2000 Best Practice Awards

2000-110 Salt Lake County Cyprus Subdivision

Ten homes were built in targeted low income neighborhood in the community of Magna located in Salt Lake County, UT. Two of the homes were designed and built to be fully accessible, to serve one family with a paraplegic child and a second with a quadriplegic child. The unique feature of the project is that the County worked with USU Extension Services of Salt Lake County to develop a water conservancy landscape design for the project. Volunteers from summer youth program, inmates from the county jail and county staff volunteered over 600 hours towards landscaping and site work. Bank pool funds supported by local lenders was used as leverage for the HOME dollars supplied by the County.

2000-83 Habitat for Humanity Northern Utah - City Creek Estates - Spring Break - Collegiate Challenge 2000

HFHNU is in the process of building 17 townhouse style units in Brigham City, UT. They are a combination of 2, 3 and 4 bedroom units. They will be sold to low-income families with 0 interest/ no profit mortgages. All families are in the 30% - 50% of area median income for Box Elder County. None of the families can qualify for any of the other homeownership programs available in the area. Families are selected by need, willingness to partnership with Habitat, and ability to pay. Housing need is identified in a number of ways including living in unsafe, overcrowded or substandard conditions. The willingness to partner with Habitat means the families are willing to contribute sweat equity hours. Each family is required to put in hundreds of hours of sweat equity towards the development of their home. Payments made by the new owners goes towards the development of additional housing units. Collegiate Challenge for Spring Break 2000 allows students from Universities across the country to spend their Spring Break working on Habitat For Humanity projects. It is just one program that helps Habitat build homes for low-income families in need. Habitat For Humanity Northern Utah worked with Habitat For Humanity International (HFHI) for Collegiate Challenge 2000 to be one of the chapters to host college students during spring break. Students contacted (HFHI) and offered to work on projects in Utah. The Northern Utah affiliate arranged for the students to stay at the National Guard Armory. Students arranged for their own transportation. Local churches furnished meals for the student workers. Students, under the direction of the construction supervisor, learned framing, sub-floor installation and other construction trade skills. The program received a great deal of local press coverage and the positive response has created a great deal of support for the current as well as future projects.

2000-84 Young Women's Christian Association of Salt Lake City, Lolie

The YWCA of Salt Lake City, Lollie Eccles Center addresses two community needs. The first is the prevention of domestic violence and child abuse. The center provides therapeutic child care to the resident children escaping domestic violence. The goal of therapeutic child care is to prevent child abuse and minimize the harmful effects of domestic violence on children by providing advocacy services, child care, and recreational programs for children and by empowering mothers through parent education to increase their ability to act on their children’s behalf. The YWCA also offers other services to children of battered woman, such as individual assessment, child advocacy, crisis intervention, health screenings, counseling, tutoring, psycho-educational groups, information and referral, parent support/education, and therapeutic activities including an after-school/summer camp program.

The second need addressed is the nurture and support of the self-sufficiency of teen mothers and their babies via the YWCA’s Teen home. The Teen Home provides residential care and treatment for pregnant or parenting teenagers and their babies who are unable to live with their own families for a variety of reasons. The program provides a home-like setting, which offers training in the management of home, time and money; classes on pregnancy options, independent living, infant care, parenting, physical and mental health, and healthy relationships. As well as, group and individual therapy; case management; monitoring of attendance and performance at school and work; and referral and monitoring of medical and dental care.

