory work for MTW Year Two activities will also begin during this time.
UHA will conduct extensive community outreach during this time to inform the community and
the families we serve of the upcoming changes to our program.
MTW Year One:
UHA intends to implement the majority of the proposed activities in this plan during MTW Year
One, as most activities can be implemented without the need for extensive changes to software
and information systems or infrastructure.
MTW Year One will also be used to prepare for more complex activities to be implemented
during MTW Year Two. UHA will prepare its software systems, conduct training, revise policies
and conduct additional research, modeling and analysis necessary for those activities.
MTW Year Two:
The proposed activities that require more complex changes and/or additional research,
modeling and analysis will be implemented during MTW Year Two.
21
Section II: General Housing Authority Operating Information
SECTION II – GENERAL HOUSING AUTHORITY OPERATING
INFORMATION
A. HOUSING STOCK INFORMATION
UHA administers the Conventional Public Housing and Section 8 Housing Choice Voucher (HCV)
programs in the City of Upland in the County of San Bernardino, California.
UHA manages a single Public Housing development, CA009002, which was placed in service in
September 1943. The chart below summarizes the Public Housing units as of June 27, 2012, as
well as changes anticipated during Fiscal Year 2013-2014.
UNIT INFORMATION
NUMBER OF UNITS
Total Public Housing units under ACC – (as of June 27, 2012)
97
Units permanently offline
0
Total Public Housing units available for occupancy
97
Total Public Housing units occupied
97
Units to be removed from ACC during the year
0
Units to be added
1*
Total Public Housing units expected at the end of the year
98
* UHA is currently in the process of converting a 5-bedroom unit into two 2-bedroom units. The
unit was originally a 2-bedroom but was converted to a 5-bedroom in 1983. The conversion is
being performed using operating subsidy, not capital funds.
Housing stock information continues on next page.
22
(1)
HOUSING STOCK INFORMATION
Number of Public Housing units at the
98
beginning of the year
(2)
General description of any planned
significant capital expenditures by
development
The Capital Fund Five Year Plan and current Budget
is included as Attachment D. The most significant
planned capital expenditures using Capital Funds
are described in the Capital Fund Five-Year Plan
attached (Attachment D), and include initiation of
activities to support replacement of water main
lines throughout the development and installation
of individual water meters at residential units.
(3)
Description of any new Public Housing units N/A
to be added during the year by development
(specifying bedroom size, type, accessible
features, if applicable)
(4)
Number of Public Housing units to be
0
removed from the inventory during the year
by development specifying the justification
for the removal
(5)
Number of MTW Housing Choice Vouchers
(HCV) units authorized
0
(624 units would become MTW if UHA’s application
is approved)
(6)
Number of non-MTW HCV units authorized
624
(UHA intends to convert all units to MTW if UHA’s
application is approved)
(7)
Number of HCV units to be project-based
10% (63) *
during the Plan year, including description of
each separate project
* 71 units were reserved for PBV in 2007 and are still reserved at the time of this application.
However, due to economic circumstances and lack of available financing, this project is not
expected to be built during Fiscal Year 2012-2013 or for the foreseeable future. UHA anticipates
that the application for these project-based vouchers will be withdrawn.
The Capital Fund Five Year Plan and current Budget is included as Attachment D. UHA will
continue its capital improvements of the Los Olivos Public Housing site (CA009002) in
accordance with the Five-Year Plan.
In Fiscal Year 2010-2011 and 2011-2012 UHA completed the exterior repair and painting of all
residential units and administrative buildings, including rain gutter installation. In Fiscal Year
2012-2013 UHA plans to initiate activities to support replacement of water main lines
throughout the development and installation of individual water meters at residential units.
23
B. LEASING INFORMATION
As a high-performer under SEMAP and PHAS, UHA maintains a very high utilization rate for both
the Public Housing and the HCV program. UHA anticipates that it will maintain high leasing
rates as an MTW agency.
UHA also proposes to convert 100% of its Public Housing and HCV units to some level of MTW.
LEASING INFORMATION, PLANNED
This information is estimated and may be subject to change during the plan year.
(1) Anticipated total number of MTW Public Housing units leased in the Plan year 97
(2) Anticipated total number of non-MTW Public Housing units leased in the Plan None
year
(3) Anticipated total number of MTW HCV units leased in the Plan year
624
(4) Anticipated total number of non-MTW HCV units leased in the Plan year
None
(5) Description of anticipated issues relating to any potential difficulties in leasing No anticipated
units (Public Housing or HCV)
difficulties for 2012
(6) Number of project-based vouchers in use at the start of the Plan year –
described below
None
UHA LEASING INFORMATION – (FISCAL YEAR 2013-2014)
Public Housing
Housing Choice Vouchers
Total Units
98
Total MTW Vouchers Based on CACC
Baseline Authority
624
Total Units Leased
98
Total MTW Budget Authority utilized
for voucher leasing
100%
100%
Percent of Budget Authority MTW
Voucher Utilization
100%
Percent of Units Leased
C. WAITING LIST INFORMATION
UHA does not anticipate any changes in the waiting list in the first year of MTW
implementation. It is expected that in future MTW years the length of times families wait for
assistance will be reduced as families term-out or leave the programs as a result of becoming
economically self-sufficient. UHA expects that term limits and income limits for continued
assistance will increase affordable housing opportunities for waiting list families.
Separate waiting lists are maintained for the Public Housing and HCV programs. Both waiting
lists are currently closed and UHA does not anticipate opening the waiting list(s) during Fiscal
Year 2012-2013. UHA selects families from the waiting list when necessary in order to fill
vacancies in the Public Housing program and to address attrition in the HCV program. Families
may apply to either or both waiting lists when the waiting lists are open.
24
Section III: Non-MTW Related Housing Authority Information
SECTION III – NON-MTW RELATED HOUSING AUTHORITY
INFORMATION
Strategic Plan – It is UHA’s vision to utilize MTW flexibility to demonstrate increased program
efficiencies and activities that empower the agency and the families we serve. UHA hopes to
become the model for other small PHAs nationwide. As a small PHA, UHA can quickly transform
its programs and organizational structure to implement the activities proposed in this plan.
UHA strives to achieve continued excellence in its program administration and delivery of
services to the community.
A. PLANNED SOURCES AND
(EXCLUDING HOPE VI)
USES OF OTHER
HUD
OR OTHER FEDERAL
FUNDS
UHA’s sole sources of federal funds are the Public Housing Operating Fund, Capital Fund, and
Section 8 HCV HAP and Administrative Fees.
The only other source of funds UHA receives from non-federal sources are administrative fees
for monitoring compliance with tax-exempt bonds issued by the UHA or the City of Upland
Redevelopment Agency, or development variances by the City of Upland Building Department.
The UHA receives $16,225.00 in monitoring fees on an annual basis, and these fees offset
UHA’s costs related to affordability compliance monitoring for the related properties.
UHA does not receive funds from any other source. 100% of the UHA’s efforts will be directed
toward MTW activities and the success of the demonstration program.
B. DESCRIPTION
OF NON-MTW ACTIVITIES PROPOSED BY THE
MTW AGENCY,
HUD OFFERINGS AND THE
AGENCY’S ASSOCIATED PROPOSALS ADDRESSING HUD’S STRATEGIC PLAN PRIORITY
GOALS AS OUTLINED IN THE GENERAL SECTION POSTED AT GRANTS.GOV.
INCLUDING APPLICATIONS TO OTHER COMPETITIVE
N/A.
25
Section IV: Long-Term MTW Plan
SECTION IV: LONG-TERM MTW PLAN
UHA’s long-term goal as an MTW agency is to continue to implement innovative and
streamlined solutions to housing challenges that address the three statutory requirements of
the MTW demonstration program and UHA’s four MTW goals. To do so, UHA will:

Continue to establish partnerships with community service providers to provide
opportunities for families to achieve economic self-sufficiency. By expanding the
network of service providers, UHA will assist participants in moving towards economic
self-sufficiency;

Expand the scope of successful MTW activities to apply to all assisted families served by
UHA, including the possible opportunity for non-MTW families to opt-in to the MTW
program to avail themselves of the supportive services network provided to MTW
participants;

Establish partnerships with neighboring PHAs to develop a network of agencies that will
assist UHA to expand its pilot mobility program;

Retain program flexibility to meet challenges and changes encountered in program
funding, local housing market conditions, and the needs of the families and individuals
participating in UHA’s MTW program;

Seek ways to simplify and streamline the Section 8 Housing Choice Voucher and Public
Housing programs while protecting the integrity of the program remaining accountable
for compliance with administrative requirements.
26
Section V: Proposed MTW Activities – HUD Approval Requested
SECTION V: PROPOSED MTW ACTIVITIES - HUD APPROVAL
REQUESTED
DESCRIPTION OF
PROPOSED ACTIVITY
PAGE PROGRAM(S)
1.
Single-Fund Budget
28
2.
Exemption from SEMAP
and PHAS Scoring; New
Local Assessment
System
30
3.
Simplify Income and
Rent Calculations
32
4.
Biennial Reexaminations
for MTW Families
38
5.
Increase Minimum Rents
from $50 to $125
41
6.
Limited Term of
Participation in the MTW
Program
45
7.
Progressive Flat TTP for
MTW Families
50
8.
Simplify Utility
Allowances
55
9.
Biennial HQS Inspections
for Qualified Units
59
10. Limit Voluntary
Transfers
62
11. Local Portability Policies
64
12. Expand Project-Based
Voucher Program to a
Maximum of 50% of HAP
Budget Authority
66
13. Pilot Mobility Program
68
MTW STATUTORY OBJECTIVE
PUBLIC
HOUSING
HCV
REDUCE COST
AND ACHIEVE
GREATER COST
EFFECTIVENESS
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
ENCOURAGE
SELFSUFFICIENCY
INCREASE
HOUSING
CHOICES
X
X
X
X
27
Activity 1 – Single-Fund Budget
A. Description
UHA will combine the resources of the Public Housing, Housing Choice Voucher, and Capital
Fund programs under a single fund block grant in order to better use funding to meet local
program and administrative needs. Programs will be funded based on actual levels of need with
ongoing flexibility
B. Relation to MTW Statutory Objectives
This activity addresses the MTW statutory objective to reduce cost and achieve greater cost
effectiveness in federal expenditures.
C. Anticipated Impacts
This activity will enable UHA to allocate its limited federal resources to support the local
initiatives proposed in this plan and provide much-needed flexibility to redistribute resources
among federal programs based on actual needs.
This activity should also provide an opportunity to reduce the administrative costs associated
with the maintenance of numerous sets of accounting records for multiple programs, and
related reporting and audit requirements. A single fund block grant should result in simplified,
less expensive, and faster methods for a small agency to maintain financial records that cover
all PHA programs, as well as provide cost savings through consolidation of costly bank accounts.
D. Baselines, Benchmarks and Metrics to Assess Outcomes, Including Anticipated Schedules
UHA intends to implement this activity during MTW year one.
METRIC
BASELINE
BENCHMARK
Percentage of total federal funds Percentage of federal funds
Programs will be funded based on
that are allocated to each
allocated to each program in the their actual level of need with
program
fiscal year prior to MTW year one ongoing flexibility beginning
MTW year one
Annual costs associated with
accounting, reporting, audit
requirements, and banking
services
Costs associated with accounting,
reporting, audit requirements,
and banking services in the fiscal
year prior to MTW year one
A decrease in costs associated
with accounting, reporting, audit
requirements, and banking
services is anticipated within 24
months of implementation
E. Data Collection and Protocols
A baseline report will be developed using financial data from the fiscal year immediately prior
to MTW year one to identify the percentage of funding provided for each program.
A cost analysis will be performed to determine the total costs associated with accounting,
reporting, audit requirements, and banking services in the fiscal year prior to MTW year one.
Rudimentary data will be stored in one or more electronic databases, including UHA’s
accounting system. UHA will develop reports describing the above metrics to summarize the
data on a quarter-to-date and year-to-date basis. Reports will be analyzed on a quarterly
28
and/or annual basis to quantify results and identify opportunities for further improvement of
the activity.
F. Authorization(s) to Conduct the Activity
Waiver of certain provisions of Section 8 and 9 of the 1937 Housing Act and 24 C.F.R. 905, 9782
and 990.
G. Rent Reform Initiative Information
Not applicable.
29
Activity 2 – Exemption from SEMAP and PHAS Scoring; New Local Assessment
System
A. Description
UHA will opt out of the HUD SEMAP and PHAS systems, and will develop a local assessment
system to measure the quality and timeliness of work performed under the MTW Agreement.
As a result of programmatic changes proposed through other activities included with this plan,
UHA would be unable to maintain High Performer status under the SEMAP and PHAS
assessment programs. For example, SEMAP includes indicators that assess whether the PHA has
performed annual reexaminations and annual inspections as required. As part of this proposed
plan, UHA proposes to modify its schedules of reexaminations and HQS inspections from annual
to biennial, and therefore would be unable to qualify for full points for these indicators.
UHA’s local assessment system will monitor and evaluate key performance indicators of the
Public Housing and HCV programs, including many performance indicators currently assessed
through SEMAP and PHAS. The assessment program will measure these indicators as they apply
under UHA’s policies and MTW activities.
This activity will provide an accurate assessment of UHA’s performance based on local goals
and objectives established by the UHA and the MTW Agreement.
UHA intends to develop the local monitoring program, including performance indicators and
ratings, during MTW year one. The first assessment under the local monitoring program would
take place during MTW year two.
METRIC
BASELINE
UHA’s performance rating for the UHA’s performance rating under
HCV program
SEMAP for the most recently
completed fiscal year prior to
implementation
BENCHMARK
An overall performance rating
increase to be achieved during
MTW year two and maintained
for the lifetime of the MTW
agreement
UHA’s performance rating for the UHA’s performance rating under
Public Housing program
PHAS for the most recently
completed fiscal year prior to
implementation
An overall performance rating
increase to be achieved during
MTW year two and maintained
for the lifetime of the MTW
agreement
30
UHA will collect data from its electronic databases and physical files to measure performance
under the local monitoring program. Reports will be developed to track performance, and a
rating will be assigned to each program at the conclusion of each fiscal year. Should any
indicator fall below its previous year score and/or score unsatisfactorily, UHA will develop an
action plan for correction.
Waiver of certain provisions of Section 6(j) of the 1937 Act and 24 C.F.R. 902 and 985.
Not applicable.
31
Activity 3 – Simplify Income and Rent Calculations
A. Description
UHA will implement policies to simplify the calculation of income and rent for the Public
Housing and Housing Choice Voucher programs.

