2000 Best Practice Awards

2000-663 HUD/FHAP/FHIP Partnership in Complaint Processing

The Austin Tenants Council conducted several tests of a local multifamily apartment complex to assure the fair treatment of tenants. Their action was conducted as a result of a complaint that was filed. Their complaint was followed up by the Austin Human Rights Commission in partnership with HUD.

2000-173 Ellis Townhouses, Inc

In 1994 the Housing Authority formed a non-profit instrumentality to purchase a 16 unit townhome complex from the Resolution Trust Corporation. The units were to be leased to low-income tenants only and were rent controlled by the Resolution Trust Corporation sales contract. Financing for the project was secured through a private local lender which financed 100% of the purchase price and the closing costs so that no cash was necessary to acquire the property. The corporation was also to function as a support and complimentary agency to the Housing Authority expanding affordable housing opportunities for low-income residents in the community. After the first year of operation of the corporation it became apparent that the townhomes were going to be a source of excess revenue. The first use for the excess revenue was to reduce the term of the note by paying additional principle, reducing it from a 15 year note to an 8 year note. Secondly, the complex has a lot of equity due to the fact it was purchased at a reduce price from the RTC. This equity was utilized to build a new 12 unit apartment building on a vacant lot which was on the townhome site. Again, the local lender provided 100% financing and closing costs. This is when we began publicizing Ellis Townhomes, Inc. The original 16 units generated enough income to pay both notes and additional principle at this point. Excess funds were then utilized to launch a rehabilitation program and home ownership program. The agency became qualified by HUD to participate in the 203(k) FHA insured rehabilitation loan program and acquired 12 units of rental property in need of rehabilitation. These units were purchased, rehabilitated and leased to Section 8 Voucher Program participants and were chosen with their location in mind, being scattered over a large geographic area.

In a five year period, the agency purchased, rehabilitated, and re-sold $134,500 worth of single family homes which went back on the tax rolls at a total value of $399,500. Distributed a $50,000 Down payment and Closing Costs Assistance Grant from the HOME Program matching it with $19,840 of its own money and $7,912 of other local contributions, for a total distribution of $77,752. Rehabilitated 12 scattered units of rental housing it now leases to Section 8 voucher clients. Purchased 32 rental units at three separate sites and built one site containing 12 rental units valued at over $2,000,000. All units are low-income/Section 8 Voucher Program mixed sites. The corporation has established partnerships with two local lenders and two mortgage companies in San Antonio. Local real estate agents have made personal financial commitments to assist the agency in acquiring properties.

The agency has opened doors never before opened to the "Housing Authority" and has bridged a huge gap in the thinking of the public about what "Housing Authorities" can do. It has showed a very skeptical public that low-income housing can blend-in and can improve neighborhoods. It has the only home ownership program in the city for low-income families. It created much needed "affordable" rental units in a high demand area in neighborhoods heretofore not open to low-income population. It has a minimum of administrative expenses and maintenance costs, preserving the vast majority of its revenue for the public. It is flexible, not using any governmental funding means total local control of the resources.

2000-1226 Universal Design in Pasadena Heights (Ent Foundation)

The 1999 Affordable Parade of Homes, Pasadena Heights in San Antonio is a model universal design project built by the City of San Antonio and the Greater San Antonio Builders Association. Bank One, Broadway Bank, Chase Bank of Texas, N.A., Nations Bank, Norwest/Wells Fargo Bank, USAA Federal Savings Bank and the Foundation underwrote an incentive to builders to include universal design features in Phase One of the neighborhood.

2000-404 The Center for Independent Living (COIL)

Since its origin 15 years ago, the COIL has made great strides to eliminate discriminatory practices taken against significantly disabled individuals.

2000-1666 The Esplanade

The Esplanade is a non-profit multifamily facility under the Section 811 Program of Supportive Housing for Persons with Disabilities. The group home of twenty-five units is currently under construction in Corpus Christi, Texas. HUD is working in conjunction with three other sources to complete this project - HOME Funds, a Federal Home Loan Bank Grant, and sponsor's pledges from the Karen E. Henry Foundation.

