019 of 2012 - One-Year CDBG, HOME, ESG, HOPWA Funding & Consolidated Action Plan 2011-2012 R 12-1
T 12-1
RESOLUTION NO. 19 OF 2012
APPROPRIATION RESOLUTION ADOPTING THE ONE-YEAR ANNUAL ACTION
PLAN FOR 2012-2013 THAT INCLUDES COMMUNITY DEVELOPMENT BLOCK
GRANT FUNDING, HOME INVESTMENT PARTNERSHIPS PROGRAM FUNDING,
EMERGENCY SOLUTIONS GRANT FUNDING, HOUSING OPPORTUNITIES FOR
PERSONS WITH AIDS FUNDING, AND AMMENDING THE 2010-2015
CONSOLIDATED PLAN, AND AMMENDING THE 2011-2012 ANNUAL ACTION PLAN,
AND APPROVING THE INTERLOCAL COOPERATION AGREEMENT BETWEEN
SALT LAKE CITY AND THE U.S. DEPARTMENT OF HOUSING AND URBAN
DEVELOPMENT
WHEREAS, Salt Lake City (City) is entitled under 24 Code of Federal Regulations
(CFR), Part 91, et al., to receive 2012-2013 Community Development Block Grant
(CDBG)funds in the amount of $3,205,086; HOME Investment Partnerships Program
(HOME) funds in the amount of $757,680; Emergency Solutions Grant (ESG) funds in
the amount of$319,38;1 and Housing Opportunities for Persons with AIDS (HOPWA)
funds in the amount of$386,858 from the U.S. Department of Housing and Urban
Development (HUD) for program year; and
WHEREAS, the City will also reallocate CDBG funds in the amount of $812,978;
HOME funds in the amount of$463,088; ESG funds in the amount of$288; and
HOPWA funds in the amount of $64,940.
WHEREAS, the U.S Department of Housing and Urban Development will allocate
new Emergency Solutions Grant funding to Salt Lake City, in the amount of$100,766,
authorized under the Homeless Emergency Assistance and Rapid Transition to Housing
Act of 2009 (HEARTH Act), Salt Lake City must submit a substantial amendment to the
2010-2015 Consolidated Plan and to the 2011-2012 Action Plan to the U.S. Department
of Housing and Urban Development in order to qualify for these new funds.
WHEREAS, it is in the best interests of the people of Salt Lake City that the City
file an application with HUD for said funds in accordance with 24 CFR Part 91; and
WHEREAS, in order to receive said funds, the City is required to adopt a Five-Year
Consolidated Plan and Citizen Participation Plan and a One-Year Annual Action Plan
Update to the Five-Year Consolidated Plan; and
WHEREAS, the public notices, hearings, and other pre-submission requirements
as set forth in 24 CFR Part 91 have been accomplished by the City, including but not
limited to the following: A City Council public hearing held March 27 2012 to consider
the 2012-2013, CDBG, HOME, ESG, and HOPWA projects to be funded during 2012-
2013 and to obtain the views of citizens regarding the City's One-year Action Plan; and
WHEREAS, the City Council does now meet this 27th day of March, 2012 to adopt
the City's 2012-2013 One-year Action Plan for CDBG, HOME, ESG, HOPWA, and
funds;
NOW, THEREFORE, be it resolved by the City Council of Salt Lake City, Utah, as
follows:
1. That the City hereby adopts 2012-2013 One-Year Action Plan for CDBG, HOME,
ESG, and HOPWA funds as set forth in Exhibit "A" attached hereto and made a
part hereof by this reference.
2. That the City hereby adopts the amended 2010-2015 Consolidated Plan and the
amended 2011-2012 Action Plan as set forth in Exhibit "A" attached hereto and
made a part hereof by this reference.
3. That the Mayor, as the official representative of the City, is hereby authorized to
submit the 2012-2013 One-Year Action Plan for CDBG, HOME, ESG, and
HOPWA funds together with such additional information and certifications as may
be required under 24 CFR Part 91 to the U.S. Department of Housing and Urban
Development.
4. That the Mayor, as the official representative of Salt Lake City, or his designee, is
hereby authorized to sign and execute the HUD Grant Agreement and any and all
subsequent agreements between the City and other public entities resulting from
and consistent with the HUD Grant Agreement, subject to final approval as to
form by the City Attorney.
Passed by the City Council of Salt Lake City, Utah, this lstday of May, 2012.
SALT LAKE CITY COUNCIL
By
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Resolution adopting Annual Action Plan
Page 2 of 3
EXHIBIT "A"
Amended 2010-2015 Consolidated Plan and 2011-2012 Action Plan, and Funding
Recommendations for 2012-2013. Exhibit "A" attached hereto, shall include the 2010-
2015 Consolidated Plan and Funding Recommendations for the CDBG Program,
Funding Recommendations for the HOME Program, Funding Recommendations for the
HOPWA Program, Funding Recommendations for the ESG Program.
Resolution adopting Annual Action Plan
Page 3 of 3
Amount Remaining for Council to appropriate $
Conflict of Interest Item
Not Recommended by Mayor for Funding
Items where funding recommendations differed between CDCIP Board and Mayor
Items requiring further discussion
Items reduced in order to fund English Skills Learning Center
CDBG Funding Log 2012/2013
APPLICANT NAME PROJECT DESCRIPTION PREVIOUS GRANTS REQUEST FUNDING RECOMMENDATIONS
PROJECT NAME YEAR AMOUNT AMOUNT CDCIP I MAYOR I COUNCIL
HOUSING
1 Assist Salaries,operational support and rehab. funds for 37th 350,000 350,000 350,000 350,000 350,000
a program that provides emergency home repair 36th 350,000
and accessibility design to eligible low income 35th 350,000
Emergency Home Repair,Accessibility residents.Repairs include plumbing,heating& 34th 350,000
&Community Design Assistance electrical,roof repair,accessibility ramps,etc.. 33rd 350,000
32nd 350,000
City-wide Others 5,767,500
Total 7,867,500
2 Community Development Corp. Salaries and operational support for a program that 37th 70,000 125,000 70,000 70,000 70,000
provides affordable housing.Services include 36th 70,000
downpayment assistance grants,purchase and 35th 70,000
Affordable Housing Programs rehabilitation of existing housing units and property 34th 70,000
for new construction. 33rd 70,000
32nd 70,000
City-wide Others 1,259,147
Total 1,679,147
3 NeighborWorks Salaries and operational support for a program that 37th 100,000 100,000 100,000 100,000 100,000
provides affordable housing.Services include:low- 36th 100,000
interest loans to people who may not qualify for a 35th 100,000
NWSL Revolving Fund traditional bank mortgage,acquisition,blended 34th 100,000
mortgages,and rehabilitation projects. 33rd 100,000
32nd 100,000
West Salt Lake City Others 1,430,000
Total 2,030,000
4 SLC Housing&Neighborhood Dev. Salaries,operational support&rehabilitation 37th 600,000 600,000 600,000 600,000 600,000
activities to bring residential properties up to 36th 600,000
Housing Rehab&First Time housing code standards,provide first time 35th 600,000
homebuyer acquisition and rehabilitation,manage 34th 600,000
Homebuyer Program a$48 million mortgageportfolio,provide financial
33rd 600,000
assistance and emergency repairs in eligible areas 32nd 600,000
City-wide or for income-eligible residents. Others 13,652,995
Total 17,252,995
Housing Total 1,175,000 1,120,000 1,120,000 1,120,000
Percent of Total 36.7% 34.9% 34.9% 34.9%
STREET DESIGN
1 Loveland Avenue Design Design funding for reconstruction of Loveland 30,000 0 0 0
Avenue from 700 to 800 East(760 linear feet).
Design will include street pavement,curb and
gutter,sidewalk repairs,park strip landscaping,and
700 East to 800 East(2515 South) storm drain improvements.Future construction
costs are estimated at$290,000.