Exclusion of Income Received from Assets: UHA will exclude income received from
assets from the rent calculation formula. Families will be required to disclose assets at
the time of initial eligibility determination and at each reexamination. UHA will not
verify the reported assets.

Elimination of Deductions: UHA will eliminate the deductions from gross annual income
for unreimbursed medical expenses, unreimbursed attendant care and auxiliary
apparatus expenses, and child care expenses. UHA will continue to provide deductions
to families with dependents ($480.00 per year for each dependent) and to families
whose head/spouse/co-head is a person with disabilities ($400 per year regardless of
the number of disabled individuals in the family).

Simplification of TTP Formula: UHA will calculate Total Tenant Payment (TTP) as the
higher of either the minimum rent or 29% of monthly adjusted income.

Elimination of EID: UHA will eliminate the HUD Earned Income Disallowance (EID) for
persons with disabilities from the calculation of total tenant payment. Other rent reform
activities listed in this plan will be implemented to provide similar incentive to families
whose earnings increase during the term of assistance. Families receiving the EID prior
to implementation of this plan will continue to receive the EID through MTW year two
or until their eligibility for EID ends, whichever comes first.

Local Income Inclusion: UHA will include in the calculation of annual income payments
received for the care of foster children or foster adults, Kinship guardianship assistance
(Kin-GAP) payments, and other payments made through foster care or guardianship
programs. These sources are currently excluded from the calculation of annual income.
Such payments are intended to be utilized by the family for the care, feeding and
clothing of the foster child or adult. UHA will include all payments made to a family
through a foster care or similar program in the calculation of annual income. To help
offset this inclusion of income, UHA will provide families with foster children the same
dependent deduction that is provided for other families with dependents.

Elimination of Income Offset for Welfare Benefit Sanctions: UHA will implement policies
to include the full amount of the family’s welfare benefit, including any sanctioned
amount and regardless of any other income change during a welfare sanction period.
Currently, UHA must impute sanctioned welfare benefits and perform complex
calculations to determine the appropriate amount of welfare income to be counted
towards the family’s annual income. These complex calculations will be eliminated
through this activity.
32
This activity is designed to provide a realistic housing and economic experience similar to other
affordable housing programs, such as the tax-credit and bond finance programs. It is also
intended to encourage families to increase their earned income as they must manage available
financial resources and prioritize expenditures without the false sense of security provided by
the EID and through the exclusion of certain income.
This activity addresses the MTW statutory objectives to:

Reduce cost and achieve greater cost effectiveness in federal expenditures; and

Create incentives for families to work, seek work or prepare for work.
UHA anticipates that this activity will significantly reduce staff time and administrative costs
associated with income and rent calculations as complex calculations, the need to perform
unnecessary verifications, and confusing exceptions to income calculation rules are eliminated.
UHA also anticipates that this activity will:

Encourage families to increase earned income;

Encourage families to build or retain savings by eliminating the unintended penalty of
savings resulting in increased rent;

Help improve accuracy of family income calculations and eliminate potential for errors;

Encourage families to remain in compliance with the welfare agency’s requirements and
avoid sanctions since all income will be counted towards their rent calculation.
This activity also includes the potential for increased rent burden to some participant families.
This unintended impact is mitigated through the hardship exemption described in section G.4.
A possible reduction in rental revenue in the Public Housing program and increase in HAP
expenses in the HCV program may also result from this activity. This impact is not expected to
occur, as any decrease in rental revenue or increase in HAP is expected to be offset by the
increase in minimum rents proposed as Activity 5 of this plan.
UHA intends to implement this activity, with the exception of the components to simplify the
TTP formula and the elimination of EID, for all new and existing Public Housing and HCV families
during MTW year one.

The simplified TTP formula will not be used to calculate TTP for new Public Housing and
HCV families under the MTW program because these families will be subject to the
progressive flat TTP schedule proposed as Activity 7 of this plan.

The elimination of EID would be implemented for all families except families currently
within the Earned Income Disallowance period. Those families would continue to
receive the benefit until its completion under the current rules. No new cases of EID
would be processed after implementation of this activity.
33
METRIC
Total staff hours per year to
calculate income and rent
BASELINE
BENCHMARK
Total staff hours to calculate
Reduce total staff hours to
income and rent in the 12-month perform annual inspections per
period prior to implementation
year by 10% in MTW year one
Average income of families
receiving foster care or Kin GAP
payments and/or sanctioned
welfare benefits
welfare benefits in the 12-month
welfare benefits will increase
Percentage of families with
earned income
earned income in the 12-month
earned income will increase by
the completion of MTW year two
Average earned income of
families with earned income
families with earned income in
the 12-month period prior to
implementation
families with earned income will
increase by the completion of
MTW year two
savings (including retirement or
other savings accounts)
savings (including retirement or savings will increase by the
other savings accounts) in the 12- completion of MTW year two
month period prior to
implementation
Average value of assets held by
participants
participants in the 12-month
participants will increase by the
completion of MTW year two
Number of income and rent
calculation errors related to
assets, deductions, TTP formula,
EID, excluded foster care or Kin
GAP income, or welfare sanctions
Number of income and rent
calculation errors related to
in the 12-month period prior to
implementation
Reduce number of income and
rent calculation errors related to
the completion of MTW year one
Percentage of families receiving
sanctioned welfare benefits (of all
families are receiving) welfare
benefits
sanctioned welfare benefits in
implementation
sanctioned welfare benefits will
decrease the completion of MTW
year two
Cost per year associated with
verification of assets and
deductions
Estimated total costs associated
with verification of assets and
deductions in the 12-month
Reduce total costs per year
associated with verification of
assets by 100% by the completion
of MTW year one
Average rent burden for
participating families
participating families in the 12month period prior to
implementation
participating families may
increase following
implementation of this activity
34
Baseline reports will be developed to identify the following baselines for the twelve-month
period prior to implementation:

The number and average annual income of families receiving foster care or Kin GAP
payments and/or sanctioned welfare benefits;

The number of families with earned income as percentage of total assisted families;

The average earned income of families with earned income;

The number of families with savings (including retirement or other savings accounts) as
percentage of total assisted families;

Average value of assets held by participants;

The number of income and rent calculation errors related to assets, deductions, TTP
formula, EID, excluded foster care or Kin GAP income, or welfare sanctions;

The number of families receiving sanctioned welfare benefits as a percentage of all
families receiving welfare benefits; and

The average rent burden for participating families.
A time study will be conducted to determine the average amount of staff time spent annually
calculating income and rent during the twelve-month period prior to implementation.
A cost analysis will be performed to determine the average annual costs associated with
verification of assets and deductions during the twelve-month period prior to implementation.
Rudimentary data will be stored in one or more electronic databases. UHA will develop and
analyze reports describing the above metrics on a quarterly and/or annual basis. The reports
will summarize the data on a quarter-to-date and year-to-date basis. UHA will analyze the
reports to quantify results and identify opportunities for further improvement of the activity.
Waiver of certain provisions of Section 3(a)(2), 3(a)(3)(A) and Section 6(l) of the 1937 Act and 24
C.F.R. 5.603, 5.611, 5.628, 5.630, 5.632, 5.634 and 960.255 and 966 Subpart A and certain
provisions of Sections (8)(o)(1), (8)(o)(2), (8)(o)(3), (8)(o)(10) and (8)(o)(13)(H)-(I) of the 1937
Act and 24 C.F.R. 982.508, 982.503 and 982.518.
Waiver of certain provisions of Section 8(o)(7)(a), 8(o)(13)(F), 8(o)(13)(G) of the 1937 Act and 24
C.F.R. 5.615 Subpart C and 982.303, 982.308, 982.309, 982.451 and 983 Subpart E and F.
1. Agency’s Board Approval of Policy
The UHA Board’s approval of this rent policy is included in the Board’s resolution
adopting this MTW application and first year Annual Plan.
35
2. Impact Analysis
To analyze the anticipated impact of this activity, UHA compared the adjusted income
and rent for all existing participants and residents as calculated under current rules with
the adjusted income and rent for the same participants and residents calculated using
the income and rent simplification methods included in this activity.
UHA’s analysis showed that the average adjusted income (AI) for UHA’s participants
would increase as a result of the elimination of the childcare and medical expense
deductions and the inclusion of foster care payments and sanctioned welfare benefits.
However, the increase in AI was offset by the elimination of asset income and the
reduction of TTP to 29% of AI, resulting in an average decrease in the percentage of
income paid toward rent and utilities.
ANALYSIS OF ANTICIPATED IMPACTS TO HCV PARTICIPANTS
Average Change in Adjusted Monthly Income:
+ $31.49 (3%)
Average Change in Tenant Rent to Owner:
- $1.26 (< 1%)
Average Change in Total Tenant Contribution:
- $1.50 (< 1%)
ANALYSIS OF ANTICIPATED IMPACTS TO PUBLIC HOUSING TENANTS
Average Change in Adjusted Monthly Income:
+ $4.10 (.3%)
Average Change in Tenant Rent:
- $12.80 (3.6%)
Average Change in Total Tenant Contribution:
- $12.80 (3.6%)
As a result of the decrease in average tenant rent, UHA anticipates a small increase in
HAP expenses in the HCV program and a small decrease in rental income in the Public
Housing program as a result of this activity. However, UHA anticipates that this change
will be offset by the increase in minimum rents proposed as Activity 5 of this plan.
UHA’s analysis also indicates that some families will see an increase in the amount of
their tenant rent and total tenant contribution as a result of this activity. UHA has
developed hardship case criteria to mitigate the impact to these families.
3. Annual Reevaluation of Rent Reform Initiative
UHA will evaluate this activity annually.
4. Hardship Case Criteria
A one-year hardship exemption from this activity will be automatically provided to
families for whom the implementation of this activity would result in a financial
hardship.
For purposes of this hardship exemption:

A financial hardship will be considered to exist if the family’s total tenant
contribution becomes unaffordable as a result of this activity;
36

Unaffordable is defined as exceeding 40% of the family’s adjusted monthly
income as calculated under this activity;

No hardship will be considered to exist if the family’s total tenant contribution
exceeded 40% of the family’s monthly adjusted income prior to implementation
of this activity;

No hardship will be considered to exist if the family’s total tenant contribution
exceeds 40% of the family’s monthly adjusted income as a result of HCV family’s
rental unit exceeding the voucher size the family is eligible for.
5. Transition Period
The exclusion of income received from assets, elimination of deductions, simplification
of the TTP formula, and inclusion of foster care payments and welfare sanctioned
income will take place at each family’s first annual reexamination after this activity is
implemented.
Families currently within the Earned Income Disallowance period would continue to
receive the benefit until its completion under the current rules. No new cases of Earned
Income Disallowance would be processed.
6. Documentation of Public Hearing
See Section D. Evidence of Community Support and Involvement, which includes
evidence (in the form of notices, newsletters, sign-in sheets, etc.) that UHA has obtained
community and PHA resident participation in developing its MTW application.
Documentation of the public hearing is also included.
37
Activity 4 – Biennial Reexaminations for MTW Families
A. Description
UHA will implement policies to place new and existing Public Housing and HCV families on a
biennial reexamination schedule.