2000-1399 Windstar Apartment Homes

In the summer of 1996, the Harlingen Community Development Corporation 1, LTD. (HCDC1), a limited partnership, with the principal applicants being Picerne Windstar Apartments, L. L. C., Managing General Partner [.09] and Harlingen Community Development Corporation (HCDC), General Partner [.01], applied for and received 1996 Low Income Housing Tax Credits from the Texas Department of Housing and Community Affairs (TDHCA). The Windstar Apartments were made available to families with incomes at 60% of the area's median income with 6% of the development's units set aside for persons with disabilities. The development addressed the need of affordable rental housing in the community. The development is located at 2802 North 7th Street in Harlingen, Cameron County, Texas. It is built on a site with approximately 8.45 acres, which is owned by the HCDC. There are 80 units at the development, and it is designed in the style of fourplex garden apartments. There are 40 two-bedroom units and 40 three bedroom units. The square footage for a two-bedroom unit is 990 square feet, while the three-bedroom unit has 1,189 square feet. The development was completed in February 1998, and it was opened for occupancy in March 1998. Since its opening, it has continuously maintained 100 percent occupancy.

2000-1759 National Church Residences of San Antonio

This is a Sec.202 Capital Grant project (Housing for the Elderly), Beyond the basic HUD Capital Grant, the Sponsor was able to leverage HOME funds and additional CDBG funds from the City to enhance the quality of the project for its Senior residents

2000-2087 Edinburg Housing Authority Hogar/Home Program

This program is an outstanding example of collaboration and leveraging in order to respond to a critical housing need in a very low income community. The Edinburg Housing Authority purchased 92 single family lots at an auction in 1991. Phase I of this program consisted of a partnership between the First National Bank, Edinburg Housing Authority (EHA), City of Edinburg, and the Texas Department of Housing and Community Affairs (TDHCA). The infrastructure was done using CDBG funds through the city of Edinburg and development of the lots was done by a 500,000 HOME grant from TDHCA in 1992. The HOME funds were used to leverage conventional loans from First National Bank. It resulted in affordable housing payments and construction of 17 houses at a cost per house of $29,000. per house. Each house was brick veneer, designed by local architects using superior building materials. Each house was either 2 or 3 bedroom. Phase II involved 18 houses and was a joint venture between International Bank of McAllen, City of Edinburg, EHA and TDHCA. It was a 50% loan of IBC @9% loan matched up with a loan from TDHCA @ 0% resulting in a blended rate of 4.5% for the families for 30 years. Total cost for the 3 bedroom, 2 bathroom house was 34,390. including the lot. Families could receive up to 5,000 for downpayment assistance with a total monthly payment per family of 350.00 a month. Phase III had a different objective: It was to work with the families in public housing who were not quite ready to become homeowners by working with 55 families to have part of their rent go into an escrow account which went towards a downpayment of the home. Families have 5 years to get prepared for homeownership while living in the home under a lease purchase agreement and utilizing the escrow account. This is a joint venture between EHA, the City of Edinburg, local banks and TDHCA. Families receive houses through a lottery program.

2000-1592 Valley Community Ministries (doing business as Loaves and Fishes)

This organization began under the direction of Mr. John Osborne, with the aim of feeding hungry persons. The only requirement for assistance was persons being hungry. The first year "Loaves and Fishes" opened, 11,189 meals were served. The annual number of meals currently being provided now exceeds 70,000. A contract with the Texas Department of Human Services allows "Loaves and Fishes" to use volunteer hours from persons who are current recipients under the Aid to Families with Dependent Children (AFDC) program. While these persons are volunteering, they are provided with on-the-job training that enables them to be more easily assimilated into the work force. Since there are numerous social service agencies in Harlingen which need financial support and are competing for the same limited "pot" of available resources, "Loaves and Fishes" decreased their cash needs by seeking donations of goods and services. The organization receives fresh vegetables, meat, bread, and various canned goods from private donors. In turn these donations are put to excellent use in the kitchen for the meals that are provided. The kitchen is totally staffed by volunteers. Based upon daily contact with meal recipients, it became apparent that these individuals needed job placement assistance. Using funds from the Texas Department of Housing and Community Affairs (TDHCA), a "Job Shop" was established at the "Loaves and Fishes" center. Volunteers staff the shop, and they assist clients who are searching for employment. One example of this assistance is the teaching of English that can be used in work-related situations. A job trainer spends time following-up on relevant employment ads appearing in newspapers; developing word of mouth contacts about employment news, and keeping in close contact with the Texas Workforce Commission. Out of 196 clients assisted during the past year, 103 individuals found employment through the "Job Shop." The activities of the "Job Shop" include the following: assessing client skills and abilities; providing training in application completion; resume preparation; networking skills; providing employment placement leads; assessments of clients' on-the-job performance; additional follow-up after employment; providing facilities for language skills education, and preparation for citizenship testing. In addition software is available for clients to pursue their GED certificates. The "Job Shop" Program takes on the equally important task of providing persons with the opportunity to provide for themselves. This is why job placements are the key element for the overall "Loaves and Fishes" program. The Job Placement Coordinator interviews all clients to ensure that they qualify for assistance under grant guidelines. Applicants are counseled on both their grooming habits and the job interview process. "Loaves and Fishes" has agreements with local businesses to provide free showers, hair cuts, and clothing for job interviews. The "Job Shop" has few restrictions. The clients must be unemployed; not be currently abusing drugs or alcohol, and be willing to work. The goal at "Loaves and Fishes" is to help those who truly need assistance. This is due to the fact that the organization does not have the facilities to help those who are currently working to "move up" to better jobs. Although the facility's space is limited, those persons who want to improve their skills are never turned away. Volunteer counselors assess the client's job skills; provide training in different employment areas; provide counseling to those individuals wanting to pursue higher education, and referring these persons to programs that can assist them in getting this education. The program provides counseling and training to clients for the purpose of ensuring that they will have good working relationships with their future employers.