2 Stratford Avenue Design Design funding for reconstruction of Stratford 25,000 0 0 0
Avenue from 700 East to the dead end(560 linear
feet).Design will include street pavement,curb and
gutter,sidewalk repairs,park strip landscaping,and
storm drain improvements.Preliminary future
700 East to dead end(2545 South) construction cost are estimated at$220,000
Street Design Total 55,000 0 0 0
STREET CONSTRUCTION
1 ADA Accessibility Ramps Construction of accessibility ramps meeting federal 37th 70,000 400,000 200,000 150,000 150,000
requirements at various locations within the CDBG 37th-R 136,175
eligible areas of SLC. 36th 270,000
35th 32,435
35th-R 252,000
34th 408,942
33rd 300,000
CDBG Eligible Census Tract Areas Construction Costs:$343,100 Others 1,928,728
Engineering &Design:$56,900 Total 3,398,280
2 Glendale Streets Reconstruction Reconstruct Glendale Drive from California Ave to 37th 32,000 402,000 402,000 402,000 402,000
Navajo Street including pavement reconstruction,
curb and gutter,sidewalk,park strip landscaping
Glendale Drive from California Ave.to and storm drain improvements.Design funding for
Navajo Street this project was awarded in 2011/2012 CDBG
Construction Costs:$370,000
Engineering:$32,000
3 Kensington Avenue Reconstruction Reconstruct Kensington Ave from 400 East to 500 37th 25,000 302,000 302,000 302,000 0
East including pavement reconstruction,curb and
gutter,sidewalk,park strip landscaping and storm
drain improvements.Design funding for this project
was awarded in 2011/2012 CDBG
Kensington Ave from 400-500 East
Construction Costs:$278,000
Engineering$24,000
4 Roosevelt Avenue Reconstruction Reconstruct Roosevelt Ave from 300 East to 400 37th 25,000 298,000 298,000 0 0
East including pavement reconstruction,curb and
gutter,sidewalk,park strip landscaping and storm
drain improvements.Design funding for this project
was awarded in 2011/2012 CDBG
Roosevelt Ave from 300 to 400 East
Construction Costs:$274,000
Engineering:$24,000
Sidewalk Replacement
1 Sidewalk Replacement Replace deteriorated and defective sidewalk and 37th 150,000 400,000 150,000 150,000 150,000
install new sidewalk in CDBG eligible areas to 36th 81,000
improve pedestrian access,safety and walkability. 36th-R 189,000
35th 47,719
35th-R 243,281
34th 308,941
CDBG Eligible Census Tract Areas Design 8 Administration:$56,900 Others 5,237,802
Construction:$343,100 Total
Street Construction Total 1,802,000 1,352,000 1,004,000 702,000
PARKS
1 Ron Heaps Memorial Park Design and construction funding for park in 243,000 243,000 243,000 243,000
memory of Officer Heaps who was killed in the line
of duty in this neighborhood.Park will be shared
Liberty Wells Community Council with Lincoln Elementary to include vegetable and
flower gardens,gazebo and monument.
256 E.Herbert Avenue Construction:$193,000
Design and Admin:$50,000
2 5th&C Street Tennis Courts Rehab Remove existing tennis courts,retaining walls and 37th 67,100 495,000 0 0
trees.Replace with new tennis courts,nets,
benches,drinking fountain,fencing,retaining walls,
landscape and irrigation.
5th Avenue and C Street
3 Fire Station Tennis Courts Rebuild Replace(2)existing tennis course with new post 228,000 0 0
tension courts.Replace fencing,net posts,
landscape,irrigation.Add benches,do grade
adjustments,and install conduit for future lighting.
273 North 1000 West Construction:$190,000
Engineering:$38,000
4 6th East Islands Irrigation System Replace existing irrigation on the 6th East Island 37th 40,000 443,520 0 0
from South Temple to 600 South.Including utility
upgrades/additions and allow the irrigation controls
to be connected with the City Parks Central Control
System.Design is currently being conducted.
600 East from South Temple to 600
South Construction:$396,000
Engineering:$47,520
5 Park Amenities Additions Replace old wooden benches and replace with 72,000 0 0
new.Install picnic tables at Modesto Park and
install(4)shade structures and(4)picnic tables at
1180 W.Modesto Ave(Modesto Park) 1700 South Jordan River Park on existing concrete
1150 W.1700 S.(Jordan River Park) Construction:$60,000
Engineering:$12,000
6 Rosewood Park Parking Lot Replace asphalt parking lot with permeable 255,960 0 0
pavement and underground water retention to
minimize storm water runoff into City storm drains.
Includes replacement of existing curb&gutter as
well as new drive approaches and tree planting.
1200 West 1300 North Construction$213,300
Engineering:$42,660
7 Westpointe Park Improvements Remove old playground equipment and sand, 355,000 0 348,000 348,000
improve existing sidewalk and curbs for new
playground equipment,demolition of existing
pavilion and design/construct new one,install new
ADA accessible playground,install benches,repair
landscape and irrigation.
1100 North 2000 West Construction:$230,000
Design:$80,000
Engineering$45,000
Parks Total 2,092,480 243,000 591,000 591,000
PUBLIC SERVICES
1 A Mile in My Shoes,Inc Funding to develop a physical activities program to New 100,000 0 I 0
engage youth in daily fitness and provide
educational classes on healthy living.$60,000 will
cover salaries and$40,000 will cover operating
undetermined location expenses.
2 Big Brothers Big Sisters Salaries and operational support for a"school 36th 5,000 10,000 5,000 5,000 5,000
based mentoring program."Schools include 35th 5,000
us SLC elementary school Bennion,Washington,Rose Park,Whittier,and 34th 1,000
Various
Lincoln Elementaries. 33rd 5,000
locTotal 16,000
4 Boys&Girls Club Salaries for various programs at the Capitol West 37th 20,000 35,724 0 0
location.These programs provide guidance- 36th 20,000
After School Services at Capitol West oriented character development in academic 35th 20,000
Boys&Girls Club success,healthy lifestyles and good 34th 20,000
character/citizenship.Programs are run on a daily 33rd 30,000
basis for youth ages 6-18. 32nd 30,000
567 West 300 North Others 578,000
Total 718,000
3 Boys&Girls Club Salaries for Youth With a Voice Program.YWAV 37th 15,000 31,169 31,169 31,169 30,169
consists of SMART Girls and Passport to Manhood.36th 15,000
These programs are small groups focusing on 35th 15,000
social and life skills for girls and boys ages 10-17 to 34th 15,000
Youth With a Voice Program at all club provide prevention for youth at risk. 33rd 15,000
locations
32nd 15,000
Others 423,000
Total 513,000
5 Catholic Community Services Salaries and operating expenses for CCS/s St. New 5,000 5,000 5,000 5,000
Vincent de Paul Dining Room.The Dining Room is
a place where low income and homeless families
St.Vincent de Paul Dining Room and individuals can gain no-cost access to hot
nutritious meals.
437 West 200 South
6 Catholic Community Services Salaries for the St.Mary's Home for Men.This 37th 10,000 10,000 0 0
center is a 40 bed residential substance abuse 36th 10,000
treatment center for low income,homeless,and/or 35th 10,000
St.Mary's Home for Men chronically homeless men including veterans.This 34th 5,000
program aims to provide long-term treatment to 33rd 5,000
improve mental,emotional,physical and spiritual 32nd 5,000
745 East 300 South health. Others 0
Total 45,000
7 Catholic Community Services Salaries for the Weigand Day Center.The center 37th 20,000 20,000 20,000 20,000 20,000
provides day shelter from weather,case 36th 20,000
management,life skill classes,computer lab, 35th 15,000
Weigand Day Center laundry,short term storage,men&women's 34th 15,000
showers,restrooms,clothing,haircuts,referrals, 33rd 20,000
and garden space. 32nd 20,000
235 S.Rio Grand Street Others 275,000
Total 385,000
8 Children's Service Society Salaries to administer program to low income high- New 22,840 0 0
risk parents with children ages 0-3 and to train
Welcome Baby In-Home Parent volunteer parent educators.The program provides
Education information on child development,early education,
screening for early intervention of disabilities.