UHA will conduct mandatory reexaminations of income every two years;

UHA will conduct interim reexaminations as needed when families report a decrease in
income that would impact the family’s rent;

Families will not be required to report increases in income between biennial
reexaminations and UHA will not conduct interim reexaminations for increases in family
income;

Changes in payment or subsidy standards, voucher size, utility allowances, and Public
Housing rent schedules will be applied at the family’s next biennial reexamination;

Families porting to or from UHA’s jurisdiction will remain on an annual reexamination
schedule if UHA is administering the voucher or is being billed by the receiving PHA.
Since UHA is proposing to modify the annual reexamination schedule to a biennial
reexamination schedule, authorization for release of information forms must be extended to
encompass a longer timeframe in which UHA can access income information with written
authorization from participants. The federally-mandated HUD-9886 Authorization for Release
of Information form permits PHAs to access income information for 15 months from the date of
signature. As part of this activity, UHA requests permission to create an agency authorization
form conferring the participant’s authorization to extend the use of the HUD-9886 for an
additional 12 months (a total of 27 months) from the date of signature. The additional 12
months will accommodate the new proposed biennial reexamination schedule.


UHA anticipates that reducing the frequency of reexaminations will increase administrative
efficiency, reduce staff time spent to process reexaminations, and generate cost savings related
to personnel.
This activity is also expected to encourage participant families to seek opportunities to increase
their income, as any increase that takes place between biennial reexaminations will not be
included until the family’s next biennial reexamination. Families will be able to retain additional
earnings without increased rents, and will have additional time to build savings accounts,
increase skill levels to become more marketable, complete secondary education or job training
programs, or obtain employment.
38
UHA would implement this activity over a two-year period by conducting full reexaminations
for 50% of participants in MTW year one and 50% in MTW year two.
METRIC
Annual number of full
reexaminations conducted
BASELINE
Number of full reexaminations
conducted in the 12-month
(by program)
BENCHMARK
Reduce total number of full
reexaminations conducted by
50% within twelve months of
implementation
Percentage of families required
to have a full reexamination
during the year
100% of families are required to
have a full reexamination during
the year
Reduce percentage of families
required to have a full
reexamination during the year by
50% within 12 months of
implementation
Annual staff hours required to
process full reexaminations
Annual staff hours spent to
process full reexaminations in the
12-month period prior to
implementation (by program)
Decrease annual staff hours spent
to process full reexaminations by
50% within 12 months of
implementation
Annual cost for printing, copying
and mailing reexamination
materials
Cost for printing, copying and
mailing reexamination materials
in the 12-month period prior to
Decrease annual cost of printing,
copying and postage to process
required annual reexaminations
by 50% within 12 months of
implementation
earned income
earned income in the 12-month
(by program)
Increase in percentage of families
with earned income by the
second biennial reexamination
families with earned income
families with earned income in
Increase in average income of
families with earned income by
the second biennial
reexamination

The number of full reexaminations conducted;

The percentage of families with earned income; and

The average earned income of families with earned income
A time study will be conducted to determine the average amount of staff time spent annually
to conduct full reexaminations during the twelve-month period prior to implementation.
conducting full reexaminations during the twelve-month period prior to implementation.
39
Public Housing: Waiver of certain provisions of Section 3(a)(1) and 3(a)(2) of the 1937 Act and
24 C.F.R. 966.4 and 960.257
HCV: Waiver of certain provisions of Section 8(o)(5) of the 1937 Act and 24 C.F.R. 982.516.
Not applicable.
40
Activity 5 – Increase Minimum Rents from $50 to $125
A. Description
UHA will increase the minimum rent from $50.00 to $125.00 per month for all existing Public
Housing residents and all new and existing HCV program participants. New Public Housing
residents are not included in this activity because they are subject to the progressive flat TTP
schedule proposed as Activity 7 of this plan.
This activity is designed to create an assisted housing experience that more closely resembles
the private market while ensuring that families can afford their rent. It is also intended to
encourage families to increase their earned income as they must manage available financial
resources and prioritize expenditures without the false sense of security provided by the
current $50 minimum rent.
This activity addresses the MTW statutory objective to create incentives for families to work,
seek work or prepare for work.
This activity is anticipated to result in a decrease in the number of zero-income families in the
Public Housing and HCV programs, and an increase in the earned income of families whose TTP
is currently less than $125. It is anticipated that families subject to the minimum rent will
attempt to increase their earned income in order to meet the higher minimum rent. The
number of families subject to minimum rent is also anticipated to increase as a result of the
increased minimum rent amount.
Increased rental revenue in the Public Housing program and decreased HAP expenses in the
HCV program are also expected as a result of the increased minimum rent amount and because
more families will be subject to the minimum rent.
Although this activity will represent an increase in the rent paid by some families, this increase
is not anticipated to create an increase in the families’ rent burden, or percentage of income
those families will pay toward rent. UHA anticipates that the increase in rent will be offset by
the increase in family income resulting from the inclusion of income specified in Activity 3 of
this proposed plan.
UHA also expects that implementation of this activity will facilitate reinstatement of a previous
mobility agreement between UHA and the Housing Authority of the County of San Bernardino
(HACSB) that has been suspended due to programmatic changes implemented by HACSB as an
MTW PHA. If UHA’s application is approved and the mobility agreement reinstated, participants
can again enjoy simplified mobility throughout the majority of San Bernardino County.
UHA intends to implement this activity for all existing Public Housing residents and all new and
existing HCV families during MTW year one. The new minimum rent will be applied at the
family’s first reexamination after implementation of this activity. Results attained through this
41
activity will be realized gradually during MTW year one as reexaminations occur, with the full
impact of the activity realized during MTW year two.
METRIC
Number and percentage of zeroincome families
BASELINE
Number and percentage of zeroincome families in the 12-month
(by program)
BENCHMARK
Decrease in number and
percentage of zero-income
families by MTW year two
Annual earned income of families Annual earned income of families Increase in annual earned income
whose TTP is less than $125 (by
whose TTP is less than $125 in
of these families by the family’s
program)
next reexamination
Percentage of families subject to
minimum rent (by program)
minimum rent in the 12-month
(by program)
the minimum rent increase by 5%
for the Public Housing program
and 8% for the HCV program in
the 12 months after
implementation
Rental revenue and HAP
Rental revenue and HAP
expenses for families with TTP of expenses for families with TTP of
$125 or less
$125 or less for the 12-month
Rental revenues for these
families increase by 50% and HAP
expenses decrease for these
families by 50% in the second
year after implementation
Rent burden of families paying
minimum rent (by program)
No change is anticipated
Average rent burden of families
paying minimum rent for the 12month period prior to
Baseline reports will be developed to identify the following baselines for each program for the
twelve-month period prior to implementation:

The number and percentage of zero-income families;

The annual earned income of families whose TTP is less than $125

The percentage of families subject to minimum rent;

Rental revenue and HAP expenses for families with TTP of $125 or less; and

The average rent burden of families paying minimum rent.
A financial report will be developed to measure the increased rental revenue and decreased
HAP expenses for families with TTP of $125 or less.
will summarize the data on a quarter-to-date and year-to-date basis, and UHA will analyze the
42
Waiver of certain provisions of Section 3(a)(2, 3(a)(3)(A) and Section 6(l) of the 1937 Act and 24
C.F.R. 5.603, 5.611, 5.628, 5.630, 5.632, 5.634, and 960.255 and 966 Subpart A and certain
provisions of Sections 8(o)(1), 8(o)(2), 8(o)(3), 8(o)(10) and 8(o)(13)(H)-(I) of the 1937 Act and
24 C.F.R. 982.508, 982.503 and 982.518.
adopting the MTW application and First-Year Annual Plan.
2. Impact Analysis
This activity will result in some families experiencing an increase in their rent amount.
UHA’s current minimum rent is $50. A total of 19 families (2.7%) from both programs
are currently at minimum rent, with no families receiving an exemption for financial
hardship. UHA anticipates that the potential impact to families whose rent burden will
increase as a result of this activity will be mitigated by:

Families seeking new or increased earned income;

Families requesting an exemption for financial hardship; and/or

The families’ increased rent being offset by the increase in family income resulting
from the inclusion of income specified in Activity 3 of this proposed plan.
The tables below summarize the anticipated impacts of this activity.
ANTICIPATED CHANGE IN NUMBER OF FAMILIES ELIGIBLE FOR MINIMUM RENT
PUBLIC
HOUSING
HCV
TOTAL
3 (3.1%)
16 (2.6%)
19 (2.7%)
Families with current TTP less than $125
8 (8%)
66 (11%)
74 (10.5%)
Increase in families eligible for minimum rent
5 (5%)
50 (8%)
93 (8%)
Families at current $50 minimum rent
ANTICIPATED RENT BURDENS OF ASSISTED FAMILIES AT $125 MINIMUM RENT
Total tenant contribution as a percentage of Adjusted Monthly Income
NUMBER OF FAMILIES
Rent Burden
(% of Adjusted Monthly Income)
PUBLIC HOUSING
HCV
TOTAL
41 – 50%
2 (2%)
8 (1%)
10 (1%)
51 – 60%
0
7 (1%)
7 (< 1%)
61 – 70%
2 (2%)
7 (1%)
9 (1%)
71 – 99%
0
11 (2%)
11 (1%)
100% +
2 (2%)
20 (3%)
22 (3%)
Totals
6 (6%)
53 (8%)
59 (8%)
43
Families may request a hardship exemption in accordance with the existing HUD
requirements and UHA policies for exemption from the minimum rent.
UHA intends to implement this activity for all existing Public Housing residents and all
new and existing HCV families at the family’s first annual reexamination during MTW
year one.
44
Activity 6 – Limited Term of Participation in the MTW Program
A. Description
UHA will implement term limits on housing assistance for all Public Housing and HCV families
selected from the waiting list or porting into UHA’s jurisdiction after implementation of the
activity. This activity is designed to help our participants achieve true self sufficiency by
assisting them with their housing needs for a specific term while providing an incentive for
families to focus on securing better employment and preparing for a better future.
This activity will not apply to elderly and disabled families on fixed income as those terms are
defined by UHA.
For purposes of this activity, elderly and disabled families will be defined as families in which
100% of adults are age 62 or older (elderly) or disabled as defined at 24 C.F.R. 5.403.
Fixed income will mean that the household’s only source(s) of income are Social Security,
Supplemental Security Assistance, fixed retirement pension, or other fixed income sources
established by UHA policy.
The term of assistance will be five years or until the family becomes self-sufficient, whichever is
sooner. For purposes of this activity, self-sufficient is defined as:

For Public Housing residents, the family’s income is equal to or exceeds 140% of the
median income for six consecutive months (180 days).