2000-2562 Job Source Center

In Austin, Texas, there have historically been few substantive partnerships between the public agencies and nonprofit organizations that are involved in welfare reform. This resulted in a service delivery system that was unconnected and disjointed; although public and private agencies were serving many of the same groups of people, they rarely collaborated. The lack of collaboration acted as a barrier to creative, efficient approaches to welfare reform. The resources that came into the community from federal, state, local, and private resources were used to fund small, independent welfare-to-work efforts that did not have a significant impact on low-income communities.

Through implementation of a 1998 Economic Development and Supportive Services (EDSS) grant, the Housing Authority of the City of Austin (HACA) has taken a leadership role in changing the culture of that service system. HACA has developed an innovative strategy that is built on maintaining creative partnerships that leverage local resources for the benefit of pubic housing resident. Rather than becoming a direct provider of job training, placement, and case management services, HACA seeks to leverage the resources and expertise of others by partnering with existing community programs. As a result, services are not duplicated, and HACA and its partner agencies are free to specialize in what they do best. HACA seeks opportunities with partners whose programs complement each other and collectively meet the broad range of residents’ workforce development needs.

With EDSS grant funds as seed money, HACA recently initiated five new partnerships and leveraged an additional $1.3 million in workforce development resources. These partnerships offer public housing and Section 8 residents a comprehensive array of on-site education, job training and job placement services. One of the most notable partnerships is between HACA and Goodwill Industries of Central Texas. The result of this partnership, the Job Source Center, is an example of a housing authority’s capability to bring, at minimal cost, high-quality services directly to their residents.

In the summer of 1999, the Housing Authority of the City of Austin (HACA) and Goodwill Industries of Central Texas entered into an agreement whereby Goodwill would establish a presence at Rosewood Courts, a public housing development in one of Austin’s most economically distressed communities. The agreement, based purely on in-kind contributions by HACA and Goodwill, was mutually beneficial. Goodwill had recently broadened its mission to provide job-related services to people with any barrier to employment, not just people with disabilities. Goodwill realized that this new direction required that it maintain a physical presence in the low-income communities it now intended to reach. At the same time, HACA was interested in helping residents achieve self-sufficiency by providing comprehensive, on-site workforce development services.

In August 1999, Goodwill established a small, part-time office at Rosewood Courts. In exchange for rent-free offices at Rosewood, Goodwill agreed to target its services to the 580 families living at Rosewood and three nearby public housing developments. In less than eight months, the HACA/Goodwill partnership has rapidly evolved from a small pilot program into the Job Source Center, an on-site, full-service workforce development center with comprehensive services designed to meet the needs of public housing residents. In its first few months at Rosewood, Goodwill began by providing intakes, Job Search workshops, job placement assistance and post-employment support. Goodwill staff observed that, while many members of the surrounding community were able to find and maintain employment with this minimal assistance, public housing residents exhibited more complex needs. Although the purpose of Goodwill’s on-site presence was primarily to assist public housing residents, the initial menu of services was only marginally effective with the residents. This led both Goodwill and HACA to seek additional grant funding in order to add services to the Center. Through a contract funded by the Housing Authority’s 1998 EDSS grant, Goodwill Industries is now more effectively meeting the employment and training needs of public housing residents. The contract with the Housing Authority enabled Goodwill to broaden the services available at the Job Source Center, adding additional assessments, case planning, skills training, and post-employment supports. The EDSS grant also pays a stipend to residents who complete training, and it enables Goodwill and HACA to provide reimbursement for childcare expenses.