2000-228 Provo City

It all starts with an idea. A way to make life a little easier or a business more productive and profitable. But taking that kernel of thought from an idea to reality requires a myriad of skills and resources, not the least of which is capital resources. Whether it is a new company just getting started or an existing company needing fuel for expansion, the key to sustained success is finding those who have the vision to see the value of original ideas/products and the willingness to assist. In 1988, after experiencing a serious economic downturn, Provo City’s Administration, Economic Development Department and the Redevelopment Agency realized that a more pro-active approach and "fuel" was needed to diversify its economy and assist small business growth. After extensive study and research, they settled on the idea to establish a "panel of sages" to provide counsel, advice, and instruct those businesses with "kernels of thought" to cultivate and development their ideas/products. It was also suggested that a revolving capital loan pool be established as a resource in providing financing to worthy businesses. By combining these two ideas, researched showed that the local economy could be impacted, as well as have a positive influence on the social welfare of the citizen’s of Provo in such areas as unemployment, poverty and crime. To that end, a two prong course was undertaken. First, the recruitment and commitment of ten (10) successful business leaders willing to volunteer their time and expertise to mentor with local businesses. The key was to find the right "panel of sages" who could see the value of an idea/product and had the willingness to assist in the refinement of these new and emerging ideas/products and to assist in getting them into the market. The second step was to establish a revolving loan fund specifically designed to fill the gap between seed financing from friends, family, "angels," and funding provided by venture capitalists, public offering, corporate acquisition, or bank funding. With a four year funding commitment of $773,280 from Provo City’s Community Development Block Grant (CDBG) Entitlement, everything was coming together. In August 1998, the Business Development Corporation of Provo (BDC) was officially established combining the "panel of sages" and the capital funding resources necessary for small businesses. The charge to the Trustees was simple: provide the technical expertise necessary to grow new ideas/products, aid in bringing these new products to market, and create new permanent full-time jobs for Provo’s low- and moderate-income citizens. Since that time the Trustees for the BDC have reviewed 126 applicants to examine and embrace those businesses that merited funding by having the highest likelihood of success with ideas/products that could be commercialized. Whether partnering with other progressive lending institutions or providing sole financial assistance, the BDC has approved small business loans to sixty-one (61) local businesses, totaling $5,564,143. Unfortunately, for one reason or another, only forty-five (45) of those receiving approval have actually taken advantage of these funds and used them. To date, the total funding released from the Small Business Revolving Loan Fund is $3,249,979. Typically, the BDC lends in high-risk situations, where banks and venture capital entities are not interested. The BDC does not compete with private financial institutions, but rather seeks to cooperate and form alliances and partnerships to assist businesses to reach the point where they can acquire funding and establish a relationship with these more traditional funding sources. The BDC funding is intended to enable small businesses to go forward with a stronger, long-term financial plan to survive in today’s competitive market. To date, the Trustees of the BDC are extremely proud to report that less than three percent (3%) of all the small business loan funds released ($3,249,979) have be lost to businesses that were unable to repay all or a portion of their original loan. These defaulted loans total $87,114. This ninety-seven (97%) plus success rate is due, in large part, to the willingness of the Officers and Trustees of the Small Business Loan Fund to provide more than just funding. They invest countless hours teaching, instructing, advising, consulting, mentoring, and assisting small businesses in creating an atmosphere where the business can be successful. The Trustees and Officers have been able to creatively design "fit the bill" financing which is tailored specifically to the needs of each individual business. Rather than have companies "reinvent the wheel", the program has reached out to the community and drawn upon the volunteer services of other members of the business community to assist these small companies avoid potential obstacles and identify common weaknesses. Some of the skills sets used include: certified public accounts, lawyers, bankers, bookkeepers, personnel experts, manufacturing experts, operational management experts, consultants to write strong effective business plans, as well as financial planners. The Trustees and Officers have been willing to explore and institute unique repayment plans for those businesses that may loose their focus, wander into infertile opportunities, or blindly trudge ahead oblivious to changing environments or markets around them. This creative vote of confidence and willingness to work with the company rather than immediately seeking legal action, in most cases is the wake up call that truly turns a company around . The BDC can document the direct job creation of more than 760 jobs since its inception. Further, using the Utah State Economic Model with its Multiplier Effect, it is estimated that an additional 750 to 1,370 other indirect jobs have been created in the community in the same time period. The Economic Model also estimated the indirect dollars invested and expended with other Provo businesses based upon the release of these small business loans funds and the indirect jobs created. This "spin-off synergy" of additional capital at work in the community is estimated at well over $14,000,000 in the twelve year history of the program.