For HCV families, the family’s share of the rent is equal to or exceeds the contract rent
for the assisted unit for six consecutive months (180 days).
Families subject to term-limited assistance will be notified at the start of assistance that the
maximum term of their assistance will be five years, and will be notified at each reexamination
of the number of years remaining in their term-limited assistance. Families will also receive
referral services to a variety of available resources and supportive services that can assist the
family achieve economic self-sufficiency. UHA will establish partnerships to provide supportive
services to families, including job and life skills training and educational referral and guidance,
to help families achieve self-sufficiency within the duration of their assistance. Support and
interest letters from several local service providers are attached in Section D. Evidence of
Community Support and Involvement. UHA intends to partner with as many community service
providers as possible to ensure that families have access to supportive services that will help
them to achieve self-sufficiency during the limited term of assistance.
The average stay for current Public Housing residents in our program is 12.47 years. For those
who left the program the average stay was 6.59 years. Over 50% of those residents who left the
program were assisted for less than five years, and nearly 67% had left the program within
seven years.
The average length of assistance for current HCV families in our program is 7.62 years, while the
average length of assistance for those who left the program was 7.4 years. Nearly 50% of those
families who left the program were assisted for less than five years, and roughly 61% had left
the program within seven years.
45
Based on this data we feel the appropriate term of assistance should be five years. The tables
below show the average length of assistance for current and former Public Housing and HCV
families.
AVERAGE LENGTH OF STAY FOR UHA’S PUBLIC HOUSING RESIDENTS
Years of Tenancy
Current Residents
Former Residents (left the program)
Percentage
Cumulative Total
Percentage
Cumulative Total
<2
7.29
7.29
21.31
21.31
2–3
11.46
18.75
19.67
40.98
4–5
14.58
33.33
19.67
60.66
6–7
6.25
39.58
11.48
72.13
8–9
11.46
51.04
6.56
78.69
10 – 14
18.75
69.79
9.84
88.52
15 – 19
11.46
81.25
8.20
96.75
20 – 24
9.38
90.63
1.64
98.36
25 – 29
2.08
92.71
1.64
100
30 – 39
4.17
96.88
0
100
40 – 49
1.04
97.92
0
100
50 +
2.08
100
0
100
AVERAGE LENGTH OF ASSISTANCE FOR UHA’S HCV FAMILIES
Years of
Tenancy
Current Participants
Former Participants (left the program)
Percentage
Cumulative Total
Percentage
Cumulative Total
<2
19.31
19.31
8.17
8.17
2–3
9.74
29.04
30.29
38.46
4–5
21.62
50.66
14.42
52.88
6–7
13.70
64.36
12.02
64.90
8–9
6.93
71.29
11.06
75.96
10 – 14
16.34
87.62
12.50
88.46
15 – 19
7.92
95.54
4.81
93.27
20 – 24
2.64
98.18
3.85
97.12
25 +
1.82
100
2.88
100
46
This activity addresses the MTW statutory objective to create incentives for families to work,
seek work or prepare for work.
UHA anticipates that this activity will encourage families to take advantage of services and
referrals by UHA to aid them in the path to self-sufficiency. UHA expects an increase in
participation in self-sufficiency activities by participants and residents, increased interest by
assisted families in utilizing service provider referrals from UHA, and an increase in number of
families seeking new and/or better employment. This activity may also encourage families to
prepare themselves for home ownership by saving funds or repairing negative credit.
UHA also expects that this activity will increase our ability to serve applicants on our waiting
lists and decrease the length of time applicants have to wait for assistance. UHA’s Public
Housing waiting list currently has 349 applicants, and the average wait time for those applicants
is six years. UHA’s HCV waiting list has 2,852 applicants with an average wait time of 3.4 years.
With term limits in place, UHA anticipates that we will be able to select families from our
waiting lists more frequently as assisted families achieve self-sufficiency or reach the limit of
their assistance and leave the program.
UHA anticipates that implementation of this activity will facilitate reinstatement of a previous
UHA intends to implement this activity during MTW year one for all new Public Housing and
HCV families selected from the waiting list or porting into UHA’s jurisdiction after
implementation.
METRIC
BASELINE
BENCHMARK
Percentage of term-limited
The baseline is 0%, as no families 2% for the Public Housing
families in the Public Housing and are currently term-limited in
program and 3% for the HCV
HCV programs
either program
program within 12 months of
implementation
families that leave assistance
voluntarily or as a result of
becoming self-sufficient
The baseline is 0%, as no families UHA will develop a benchmark
are currently term-limited in
for this metric as data needed for
either program
projection becomes available in
MTW years one and two
families that reach their term
limit in the Public Housing and
HCV programs
The baseline is 0%, as no families UHA will develop a benchmark
are currently term-limited in
for this metric as data needed for
either program
projection becomes available in
MTW years one and two
Metrics continued on next page.
47
METRIC
Annual turnover in the Public
Housing and HCV programs
(% of families leaving the
programs)
BASELINE
Annual turnover in the Public
Housing and HCV programs for
implementation
BENCHMARK
Annual turnover will increase for
both programs in MTW years 5
and beyond
Average length of assistance in
the Public Housing and HCV
programs
Average length of assistance for
implementation
Decrease in the average length of
assistance within three years of
implementation
Average wait time for families on Average wait time for families on
waiting lists
waiting lists in the 12 months
prior to implementation
Decrease in waiting time for
families on the waiting lists. A
numerical benchmark will be
developed as data regarding
turnover becomes available
Baseline reports will be developed to identify the following baselines for each program for the
twelve-month period prior to implementation:

The annual turnover in the Public Housing and HCV programs (% of families leaving the
programs);

Average wait time for families on the Public Housing and HCV waiting lists;

Average length of assistance for families in the Public Housing and HCV programs.
UHA will track the number of term-limited families, the number of families that choose to leave
the program before the expiration of the term-limited voucher or as a result of achieving selfsufficiency, and the number of families that reach their term limit and leave the program. The
average length of assistance, wait time, and turnover will also be tracked.
will summarize the data on a quarter-to-date and year-to-date basis, and UHA will analyze the
reports to quantify results, determine if anticipated outcomes are being realized, and identify
opportunities for further improvement of the activity.
Wavier of certain provisions of Section 8(o)(7) and 8(o)(13)(F)-(G) of the 1937 Act and 24 C.F.R.
982 Subpart L and 983 Subpart E.
2. Impact Analysis
48
UHA anticipates that this activity will result in increased participation in self-sufficiency
activities and activities that remove barriers to better employment. Some families may
use this as an opportunity to prepare themselves for home ownership. It is also
expected that the number of families leaving the program voluntarily or as a result of
achieving self-sufficiency will increase. The number of families that will reach the
expiration of their term-limited assistance is not known at this point. Based on current
participant data, this figure could represent a large percentage of UHA’s assisted
families. However, the impact of additional supportive services available to assisted
families through partnerships formed between UHA and community service providers is
not yet known and cannot yet be factored into this impact analysis.
Prior to termination of assistance at the expiration of the limited term, term-limited
families will be allowed given an opportunity to request an informal review. UHA will
review and determine on a case-by-case basis any family hardships and determine if a
family may receive any extension of assistance. The maximum extension of assistance
will be one year.
UHA intends to implement this activity during MTW year one for all new Public Housing
and HCV families selected from the waiting list or porting into UHA’s jurisdiction after
implementation.
49
Activity 7 – Progressive Flat TTP for New Public Housing Residents and HCV
Families
A. Description
The goal of this activity is to help our assisted families achieve true self-sufficiency by assisting
them with their housing needs at progressively reduced level. It is also designed to encourage
families to increase their earned income as they must manage available financial resources and
prioritize expenditures without the false sense of security provided by permanently reduced
rent payments.
This activity will not apply to elderly and disabled families on fixed income as those terms are
defined by UHA.
For purposes of this activity, elderly and disabled families will be defined as families in which
100% of adults are age 62 or older (elderly) or disabled as defined at 24 C.F.R. 5.403.
Fixed income will mean that the household’s only source(s) of income are Social Security,
Supplemental Security Assistance, fixed retirement pension, or other fixed income sources
established by UHA policy.
UHA will develop a three-tiered flat TTP schedule based on the income limits published
annually by HUD for the Riverside-San Bernardino-Ontario, CA, Metropolitan Statistical Area.
The flat TTP will be used to calculate the rent or level of assistance for Public Housing residents
and HCV families that are selected from the waiting list or port into UHA’s jurisdiction after
implementation of this activity.
In order to assist families to become self-sufficient under this activity, UHA will establish
partnerships to provide supportive services to families, including job and life skills training and
educational referral and guidance, to help families achieve self-sufficiency.
This activity is intended to provide an incentive to working families and those families who are
participating in economic self-sufficiency activities such as job training or school. Because the
rent or level of assistance is calculated using a flat TTP, families whose income exceeds 30%,
50% or 80% of the AMI for a single-person family will pay no more than 29% of their adjusted
annual income as TTP. Additionally, because no increase in TTP takes place until each biennial
reexamination, families whose income increases between reexaminations may retain those
additional earnings without impact to their rent portion. This system provides maximum
incentive for assisted families to increase their earned income while providing an opportunity
for assisted families to build savings and work toward economic self-sufficiency.
Those families participating in economic self-sufficiency activities are also protected under this
activity through a hardship exemption available for those families who are unable to meet the
flat TTP for their tier as a result of participation in such activities.
This activity is pending additional analysis and will not be finalized or implemented until a
detailed analysis of the potential impacts has been conducted.
Tiered Flat TTP Schedule: The TTP schedule will be based on the area median income (AMI) for
a one-person family, and will be adjusted annually when revised income limits are published by
50
HUD. Flat TTP amounts will be set at 29% of the low-income (80%), very low-income (50%) and
extremely low-income (30%) levels of the AMI for a one-person household. The table below is a
draft of the progressive flat TTP schedule.
TIER
ASSISTANCE
YEAR(S)
INCOME LIMIT CATEGORY BASED ON AREA
MEDIAN INCOME (AMI) FOR A 1-PERSON
FAMILY
(Published by HUD effective 12/1/2011)
FLAT TTP
(29% OF AMI)
1
1–2
Extremely Low-Income (30%)
$14,100
$341
2
3–4
Very Low-Income (50%)
$23,450
$567
3
5
Low-Income (80%)
$37,550
$907
Progressive Application of Flat TTP: At time of admission to UHA’s Public Housing or HCV
program, the family’s rent or level of assistance will be calculated using the flat TTP in tier one
or tier two, based on initial household income and family size. At each biennial reexamination
the family’s rent or level of assistance will be calculated using the flat TTP in the next tier until
the family reaches tier three or the family leaves the program. No changes to the family’s
income or rent will be processed between reexaminations, except as a result of financial
hardship as addressed below.
Automatic Hardship Exemption During Year One: UHA will grant an automatic one-year
hardship exemption for any family whose monthly rent burden would exceed 50% of the
family’s adjusted monthly income. TTP for these families would be calculated at 29% of actual
adjusted monthly income.
Other Hardship Exemptions: Families may request an exemption from the flat TTP at other
times for financial hardship. The exemption may be requested at biennial reexamination or any
time between reexaminations. UHA will approve hardship exemption requests for up to one
year on a case-by-case basis, taking into consideration such factors as whether or not the
hardship exists due to circumstances beyond the family’s control, whether the family has made
attempts to improve its ability to meet the flat TTP, and other factors. UHA will approve no
more than twelve months of hardship exemption in any TTP tier. TTP for families approved for a
hardship exemption would be calculated at 29% of actual adjusted monthly income or the $125
minimum rent, whichever is greater.
Hardship Exemption for Families Participating in Job Training, Educational or Other Economic
Self-Sufficiency Programs: Families may request an exemption from the flat TTP at any tier due
to financial hardship resulting from participation in job training, educational or other economic
self-sufficiency programs, including full-time school. UHA will approve requests on a case-bycase basis, taking into consideration factors such as the number of work-able adults in the
family and the nature and duration of the program.
51


UHA anticipates that this activity will serve as a powerful incentive to families to attain
economic self-sufficiency. As a result, UHA anticipates an increase in the average earned
income of families subject to this activity, because the family’s rent will not be impacted by
increases in earnings.
Additionally, this activity will eliminate the need to process interim reexaminations due to
changes in income, resulting in significant staff time savings.
Other impacts of this activity include:

A transparent method of calculating rent/level of assistance that is easier for assisted
families and the public to understand;

Assisted families can clearly see what their rent or level of assistance will be at each
reexamination;