Through the 1999 and 2000 Resident Opportunities and Self-Sufficiency program, HACA has applied for additional funding that can support the Job Source Center. Goodwill also sought and received additional funding, receiving an Austin/Travis County grant to provide workforce development and recreational services to youth. With minor renovations to the community facilities, HACA enabled Goodwill to nearly double its office space at Rosewood and open a second on-site office. The second office, located in a large public housing development in south Austin, makes the Job Source Center easily accessible to an additional 450 public housing families in south Austin. Plans are underway to offer Goodwill’s services at a public housing development in north Austin.

Outreach for the Job Source Center is conducted on an ongoing basis. Resident Services Specialists, HACA’s site-based staff, refer residents to the Center and post flyers on residents’ doors. At a resident’s initial visit to the Center, a Goodwill Industries Retention Specialist conducts an intake – assessing basic skill levels and describing the available services. Residents who come to the center with prior work experience and a good foundation of job skills often need minimal support. They receive immediate job placement assistance from a Placement Specialist and may also attend a Job Search Workshop, a 30-hour course that teaches job search and job retention skills. Residents who, based on their education level and work history, need additional training and support are enrolled in Goodwill’s more intensive program. First, Goodwill’s Vocational Evaluator meets with the resident to assess skills, interests, barriers, needs and resources. After that initial meeting, Goodwill’s Program Manager assigns a Retention Specialist to serve as the case coordinator. With the Retention Specialist, the resident creates a Self-Sufficiency Transition Plan (SSTP), setting goals and timetables for their achievement. All transition plans include a vocational assessment, vocational goals, and a supportive services assessment. The transition plan outlines an individualized course of services and training that the resident follows to achieve his/her goals. The Retention Specialist is responsible for the coordination of service for the resident and all documentation necessary for program participation. The resident meets at least once a week with his/her Retention Specialist to review progress and assess current supportive service needs. Weekly follow-up continues for six months after job placement. If supportive services are not provided directly by Goodwill or HACA, the Retention Specialist leverages resources in the community by coordinating services from other agencies to meet those needs. Goodwill has alliances with local childcare resources, Austin Families and Child Care Management Services, to assist with emergency childcare. Goodwill also has a partnership with the Austin Recovery Center (ARC) to provide substance abuse counseling, when necessary.

The Job Source Center offers several training courses that were developed with local labor demands and resident needs and interests in mind. Training offerings include three courses: Clerical Skills, Customer Service, and the Job Search Workshop. All training is offered on-site in order to ensure maximum accessibility. HACA assessments have concluded that most residents are interested in short-term, as opposed to long-term, training; they want employment as soon as possible. Therefore, Clerical Skills and Customer Service training are each 40-hour courses taught over a two-week period. The Job Search Workshop is a one-week course. Depending on the needs and goals documented in the Self-Sufficiency Transition Plan, each resident completes a minimum of two and a maximum of three of the courses (each resident must complete the Job Search Workshop). Residents in need of remedial education prior to job placement are referred to HACA’s on-site Adult Basic Education and GED Preparation classes at Chalmers Courts (east Austin), Bouldin Oaks (south Austin), Thurmond Heights and Georgian Manor (north Austin). Computer skills training is also available on-site from Goodwill’s Computer Trainer. Should a resident need further training, the Retention Specialist may authorize its purchase through Austin Community College, with the approval of the Program Manager. To immediately address any obstacles encountered during training, the Retention Specialist contacts each resident at least weekly during training.

Goodwill works in tandem with a wide variety of employers and human service agencies in order to provide the best possible support network for people seeking employment. When a resident nears the completion of the necessary training, the Retention Specialist begins working one-on-one with him/her to find appropriate employment. This may include, but is not limited to, assistance with contacting employers, assistance with interviewing and transportation, and continued vocational counseling. This support continues long after the resident finds employment; the Retention Specialist continues, for at least six months, to advise the resident on issues such as financial planning and handling conflicts with coworkers and supervisors.