Previous funding was for Parents as Teachers
124 South 500 East Program($58,136)in 36th&37th Years.
9 Community Action Program Salaries to administer the HORP program.This 37th 20,000 30,000 20,000 20,000 20,000
program identifies immediate housing crises and 36th 30,000
Housing Outreach Rental Program the immediate barriers to stable housing and 35th 30,000
provide intervention depending on need.Their goal 34th 20,000
is to help residents obtain and maintain affordable 33rd 30,000
764 South 200 West permanent housing and offer tenant/landlord Others 714,000
mediation. Total 844,000
10 Community Action Program Salaries and operating expenses for Neighborhood 37th 24,000 25,000 24,094 24,094 23,094
Specialist at the pantry.The pantry works with low- 36th 25,000
Northwest Neighborhood Pantry income residents to address their immediate food 35th 25,000
insecurities by providing a 3-5 day emergency 34th 25,000
supply of groceries.They also make referrals to 33rd 25,000
1300 West 300 North other services to help address the family's needs. Others 546,000
Total 670,000
11 Community Action Program Salaries for the Tenant Home Maintenance 37th 10,000 10,700 10,000 10,000 10,000
Program to identify barriers to stable housing and 36th 10,000
prioritize interventions depending on need.Renters 35th 10,000
Tenant Home Maintenance Program receive counseling and education on renter's 34th 10,000
rights/responsibilities,tenant/landlord mediation, 33rd 10,000
and community resources. 32nd 10,000
764 South 200 West Others 169,000
`$700 of the requested funds are not eligible Total 229,000
12 Community Health Centers Rent and utilities for Central City location where 37th 65,000 65,000 65,000 65,000 64,000
they will provide primary medical and dental care 36th 75,000
for low-income,uninsured residents.Services 35th 75,000
Healthcare Program include prenatal/delivery,obstetrics/gynecology, 34th 75,000
immunizations,childcare,dental care,etc. 33rd 89,283
31st 90,000
461 South 400 East Others 460,000
Total 929,283
13 Crossroads Urban Center Salary for services at the Emergency Food Pantry. 37th 15,000 16,500 15,000 15,000 15,000
They offer three day supplies of emergency food to 36th 16,500
families and individuals,make referrals,and train 35th 16,000
Luisa E.Lema Emergency Food Pantry volunteers.They also work to provide for the needs 34th 16,000
of infants. 33rd 16,000
32nd 16,000
347 South 400 East Others 313,000
Total 408,500
14 Donated Dental Services(SLDDS) Salaries and operating costs to support a program 37th 30,000 30,000 30,000 30,000 30,000
providing patients with preventative education, 36th 30,000
restorative emergency and pediatric dental 35th 30,000
Community Dental Project services,etc.,to low-income,uninsured and 34th 24,533
homeless populations. 33rd 30,000
32nd 35,000
1383 South 900 West Others 159,597
Total 339,130
15 English Skills Learning Center Salaries for ESLC staff to provide one-on-one 37th 7,000 11,000 0 7,000
tutoring,addressing refugee's language needs, 36th 7,000
Alternative ESL for Adult Immigrants coordinate volunteer groups in community centers 35th 7,000
to provide language classes and community 34th 7,000
and Refugees announcements,facilitate Workplace Literacy 33rd 10,000
Program using ESL teachers to teach small 32nd 7,500
Various SLC locations classes at six sites,partnership in UNP project at Others 74,000
Hartland. Total 119,500
16 The Family Support Center Salaries for the Crisis Nursery.CN is the only 37th 10,000 15,000 10,000 10,000 10,000
provider of emergency child care in the SL Valley. 36th 10,000
They provide 24/7 free care for children ages 0- 35th 10,000
Crisis Nursery Program 11.Parents can bring kids there for up to 72 hours 34th 10,000
at a time for stress breaks and other emergencies. 33rd 10,000
32nd 15,000
2020 S.Lake Street Others 70,000
Total 135,000
17 Guadalupe School Salaries&operating costs for the ELCP provides 37th 0 30,000 0 0
service to a child from birth to 4th grade.They 36th 30,000
Early Learning Center Preschool provide in home services,toddler beginnings,and 35th 30,000
preschool.The program offers individualized 34th 45,000
learning for each child. 33rd 45,000
340 S Goshen Street(Guadalupe) 32nd 45,000
1050 W.500 S(Neighborhood H) Others 378,150
Total 573,150
18 Kostopulos Dream Foundation Salaries for activity leaders so they can subsidize 37th 0 5,000 0 0
enrollment fees for low-income childrens,teens 36th 0
and adults with disabilities. Camp K offers 35th 5,000
After-school programs community-based recreation and life-skill 34th 5,000
programs. 33rd 5,000
32nd 5,000
2500 Emigration Canyon Others 0
Total 20,000
19 Legal Aid Society of Utah Salaries for DVVA program to fund legal 37th 10,000 15,000 10,000 10,000 10,000
representation to victims of domestic violence for 36th 10,000
civil protective orders against their abusers.The 35th 10,000
Domestic Violence Victim Assistance service is provided free of charge regardless of the 34th 10,000
person's income. 33rd 10,000
32nd 15,000
Various locations Others 50,394
Total 115,394
20 Literacy Action Center Salary for a program to train adults and volunteers 37th 0 7,000 0 0
and then re-evaluate their progress.They teach 36th 0
math and reading to functionally-illiterate English 35th 0
speaking adults 34th 0
33rd 5,000
3595 Main Street 32nd 2,000
(Basement of County H.A.) Others 5,000
Total 12,000
21 Peer Court Salary for administration of the Peer Court 37th 4,205 5,000 4,000 4,000 4,000
program. Peer Court provides an alternative form of 36th 5,000
Salt Lake Peer Court justice where youth who commit minor offenses are 35th 5,000
sentenced and mentored by their peers to 34th 0
450 S. State strengthen ties to school, community and positive 33rd 0
peer role models. Total 14,205
22 Rape Recovery Center Salary for a program that provides support to SLC 37th 34,000 40,000 30,000 30,000 29,000
residents to stabilize survivors emotionally within 36th 35,000
hours of an assault and to resolve issues that 35th 35,000
Sexual Assault Crisis Intervention continue.They serve adolescents, adults, and 34th 35,000
Services victims of domestic violence. 33rd 40,000
32nd 35,000
2035 S. 1300 East Others 277,060
Total 491,060
23 Road Home Salaries for to manage the Road Home SLC 37th 110,000 126,000 100,000 100,000 99,000
shelter. Staff offer emergency services to help with 36th 112,000
immediate needs, shelter bed assignments, 35th 111,893
Salt Lake Community Shelter clothing,assistance obtaining birth 34th 110,000
certificates/state ID, and provide security and warm 33rd 125,000
shelter for approx 700 people each night. 32nd 126,000
210 S. Rio Grande Street Others 2,178,000
Total 2,872,893
24 Salvation Army Salaries for the Angel Tree program.This program New 10,368 0 0
is in partnership with KUTV 2.The holiday
Angel Tree assistance provides thousands of gifts to children
and seniors throughout the SL Valley.
438 S. 900 West
Trees placed throughout SL Valley
25 United Way of Salt Lake Salaries for a program to help people in crisis find New 7,500 5,000 5,000 5,000
needed resources.2-1-1 is a number people can
call or look up on the Internet and be connected
United Way 2-1-1 with community resources.They can answer calls
in up to 150 different languages. 2-1-1 was
previously funded by Utah Food Bank.
