CH FY 2024-2025 Annual Plan Presentation

ANNUAL PLAN|FISCAL YEAR 2025
(July 01, 2024 – June 30, 2025)
Public Hearing for the Housing Authority of

the City of Columbia, SC
Tuesday, April 02, 2024 at Noon
1
ANNUAL PLAN | FY2024-2025
MISSION VISION
“Provide quality, “Be the leader in
affordable housing providing housing
opportunities as a opportunities for
strong foundation the community we
for all to thrive.” serve by leveraging
strategic
partnerships.”
ACTIVITIES TIMELINE:
VISION
ACTIVITIES TIMELINE
“Communities of
Public Comment Period
opportunity
2/14/2024 - 3/29/2024
Resident Advisory Board where individuals

3/19/2024
Meetings and families can
Public Hearing 4/2/2024
live, work, and
Board Meeting (Special) thrive to their
4/15/2024
Due Date fullest potential.”

4/16/2024
Fiscal Year Begins 7/1/2024

STRATEGIC GOALS:
VISION
1. RESIDENT STRATEGIES “Communities of
2. HOUSING CHOICE VOUCHER PROGRAM
opportunity
3. PUBLIC HOUSING PROGRAM & CAPITAL ASSETS
4. HOMELESS PROGRAMS
where individuals
5. HOMEOWNERSHIP and families can
live, work, and
6. HUMAN RESOURCES & PERSONNEL DEVELOPMENT
7. COMMUNITY SAFETY & SECURITY thrive to their
8. IT SERVICES fullest potential.”
9. VIOLENCE AGAINST WOMEN ACT
10. COMMUNICATIONS & COMMUNITY ENGAGEMENT
STRATEGIC GOAL #1
RESIDENT
STRATEGIES
Strengthen relationships with the people we serve by increasing mutual

accountability and by improving our ability to connect them to vital services in
the community that will foster economic self-sufficiency and quality of life
opportunities.
STRATEGIC GOAL #1
RESIDENT
STRATEGIES
UPDATE
 Fostering Economic Self Sufficiency and Quality of Life Opportunities, by expanding and creating new partnerships.
 Midlands Technical College,
 SC Department of Health and Environmental Control (DHEC)
 Prisma Health,
 Senior Resources, and more..
 Outcomes for Youth, Adults, and Seniors through Programming Include:

 3 residents received scholarships for college,
 22 Youth Employment Opportunities,
 $52,013.00 received for Gen Z Grant,
 136 Families on average receive monthly in-home health services,
 Addressed food insecurity by providing100 families with nutritious meals weekly,
 Provided education and management supports for Medicaid/Medicare recipients,
 Awarded $114,819 for the Family Self Sufficiency Program,
o 102 FSS Participants with escrowing totaling $313,387.00.
o 3 FSS Program graduates
STRATEGIC GOAL #2
HOUSING CHOICE
VOUCHER
(HCV) PROGRAM
Maximize leasing capacity based on annual budget authority. Maintain program

compliance, in accordance with HUD regulations.
STRATEGIC GOAL #2
HOUSING CHOICE
VOUCHER
PROGRAM UPDATE
 During CY 2023, we exceeded funding allocation resulting in 100% Utilization

Rate of our Annual Budget Authority.
 Proposed Policy Changes for the HCV Program (formerly Section 8).
 New Chapter on Rental Assistance Demonstration (RAD) Program will be added to the
HCV Administrative Plan.
HOUSING OPPORTUNITY THROUGH MODERNIZATION ACT
HOTMA
REGULATIONS
HUD'S regulatory reform that provides provisions for housing authorities to

make changes to HCV (formerly Section 8) and public housing occupancy,
income, and eligibility requirements.
HOTMA
PROPOSED POLICY
CHANGES
 Proposed Policy Changes for HCV and Public Housing
 Enterprise Income Verification (EIV) is not required at interims recertifications. CH may use
other federal programs for income verification.
 Increase deductions to $525 for families with a head, co-head or spouse who is elderly or a person
with a disability.
 Allowances for unreimbursed health and medical care/disability expenses increased to 10% phased
in over two years.
 Extend a deduction for unreimbursed childcare expenses that causes economic hardships for 90
days with extensions as needed.
HOTMA
PROPOSED POLICY
CHANGES
 Allows self-certification of net assets if estimated to be at or below $50,000.