The partnership supporting the Job Source Center reflects the Housing Authority of the City of Austin’s (HACA’s) innovative, cost-effective approach to providing social services for its residents. Rather than becoming a direct provider of the types of services offered at the Job Source Center, HACA leveraged the resources and expertise of Goodwill Industries by offering rent-free office space. The Job Source Center effectively fills many residents’ workforce development needs, and its strong on-site presence reinforces the Austin Housing Authority’s message that all residents should be striving toward self-sufficiency.

2000-2127 West Durango Plaza Learning Center

The West Durango Plaza Apartments applied for a New Approach Anti-Drug (NAAD), grant and was awarded $240,000 from HUD in November 1999. Through extensive networking during the grant application and while looking for resources for the Learning Center, which the property opened in May 1999, they became aware of a program the City of San Antonio was offering to Edgewood area residents. The ASCEND job program (welfare to work) provides extensive job training and evaluation/referrals. The Learning Center is a satellite site for this program and they are heavily recruiting West Durango residents. In addition, they have partnered with the City of San Antonio to apply for a grant to offer Individual Development Accounts, (IDA’s) to residents of the Edgewood area. IDA’s are saving accounts that encourage the participants to save toward a home, college or small business ownership. This program will match 4 to 1 each dollar saved by the participant. ASCEND is currently budgeting to spend more than $400,000 on this portion of the program.

The NAAD funds have provided the property and community with additional police patrols and surveillance of problem crime areas, which have resulted in immediate arrests of criminal and reduced crim.

Also, the property has established a very successful Neighborhood Network Center (NNC). The NNC is continuously busy with children. The children and residents are taking full advantage of the computers by working with the various computer programs. In addition, the center has a Service Coordinator that works with the residents to avail them to the available social programs offered by local, state and federal agencies.

And finally, the property has a food bank for the good of the project residents and community. Groceries are distributed to needy families on a monthly basis for those large families whose monthly state assistance does not cover their needs.

2000-758 One Stop Capital Shop (OSCS)

The University of Texas- Pan Am (UT-PA) initiated a strong outreach component in 1986. As one of its major components, the OSCS program provides a comprehensive array of outreach, training, and technical assistance services in coordination with local public, private and non-profit organizations. This is the only OSCS in the country that provides both comprehensive business and housing assistance to its low income constituents. This program is unique in its composition, housing six centers and partnerships with business technical assistance entities such as Service Corps of Retired Executives, and the US Small Business Administration. Another feature of the diverse funding sources that range from the Federal Government through programs such as the SBA programs, the Hispanic Serving Institutions Assisting Communities Program (HSIAC) by HUD to foundations such as the Levi Strauss Foundation and SBC Foundation. In addition, the SBA provides a Business Information Center Computer Lab and Library at OSCS. The OSCS covers a four county area, which includes three non-contiguous Empowerment (USDA Rural) sub zones. Due to the geographic size of the Rio Grande Valley, the OSCS has several satellite offices located in Port Isable, La Villa, Harlingen, Brownsville, Rio Grande City, Mercedes, and Sebastian. The La Villa and Port Isabel rural satellite offices are linked to the main office through dedicated Wide Area Network utilizing a T1 line connection that gives counselors and clients fast, easy access to the Internet and head office resources. In addition, each rural satellite office has scaled down version of the Business Information Library and computer for client use. The Centers include: Small Business Development Center (SBDC) which provides confidential managerial and technical assistance through free one-on-one counseling, workshops and seminars to small business entrepreneurs. The SBA, State of Texas and matching funds from UT-PA primarily funds this center. South Texas Minority Business Opportunity Committee (MBOC) provides procurement and international business opportunities to minority entrepreneurs. The MBOC developed an Online Contracting Center to link Valley businesses with procurement opportunities. The Minority Business Development Agency, US Department of Commerce, UT-PA funds this center. Women's Empowerment Business Center (WEBC) provides business and technical assistance to women entrepreneurs, a special emphasis on home based businesses. The SBA, SBC Foundation, Levi Strauss Foundation and UT-PA fund this project. One Stop Capital Shop (OSCS) provides business and technical assistance within the Rural Development Empowerment Zone areas. The OSCS provides access to the Community Investment Fund of the Rio Grande Valley Empowerment Zone Corporation. the HSIAC Program of HUD funds this program. Community Outreach Partnership Center (COPC) provides housing assistance to economically distressed areas of Hidalgo County. the COPC assists families by linking them with affordable housing agencies and banks. The Center provides homebuyer workshops and USDA Grant Application assistance. Fannie Mae Foundation and HUD's COPC grant fund this program. Veteran's Outreach Business Center (VBOC) received an SBA funding award in September 1999. The VBOC will assist service disabled veterans with business technical assistance over a five state area: Texas, Arkansas, Oklahoma, Louisiana and New Mexico. The OSCS is a recipient of the Vice President's Hammer Award for "reinventing government".