175 S. West Temple
26 Utah Health and Human Rights Salaries an operating costs for UHHR programs. 37th 10,000 10,000 5,000 5,000 5,000
UHHR is a direct service and advocacy agency that 36th 10,000
promotes health,dignity and self-sufficiency for 35th 10,000
Torture&Severe War Trauma Treatmen refugees and asylum seekers who have endured 34th 10,000
severe human rights abuses including torture and 33rd 10,000
severe war-related trauma. 32nd 10,000
225 South 200 East Others 0
Total 60,000
27 Utah Legal Services Salaries and operating costs to provide education New 11,150 0 0
for tenants on their rights and responsibilities and
to give tenants assistance in representing
themselves in Small Claims and District Court.
Tenant Education Project Workshops are help once a month at three
locations and materials will be available to help
them navigate the court system.
3 SLC locations
28 Wasatch Community Gardens Salaries to support the City Roots youth gardening 37th 5,000 7,500 6,500 5,000 6,500
classes.Youth participants come through 36th 5,000
partnerships with more than 25 social service 35th 5,000
Youth Gardening Program agencies. Class topics include gardening skills and 34th 5,000
nutrition as well as planting/tending to 6,000 square 33rd 5,000
1037 West 300 North feet of garden beds. 32nd 5,000
769 South 600 East Others 273,000
Total 303,000
29 Wasatch Community Gardens Salaries and operating costs to help communities 37th 15,000 15,000 0 1,500 0
start their own gardens.In partnership with 36th 25,000
neighborhoods,schools,social services,and faith 35th 0
Wasatch Community Gardens Network based groups they will determine where to provide 34th 0
training and resources needed to create long-term 33rd 0
success in community garden projects to be 32nd 0
Location TBD managed by community members. Others 0
Total 40,000
30 Wasatch Homeless Health Care Salaries and operating costs to provide members 37th 40,000 45,136 40,000 40,000 39,000
of the homeless community with primary care and 36th 40,000
Fourth Street Clinic Medical Outreach treatment outside of the typical medical setting. 35th 38,000
The system is designed to reduce unnecessary use 34th 29,360
Services Team of EMS and emergency room services. 33rd 0
32nd 0
Various locations Others 0
Total 147,360
31 YMCA Salaries and operating costs to support children at 37th 10,000 18,000 10,000 10,000 10,000
Rose Park Elementary and provide full service 36th 10,000
Together-Partnership 4 Learning afterschool programs free of charge.YMCA will 35th 10,000
"Discovery Club" provide math tutoring,enrichment clubs,and youth 34th 10,000
leadership activities. 33rd 0
1105 W.1000 North 32nd 10,000
Rose Park Elementary School Others 88,600
Total 138,600
32 YWCA Salaries&operating costs to provide safety,shelter 37th 39,000 75,338 35,000 35,000 34,000
and support for more than 800 women and children 36th 47,350
each year who are fleeing violent situations.The 35th 35,000
Women&Children in Jeopardy program includes shelter,child care and children's 34th 35,000
advocacy and intervention services. 33rd 40,000
32nd 40,000
322 East 300 South Others 606,300
Total 842,650
Public Services Total 865,925 480,763 480,763 480,763
Percent of Total Grant 27.0% 15.0% 15.0% 0
PUBLIC SERVICE BUILDING IMPROVEMENTS
1 Alliance House Funding for apartment rehab for a program that 37th 0 12,000 0 0
provides housing support to adults with mental 36th 39,700
illnesses.The funding request is to add screens on 35th 33,000
Window&Bathroom Tile Replacement windows and add seal around windows(seal is not 34th 39,000
eligible-dollar amount is not broken out). 33rd 0
i Replacement of bathroom tiles that have been 32nd 0
1805 S.Main tested positive for lead paint. Others 955,000
Total 1,066,700
2 Asian Association of Utah Funding to purchase and install a new elevator in 37th 93,000 40,000 0 0
the agency's new facility where programs are 36th 22,000
Elevator Modernization offered to help refugee clients with language and 35th 0
life skills.The current elevator is 30 years old and 23rd 38,000
wearing out.The new elevator will improve safety, Others 0
155 South 300 West maintain access for the disabled. Total 153,000
3 Boys&Girls Club Funding for repairs at the Lied Club where 37th 21,741 76,200 0 0
programs for youth ages 6-18. 36th 10,500
Replace front desk&reception area:$9,000 35th 3,500
Replace gymnasium floor:$38,000 34th 0
Replace(4)bathroom counters&sinks:$11,000 33rd 0
Lied Club Rehab New landscaping:$3,000 32nd 0
Replace cafeteria floor:$7,000 Others 0
Replace Kitchen Floor:$4,500 Total 35,741
464 S-Concord Replace kitchen backsplash:$2,000
Install window coverings throughout:$1,700
4 CAP Head Start Funding for parking lot renovations at the Shriver 37th 0 55,374 0 0
administrative and classroom building where series 36th 185,000
are offered to families facing an array of 35th 146,008
adversities.This funding will excavate,grade, 34th 107,400
Parking Lot Renovation asphalt,re-stripe the 29,280 square foot parking 33rd 0
lot.Includes excavating 4 inches of existing 32nd 0
material,grading,add road base,then add 3 Others 0
1307 South 900 West inches of asphalt on top and re-stripe.Includes 65 Total 438,408
feet of 18-inch curb replaced on South side.
5 Centro Civico Mexicano,Inc Funding for building renovation for a facility that 37th 10,000 105,819 0 0
provides a community center where educational, 36th 0
cultural,social and athletics activities can be held. 35th 0
HVAC:$72,254 34th 0
Flooring Replacement:$14,020 32nd 19,000
Building Renovation Windows:$1,891 31st 36100
Replace/repair water fountains:$1,309 Others 0
Grease trap in kitchen:$874 Total 65,100
155 South 600 West Building Facade/Outside paint-signage:$15,000
Unknown:$470
6 Columbus Community Center Building upgrades for CPS which provides 37th 70,000 40,000 40,000 40,000 40,000
vocational services for individuals with disabilities. 36th 40,000
Columbus Production Services Building Funding is to furnish and install eleven(11)tube 35th 0
Columbus�no� heaters and complete necessary gas piping, 34th 0
",,,,..' electrical,venting, and engineering.These radiant 33rd 0
heaters will be places in the workspace of their 95 32nd 0
1850 S. 3230 West disabled clients. Others 0
Total 0
7 Emergency Repair Fund Funds will be used to provide grants to non-profit 37th 10,000 10,000 10,000 10,000 10,000
organizations when they experience unforeseen 36th 10,000
emergencies to their facilities that need repair.This 35th 10,000
program is a part of Salt Lake City's Housing& 33rd 10,000
Housing&Neighborhood Development Neighborhood Development. Funds last year 31st 10,000
provided to The Road Home and The Asian Others 27,000
Association. Total 77,000
8 Family Support Center Rewiring and electrical upgrade of the Sugar New 11,800 0 0
House Crisis Nursery which provides emergency
child care and respite. Please note that FSC has
Crisis Nursery Program-rewiring also requested Public Service money for this
program but have not previously been funded for
Public Service Building Improvements.
2020 Lake Street
9 The Haven (Helping Hand Assoc.) Funding to replace 111 windows at The George & New 30,168 0 0
Josephine Transitional Housing buildings.These
buildings house 18 apartment units for homeless
Transitional Housing Remodel clients who are in residential treatments.
653 E. 300 South
10 House of Hope Renovation at a facility that provides residential 37th 0 20,078 13,890 13,890 13,890
and day treatment for substance abuse in women 36th 0
and women with children. 35th 0
$13,890 in funds to remove the existing roof and 34th 0
chimneys and install new 20-year architectural 33rd 17,500
Women&Children Program roof& shingle roofing. 31st 16,975
fence projects $6,188 in funds to fence the front yard to protects Others 0
children ages newborn to 8 years residing at this Total 34,475
facility.