 For housing eligibility and continued assistance, total assets cannot exceed $100,000 and owning real estate
suitable for occupancy is not permitted.
 Allows recertifications every three years for households with 90% fixed income.
HOTMA
PROPOSED POLICY
CHANGES

 Implementation of new nonpublic housing leases at Fair Market Rents.
 Interim income reviews will be performed only if the annual adjusted income increases
more than 10% .
 Verification consent form should only be signed once for each adult household member.
STRATEGIC GOAL #3
PUBLIC HOUSING
PROGRAM &
CAPITAL ASSETS
Implement Vision 2030 Repositioning Strategies through recapitalization

and conversion utilizing all available HUD tools.
STRATEGIC GOAL #3
PUBLIC HOUSING
PROGRAM &
CAPITAL ASSETS
UPDATE
VISION 2030 is the strategic framework through which Columbia Housing will
reposition our Real Estate portfolio and create new affordable housing through the
creation of public/private partnerships utilizing private capital.
Public Housing is statutorily prohibited from accessing private capital, but HUD’s
repositioning tools including the Rental Assistance Demonstration (RAD) Program
remove properties from the Public Housing Program to enable access to market debt
and equity.
Oaks at St. Anna’s Park
(Gonzales Gardens – Section 18)
Senior Units 95
Family Units 190
TDC $71,713,381
Closed May 2022
Occupancy Date August 2024
Haven at Palmer Pointe
(Marion Street Replacement – Section 18 )
Senior Units 150

TDC $36,967,628
Est. Closing Date October 2022
Est. Occupancy Date December 2024
RAD Rehab Projects - 2024
Single Family Homes 2024 - 2026
• 273 Total Houses
• Combination of Rehabilitation,
Disposition (Sale-202)and Demolition
(71)
• Convert to Project Based Vouchers
• Lease Purchase Program using Section

32 with HCV Homeownership Vouchers
RAD Rehab Projects – 2024
Scattered Sites – 501c3 Bonds
PBV – Development Tool
 CH will utilize Project Based Vouchers as a development tool

 Development Partners selected under a solicitation
 PBV's will be used for new construction located on new sites that are not
former Public Housing sites
STRATEGIC GOAL #4
HOMELESS
PROGRAMS
Expand our collaborative partnerships with county and citywide efforts to

reduce the families at risk of experiencing homelessness or at risk of losing
housing.
STRATEGIC GOAL #4
HOMELESS
PROGRAMS
UPDATE
 82 Emergency Housing Vouchers are fully leased and providing stable housing for individuals
and families who were homeless, at risk of being homeless and/or fleeing domestic violence.
 CH was awarded $840,255.00 in Continuum of Care (CoC) funds from the 2024-2025 funding
year to provide housing and supportive services for 58 chronically homeless disabled
households.
 CH received $157,547.00 in CDBG funds from the City of Columbia for the Housing First
HOPWA Program to provide housing for 15 homeless households with a member diagnosed with
HIV/AIDS related illness.
STRATEGIC GOAL #5
HOMEOWNERSHIP
Create opportunities for residents and program participants, through the

coordination of homebuyer education, resources and activities that increase
homeownership opportunities.
STRATEGIC GOAL #5
HOMEOWNERSHIP
PROGRAM UPDATE
 Currently there are 72 HCV Homeowners who continue to

receive mortgage assistance through the program. Four of
them purchased during the current fiscal year.
The application to become a HUD Certified Housing

Counseling Agency was submitted and is waiting HUD's
approval.
STRATEGIC GOAL #6
HUMAN RESOURCES
& PERSONNEL
DEVELOPMENT
Embrace the agency’s new identify by transforming its organizational structure

and culture, through the establishment of a track record for integrity,
accountability, collaboration, and exceptional customer service.
STRATEGIC GOAL #6
HUMAN RESOURCES
& PERSONNEL
DEVELOPMENT
UPDATE
 CH refined the employee performance evaluation process to make it more
interactive and constructive.
 All personnel actions, including new hires, promotions, demotions,
reassignments, suspensions are captured via our Personnel Action Request
(PAR) process.
 Rolled out two CH personnel policies – the Alternative Work Schedule and
Sick Leave Pool policies.
 Adopted a training data base system to capture training that employees
have taken.
STRATEGIC GOAL #7
COMMUNITY SAFETY
& SECURITY
Develop a comprehensive strategy through engagement of Columbia