2000-2844 Terra Genesis Housing, Inc.

Terra Genesis Housing, Inc. is involved in the identification of repair and rehabilitation needs by resident organizations of insured Multifamily subsidized housing. The properties in question are generally in poor condition when acquired by the community-based nonprofit organization from the for-profit owners. Inspections reveal that many rehabilitation needs are required. They prioritize the needs, research and identify possible sources of funding, develop funding proposals by staff and consultants and apply for funding with the identified source of funding. 593 units of subsidized housing have received or are in the process of receiving interior rehabilitation, roofs, other exterior repairs, etc.

Terra Genesis has been successful in obtaining funding under the Drug Elimination and Safe Neighborhood Grant Program for insured multifamily projects. This grant has assisted 528 households.

2000-342 Family Learning Center

The Family Learning Center is a resource center housed in the Harlingen Housing Authority developments. A partnership formed between the Harlingen Consolidated Independent School District and the Harlingen Housing Authority has made this educational program possible. It offers a variety of educational opportunities to the housing residents. The centers allow residents with the extra guidance needed to raise successful children. After school the learning center is open to help school age students with their educational needs. There is a parent educator during the day available to assist with the preschool program. There are also teachers and mentors in the afternoon to facilitate the Family Learning Centers. The primary goal of the Family Learning Centers is to be supportive to our resident's children, young adults and adults. The Family Learning Center empowers the residents and is a success.

2000-1174 Austin Works Together

The Austin Works Together Project is an excellent example of the capacity that housing authorities have to significantly impact welfare reform efforts in their communities. Austin's service delivery system for workforce development has historically been unconnected and disjointed; although government agencies and private nonprofit organizations have always served many of the same people, they rarely collaborated in a substantive way. The absence of strong collaboration acted as a barrier to creative, effective approaches to welfare reform in Austin. The Housing Authority of the City of Austin (HACA) helped break this pattern of isolation by agreeing to administer $1.7 million in Department of Labor Welfare-to-Work grant funds. HACA accomplished this largely by developing strong credibility among the public and private organizations that are involved in welfare reform. This project has helped foster a new system-wide culture that encourages open collaboration between public agencies and local nonprofits. Since the passage of the Personal Responsibility and Work Opportunity Reconciliation Act of 1996, welfare reform has been at the forefront of American social policy discussions. Largely absent from those discussions, however, is the role of housing. Nearly 20 percent of the families that receive TANF benefits also receive housing assistance. Recognizing that overlap in populations and the need for housing to have a role in welfare reform efforts, Austin's local workforce board and local housing authority recently embarked on an unprecedented effort to formalize the link between housing and welfare reform. In early 1999, the Capital Area Workforce Development Board approached the Housing Authority of the City of Austin (HACA) about administering Department of Labor Welfare-to-Work formula grant funds in the amount of $1.7 million. Already a key player in the local workforce development system, HACA accepted the challenge. HACA completed a procurement process, the result of which is the result is the Austin Works Together Project. Austin Works Together (AWT) is a comprehensive public-private partnership that helps TANF recipients and other eligible individuals make the transition from welfare dependence to self-sufficiency. Due primarily to HACA's involvement in administering the project, public housing residents and Section 8 tenants with multiple barriers to employment are the primary beneficiaries. The AWT project is a key component of HACA's strategy to assist its residents in achieving self-sufficiency. As the subcontractor of the Welfare-to-Work grant and the lead agency in the AWT project, the Central East Austin Community Organization (CEACO) has gathered a diverse group of partners with the resources and expertise to address the wide range of needs presented by welfare recipients. CEACO, as the provider of intensive case management and supportive services, is the central point of service delivery. CEACO case managers work individually with each client, assessing their interests, strengths and needs and tailoring the services accordingly. Case Managers refer clients to AWT partners for education, training and job placement services. CEACO provides professional clothing for interviews and is recruiting mentors, many of whom are former welfare recipients, for program participants. CEACO's Job Success Workshop is a 30-hour course that teaches job search techniques and important life skills such as budgeting, communication, assertiveness, crisis coping, and parenting. Additional partners specialize in addressing barriers such as criminal history and substance abuse issues. A counselor from YWCA is available one day a week at AWT offices to provide consultation on substance abuse issues. This partnership reflects the Housing Authority of the City of Austin's (HACA's) innovative, cost-effective approach to providing social services for its residents. Rather than becoming a direct provider of job training, placement, and case management services, HACA seeks to leverage the resources and expertise of others by partnering with existing community programs. As a result, services are not duplicated, and HACA and its partner agencies are free to specialize in what they do best. HACA seeks opportunities with partners whose programs complement each other and collectively meet the broad range of residents' economic development needs. The AWT project effectively filled the yet unmet need of intensive case management for the hardest-to-serve residents.