Families’ rents will progressively approach the rents paid on the private market,
preparing families for renting outside of assisted housing.
This activity may also result in increased rental revenue in the Public Housing program and
reduced HAP expenses in the HCV program.
Some families may experience a hardship due to an increase in family share caused by the use
of the progressive flat TPP schedule. UHA has developed hardship exemption policies as
outlined above to mitigate the impact to these families, and will conduct further analysis to
before implementing this activity to ensure that the hardship exemptions are appropriate and
sufficient.
UHA intends to implement this activity during MTW year two, following further modeling and
analysis to establish a final schedule of progressive flat TTPs and other requirements.
METRIC
BASELINE
BENCHMARK
Average annual earned income of Annual earned income of MTW
Increased annual income for
MTW and non-MTW families
families in the twelve month
MTW families within 24 months
period prior to implementation is of implementation
0 (no MTW families). The annual
earned income of non-MTW
families in the 12-month period
prior to implementation.
52
METRIC
Number of staff hours spent per
year to process interim
reexaminations for income
decreases
BASELINE
Number of staff hours spent per
year to process interim
decreases in the 12-month period
BENCHMARK
Reduce the number of staff hours
spent per year to process interim
decreases
Annual number of families
approved for financial hardship
exemption as a result of this
activity
The baseline is 0, as no families
will be approved for hardship
exemption under this activity
until after implementation
The number of families
anticipated to be approved for
hardship exemption will be
determined as part of UHA’s
detailed impact analysis prior to
implementation
Baseline reports will be developed to identify the average annual earned income of assisted
families by program for the twelve-month period prior to implementation.
A time study will be conducted to determine the average amount of staff time spent to process
interim reexaminations for income decreases during the twelve-month period prior to
implementation.
UHA will track the metrics listed above. Reports describing the metrics will be developed and
analyzed on a quarterly and/or annual basis. The reports will summarize the data on a quarterto-date and year-to-date basis. UHA will analyze the reports to quantify results, to determine if
anticipated results are being realized, and to identify opportunities for further improvement of
the activity.
Waiver of certain provisions of Section 3(a)(2, 3(a)(3)(A) and Section 6(l) of the 1937 Act and 24
C.F.R. 5.603, 5.611, 5.628, 5.630, 5.632, 5.634, and 960.255 and 966 Subpart A and certain
provisions of Sections 8(o)(1), 8(o)(2), 8(o)(3), 8(o)(10) and 8(o)(13)(H)-(I) of the 1937 Act and
24 C.F.R. 982.508, 982.503 and 982.518.
2. Impact Analysis
UHA conducted an initial impact analysis using the proposed draft progressive flat TTP
schedule and other activity requirements listed above. The proposed requirements were
used to assess the potential impact to applicants currently on UHA’s Public Housing and
HCV waiting lists based on income levels and elderly/disabled status as reported by the
family. The table below illustrates UHA’s findings from this initial assessment.
53
ANTICIPATED NUMBER OF FAMILIES EXEMPT OR SUBJECT TO PROGRESSIVE TIERED FLAT TTP
SCHEDULE BASED ON CURRENT WAITING LIST INFORMATION
ELDERLY/DISABLED FAMILIES EXEMPT FROM THIS ACTIVITY
Non-Elderly/Disabled families for whom the first tier flat
TTP exceeds 50% of adjusted monthly income
Average TTP for the above families based on 29% of actual
adjusted monthly income
Families subject to first tier flat TTP
PUBLIC HOUSING
77 (22.06%)
HCV
1046 (36.67%)
32 (9.17%)
585 (20.52%)
$88.32
$122.43
190 (54.44%)
1221 (42.81%)
Based on this information, UHA believes that the progressive flat TTP schedule as
proposed would not impose an undue hardship on families selected from UHA’s waiting
list. The majority of families in our sample would pay no more than 29% of their
adjusted monthly income toward rent during the two-year period at the first tier. A
relatively small number of families would receive an automatic one-year hardship
exemption from the flat TTP to ensure that they pay no more than 29% of their income
toward rent during the first year of assistance. Elderly and disabled families are exempt
from this activity.
UHA will conduct further modeling and analysis of this activity prior to implementation.
Exemptions from certain requirements under this activity will be provided as outlined
above for families experiencing financial hardship.
UHA will conduct further modeling and analysis of this proposed activity prior to
implementation. We anticipate that this additional research may take up to one year to
complete and prepare UHA’s software systems for implementation.
Because this activity will apply only to new families selected from the waiting list or
porting in to UHA’s jurisdiction after implementation, no transition period is required for
these families.
54
Activity 8 – Simplify Utility Allowances
A. Description
UHA will implement policies to simplify utility allowances in the HCV program.
Utility allowances are currently based on average utility consumption, and vary by building
type, bedroom size, utility responsibility, and type of fuel/energy used. These variables result in
numerous possible utility allowance combinations that are difficult to explain to property
owners and families, and often result in confusion. Participants frequently call UHA to
determine whether the proposed rent of a unit they are considering will be acceptable to UHA.
Additionally, HUD has determined that incorrectly calculated utility allowances are one of the
most common rent calculation errors in the country.
UHA intends to provide a flat utility allowance by bedroom size. UHA will determine the
amount of the allowances by calculating the average utility allowance currently provided to
HCV program participants, and establish an allowance for each bedroom size based on the
average. Current utility allowance amounts are based on average utility consumption by utility
type. Other factors may be taken into consideration to ensure that potential negative impact on
tenant portion is mitigated. A utility allowance will be provided to each family responsible for
tenant-supplied utilities based upon the unit bedroom size.
UHA will also no longer provide any utility allowance reimbursement payments in both Public
Housing and HCV.
This activity is expected to improve administrative efficiency by simplifying the processes of
calculating, explaining, verifying, and applying utility allowances. UHA anticipates a reduction in
the amount of staff time spent on these activities. UHA also anticipates a reduction in
administrative errors associated with utility allowances.
Voucher participants will also benefit from a greatly simplified explanation of utility allowance
benefits, and they will know the exact amount of rental assistance available to them as they
search for a unit.
UHA anticipates that this activity will, on average, result in minimal or no change to family
share. However, some families may experience a hardship due to an increase in family share
caused by the new standardized utility allowance schedule. UHA will develop a hardship
exemption policy to mitigate the impact to these families.
UHA intends to conduct research and calculate the flat utility allowance schedule during MTW
year one, and implement the flat allowance schedule during MTW year two. This activity will
apply to all new and existing HCV participants and all existing Public Housing residents. The flat
55
utility allowance schedule will be applied at the first reexamination following implementation
for existing families.
UHA intends to eliminate UAP during MTW year one for all new and existing Public Housing and
HCV families during MTW year one.
METRIC
Annual staff time in hours to
determine and apply utility
allowances for new contracts and
reexaminations
BASELINE
BENCHMARK
Staff time in hours to determine Decrease of 25% in MTW year
and apply utility allowances in the one and 50% in MTW year two
12-month period prior to
implementation
Utility allowance calculation error Error rate for the 12-month
rate
Decrease of 25% in MTW year
one and 50% in MTW year two
Annual number of families
approved for hardship exemption
due to changes in utility
allowance structure
The number of families
anticipated to be approved for
hardship exemption will be
determined as part of UHA’s
detailed impact analysis prior to
implementation
The baseline is 0, as no families
will be approved for hardship
exemption for this reason until
after implementation
A baseline report will be developed to identify the rate of errors associated with utility
allowance calculations for the twelve-month period prior to implementation.
A time study will be conducted to determine the average amount of staff time spent
calculating, explaining, verifying, and applying utility allowances during the twelve-month
period prior to implementation.
A cost analysis will be performed to determine the average annual costs associated with annual
inspections.
After implementation, UHA will track the number of hardship exemptions approved due to
changes in the utility allowance structure.
reports to determine if the activity has resulted in the anticipated outcomes and to identify
Waiver of certain provisions of Section 3(a)(2), 3(a)(3)(A) and Section 6(l) of the 1937 Act and 24
C.F.R. 5.603, 5.611, 5.628, 5.630, 5.632, 5.634 and 960.255 and 966 Subpart A and certain
provisions of Sections (8)(o)(1), (8)(o)(2), (8)(o)(3), (8)(o)(10) and (8)(o)(13)(H)-(I) of the 1937
Act and 24 C.F.R. 982.508, 982.503 and 982.518.
56
2. Impact Analysis
Estimated Utility Allowances: For the purposes of this initial impact analysis we
conducted a review of our current utility allowances. The average utility allowance paid
by bedroom size was applied these to our current participant data. However, UHA will
conduct a more detailed analysis to determine the appropriate flat utility allowance
schedule will be implemented. The detailed analysis will consider current utility
allowance schedules, local utility rates (including any local reductions for low-income
families) and an evaluation of the impact on tenant rent burden. The following utility
allowances were used for this initial analysis:
CURRENT AVERAGE UTILITY ALLOWANCES
Unit Size (Bedrooms)
Amount
0
$72
1
$60
2
$73
3
$104
4
$244
5
$133
Participant Impact: Based on the assessment of the potential impact using the average
utility allowance payments in the table above, we believe that there is too much
variation in the impact on tenant portions. Some families would receive a substantial
increase in their utility allowance, while other families would be subject to a substantial
decrease. Based upon our initial impact analysis:

165 families (27%) would experience a decrease in monthly utility allowances
ranging from $4.00 to $140.00;

2 families (< 1%) would see no impact from the flat utility allowances; and

438 families (72%) would experience an increase in monthly utility allowances
ranging from $1.00 to $73.00.
The final impact on families is not yet known because UHA has not developed the flat
utility allowance schedule and conducted a detailed analysis of the impact. UHA will
conduct a detailed impact analysis as part of the development process, and will attempt
to mitigate potential negative impacts on participants’ rent burdens. A phased-in
approach and/or other measures may be used.
Elimination of Utility Allowance Reimbursement (UAP): Currently, 12 HCV families and
zero Public Housing residents receive a Utility Allowance Reimbursement payment
(UAP) from UHA. The average UAP is $27.00. Under this activity these 12 families will no
57
longer receive a UAP. They will continue to receive a Utility Allowance; however, UHA
will not issue utility reimbursement checks to families.
UHA Impact: This activity is designed to be budget neutral for UHA. However, UHA
anticipates a reduced administrative burden of time spent by staff calculating, verifying
and explaining the allowances. UHA will measure the impact of this activity as indicated
in section D above.
As part of UHA’s detailed analysis and development of the flat utility allowance
schedule, a hardship policy will be established for families who are adversely affected by
this activity.
UHA intends to implement the flat utility allowance schedule for all new and existing
HCV program participants at the family’s first annual reexamination following MTW year
one.
UHA intends to eliminate UAP during MTW year one for all new and existing Public
Housing and HCV families during MTW year one.
58
Activity 9 – Biennial Housing Quality Standards Inspections for Qualified Units
A. Description
UHA will implement inspection policies to increase operational efficiency and improve the
condition of housing choices for participants. UHA will determine the frequency of annual
Housing Quality Standards (HQS) inspections in the HCV program based on the results of
previous inspections.

All units will receive and be required to pass an initial inspection before the effective
date of the HAP Contract.

Units that pass the initial inspection on the first attempt will be inspected biennially
thereafter. UHA will conduct full HQS inspections every second year for units on a
biennial inspection schedule.

Units that do not pass the initial inspection on the first attempt will be inspected
annually. UHA will conduct full HQS inspections every year for units on an annual
inspection schedule.

Units on an annual inspection schedule will continue to be inspected annually until the
unit passes an annual inspection on the first attempt. After the unit passes an annual
inspection on the first attempt, the unit will be placed on a biennial inspection schedule.

Units that fail a biennial inspection will be inspected annually thereafter until the unit
passes an annual inspection on the first attempt.

UHA will conduct special inspections upon request of program participants and/or
landlords.

UHA will continue to employ existing policies to ensure that housing assistance is only
provided for units that meet both HUD and UHA-established HQS requirements.