21 North I Street Please note House of Hope has received additional
funding in past years for other facilities.
11 Neighborhood House Facility renovation for a program that offers day 37th 0 32,400 32,400 32,400 32,400
care/support services for adults in need. 36th 23,400
$26,400 purchase/installation of 81 windows 35th 21,000
Riverside Adult Day Care Services- $6,000 purchase flood insurance(necessary for 34th 10,000
window replacement CDBG funding use at this facility).33rd 0
Please note Neighborhood House has also 32nd 0
received past funding for their Children's Day Care Others 25,525
423 S.1100 West Center-the previous funding noted here is for the Total 79,925
Adult Day Care Center only.
12 Odyssey House Renovate kitchen area and replace major 37th 0 30,000 0 0
appliances in Mothers with Children Facility.This 36th 0
facility houses mothers with substance 35th 0
Mothers with Children Program-kitchen dependence who have custody of their children. 34th 0
renovation Last kitchen remodel was1985.
33rd 0
Please note that Odyssey House has received past 32nd 0
42 South 500 East PSBI funding for another facility but not received Others 0
past funding for this facility. Total 0
13 Salt Lake School District Design,site preparation,survey and community New 250,000 0 250,000
asset mapping for the greater central city/Lincoln
Community Learning Center-Lincoln community in preparation for construction of an
Elementary
approximately 12,000 square foot facility.
1090 S.Roberta Street
14 Salt Lake School District Funding for partial construction costs of the 37th 0 500,000 0 52,000
Glendale Campus Community Learning Center. 36th 233,732
Community Learning Center- 35th 0
Glendale/Mountain View Campus 34th 0
Others 0
1380 S.Navajo Street Total 0
15 Salvation Army Funding for property reclamation and acquisition 37th 0 80,000 0 0
for future use of land by an organization that 36th 66,524
provides various programs for those in need. 35th 112,130
Salvation Army owns 464 South 500 West and 34th 0
Property Reclamation&Acquisition would like to purchase adjacent property to help 33rd 35,000
remove blight and use for possible future 32nd 42,415
expansion. 31st 60,000
460&464 South 900 West Land Acquisition 460 South 500 West$50,000 Total 316,069
Property Clean-up/Repair 464 South 500 West
$30,000
16 South Valley Sanctuary Funding to purchase and install lighting and New 5,000 0 0
cameras in the parking lot,playground area,and
Domestic Violence Shelter inside shelter for a program that provides safe
shelter and supportive services to anyone
Confidential Location in West Jordan experiencing abuse.
17 University Neighborhood Partners Funding for roof replacement and siding 37th 75,000 50,000 50,000 50,000 50,000
replacement at the Hartland Center-a community 36th 0
Hartland Center center meant to bring SLC's West side residents 35th 0
and resources together for reciprocal benefit. 34th 0
1578 West 1700 South Others 0
Total 0
18 Volunteers of America Funding to purchase and install two industrial size 37th 0 24,128 0 0
washer and dryer sets at a detoxification center to 36th 84,718
Adult Detoxification Center help people recover from drug and alcohol 33rd 10,000
dependency. 32nd 10,000
31st 118,000
252 Brooklyn Ave Others 358,848
Total 581,566
Public Services Building Improvement Total 1,372,967 146,290 146,290 448,290
PLANNING ----- -- -- - - ----- --
1 900 South Trail Funds for design studies to determine the need for 40,000 0 0
Enhancements/Amenities and extent of public improvements along 900 South
Design/Study trail.Improvements could include benches,picnic
tables,shade trees,drinking foundations,etc.This
project will involve public input/collaboration and
will include construction documents for future
funding.
Planning Total 40,000 0 0 0
CITY ADMINISTRATION
1 City Attorney's Office Partial funding for staff salary to provide contract 37th 23,182 23,182 23,182 23,182 23,182
administration for federal grants. 36th 55,432
35th 55,432
34th 55,432
33rd 55,432
Others 1,070,256
Total 1,315,166
2 City Finance Division Partial funding for staff salary to provide financial 37th 82,776 82,776 82,776 82,776 82,776
administration and accounting services for federal 36th 82,776
grants. 35th 82,776
34th 82,776
33rd 82,776
Others 1,211,927
Total 1,625,807
3 Housing&Neighborhood Funding for salaries and operational expenses of 37th 472,804 472,804 453,350 453,350 453,350
Development HAND to administer and monitor the federal grants 36th 472,804
and to conduct the community processes. 35th 472,804
34th 405,616
33rd 405,616
Others 4,708,997
Total 6,938,641
4 Mayor's Office Partial funding for salaries and operational 37th 81,709 81,709 81,709 81,709 81,709
expenses of three positions to provide community 36th 91,709
relations support for federal grants. 35th 91,709
34th 91,709
33rd 91,709
Others 1,793,089
Total 2,241,634
City Administration Total 660,471 641,017 641,017 641,017
PERCENT FOR ART
SLC Percent for Art Funding to provide enhancements to City 37th 30,000 3,000 3,000 3,000 3,000
properties through decorative pavement 36th 25,000
railings,sculptures,fountains and other 35th 10,000
works of art- 34th 25,000
33rd 5,952
other 53,450
Total 177,852
Percent for Art Total 3,000 3,000 3,000 3,000
CONTINGENCY
Contingency Funding set aside to cover unanticipated 37th 56,540 45,000 31,994 31,994 31,994
cost overruns on funded projects 36th 60,000
35th 46,776
34th 35,000
Contingency Total 45,000 31,994 31,994 31,994
TOTALS
TOTAL REQUESTED/RECOMMENDED 8,111,843 4,018,064 4,018,064 4,018,064
GRANT AMOUNT 3,205,086 3,205,086 3,205,086 3,205,086
AVAILABLE FOR REALLOCATION 812,978 812,978 812,978 812,978
TOTAL FUNDS AVAILABLE 4,018,064 4,018,064 4,018,064 4,018,064
DIFFERENCE -4,093,779 0 0 0
NOTE: In FY 2011-12,the Council allocated$75,000 to University Neighborhood Partners(UNP)for building improvements at the University Partners/Hartland
Partnership Center: $45,000 for a fire sprinkling system and$30,000 for restroom renovations. Since the allocation,UNP asked if the use of funds could be redirected
for the purchase and installation of an elevator,which is needed before they can occupy the facility. During the April 24th work session,the Council agreed to the UNP
Attachment 1
Amount Remaining for Council to appropriate $ -
Conflict of Interest
Not Recommended for Funding
Items where funding recommendations differed
HOME Funding Log 2012/2013
AMOUNTS YEAR REQUEST HTF MAYOR Council
1 Salt Lake Community Action To provide tenant based rental assistance to 170 clients 65,000 11/12 70,000 70,000 70,000 70,000
Program that may include residents of mobile homes in parks
South 200 West targeted for relocation,special needs clients,and other at-
764 77�'�O 10/11
risk populations in order to transition them into housing 08/10
and maximize stability. 70,000 08/09
TBRA program No app 07/08
70.000 06/07
2 SL Community Development To provide a loan/grant for 15-20 low/mod first time home 95,000 11/12 150,000 95,000 95,000 95,000
Corporation buyers for down payment assistance or closing costs.If 100,000 10/11
the buyer resides in the home for 15 years,the funding
501 East 170D South becomes a grant;otherwise the owner repays the money 103,591 09/10
al the time of the sale. 125,000 08/09
Own in Salt Lake Program 175,00D 07/08
175,000 06/07
8 SL Community Development Funding for acquisition,demolition,rehabilitation and/or 0 11/12 125,000 0 0 0
Corporation new construction for affordable housing and second
pora mortgage loans of 1-3 properties to provide affordable 0 10/11
501 East 1700 South housing for low-and moderate-income households. CDC 0 09/1 D
is also requesting to be able to provide recapturable soft 0 08/09
Properly Acquisition/Newsecond mortgages and permission to retain recaptured 125,000 07/09
Construction/Second MortgageLoans funds for investment in other affordable housing projects
and not return those funds to SLC. 125,000 06/07
0 05/06
180,000 04/05
4 NeighborWorks Salt Lake Funding to target and acquire boarded and/or vacant 369,777 11/12 500,000 370,000 370,000 370,000
properties in the Glendale,Poplar Grove,Fairpark,Rose 475,000 10/11
Park,Jordan Meadows,West Pointe 8 West Capitol Hill
622 West 500 North areas and develop them into affordable housing for first 500,000 09/10
time home buyers earning 80%of the median income or 500,000 08/09
less.Components of the program may include planning,
CHDO application less.