2000-401 Weber County Homeless Charitable Trust

In 1997, the Defense Department closed a large Army supply depot in Ogden, Utah. The property was transferred to the city of Ogden, Utah. The city, in seeking to balance economic development with the needs of the homeless, worked with the Weber County Homeless Coordinating Council to provide for the homeless. Together, they established a mechanism wherein proceeds from the sale of a portion of the surplus land would be donated to a special trust fund in behalf of the homeless. A particularly desirable parcel of land was identified for this purpose. Through the establishment of the city’s Local Redevelopment Agency to handle the transition of Army land into commercial property, and the establishment of a Board of Trustees to receive and administer the proceeds from this sale, homeless organizations are now situated to more adequately carry out their critical missions. Estimated value of the site to be donated to the Trust is $1.7 to $2 million.

2000-434 Utah Fair Housing Forum

The Utah Fair Housing Forum serves as a state level clearinghouse for all fair housing related projects, whether they be coordination of Fair Housing Month activities, coordination of Analysis of Impediments training for entitlement communities or discussion of state legislation affecting Utah’s substantial equivalency. The forum is a cooperative effort stemming from HUD, state, municipal and nonprofit entities identifying common interests and designing a cooperative venture to address those interests. Forum members involve themselves in numerous activities, such as: · Analysis of Impediments trainings; · On-site technical assistance; · Seminar on the design and construction standards of the Fair Housing Act for architects and builders; · Fair Housing Month events. The forum is an ongoing working group and will plan similar events for future years.

2000-434 Utah Fair Housing Forum

The Utah Fair Housing Forum serves as a state level clearinghouse for all fair housing related projects. It deals with the coordination of Fair Housing Month activities, coordination of Analysis of Impediments training for entitlement communities and the discussion of state legislation affecting Utah’s substantial equivalency. The forum is a cooperative effort stemming from HUD, state, municipal and nonprofit entities identifying common interests and designing a cooperative venture to address those interests.

The Fair Housing Forum has resulted in a greater mutual understanding among Fair Housing organizations from different perspectives. Forum members have become much more active in assuring fair housing rights. Making property owners and managers more aware of the goals of fair housing may, in part, be responsible for a noted decrease in fair housing complaints being filed with the Utah Antidiscrimination and Labor Division. According to figures over the last twelve months, the Division has seen case filings drop from 8.5 cases filed each month to 7 cases filed each month. Members of the Forum put together training on the Analysis of Impediments for entitlement communities, which the communities in turn are using in the development of their consolidated plans.

2000-470 Ephraim City Affordable Housing Project

This project was initiated in the summer of 1998 as a partnership between Ephraim City and Snow College South. The partnership built homes on Ephraim City’s land to be sold as affordable homes. The summer students were given a small stipend for their efforts as well as 2 1/2 high school credits. In two summers and two school years (June 1998 through May 2000) five homes have been built and sold to families qualifying under the affordable housing guidelines. The homes were sold to limited income families.

A number of partners have contributed to the project in a variety of ways. The local USDA Rural Development Office acted as the qualifying agent. Local suppliers and contractors have been used as much as possible. The State of Utah’s Olene Walker Trust Fund has given the project $120,000 at no interest for three years to buy the materials during construction. Sanpete County Building Inspection Department performed normal building inspections but waived the fees as their contribution to this project, inasmuch as it was an educational project and not done for the profit of any group or individual. Minimum-security inmates at the Central Utah Corrections Facility laid some of the concrete. Home buyers completed a home owners’ maintenance course offered by Utah State University Extension Service. In the summer of 1999, another parcel of property was purchased with the intent of continuing the project.

In two summers, five homes have been built and sold to families qualifying under the affordable housing guidelines. The local USDA Rural Development Office acted as the qualifying agent. Presently five homes have been sold or committed to two beginning families on limited incomes, one single parent family, a single senior citizen, and an income qualified minority family. The Ephraim Housing Authority has purchased a new tract of land on the north side of town with the intent of building at least a dozen new homes in the area.

2000-529 Iron County Continuum of Care

The Iron County Continuum of Care is a collaboration of numerous agencies scattered around Southwest Utah seeking to serve a large population of transient and rural low income families and individuals in their area. Many of the individuals served reside in campgrounds scattered throughout the largely desert and dry climate area. Convened by Iron County Care and Share, the continuum is gradually expanding from its area of origin around Cedar City to cover the entire five county regional area. It has grown to include a shelter, transitional housing, food pantries (three) and emergency services. The continuum has also helped spin off two more remote local food pantries in the area.