UHA will continue to employ existing policies to ensure that housing assistance is only
provided for units that meet both HUD and UHA-established HQS requirements.
This activity addresses the MTW statutory objective to reduce costs and achieve greater cost
This activity is expected to reduce administrative burden for UHA and participating landlords,
and to encourage landlords to maintain higher quality units.
UHA anticipates a reduction in the number of annual inspections performed as units that pass
inspection on the first attempt are placed on a biennial inspection schedule, which will also
result in a corresponding reduction in staff time and inspection-related costs.
59
UHA also anticipates that the local inspection standards will serve as an incentive to landlords
to maintain higher quality units that will easily pass the initial inspection, resulting in an
increase in the number of units that pass the initial inspection on the first attempt.
UHA intends to implement this activity for all HCV families during MTW year one.
During MTW year one UHA will identify all units eligible for biennial inspection based on the
most recent inspection results and place all eligible units on a biennial inspection schedule. 50%
of units eligible for biennial inspection will receive their first biennial inspection during MTW
year one. The remaining 50% will receive their first biennial inspection during MTW year two.
UHA performed 587 annual inspections and 124 reinspections during Fiscal Year 2011-2012. Of
the 587 inspections, 124 (21.1%) failed on the first attempt and required reinspection, while
483 (78.9%) passed on the first attempt. Based on this information, UHA anticipates that 79% of
all annual inspections will be eligible for biennial inspection and the remaining 21% will
continue to be inspected annually.
METRIC
Number of annual HQS
inspections performed annually
BASELINE
Number of annual HQS
inspections performed in the 12month period prior to
implementation
BENCHMARK
Reduce number of annual HQS
inspections performed by 30% in
MTW year one
Percentage of assisted units
0%
placed on biennial inspection
No units are currently placed on
schedule compared to total units biennial inspection schedule
assisted
Increase percentage of units
placed on biennial inspection to
60% in MTW year one
Total staff time per year to
perform annual inspections
Total staff time to perform
annual inspections in the 12month period prior to
implementation
Reduce total staff time to
perform annual inspections per
year by 30% in MTW year one
Cost per year to perform annual
inspections
Cost to perform annual
inspections in the 12-month
Reduce total costs to perform
annual inspections per year
Number of initial inspections that Number of initial inspections that Increase number of initial
pass on first attempt
passed on first attempt in the 12- inspections that pass on first
month period prior to
attempt by 10% in MTW year one
implementation
Percentage of inspections that
pass initial inspection on the first
attempt compared to total initial
inspections
Percentage of initial inspections
that pass on first attempt
compared to total initial
inspections in the 12-month
Increase percentage of initial
inspections that pass on first
attempt by 10% in MTW year one
60

The number of annual inspections performed;

The number of initial inspections that passed on first attempt;

The percentage of initial inspections that passed on the first attempt compared to the
total number of initial inspections conducted.
A time study will be conducted to determine the average amount of staff time spent conducting
annual inspections and related tasks during the twelve-month period prior to implementation.
A cost analysis will be performed to determine the average annual costs associated with annual
inspections.
Reports describing the above metrics will be developed and analyzed on a quarterly and/or
annual basis. The reports will summarize the data on a quarter-to-date and year-to-date basis.
UHA will analyze the reports to quantify results and identify opportunities for further
improvement of the activity.
Waiver of certain provisions of Section 8(o)(8) of the U.S. Housing Act of 1937 and 24 C.F.R.
982, Subpart I.
Not applicable.
61
Activity 10 – Limit Voluntary Transfers in the HCV Program
A. Description
UHA will limit voluntary moves between assisted units within UHA’s jurisdiction (“transfers”) for
the HCV program to a maximum of two transfers during the term of assistance. To be eligible to
transfer, families must also be in good standing with the UHA and eligible to move in
accordance with the terms of their lease. UHA’s existing policy prohibiting transfers within the
first year of the lease will remain in effect. Exceptions to limits under this activity will be made
for families who need to move as a reasonable accommodation for a person with disabilities or
for the protection of victims of domestic violence under the Violence Against Women Act.
This activity addresses the MTW statutory objective to reduce costs and achieve greater cost
UHA anticipates that this activity will result in fewer voluntary transfers each year, and a
corresponding reduction in staff hours and costs associated with processing transfers.
UHA intends to implement this activity for all new and existing HCV families at the start of MTW
year one.
METRIC
Number of voluntary transfers
each year
BASELINE
Number of voluntary transfers in
implementation
BENCHMARK
Reduce voluntary transfers by
50% in MTW year one
Staff hours to process transfers
(including new unit inspections)
each year
Total staff hours to process
transfers in the 12-month period
Reduce time spent by 40% in
MTW year one (this figure
accounts for additional time
spent counseling families on the
new limitations)
Costs related to processing
voluntary transfers each year
Total costs related to processing
voluntary transfers in the 12month period prior to
implementation
Reduce costs by 40% in MTW
year one (this figure accounts for
additional time spent counseling
families on the new limitations)
A baseline report will be developed to identify the number of voluntary transfers in the twelvemonth period prior to implementation.
A time study will be conducted to determine the average number of staff hours to process a
voluntary transfer. This value will be used to develop a baseline number of hours spent to
process voluntary transfers during the twelve-month period prior to implementation.
62
voluntary transfers.
Reports describing the above metrics will be developed and analyzed on a quarterly and/or
annual basis. The reports will summarize the data on a quarter-to-date and year-to-date basis.
UHA will analyze the reports to quantify results and identify opportunities for further
improvement of the activity.
Waiver of certain provisions of Section 8(o)(7)(a), 8(o)(13)(F), 8(o)(13)(G) of the 1937 Act and 24
C.F.R. 982.303, 982.308, 982.309, 982.451and 983 Subpart E and F.
Not applicable.
63
Activity 11 – Local Portability Policies
A. Description
UHA will apply its MTW policies and requirements to all inbound portability participants and
outbound portability participants administered by the receiving PHA. Portability participants
will be subject to the MTW activities outlined in this proposed plan, and will be required to
comply with UHA’s MTW policies and requirements. Outbound portability participants
administered by the receiving PHA will be monitored for compliance with the MTW
requirements through verification at the time of annual reexamination.
Families interested in porting to UHA’s jurisdiction will be advised of the MTW requirements at
the time of initial contact with UHA. Families will be permitted to port in only if they meet
UHA’s MTW requirements.
UHA will work with neighboring PHAs to educate them about upcoming policy changes that will
affect portability participants to ensure that the portability process is as simple as possible for
families.
UHA recognizes that its policies will differ significantly from those of other PHAs as it exercises
MTW flexibility and implements streamlined and innovative solutions to housing challenges.
Although the option to exercise portability is critical to increasing housing options, this activity
is necessary to ensure that UHA can maximize the potential operational efficiencies offered
through MTW flexibility. Without this activity, UHA would need to maintain two sets of policies:
one for families from the waiting list and one for portable families. This activity allows UHA to
apply the same MTW policies to both groups.
UHA anticipates that this activity will prevent a potential increase in staff hours to process
portability families under alternate policies.
UHA also expects that implementation of this activity will facilitate reinstatement of a previous
A potential impact of this activity could include fewer families porting to UHA’s jurisdiction.
Some families interested in moving to UHA’s jurisdiction may not be eligible to do so under
UHA’s MTW policies, and other families may choose not to move to UHA’s jurisdiction as a
result of UHA’s MTW policies. If this result is realized, a corresponding reduction in accounts
receivable from initial PHAs would also occur.
64
UHA intends to implement this activity during MTW year one for all new and existing HCV
participants.
METRIC
Number of families porting in
BASELINE
BENCHMARK
Number of families porting in
Possible decrease in the number
during the 12-month period prior of families porting in
to implementation
Number of families porting out
Number of families porting out
Possible decrease in the number
during the 12-month period prior of families porting out
to implementation
Accounts receivable from initial
PHAs
Accounts receivable from initial
Possible decrease in accounts
PHAs during the 12-month period receivable from initial PHAs

The number of families porting in;

The number of families porting out;

Total accounts receivable from initial PHAs.
reports to determine if the activity has resulted in a change in the number of families porting to
and from UHA’s jurisdiction, and to identify opportunities for further improvement of the
activity.
Waiver of certain provisions of section 8(r) of the 1937 Act and 24 C.F.R. 982 Subpart H.
Not applicable.
65
Activity 12 – Expand Project-Based Voucher Program to a Maximum of 50% of
HAP Budget Authority
A. Description
UHA will utilize up to 50% of its HAP budget authority to increase the availability of quality
rental housing units through a local Project-Based Voucher (PBV) program. The PBV program
will include the following components:
1. Project-based assistance at rental properties that are not Public Housing;
2. Establishment of a reasonable competitive process for project-basing rental assistance
funds to privately or publicly owned properties not owned by the UHA that:
a. Meet Housing Quality Standards; and
b. Meet any additional standards developed by UHA pursuant to UHA’s MTW plan
and agreement and approved by the Secretary; and
c. Are owned by non-profit or for-profit entities.
To ensure that project-based vouchers are awarded to properties that offer increased
housing choice in quality neighborhoods and properties, the competitive process will
include a preference or additional points awarded for properties that have been rated
as high-quality properties through a UHA or other local property rating program.
3. Authority to project-base up to 50% of the units in multi-family, non-elderly
developments.
This activity addresses the MTW statutory objective to increase housing choices for low-income
families.
UHA anticipates that this activity will increase the quality of rental housing available to UHA’s
HCV families, as property owners improve the quality of their properties in order to meet HQS
and participate in the competitive award process. An increase in the number of property
owners participating in the HCV program may occur.
UHA also anticipates that more of UHA’s HCV families will be served through the PBV program.
UHA intends to implement this activity over multiple years as marketing the program and
reviewing applications can take extensive amounts of time. UHA’s goal is to begin marketing
the program during MTW year one, and to award PBV vouchers to increase the size of its PBV
program by 10% per year for a maximum of 50% of HAP Budget Authority allocated to PBV.
66
METRIC
BASELINE
Number of property owners
Number of property owners
participating in the HCV program participating in the HCV program
during the 12-month period prior
to the first PBV award under this
activity
HAP budget authority allocated
to PBV units
BENCHMARK
Property owners participating in
the HCV program will increase
each year beginning MTW year
one
The baseline is 0 as UHA currently Increase HAP budget authority
has no PBV units
allocated to PBV units by 10% per
year beginning MTW year one
Baseline reports will be developed to identify the following baselines:

The number of property owners participating in the HCV program during the 12-month
period prior to the first PBV award under this activity;

The number of PBV units during the 12-month period prior to the first PBV award under
this activity.
reports to determine if the anticipated outcomes have been realized and to identify
Waiver of certain provisions of section 8(o)(13)(B and D) of the 1937 Act, and 24 C.F.R. 982.1,
982.102 and 24 C.F.R. 983, 983.51, 983.57, as well as Section 8(o)(8) of the 1937 Act, and 24
C.F.R. 982 Subpart I.
Not applicable.
67
Activity 13 – Pilot Mobility Program
A. Description
UHA will develop and implement policies to increase housing choices through a pilot mobility
program. This activity will initially apply only to new HCV families selected from the UHA
waiting list after implementation.
Detailed modeling and analysis will be required prior to implementation of the mobility
program. However, UHA proposes to develop a mobility program that:

Permits HCV families to relocate to an area outside of UHA’s jurisdiction without the
need for traditional portability. UHA expects to achieve this goal through establishing
interjurisdictional mobility agreements with neighboring PHAs. Under the mobility
agreements, HCV families could move to an area outside of UHA’s jurisdiction and
continue to be administered by UHA. Biennial reexamination of the family’s income as
well as any interim reexaminations would be conducted by mail (as it currently is for
UHA’s existing HCV families). UHA would contract with the local PHA to conduct the HQS
inspection for the leased unit. The mobility agreement would also permit HCV families
from the partnering PHA to lease within UHA’s jurisdiction and continue to be
administered by the partnering PHA. UHA would contract with these PHAs to conduct
the HQS inspections for these families.