2000-498 Family Self-Sufficiency Program

The family self-sufficiency (FSS) program was implemented on September 30, 1991 through a directive by HUD, and became operational on February 7, 1994. The strategies to assist housing residents and tenants obtain home ownership were implemented on February 21, 1997. The family self-sufficiency program is very much needed by families under housing to promote "self-sufficiency", and to reduce the dependency of low-income families on welfare assistance. The program provides families with opportunities, i.e., educational, on-the-job training, career counseling & guidance and many other forms of social service assistance to help "empower" the family to take control of their lives by becoming employed, economically independent and a path toward home ownership. Harlingen Housing Authority has been recognized for its willingness to helping individuals take an active role in combating existing social problems within the area. The administration of the program was initiated by the Harlingen Housing Authority and has at its disposal the necessary office space, furniture, and equipment along with a full-time FSS coordinator. A coordinating committee has also been created to oversee the planning and implementation of the program. The committee is composed of representatives of the Harlingen Housing Authority staff and representatives of the local service providers (such as day care, job training, etc.), local government and other relevant groups. These groups have committed their support and time to this program. They are the key to tapping into the community resources. participation of the service providers is particularly important since the program provides no new funds for service. Rather the program is designed to focus and coordinate existing services with public housing residents. HUD does, however, provide a limited amount of funds to hire a program coordinator. The committee of the program meets every month or, as needed, to make selections and recommendations of the most suitable candidates/families into the program. Marketing the FSS program includes mailing out FSS information flyers along with interest forms, conducting quarterly orientations at the housing developments and walking the housing developments to personally disseminate program information. Also, posting FSS information at housing developments and publicizing the program in the housing authority's newsletter has created a tremendous awareness. Prospective individuals applying for the FSS program are required to undergo a systematic screening process such as a structured personal interview, and application process to gain an insight of each individual's motivation to succeed. A plan of action is formulated to specifically address the goals of the respective individual and how these goals will be achieved. This plan is monitored frequently by staff and addresses the supportive services of the individual's needs and interests. Self-sufficiency will be achieved when the individual has complied with specific goals, within five years, as outlined in a contract and signed by participant. The incentive of the FSS program is an interest bearing escrow savings account that is offered to qualifying FSS families. Escrow is based on house-hold earned income. When a family's earned income increases, rent is adjusted, and the difference is escrowed to a savings account to enable the families to accumulate the cash for the down-payment of their home and closing costs. Escrow is given to the family when contract of participation is successfully completed.

2000-2653 Link from the San Antonio HUD Office to the Austin Housing Authority

The San Antonio Field Office is the HUB office for a vast area in Central and South Texas. Our Office of Public Housing is responsible for over 100 Housing Authorities, some of which are separated by close to 400 miles. Since our staff receives numerous calls daily for housing information, we continue to strive to find new ways to provide excellent customer service in the most effective and efficient manner. We established the San Antonio Office of Public Housing (OPH) home page with a detailed resource directory of housing opportunities in our area, while we plan to add additional links to other authorities until we have a complete computer network link between the San Antonio Office of Public Housing and every Housing Authority in our area.

2000-2815 HAs Connection

In our ongoing efforts to achieve new levels of excellence through improving customer service and providing current information on Departmental communications affecting Public Housing Agencies (PHAs) in our jurisdiction, we implemented an Email list system for the San Antonio Office of Public Housing for messaging to our PHAs. This system will replace our regular mailing of special newsletters, bulletins, etc., thereby reducing the costs of reproduction and assuring more timely dissemination of information to the PHAs.

Content Archived: April 20, 2011