2000-118 Northeastern Housing Partnership

The Northeastern Housing Partnership is an innovative solution to producing quality affordable housing units while teaching job silks to inmates in the local prison. The inmates build homes while under the local supervision of a licensed contractor from the Applied Technology Center. The inmates receive fifty cents per hour resulting in direct cost savings.

The Partnership is made up of three state units:

• - the Unintah Basin Association of Governments which is responsible for financing the homes while in the construction process;
• Duchesne County Justice Complex provides a compound where modular houses can be built by the inmates; and
• Uintah Basin Applied Technology Center which provides the instructors to train and oversee the construction of the homes.

The homes are then moved to the site and placed on foundations. All site work is performed by local contractors who also benefiting from this partnership. To be eligible to buy the home, the family needs to be low income, but yet able to qualify for a conventional loan which requires a good credit rating and good debt ratios. The two families who have qualified to date have both been single moms with two children.

The program began last year and to date, two homes have been built by a crew of ten inmates. Inmates learned all the different skills required to build the home from start to finish including building the kitchen cabinets. I t has taken them from three to four month to complete a home, so the program plans to build three to four homes per year in the future. The homes cost between $55,000 to $58,000 compared to a site stick built home would cost $86,240. With this cost savings the home is affordable for low income families.

2000-755 Affordable Housing self-help Program in Moab, Vernal and Hurricane Utah

The Mutual Self-Help Housing Program through the USDA Rural Development Rural Housing Service is being implemented by three different grantees in Moab, Vernal, and Hurricane, UT. The grantees include a non-profit in southern Utah near Hurricane called Color Country Community Housing; Uintah Basin Association of Governments near Vernal; and Grand County Housing Authority in Moab, UT.

This program brings together a group of 8 to 12 families and individuals working together under the guidance of a construction supervisor hired by a self-help grantee. These groups perform at least 65 percent of the construction work. By working together for 8 to 10 months, they complete all of their homes simultaneously; no one moves in until all the homes within the group are completed.

The labor becomes their down payment, commonly referred to as "sweat equity." This program builds more than just homes; friendships develop and communities are created. It also gives the participants new job skills and self confidence which in many cases has translated into better jobs and a better life.

Five homes have been completed in Moab, with seven more currently under construction and six more in the next phase. Five homes have just been completed in Vernal Utah, six more are about to start construction in Roosevelt, and seven more in the last phase. The CCCHI are planing for twenty homes all together, with eight in the first phase, and two more phases of six per phase.

2000-72 Homeless Veterans Apartment Complex

This program of the Housing Authority of Salt Lake City (HASLC) brought together nontraditional funding partners to acquire and rehabilitate a 14-unit complex for homeless veterans who were willing to enter into a lease requiring a mandatory work component. The program, the first in HUD's Rocky Mountain Region, was also innovative in the way it brought partners into the program who would provide the housing, casework/social services, and vocational training/job placement. Grant proposals were written to the Department of Veterans Affairs, the State of Utah’s HUD HOME Funds, the Federal Home Loan Bank of Seattle through First Security Bank and the Salt Lake City Redevelopment Agency. A fourteen unit apartment complex located at 718 East 700 South, Salt Lake City, UT was optioned and the usual fight with the neighbors ensued. Salt Lake City Zoning ruled that HASLC was not changing the use of the building, so they purchased the property. Through the funding described below, they rehabilitated the apartments, making one unit wheelchair accessible, and installing a state-of-the-art fire alarm system throughout the complex. Since this was a new program and included a mandatory work component, many meetings were held with the housing authority's operating partners to finalize the program design. Operating agreements were entered into with their partners in November and December of 1999. The program was developed to serve a specific clientele, the homeless veteran. The veteran must have the physical ability to participate in a vocational job training program and must be compliant with treatment when mental health or substance abuse issues have been identified. The resident is required to pay 30% of his income toward the rent. If the resident agrees and signs the necessary withholding documents, Desert Manufacturing withholds 30% of the resident’s gross pay and pays the HASLC directly for the rent. This process relieves the resident of the worry over paying rent on-time and also ensures that the HASLC receives the rent. The resident may withdraw from the program at any time if he desires to do so. A resident manager was hired to provide building and grounds maintenance. The manager also relays information concerning the resident’s behavior in the community to the case managers, so if the resident exhibits any self-defeating behavior, the case manager and resident can work together to change this behavior. Residents are required to maintain their apartments in safe and sanitary condition, and are encouraged to maintain the grounds to foster community pride. Monthly meetings are held with the residents, the HASLC supervisor, case managers, VA liaison individual and the resident manager to address any property management or case management issues. These meetings also provide an opportunity for the residents to get acquainted. The program offers homeless veterans independent living opportunities and vocational training within a very supportive environment. The goal for the program is to break the cycle of homelessness by the veterans living in transitional housing, resolving problems that contributed to homelessness and earning enough money to live in the community after 18-24 months. Case management is a strong part of this program and serves as the primary organizer for the support services for the participants. Case management is performed through Travelers Aid Society or Volunteers of America, UT. Each individual is assigned a primary case manager who meets regularly with the individual. Together, they set goals, address needs and determine a case plan. As new needs arise, the resident and the case manager work together to incorporate new goals into the case plan. The program focuses on job training and job skills in addition to the affordable housing. The goal of the program is to give the veteran time to learn a new marketable skill and be able to transition into the private sector for both employment and housing. The HASLC and its partners are currently able to support 13 homeless veterans at a time with this program.