Establishes simplified portability policies that make it easier for HCV families to exercise
traditional portability when necessary for families to relocate to an area not covered by
a mobility agreement between UHA and the other jurisdiction;

Identifies high-quality communities (census tracts) that provide exceptional access to
economic or educational opportunities for families. UHA would establish higher
payment standards for those communities and provide information and education
about the benefits of those communities to encourage HCV families to seek housing
there.
UHA will conduct additional research in order to develop a mobility program that increases
housing choice and is consistent with the objectives of other proposed activities in this plan. For
example, UHA may establish policies that permit mobility only if:

The move is necessary in order for the family to avail themselves of an employment or
educational opportunity;

If the move is not necessary in order for the family to avail themselves of an
employment or educational opportunity, the new unit must not be located in an area of
high poverty;

The move is necessary as a reasonable accommodation for a person with disabilities or
for the protection of a victim of domestic violence under the Violence Against Women
Act.
68
This activity addresses the MTW statutory objective to increase housing choices for low-income
families.
UHA anticipates that this activity will result in an increase in the number of families that
relocate to high-quality communities as a result of simplified mobility and encouragement from
UHA to lease in these areas. Earned income of families exercising mobility under this program
may increase as a result of moving to an area with greater economic or educational
opportunities. This activity may also result in an increase in the number of families requesting
to relocate to areas outside of UHA’s jurisdiction.
UHA will conduct detailed modeling and impact analysis as part of the development process for
the final mobility activity.
UHA intends to conduct further research and analysis to develop the final mobility program
during MTW year one, and anticipates that the pilot program will launch during MTW year two.
METRIC
Number of families moving to
high-quality communities (as
identified by UHA)
BASELINE
high-quality communities (as
identified by UHA) in the 12month period prior to
implementation
BENCHMARK
Increase in number of families
moving to high-quality
communities
areas outside of UHA’s
jurisdiction
areas outside of UHA’s
jurisdiction in the 12-month
It is unknown if this number can
be expected to change. UHA will
establish a benchmark as part of
the final development process
Number of families leasing within Number of families leasing within Increase in number of families
UHA’s jurisdiction administered
UHA’s jurisdiction administered
leasing within UHA’s jurisdiction
by other PHAs
by other PHAs immediately prior administered by other PHAs
to implementation*
Number of families leasing
outside of UHA’s jurisdiction and
administered by UHA
Number of families leasing
outside of UHA’s jurisdiction and
administered by UHA
immediately prior to
implementation*
Increase in number of families
leasing outside of UHA’s
jurisdiction and administered by
UHA
*A small number of families exist in this category as a result of the previous interjurisdictional
agreement between UHA and HACSB.
Baseline reports will be developed to identify the baselines for each of the metrics described
above, as well as any others established as part of the final development process.
69
UHA will request periodic reports from partnering agencies to determine the number of
families leasing within UHA’s jurisdiction and administered by their PHA.
reports to determine if the anticipated outcomes have been realized and to identify
Waiver of certain provisions of section 8(o)(1), 8(o)(2), 8(o)(3), 8(o)(10), 8(o)(13)(H)-(I) of the
1937 Act, and 24 C.F.R. 982.503, 982.508 and 982.518.
Not applicable.
70
Section VI: Ongoing MTW Activities: HUD Approval Previously Granted
SECTION VI: ONGOING MTW ACTIVITIES: HUD APPROVAL
PREVIOUSLY GRANTED
Not Applicable (Initial Application MTW Plan)
71
Section VII: Sources and Uses of Funding
SECTION VII: SOURCES AND USES OF FUNDING
A. PLANNED SOURCES AND USES OF HUD FUNDS
The table below details Consolidated MTW sources and uses of HUD funding anticipated for
Fiscal Year 2013-2014. This chart lists all planned revenues and expenditures for all funding
sources that comprise the MTW Block Grant sources including Section 9 Operating Funds;
Section 9 Capital Funds; Section 8 Housing Assistance Payments; and Section 8 Administrative
Fees.
EXPENSE
REVENUE
CONSOLIDATED SOURCES AND USES OF MTW FUNDS
(FISCAL YEAR 2013-2014)
Housing Choice Voucher Program HAP
5,203,422.00
Housing Choice Voucher Program Admin Fees
458,000.00
Other Administrative Fees
4,000.00
Public Housing Operating Fund
79,000.00
Public Housing Capital Fund
242,375.00
Rental Income (Public Housing)
400,000.00
Miscellaneous Income
31,200.00
Investment Income
0.00
TOTAL REVENUE
6,417,997.00
Administration and General Expense
878,000.00
Utilities
78,800.00
Operations and Maintenance
167,400.00
Extraordinary Maintenance
0.00
Housing Assistance Payments
5,203,422.00
Development and Capital Projects
218,375.00
TOTAL EXPENSE
6,545,997.00
Operating Transfers In/Out
128,000.00
Reserve Drawdown/(Buildup)
128,000.00
NET INCOME/LOSS
$0.00
B. PLANNED SOURCES AND USES OF STATE OR LOCAL FUNDS
Like most small independent PHAs, UHA does not receive funds from government sources other
than HUD. MTW programs will allow PHA’s to maximize the limited federal resources in order
72
Section VII: Sources and Uses of Funding
to design affordable housing programs that best utilize these limited resources to best meet
local need.
C. PLANNED USES OF THE COCC
As a small PHA with only 97 units of Public Housing and 624 HCV vouchers and without a COCC,
UHA is not subject to COCC rules.
D. DEVIATION FROM COST ALLOCATION OR FEE FOR SERVICE APPROACH
UHA is utilizing the HUD prescribed cost allocation approach in the administration of the HCV,
Public Housing or Capital Fund Program, and anticipates no deviations for Fiscal Year 20132014.
E. USE OF SINGLE-FUND FLEXIBILITY
FUNDING SOURCE
BLOCK GRANT
AMOUNT
BUDGETED
EXPENSES
TRANSFER
IN/(OUT)
HCV HAP
5,203,422.00
$5,203,422.00
$0.00
RESERVES
DRAWDOWN
(BUILDUP)
$0.00
HCV Administration
458,000.00
458,000.00
$0.00
$0.00
Capital Fund
$242,375.00
$218,375.00
$24,000.00
$24,000.00
Public Housing Operating Fund
$79,000.00
$231,000.00
$152,000.00
($152,000.00)
Public Housing Rents
$400,000.00
$400,000.00
$0.00
$0.00
Miscellaneous Income
$31,200.00
$31,200.00
$0.00
$0.00
F. RESERVE BALANCES AT THE BEGINNING OF THE PLAN YEAR
ESTIMATED RESERVE BALANCES AT BEGINNING OF THE PLAN YEAR
Program
Reserve Balance
Public Housing
$ 423,816.17
Section 8 NRA
$ 266,837.65
G.PLANNED SOURCES AND USES BY AMP
Not applicable.
73
Section VIII: Administrative
SECTION VIII: ADMINISTRATIVE
A. RESOLUTION SIGNED BY THE CHAIRMAN OF THE UHA’S BOARD OF
COMMISSIONERS
Board approval scheduled for June 26, 2012.
Copy of Board Resolution will be included as Attachment C.
B. DESCRIPTION OF ANY PLANNED OR
EVALUATIONS OF THE DEMONSTRATION
ON-GOING
AGENCY
UHA intends to evaluate the effect of the MTW initiatives on the provision of increased housing
choices for low-income families, incentives to families to move toward economic selfsufficiency and a reduction in program costs. UHA will develop and perform internal evaluations
for each of the stated Moving to Work Program Initiatives. UHA intends to utilize its software
program (HAPPY) and custom reports created using this software, to gather much of the data
required to property evaluate the demonstration. Evaluations will also help UHA determine
whether the quality of the program administration and customer satisfaction has increased.
Evaluations will be prepared annually, using data that is collected throughout the year.
74
Part D: Evidence of Community Support and Involvement
PART D:
EVIDENCE OF COMMUNITY
SUPPORT AND INVOLVEMENT
75
1. EVIDENCE THAT UHA HAS PROVIDED COMMUNITY AND PHA
RESIDENT SUPPORT PARTICIPATION IN DEVELOPING ITS MTW
APPLICATION, INCLUDING A PUBLIC HEARING
UHA conducted outreach to its Public Housing residents, HCV participant families and landlords,
community partners and local service providers, and the general public. Outreach was
conducted through several outlets:

UHA newsletters for Public Housing residents and HCV participant families and
landlords. Copies of newsletters are attached as Exhibits 6 and 7;

Press release/public notice articles in the Inland Valley Daily Bulletin newspaper and
website. Copies of the articles are attached as Exhibit 8;

The UHA website, uplandhousing.com. Printouts from UHA’s website are attached as
Exhibit 9;

Notices mailed directly to community partners and local service providers (a copy of the
notice is attached as Exhibit 10.
The newsletters, notices and advertisements included a request for comments and feedback on
UHA’s proposed MTW plan. A public comment form was included with the newsletters and
notices and was also available on UHA’s website. UHA received a total of 25 comments
submitted through e-mail and the public comment form. Seventeen comments were in support
of the proposed plan, three were opposed, and five were neutral/no comment. The comments
were received from Public Housing residents, HCV participant families and landlords, and UHA
staff. A summary of the public comments received is attached as Exhibit 11.
In addition to the public notices, UHA also held two public outreach meetings designed to
answer questions, obtain feedback, and address concerns. These meetings were held on May
15th, 2012, at 9:00 a.m. and 3:00 p.m. Although the newsletters, notices, and website
information included an invitation to the meetings, there were no attendees. Copies of the
sign-in sheets for these meetings are attached as Exhibit 12.
A Public Hearing on UHA’s proposed MTW plan was held on Monday, June 11, 2012. The Public
Hearing was announced on the UHA website and in the newsletters and notices. No public
comments were received at the Public Hearing. A copy of the agenda for the June 11, 2012,
meeting of the UHA Board of Commissioners, which included the Public Hearing on UHA’s
proposed MTW plan, is attached as Exhibit 13. Although no comments were received from the
public, two UHA commissioners, including one resident commissioner, expressed that they
would like additional information about the proposed plan.
76
2. BOARD RESOLUTION APPROVING THE MTW APPLICATION AND
ADOPTING THE ANNUAL MTW PLAN CERTIFICATIONS OF
COMPLIANCE
Board approval scheduled for June 26, 2012.
Copy of Board Resolution will be included as Attachment C.
3. DESCRIPTION OF SIGNIFICANT PARTNERSHIPS
Existing and Previous Partnerships
The Upland Housing Authority partners with the Upland Community Partnership for Youth
Development non-profit, the City of Upland Park and Recreation Department to provide after
school programs (VIC’s Place) geared towards education and recreation at the UHA’s Public
Housing community.
In 2008, the Upland Housing Authority successfully partnered with “Women on the Move” in to
provide a mentoring program for young women in the Public Housing program.
The Upland Housing Authority successfully partnered with the City of Upland and Upland
Community Housing, Inc., a local non-profit housing developer, to construct and manage a very
successful 130-unit affordable senior housing development in Upland. UHA managed the
development from its opening in 1997 until 2010.
UHA also successfully partnered with a number of local non-profit and for-profit organizations
to carry out a successful FSS program which included two graduates that became homeowners
as a result of their graduation from the FSS program.
Future Partnerships
A key component of UHA’s MTW plan is the ability to provide supportive services that will
create self-sufficiency potential for the families we serve. The Housing Authority of the County
of San Bernardino has, through its MTW flexibility, established partnerships with numerous
community service organizations to provide supportive services to their participants. UHA has
reached out to many of these service providers to discuss the opportunity for providing similar
services to UHA participants in the future if UHA receives MTW designation. The response from
these organizations was positive. Each organization that we contacted was supportive of UHA’s
MTW plan and application, and expressed interest in partnering with UHA in the future. Letters
of support from local service providers interested in working with UHA are attached as Exhibit
1. These letters demonstrate UHA’s potential for providing a strong network of supportive
services to assist our participant families on their individual journeys to self-sufficiency.
77
4. DESCRIPTION OF FUNDING LEVERAGING AND OTHER IN-KIND
RESOURCES
UHA intends to project-base up to 50% of its HCV HAP funds in order to facilitate the
development of additional affordable housing in the community. If UHA is successful in costsavings in the administration of the HCV program as a result of the MTW program, available
administrative fees may be utilized to develop and/or assist in the development of new
affordable units that will expand affordable housing opportunities to HCV participants.
5. DESCRIPTION OF CONSISTENCY OF THIS PLAN, THE PHA PLAN, AND
AMENDMENTS TO THE PHA PLAN WITH THE CITY OF UPLAND’S
CONSOLIDATED PLAN AND CERTIFICATE OF CONSISTENCY
The 2010 – 2014 Consolidated Plan of the City of Upland and the 2008 – 2013 Analysis of
Impediments to Fair Housing identified the following impediments:

Transit Access

Lending Patterns

Race/Ethnic Relations

Furthering Access to Housing and Services
The Consolidated plan also identifies the lack of affordable rental and homeownership units as
the primary barrier to affordable housing.
Of the impediments identified, UHA’s proposed MTW plan addresses the need to further access
to housing and services, as well as the lack of affordable housing. Using MTW flexibility, UHA
proposes to increase the number of project-based vouchers it administers, up to 50% of HAP
budget authority. Through this activity, UHA will secure additional affordable housing units for
Upland residents. Additionally, as part of its MTW plan, UHA intends to establish meaningful
partnerships with local community service providers to assist participant families on the path to
self-sufficiency. Through its supportive services program, UHA will work with participant
families to determine which supportive services they are eligible for, provide opportunities for
building and furthering life skills, and provide resources to families that will enable them to
locate and obtain quality housing.
A certification from the City of Upland indicating that they have reviewed our proposed MTW
plan and that the plan is consistent with the Consolidated Plan is attached as Attachment B.
78
Part E: Additional Information Regarding Implementation of the MTW Plan
PART E:
ADDITIONAL INFORMATION
REGARDING
IMPLEMENTATION OF MTW
PLAN
79
1. DEMOGRAPHIC INFORMATION
Demographic information, including income levels of families currently assisted by UHA in the
Public Housing and HCV programs and of families to be assisted by the UHA under the proposed
MTW plan.
Resident, participant and applicant demographics as of May 31, 2012.
AVERAGE ANNUAL INCOME BY INCOME LEVEL
Public Housing
HCV
Income Level
Quantity
Percentage
Quantity
Percentage
61
63.51%
459
75.99%
23
23.96%
123
20.36%
Low-Income (80%)
12
12.50%
22
3.64%
Above Low-Income (81% +)
0
0%
0
0%
AVERAGE ANNUAL INCOME
Public Housing
$16,926
Amount
$0
$1 - $4,999
$5,000 - $9,999
$10,000 - $14,999
$15,000 - $19,999
$20,000 - $29,999
$30,000 and Above
HCV
$12,351
ADJUSTED ANNUAL INCOME BY DOLLAR AMOUNT
Public Housing
HCV
Quantity
Percentage
Quantity
Percentage
1
1%
11
1.8%
7
7.3%
38
6.3%
9
9.4%
122
20.2%
32
33.3%
256
42.3%
24
25%
99
16.3%
13
13.5%
56
9.3%
10
10.4%
22
3.6%
SOURCES OF INCOME AS PERCENTAGE OF FAMILIES OF TOTAL FAMILIES
Income Source
Public Housing
HCV
With Any Wages
58%
31%
With Any Welfare
24%
39%
With Any SS/SSI/Pension
53%
59%
With Any Other Income
47%
34%
With No Income
0%
1%
80
TTP Amount
$0
$1 - $25
$26 - $50
$51 - $100
$101 - $200
$201 - $350
$351 - $500
$501 and Above
TTP AS PERCENTAGE OF TOTAL FAMILIES
Public Housing
0%
0%
1%
5%
9%
35%
26%
23%
DISTRIBUTION OF FAMILIES BY FAMILY TYPE
Public Housing
Family Type
Quantity
Percentage
Elderly, No Children, Non-Disabled
15
16%
Elderly, with Children, Non-Disabled
2
2%
Non-Elderly, No Children, Non-Disabled
20
21%
Non-Elderly, with Children, Non-Disabled
29
30%
Elderly, No Children, Disabled
21
22%
Elderly, with Children, Disabled
2
2%
Non-Elderly, No Children, Disabled
5
5%
Non-Elderly, with Children, Disabled
2
2%
Female-Headed Household with Children
26
27%
HCV
0%
0%
3%
5%
15%
48%
20%
10%
Quantity
37
4
59
201
134
5
105
44
230
DISTRIBUTION OF FAMILIES BY HEAD OF HOUSEHOLD’S RACE
Race
Public Housing
White Only
62
Black/African American Only
11
American Indian or Alaska Native Only
0
Asian Only
26
Native Hawaiian/Other Pacific Islander Only
0
White, American Indian/Alaska Native Only
0
White, Black/African American Only
0
White, Asian Only
0
Any Other Combination
0
DISTRIBUTION OF FAMILIES BY HEAD OF HOUSEHOLD’S ETHNICITY
Ethnicity
Public Housing
Hispanic or Latino
51
Non-Hispanic or Latino
49
HCV
Percentage
6%
1%
10%
34%
23%
1%
18%
7%
39%
HCV
61
32
1
5
1
0
0
0
0
HCV
35
65
81
DISTRIBUTION OF HOUSEHOLD MEMBERS’ AGE AS PERCENTAGE OF TOTAL HOUSEHOLD MEMBERS
Public Housing
HCV
Age
Quantity
Percentage
Quantity
Percentage
0–5
15
5%
149
11%
6 – 17
69
25%
372
28%
18 – 50
105
38%
498
37%
51 – 61
35
13%
133
10%
62 – 82
42
15%
170
13%
83 and Older
8
3%
27
2%
AVERAGE HOUSEHOLD SIZE
Public Housing
2.9
HCV
2.3
DISTRIBUTION OF FAMILIES BY HOUSEHOLD SIZE AS PERCENTAGE OF ALL FAMILIES
Number of Persons
Public Housing
HCV
1
22%
39%
2
31%
25%
3
16%
17%
4
14%
10%
5
10%
5%
6
4%
3%
7
2%
1%
8
1%
0%
DISTRIBUTION OF FAMILIES BY NUMBER OF BEDROOMS AS PERCENTAGE OF ALL FAMILIES
Number of Bedrooms
Public Housing
HCV
0
0%
1%
1
8%
37%
2
62%
49%
3
25%
11%
4
4%
2%
5 and Above
0%
0%
Number of Years
Less Than 1 Year
1 to 2 Years
2 – 5 Years
5 – 10 Years
10 – 20 Years
Over 20 Years
LENGTH OF STAY INFORMATION
Public Housing
Quantity
Percentage
5
5%
8
8%
17
18%
23
24%
26
27%
17
18%
HCV
Quantity
Percentage
88
15%
43
7%
153
26%
151
26%
129
22%
24
4%
82
Applicant demographics as of May 31, 2012.
Family Type
Families with Children
Elderly Families
Families with Disabilities
FAMILIES ON UHA’S WAITING LIST – BY FAMILY TYPE
Public Housing
83.14%
9.14%
14.29%
HCV
57.30%
18.38%
27.65%
FAMILIES ON UHA’S WAITING LIST – BY INCOME LEVEL
Income Category
Public Housing
72.00%
18.86%
Low-Income (80%)
8.00%
HCV
68.06%
31.47%
0.39%
FAMILIES ON UHA’S WAITING LIST – BY INCOME LEVEL
Income Category
Public Housing
72.00%
18.86%
Low-Income (80%)
8.00%
HCV
68.06%
31.47%
0.39%
FAMILIES ON UHA’S WAITING LIST – BY RACIAL GROUP
Race
Public Housing
American Indian/Alaska Native
2.86%
Asian
10.57%
Native Hawaiian/Pacific Islander
2.57%
Black/African American
39.43%
White
45.43%
HCV
2.15%
4.22%
1.72%
44.78%
25.97%
Ethnicity
Hispanic
Non-Hispanic
FAMILIES ON UHA’S WAITING LIST – BY ETHNICITY
Public Housing
42.00%
57.14%
FAMILIES ON UHA’S WAITING LIST – BY UNIT SIZE
Number of Bedrooms
Public Housing
0
0
1
15
2
289
3
25
4
14
5 and Above
3
HCV
32.44%
41.20%
HCV
0
1659
876
230
27
2
83
2. ASSISTANCE TARGETING INFORMATION
UHA does not intend to change current targeting requirements for the Public Housing and HCV
programs.
3. PROPOSED SCHEDULE FOR IMPLEMENTATION
UHA recognizes that the proposed activities contained in this plan cannot be implemented
immediately. Some activities will require extensive preparation, including further research and
modeling, changes to policies, staff training, updates to UHA’s software and information
systems, and extensive community outreach. In order to accommodate these needs, UHA
proposes to establish the following schedule for implementation of the activities.
UHA has established its Fiscal Year 2013-2014 as our target for MTW Year One. However, this
date may be delayed only if necessary to accommodate community outreach and/or updates to
UHA’s software and information systems or infrastructure prior to implementation. UHA will
make every effort to meet the target implementation date of UHA Fiscal Year 2013-2014.
Should a delay be necessary, UHA will begin implementation as quickly as feasible. UHA will
define MTW Year One as the year that the first MTW activity contained in this plan is
implemented. The table on the following page summarizes UHA’s proposed implementation
schedule for the MTW activities.
Activities Prior to MTW Year One:
UHA intends to prepare for implementation of MTW Year One activities between the date that
UHA receives MTW designation and the start of UHA Fiscal Year 2013-2014. UHA will make
revisions to its policies, prepare staff for upcoming changes, and implement software and other
changes necessary for activities designated for implementation in MTW Year One. Other
preparatory work for MTW Year Two activities will also begin during this time.
UHA will conduct extensive community outreach during this time to inform the community and
the families we serve of the upcoming changes to our program.
MTW Year One:
UHA intends to implement the majority of the proposed activities in this plan during MTW Year
One, as most activities can be implemented without the need for extensive changes to software
and information systems or infrastructure.
MTW Year One will also be used to prepare for more complex activities to be implemented
during MTW Year Two. UHA will prepare its software systems, conduct training, revise policies
and conduct additional research, modeling and analysis necessary for those activities.
MTW Year Two:
The proposed activities that require more complex changes and/or additional research,
modeling and analysis will be implemented during MTW Year Two.
Summary proposed implementation schedule follows on next page.
84
SUMMARY PROPOSED IMPLEMENTATION SCHEDULE
Description of Proposed Activity
MTW Year 1
MTW Year 2
1.
Single-Fund Budget
Full Implementation
Continuation
2.
Exemption from SEMAP and PHAS Scoring; New
Local Assessment System
Further Development
Full Implementation
3.
Simplify Income and Rent Calculations
Full Implementation
Continuation
4.
Biennial Reexaminations for MTW Families
50% Implementation
50% Implementation
5.
Increase Minimum Rents from $50 to $125
Full Implementation
Continuation
6.
Limited Term of Participation in the MTW
Program
Full Implementation
Continuation
7.
Progressive Flat TTP for MTW Families
Further Development
Full Implementation
8.
Simplify Utility Allowances
Further Development,
Partial Implementation
Full Implementation
9.
Biennial HQS Inspections for Qualified Units
Full Implementation
Continuation
10.
Limit Voluntary Transfers
Full Implementation
Continuation
11.
Local Portability Policies
Full Implementation
Continuation
12.
Expand Project-Based Voucher Program to a
Maximum of 50% of HAP Budget Authority
Full Implementation
Over Series of Years
Continuation
13.
Pilot Mobility Program
Further Development
Full Implementation
4. POTENTIAL LOCAL AND NATIONAL IMPACT OF THE MTW PLAN
Implementation of this proposed MTW plan has the potential to be of great benefit to UHA’s
participant families, applicants, and the community. Using MTW flexibility, UHA intends to
streamline the reexamination and inspection processes to reduce the burdens and stresses on
participant families. Other activities will encourage families to achieve self-sufficiency and leave
the assisted programs. When combined with the new limited-term assistance activity, UHA
expects that these activities will enable us to serve more families and reduce the waiting time
for applicants as more families leave the programs. The community will also benefit as UHA
expands its Project Based Voucher inventory, thus establishing additional affordable housing
units within the community. UHA also expects that the activities in this plan will greatly improve
administrative and cost efficiencies. Through streamlining and other activities, we will enhance
the long-term sustainability of the programs we administer and ensure that they are available
for future generations.
Because this MTW plan is designed to be implemented by a small agency, it has the potential to
benefit more than 3700 similarly sized agencies nationwide. It may serve as a model MTW plan
for those agencies in the future. Additionally, successful activities can be replicated and
modified as needed by agencies of any size nationwide.
85
5. EXTENT TO WHICH THE PLAN HAS THE POTENTIAL AS A REPLICABLE
PROGRAM MODEL
UHA’s MTW plan is designed to be easily implemented by a small agency with limited staff and
resources. By implementing activities in stages and using pilot groups to test activities before
full implementation, this plan has the potential to be a template or model plan for other small
agencies. According to the U.S. Government Accounting Office’s 2003 Report “Public Housing,
Small and Larger Agencies Have Similar Views on Many Recent Housing Reforms”, there are
1,269 PHAs nationwide of similar size to UHA (between 250 and 1249 combined Public Housing
and HCV units). Additionally, another 2,438 are very small, with less than 250 combined units.
Together, these PHAs represent almost 90% of all PHAs nationwide. This proposed MTW plan
could be easily implemented by any of those agencies.
Many of the proposed changes are intended to produce administrative and cost efficiencies
that would be of benefit to an agency of any size, but particularly a small agency without the
economy of scale benefits realized by larger agencies. Activities could be adopted as they are
written in this plan or modified to suit the local needs of another agency.
UHA is ready to serve as the site for demonstration of the MTW program at a very small PHA.
86

Part 1 - Upland Housing Authority

Transcription

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