demolition,new construction,site
588,339 07/08
Rebuild 8 Revitalize Blight improvements,development,rehab and financing. 456.172 06/07
project Services will be provided to approximately 8 people. 370,479 05/06
464,532 04/05
5 The Road Home To provide tenant based rental assistance to homeless, 100,000 11/12 200,000 tlo.00D 110.000 110,000
210 South Rio Grande special needs,and other at-risk populations who are
participating in their Supportive Housing Program,in order 100,000 10/11
to transition them into permanent housing and maximize 100•000 09/10
TBRA program stability.Services will be provided to approximately 50 80,000 wag
people. 75,000 07/08
75,000 06/07
75,000 05/26
75,000 04/05
Attachment 1
Not Recommended for Funding
Items where funding recommendations differed
HOME Funding Log 2012/2013
AMOUNTS YEAR REQUEST HTF MAYOR Council
6 Utah Nonprofit Housing To rehabilitate the senior housing property in order to New 299,664 0 0 0
Corporation maintain its affordable housing designation for its
secondary life cycle.Repairs include mechanical
Preston Place system hvac,electrical,kitchen appliances and
2673 South Preston Place cabinetry,window replacement,flooring and
CHDO application painting,furnishings,external work on stucco bays,
roofing.detention basin upgrade,storage shed and
7 SLC Housing&Neighborhood Funding for the homeowner rehabilitation program,First 500,000 11/12 690,000 500,000 500,000 500,000
Development Time Home Buyer Assistance,emergency repair 685000 10/11
program,acquisition,new constmclion,and financial
451 S.Stale Street,Rm 406 services programs.Services will be provided to 690,000 09/10
approximately 110 housing rehabilitations and 15 First 570,000 08/09
Housing Rehab and FTHB Time Home Buyer projects. 570,000 07/08
570,000 06/07
570,000 05/06
8 Administrative Costs Funding to administer the HOME program(10%of 120,550 11/12 75,768 75,768 75,768 75,768
SLC-HAND the total HOME allocation). 123,646 10/11
451 S.State Street,Rm 406 137,687 09/10
123,646 08/09
127,971 07/08
129,214 06/07
137,384 05/06
Total Requested/Recommended 2,110,452 1,220,768 1,220,768 1,220,768
Grant Amount 757,680 757,680 757,680 757,680
Reallocated/Program Income Funds 463,088 463,088 463,088 463,088
Total Funds Available 1,220,768 1,220,768 1,220,768 1,220,768
Difference ' -889,684 0 0 0
Attachment 1
Amount Remaining for Council to appropriate $ 24,442
Conflict of Interest
Not Recommended for Funding
Items where funding recommendations differed
HOPWA Funding Log 2012/2013
Applicant Description Prior Year Requested Recommended Approved
Amount Amount HIV/AID/Ent. HTFAB MAYOR COUNCIL
1 Housing Authority of Salt Lake To provide tenant-based rental assistance to 12/13 145,143 133,000 133,000 133,000 133,000
City 24 households. 125,000 11/12
142,727 10/11
Tenant-based rental assistance:135,648 110,001 09/10
Administration:$9,495 98,752 08/09
133,750 07/08
145,000 06/07
146,467 05/06
2 Housing Authority of the County To provide tenant-based rental assistance to 12/13 129,018 100,000 100,000 100,000 100,000
of Salt Lake 20 households. 100,000 11/12
112,830 10/11
Tenant-based rental assistance:$120,000 63,500 09/10
Administration:$9,018 63,500 08/09
38,500 07/08
38,000 06/07
38,500 05/06
3 Housing Authority of the County To provide project-based rental assistance to 12/13 20,000 20,000 20,000 20,000 20,000
of Salt Lake 4 households. 20,000 11/12
20,000 10/11
Project-based rental assistance:$20,000
4 West Valley City Housing To provide tenant-based rental assistance to 12/13 85,600 52,000 52,000 52,000 52,000
Authority 12 households. 36,000 11/12
41,979 10/11
Tenant-based rental assistance:$80,000 32,100 09/10
Administration:$5,600 32,100 08/09
32,100 07/08
30,000 06/07
30,600 05/06
5 Salt Lake Community Action To provide housing information and referral 12/13 117,058 100,000 100,000 100,000 100,000
Program services to 120 households including short- 100,000 11/12
Attachment 1
Not Recommended for Funding
Items where funding recommendations differed
HOPWA Funding Log 2012/2013
Applicant Description Prior Year Requested Recommended Approved
Amount Amount HIV/AID/Ent. HTFAB MAYOR COUNCIL
term rent/mortgage/utility assistance to 65 116,934 10/11
households,permanent housing placement 117,000 09/10
assistance to 44 households,and short-term 117,000 08/09
emergency housing to 1 household. 116,782 07/08
90,000 06/07
HOPWA Housing Specialists:$26,716 150,000 05/06
Mileage for the Housing Specialists:$150
Short-term rent/mortgage/utility asst:$52,534
Permanent housing placement asst:$28,000
Short-term emergency housing:$2,000
Administration:$7,658
6 Utah AIDS Foundation To provide housing related case management 12/13 10,000 10,000 10,000 10,000 10,000
to 68 clients. 9,807 11/12
10,000 10/11
Case Manager$9,300 10,000 09/10
Administration:$700 15,000 08/09
15,000 07/08
14,554 06/07
15,000 05/06
7 Administration To provide management,oversight,and 12/13 11,606 11,606 11,606 11,606 11,606
monitoring of the HOPWA program. 10,000 11/12
10,000 10/11
Administration:3%of HOPWA allocation 10,000 09/10
10,000 08/09
10,000 07/08
10,620 06/07
10,620 05/06
Total funds requested 518,424 426,606 426,606 426,606 426,606
2012-2013 HUD allocation 386,858 386,858 386,858 386,858 386,858
Funds available for reallocation 64,190 64,190 64,190 64,190 64,190
Total funds available 451,048 24,442 24,442 24,442 24,442
The HOPWA Entitlement Review Committee and the Housing Trust Fund Board allocated$426,606 and
recommended that the remaining$24,442 be set aside to provide rental assistance in 2013-2014 for the
three additional clients added to TBRA in 2012-2013 due to the large carry forward amount.
Attachment 1
Amount Remaining for Council to appropriate $
Not recommended for funding.
Items where funding recommendations differed.
Requires that 2010-2015 Consoldiated Plan and the 2011-2012 Action Plan be amended.