2000-88 Utah Community Reinvestment Corporation

The Utah Community Reinvestment Corporation (UCRC) is a mortgage banking consortium funded by 29 Utah financial institutions. UCRC will operate a $40 million loan fund for affordable housing. Loans will be sold in the secondary market in order to provide an ongoing source of capital to maximize program benefits. The UCRC provides loans to multifamily developments that may not meet conventional standards, targets acquisition/rehabilitation of existing projects, supportive housing, mixed-use projects and smaller rural projects. UCRC also attempts to leverage local, state and federal assistance programs whenever possible.

2000-73 Section 8 Lease Up Extravaganza

The Housing Authority of Salt Lake City (HASLC) was awarded 200 Welfare to Work Vouchers effective January 2000. The HASLC wanted to utilize this funding, and commence assisting 200 extremely low income families as soon as possible. The utilization of Section 8 assistance can be a time consuming and slow process; there are several necessary tasks involved. Waiting list applicants must be notified, and required documents and verifications must be obtained. All new applicants must attend an orientation and learn about the Section 8 program. The new vouchers are then issued with a 60-day expiration date. This process would normally take 3 to 4 months for every group of individuals oriented and issued vouchers. Housing authorities would generally allow 6 to 12 months to fill an award of 200 vouchers. The housing authority’s objective was to reach outside of the normal slow process, and reinvent a new, more efficient procedure. They wanted to utilize these desperately needed funds, and begin assisting 200 extremely low income families immediately. The HASLC decided to hold a Section 8 Lease up Extravaganza. Press Conference First, a press release was organized. Salt Lake City Mayor Rocky Anderson spoke on the need for affordable housing in the Salt Lake area. HUD State Coordinator Julie Fagan spoke about the voucher program and the positive impact it would have on the community. The press conference was a successful event and was well covered. The HASLC goal was to inform the public of the need within the community for affordable housing, and of the voucher award. Landlord Training Second, the HASLC teamed up with the Salt Lake Apartment Association. The goal was to inform and prepare landlords, to persuade them to accept the vast amount of families that would be flooding the private market in search of affordable housing. The Salt Lake Apartment Association is a prominent group of landlords that meet regularly to discuss issues related to property management, rental rates, market conditions etc. The Apartment Association membership represents a large majority of the landlords in the Salt Lake Valley. The Apartment Association sponsored a meeting to learn about the Section 8 program. The HASLC provided lunch, free of charge to those landlords who attended. Some of the topics covered were: - Why is Section 8 a good program for landlords to get involved in? - What length of Lease can I use, and can I use my own Lease? - How do I evict a person receiving Section 8 housing subsidy? - What is involved in an HQS inspection? - Explain the new Housing Choice Voucher contract. A panel was provided for a question and answer period. The meeting had approximately 90 landlords in attendance and was a huge success. The Apartment Association has suggested that future Section 8 Assistance briefings take place on a regular basis. Several new landlords that had never participated in the Section 8 program signed an "Interested Landlord" sheet, giving permission to distribute their names and addresses to housing authority clients. The meeting was very worthwhile, they were able to answer questions and relieve fears associated with housing assistance. They acquired several prospective landlords that understand the Section 8 program, and want to participate. Mass Intake of Documentation Third, every family on the waiting list that qualified for a Welfare to Work voucher was notified by mail to bring in their appropriate documents and verifications. By involving the whole Section 8 staff, they were able to set up a special intake system. They utilized the back maintenance room, set up tables, cleared out the parking lot, and fully qualified over 300 families within a two day time frame. These families were invited to the upcoming orientation. Mass Orientations Fourth, they held two mass orientations in a two day time frame. Approximately 150 families were in attendance at each orientation. The Horizon Training Center donated the use of a large cafeteria within their building to make orienting this large number possible. The clients in attendance had tables to sit at and a comfortable atmosphere to learn about the program, look over their paperwork and sign documents. Five Section 8 case workers were in attendance at both meetings to answer questions and assist clients. Competition Fifth, one of the innovative aspects of this Extravaganza, was the decision to make going out into the community and locating an acceptable unit competitive. Approximately 300 families attended this orientation, while only 200 vouchers were available. All families in attendance were informed that once the 200 vouchers were utilized, the remaining families in search of units would be placed back on the waiting list, in the same order as previously. These families would be issued regular vouchers as they came available. Two weeks after the mass orientations, the housing authority had approved 75 units that were ready for inspections. The families were locating units and receiving landlord approval at the average rate of 6 per day. Six weeks from the day of the mass orientation, all 200 of the Welfare to Work vouchers are being utilized by extremely low income families.