Housing’s communities and law enforcement agencies that can improve
public safety and the quality of life within its communities.
STRATEGIC GOAL #7
COMMUNITY
SAFETY &
SECURITY UPDATE
CH’s Security team created a strategy to establish residents
as first responders, reduce their vulnerability through
awareness tools, and create opportunities to engage with
local law enforcement. The initiatives are:
 National Night Out
 Fire Safety and Prevention Education
 Residents Task Force Meetings
 Participating in the Greater Neighborhood Associations Meetings
STRATEGIC GOAL #8
IT SERVICES
Innovate the way Columbia Housing maintains smooth functioning of its

infrastructure and operational environments that support application
deployment to its internal and external customers.
STRATEGIC GOAL #8
IT SERVICES
UPDATE
 To maintain functional infrastructure and operational environments,

the agency’s IT department focused on security of employees that will
ensure our internal and external customers have the best experience
through the following measures:
 Increased IT functionality by implementing print anywhere capabilities with the
use of employee ID badges.
 Implemented cost savings by switching mobile carriers.
 Developed and implemented internal IT Security Standard Operating Procedures
which outlined strategies for keeping employee and resident data safe.
STRATEGIC GOAL #9
VIOLENCE
AGAINST
WOMEN
Enforce and protect the rights of victims of domestic violence, dating

violence, and stalking to secure and maintain housing without being
victimized a second time by being denied housing or losing housing
because of the criminally violent act perpetrated against them.
STRATEGIC GOAL #9
VAWA UPDATE
CH expanded the definitions of the VAWA Policy to include definitions for the
protections for the following:
 Changes to the domestic violence definition to specify perpetrator's
relationship to the victim.
 Added economic and technology abuse for VAWA protections.
STRATEGIC GOAL #10
COMMUNICATIONS
& COMMUNITY
ENGAGEMENT
Build support for housing as a key component of vibrant, sustainable

communities through the communication of public information,
engagement and advocacy that promotes affordable housing and supports
the advancement of low wealth individuals and families.
STRATEGIC GOAL #10
COMMUNICATIONS
AND COMMUNITY
ENGAGEMENT
UPDATE
CH has taken on communications and community engagement as one of our major initiatives to
educate residents, partners, and the public on the many programs, opportunities, and successes of
the agency. Some of the activities undertaken to address this goal are:
 THIS is Columbia Housing is a bi-weekly digital publication that highlights resident success
stories, impactful programs offered by CH, and awareness of community resources.
 Power of Partnerships Media Series highlights key partnerships through media and community
events. CH increased community partnerships by 25% over last year.
 Zooming to the Polls is a reoccurring series of online Virtual Townhall Meetings on the ZOOM
platform for political candidates to connect with residents and the community at-large ahead of
key local, state, and national elections.
STRATEGIC GOAL #10
COMMUNICATIONS
AND COMMUNITY
ENGAGEMENT
UPDATE
 Implemented a social media initiative featuring our CEO in a series of

short videos to address important issues in the community.
 Hosted regular eBlasts to Columbia Housing’s 40K+ member subscriber
database.
 Nontraditional media partnerships with two grassroots print publications
that publish community news to individuals who might not receive news
through traditional/mainstream media sources.
 Social media platforms are used to routinely to publish short stories,
graphics, etc. via social media to engage its nearly 5,000 followers.
ANNUAL PLAN|FISCAL YEAR 2025
(July 01, 2024 – June 30, 2025)
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ANNUAL PLAN|FISCAL YEAR 2025

(July 01, 2024 – June 30, 2025)

Public Hearing for the Housing Authority of

Tuesday, April 02, 2024 at Noon

Resident Advisory Board where individuals

Due Date fullest potential.”

Fiscal Year Begins 7/1/2024

Strengthen relationships with the people we serve by increasing mutual

 Outcomes for Youth, Adults, and Seniors through Programming Include:

Maximize leasing capacity based on annual budget authority. Maintain program

 During CY 2023, we exceeded funding allocation resulting in 100% Utilization

HUD'S regulatory reform that provides provisions for housing authorities to

 Proposed Policy Changes for HCV and Public Housing

 Proposed Policy Changes for HCV and Public Housing

 Allows self-certification of net assets if estimated to be at or below $50,000.

 Proposed Policy Changes for HCV and Public Housing

Implement Vision 2030 Repositioning Strategies through recapitalization

Senior Units 150

• 273 Total Houses

• Convert to Project Based Vouchers

• Lease Purchase Program using Section

 CH will utilize Project Based Vouchers as a development tool

Expand our collaborative partnerships with county and citywide efforts to

Create opportunities for residents and program participants, through the

 Currently there are 72 HCV Homeowners who continue to

The application to become a HUD Certified Housing

Embrace the agency’s new identify by transforming its organizational structure

Develop a comprehensive strategy through engagement of Columbia

Innovate the way Columbia Housing maintains smooth functioning of its

 To maintain functional infrastructure and operational environments,

Enforce and protect the rights of victims of domestic violence, dating

Build support for housing as a key component of vibrant, sustainable

 Implemented a social media initiative featuring our CEO in a series of

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