ESG Funding Log 2 01 2120 1 3
Applicant Description Prior Year Requested Recommended Approved
Project Amount Amount CDCIP MAYOR COUNCIL
1 Catholic Community Services A program that provides residential substance abuse 12/13 10,000 9,000 9,000 9,000
treatment and case management to low-income and/or 9,000 11/12
St.Mary's Home for Men chronically homeless men. 10,000 10/11
10,000 09/10
Operations 10,000 08/09
Insurance:$1,200 7,000 07/08
Building and equipment maintenance:$800 7,000 06/07
Utilities:$8,000 5,000 05/06
2 Catholic Community Services A day center for homeless individuals and families that 12/13 20,000 20,000 20,000 20,000
provides showers,lockers,hygiene items,phone, 20,000 11/12
Weigand Day Center message and mail services and referrals to other 20,000 10/11
programs. 5,000 09/10
5,000 08/09
Operations 5,000 07/08
Professional auditing fees:$1,000 5,000 06/07
Insurance:$1,500 5,000 05/06
Building repair and maintenance:$2,000
Equipment repair and maintenance:$500
Utilities:$15,000
3 Salt Lake Community Action A homeless prevention program that provides one-time 12/13 15,000 14,000 14,000 14,000
Program rent/deposit assistance to households to avoid eviction 14,000 11/12
and first month rent/deposit assistance to homeless 15,000 10/11
Emergency RentDeposit families moving into permanent housing.Also,a program 15,000 09/10
Assistance and Tenant-Landlord that provides mediation between tenants and landlords. 15,000 08/09
Mediation 15,000 07/08
Rental Assistance 15,000 06/07
Emergency renUdeposit assistance:$15,000 15,000 05/06
Housino Stabilization
Salary of a part-time mediator:$3,565
4 The Road Home A program that provides emergency shelter and supportive 12/13 90,000 65,000 65,000 65,000
services to homeless individuals and families. 65,000 11/12
Emergency Homeless Shelter 68,998 10/11
Operations 90,000 09/10
Utilities:$20,000 90,000 08/09
Repairs-maintenance:$21,000 90,000 07/08
Cleaning supplies:$20,000 90,000 06/07
Insurance:$20,000 90,000 05/06
Maintenance staff salaries:$9,000
Attachment 1
Not recommended for funding.
Items where funding recommendations differed.
Requires that 2010-2015 Consoldiated Plan and the 2011-2012 Action Plan be amended.
ESG Funding Log 2012/2013
Applicant Description Prior Year Requested Recommended Approved
Project _ Amount Amount CDCIP MAYOR COUNCIL
5 YWCA A program that provides transitional housing and 12/13 30,000 28,000 28,000 28,000
services to homeless women who are survivors of 28,000 11/12
Residential Self-Sufficiency domestic violence. 30,000 10/11
Program 30,000 09/10
Essential Services 27,294 08/09
Partial salary of the Director of Transitional Housing,case 27,000 07/08
manager:$13,000 27,000 06/07
Operations 27,118 05/06
Food and kitchen supplies:$2,500
Building maintenance.$3,500
Utilities:$11,000
6 Odyssey House A program that provides residential substance abuse 12/13 10 000 7,000 7,000 7,000
treatment to single homeless mothers and therapeutic 7,000 11/12
Mothers with Children Program intervention to their children. 8,000 10/11
8,000 09/10
7,000 08/09
7,000 07/08
Operations 7,000 06/07
Utilities and building maintenance supplies.$10,000 7,000 05/06
7 Volunteers of America A drop-in center that provides basic needs and case 12/13 25,000 23,403 23,403 23,403
management to homeless youth. 23,115 11/12
Homeless Youth Resource 23,975 10/11
Center Operations
Rent and utilities:$19,500
Building and grounds maintenance:$4,000
Insurance:$1,500
8 Valley Mental Health A program that provides emergency shelter,case 12/13 30.000 9,000 9,000 9 000
management and supportive services to chronically 9,000 11/12
Safe Haven homeless individuals who suffer with severe and 10,000 10/11
persistent mental illness. 20,000 09/10
16,000 08/09
Operations 19,476 07/08
Building,grounds,janitorial and maintenance:$20,000 21,919 06/07
Kitchen supplies/food provisions:$1,500 20,000 05/06
Bedding and linen:$2,500
Utilities:$6,000
9 Family Promise-Salt Lake A day center where homeless and formerly homeless 12/13 15,000 4,000 4,000 4,000
families can access basic services and receive case 4,000 11/12
Family Promise Day Center and management. Funding to provide case management, 5,000 10/11
Services for Homeless Families rental assistance and housing relocation/stabilization. 5,572 09/10
5,000 08/09
Essential Services
Partial salary of a case manager:$3,000
Employment case management:$4,000
Rental Assistance
Homeless prevention including utilities,rent,eviction
prevention:$5,000
Housing Relocation
Attachment 1
Not recommended for funding.
Items where funding recommendations differed.
Requires that 2010-2015 Consoldiated Plan and the 2011-2012 Action Plan be amended.
ESG Funding Log_2012/2013
Applicant Description Prior Year Requested Recommended Approved
Project Amount Amount CDCIP MAYOR COUNCIL
Rapid re-housing:$3,000
10 South Valley Sanctuary A program that provides emergency shelter and supportive 12/13 5,000 services to homeless families that are victims of domestic
Emergency Domestic Violence violence.
Shelter
Operations
Maintenance:$1,500
Essential Services
Case Management:$1,500
Advocacy:$1,000
Children's Program:$500
Interpreting:$500
11 Second Round Funding HAND needs to amend the Consolidated Plan for 2010- 140,266 140,266 140,266
2015 and the Action Plan for 2011-2012 before it can
allocate the additional$140,266 it received for
homeless prevention and rapid re-housing assistance.
12 Administration HAND will receive 7.5%of Salt Lake City's annual ESG
allocation from second round funding to provide program
management,oversight,and monitoring.
Total funds requested 262,520 319,669 319,669 319,669
2012-2013 HUD allocation 319,381 319,381 319,381 319,381
Funds available for reallocation 288 288 288 288
Total funds available 319,669 -
Based on HUD's interim rule for the Emergency Solutions Grants Program,Salt Lake City
cannot allocate an amount for homeless assistance activities greater than the amount of
Fiscal Year 2010 grant funds committed for homeless assistance activities of$164,115
and$15,000 for homeless prevention activities for a total of$179,115.
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SALT LAKE CITY CORPORATION
ESG Substantial Amendment to the
2010-2015 Consolidated Plan and the
2011-2012 Action Plan
Prepared by: Salt Lake City Housing and
Neighborhood Development Division
451 South State Street, Room 406
PO Box 145488
Salt Lake City, UT 84114-5488
Contacts: LuAnn Clark, Director 801-535-6136
Robert Gore, ESG Grants Administrator 801-535-7122
�QPY ,n roFy0G Amendments to Salt Lake City's
Q
IIIiIb 2010-2015 Consolidated Plan
illiilli and
84ArDEV�� 2011-2012 Action Plan
Based on information Salt Lake City received from the Director, Office of Special Needs Assistance
Programs, U.S. Department of Housing and Urban Development, relative to the adoption of the
HEARTH Act and the release of Emergency Solutions Grant program regulations and the
Homeless Definition Final Rule, Salt Lake City is amending its 2010-2015 Consolidated Plan and
the 2011-2012 Action Plan as follows:
Salt Lake City will receive the following funds from HUD for FY 2011-2012:
ESG — First Round of Funding $179,139
ESG — Second Round of Funding 100,766
TOTAL FUNDS FOR 2011-2012 PROJECTS: $279,905
These amendments will allow Salt Lake City to award FY 2011-2012 ESG Second Round funding
of $100,766 for homeless prevention, rapid re-housing assistance, HMIS and administration. In
accordance with ESG regulations, the City will also be able to award FY 2012-2013 funding of
$165,115 for street outreach and emergency shelter activities, and FY 2012-2013 funding of
$154,554 which includes $288 of reprogrammed funds for homeless prevention, rapid re-housing
assistance, HMIS and administration.
DEFINITIONS
Salt Lake City has adopted the new definitions outlined in the "Defining Homeless" proposed rule
stated within the Hearth Act that was enacted into law on May 20, 2009 and in the Emergency
Solutions Grant Federal regulations at 24 CFR Part 576.