2000-79 Salt Lake County’s Long Range Planning Committee for Shelter Needs of Homeless Persons (LRPC)

The LRPC is comprised of over 44 individuals representing municipalities, state and county government, nonprofits, corporations and others. The group meets monthly to expedite the development of affordable and transitional housing throughout Salt Lake County to address the housing crisis facing the homeless population. The group's goal is to develop over 300 housing units within the next three years. Two significant housing projects are currently underway, two small properties have been completed and many more are in discussion. The LRPC is comprised of over 44 individuals representing municipalities, state and county government, nonprofit, corporations and others. The group meets monthly to expedite the development of affordable and transitional housing throughout Salt Lake County to meet the needs of the homeless. The group expects to develop over 300 units within the next three years. Two projects are currently underway.

2000-82 Willow Wood Park/Harvey Street Revitalization Project

Willow Wood Park was the final phase of redevelopment for the Harvey Street area in West Valley City. The neighborhood had been victimized by drugs, gangs and criminal activity. Through a strong neighborhood redevelopment effort and the creative use of CDBG, Weed and Seed and Community Policing program dollars, the community has been rehabilitated and revitalized.

2000-590 Envision Utah

Envision Utah is a public and private community partnership dedicated to studying the effects of long-term growth in the Greater Wasatch Area of northern Utah. The aim is to create a publicly supported growth strategy that will preserve Utah’s quality of life, natural environment and economic vitality during the next 50 years. In the end, a preferred growth scenario was developed, which will serve as a broadly and publicly supported growth strategy for the Greater Wasatch Area in the years to come. This strategy will improve growth management and land use policies and practices, at all appropriate levels throughout the region.

2000-103 Volunteers of America, Utah - Detoxification Center for Homeless Women and Their Children

The Center accommodates up to 20 adult single women, or 6 women (2 women per room) and 7 women with their children (1 family per room). The program is a Licensed Social Model Detoxification Program which offers a place for homeless women to safely detox from alcohol and/or drugs. The women can bring their dependent children into the facility with them. Once detox is completed, an assessment related to the severity of their addiction will be done to determine the treatment referral that best meets the needs of the individual and their family. While staying in the Center, the women receive room and board, case management, relapse prevention groups, parenting classes, acupuncture and medical intervention. At the same time, the children are involved in age appropriate activities including play, recreation, arts-n-crafts, school (in the community) with an emphasis on increasing their resiliency. The women are encouraged to connect with the community by attending AA/NA/CA groups and start working with a sponsor.

Content Archived: April 20, 2011