Salt Lake City defines standard housing and substandard housing based on a ranking scale of 1 to
5. A ranking of 5 represents housing units not suitable for rehabilitation; 4 represents housing
needing a significant amount of rehabilitation necessary to qualify the housing unit as habitable
while a ranking of 1 indicates no rehabilitation is required for the unit.
CONSULTATION PROCESS.
Discuss how the City will create a more direct Consolidated Plan/Continuum of Care
connection and increase access to mainstream services.
In January 2012, Salt Lake City committed to increase the strength of its partnerships with the
State of Utah, State Homeless Coordinating Committee, State Discharge Planning Committee, Salt
Lake/Tooele Continuum of Care (Continuum), Salt Lake County, and local homeless service
providers including The Road Home, Salt Lake Community Action Program, Salt Lake County
Page 1
Homeless Coordinating Committee, and other local nonprofit organizations that provide homeless
services to ensure increased access to mainstream services.
Describe consultation process with the Continuum of Care, public and private service
agencies, publically funded institutions that may discharge persons into homelessness,
and business and civic leaders.
A meeting was held on January 26, 2012 with the State of Utah, Continuum, and County of Salt
Lake to discuss the most efficient way to coordinate efforts and streamline policies and goals to
increase access to mainstream services for our homeless populations.
It was agreed that the most efficient means of collaborating on the establishment of ESG goals and
priorities, policies and procedures, and increasing access to homeless services was through
maintaining the enhanced coordination earlier established with the Continuum for the expenditure
of Homelessness Prevention and Rapid Re-housing Program funds. This continued coordination
provides access to public, private, and nonprofit agencies that address housing, health, social
services, victim services, employment and education needs, homelessness of individuals and
families, homeless veterans, chronically homeless persons and families, and correctional facilities
and other institutions that may discharge people into homelessness.
The Continuum is supported by the State of Utah and is comprised of more than 70 members
representing municipalities including Salt Lake City, South Salt Lake, Taylorsville, West Valley City;
state agencies including the Utah Departments of Community and Culture, Human Services,
Education, Health, and Workforce Services, Corrections, and the Utah Commission on Criminal
and Juvenile Justice; Salt Lake County Department of Human Services; Salt Lake County Council
of Governments; Housing Authorities of Salt Lake City, County of Salt Lake, and West Valley City;
and nonprofit organizations including The Road Home, Salt Lake Community Action Program,
YWCA, Volunteers of America, Valley Mental Health, and Wasatch Homeless Health Care.
The major Continuum planning committees include the Long Range Planning Committee, State
Homeless Coordinating Committee, Salt Lake County Homeless Coordinating Council, State
Discharge Planning Committee, and the Utah Homeless Management Information Steering
Committee.
Through stronger connections to the Continuum and its members, Salt Lake City along with its
State and County partners will be in a better position to establish the means to provide needed
services to those individuals and families suffering from or threatened with homelessness.
A meeting with the Continuum was held on February 9, 2012, to discuss the coordination of goals,
priorities, policies, and procedures that must be developed, in order to promote a community-wide
system to prevent and address homelessness in Salt Lake County. These goals and policies
directed the development of the City's written standards and will continue to evolve throughout the
implementation of the new Emergency Solutions Grant program.
CITIZEN PARTICIPATION
Salt Lake City encourages the participation of local and regional institutions, Continuum, homeless
service providers, and other interested businesses, developers, nonprofit organizations,
philanthropic organizations, and community-based and faith-based organizations in the process of
developing and implementing its Consolidated Plan.
Salt Lake City sought input for this Substantial Amendment to its 2010-2015 Consolidated Plan
and 2010-2011 Action Plan from the public through notices sent to its extensive community
development mailing list, and consultation meetings with the State of Utah, Salt Lake County,
Page 2
Continuum, State Homeless Coordinating Committee, and homeless service providers. A public
hearing was held by the Salt Lake City Council on March 27, 2012 to accept comments on the
Substantial Amendment.
The Substantial Amendment was also made available to the public for review and comment
between April 6 and May 7, 2012. Copies were located at Salt Lake City Corporation,
451 South State Street, in the Office of Community Affairs (Room 345) and in Housing and
Neighborhood Development (Room 406) as well as posted on the City's official web site. A copy
was also placed for public review at the Salt Lake City Public Library, Main Branch, located at
210 East 400 South in Salt Lake City.
ESG MATCH REQUIREMENTS (24 CFR 576.201)
When the City Council makes its final funding decision for Second Round ESG 2011-2012 funding,
the City will include the organizations to be funded, type of match provided, match amount, and
proposed use of match funds. All recipients of Salt Lake City ESG funds must make matching
contributions to supplement their ESG programs in amounts equal to the ESG funds provided to
them.
HOUSING NEEDS ASSESSMENT
Discuss how the City will target those in need.
Chronically homeless individuals and families, and families with children: Salt Lake City will
provide Emergency Solutions Grant funds to local homeless service providers including The Road
Home, Salt Lake Community Action Program, Family Promise, Catholic Community Services,
Valley Mental Health, Odyssey House, and Volunteers of America, as funding permits, to help
them provide needed direct client services to help prevent homelessness and to rapidly re-house
already homeless people.
Veterans and their families: Salt Lake City allocates Community Development Block Grant
(CDBG) and HOME Investment Partnerships Program (HOME) funding in addition to its
Emergency Solutions Grant (ESG) funding to help provide permanent housing solutions for the
homeless. Salt Lake City also leverages its federal allocations with Salt Lake City Housing Trust
Fund monies to assist with the development and construction of permanent housing for very low-
income, low-income, and homeless veterans.
Unaccompanied youth: The Continuum, in conjunction with local homeless service providers,
partners with the Salt Lake City School Board, Head Start, the Division of Workforce Services, local
churches, Volunteers of America, Valley Mental Health and the YWCA to target outreach to youth
in need.
Salt Lake City will continue to partner with the agencies listed above to provide outreach to those
most in need, including those populations who are the least likely to be aware of or seek available
services.
Estimate number/type of formerly homeless families/individuals receiving rapid re-housing
assistance that are nearing termination of assistance and in need of housing assistance.
In Salt Lake County, 613 people received Homelessness Prevention and Rapid Re-Housing
(HPRP) funds from the beginning of the HPRP funding cycle through the end of 2010. Of those,
470 people have exited the program, leaving 143 individuals who are nearing termination of HPRP
assistance in Salt Lake County.
Discuss consultation process with local HPRP Subgrantees relative to housing needs
assessment.
Salt Lake City partnered with The Road Home and the Salt Lake Community Action program to
allocate its HPRP funds. The Road Home received funding for rapid re-housing and the Com-
munity Action Program received funding for homelessness prevention. The Road Home and CAP
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are key members of the Continuum and actively participate in its process. Salt Lake City consulted
with them in order to discuss the best use of the funds it will receive. They have the expertise and
the capacity to ensure clients' housing needs will be appropriately and adequately addressed.
HOMELESS NEEDS ASSESSMENT
Describe the nature and extent of homelessness including the number of persons:
The following data was taken from the January 25, 2012 Point-in-Time Count for Salt Lake County.
Number experiencing homelessness on a given night during 2012:
Chronically homeless individuals 241
Persons in households with no children 1,434
Persons in families with children 964
Veterans 258
Unaccompanied minors 8
Number experiencing homelessness each year
Chronically homeless individuals 362
Persons in households with no children* 6,327
Persons in families with children* 4,820
Veterans 1,255
Unaccompanied minors* 40
Total of* categories 11,187
Number of sheltered homeless on a given night
Chronically homeless individuals 201
Persons in households with no children 1,281
Persons in families with children 961
Veterans 244
Unaccompanied minors 8
Number of unsheltered homeless on a given night
Chronically homeless individuals 40
Persons in households with no children 153
Persons in families with children 3
Veterans 14
Unaccompanied minors 0
Composition of Salt Lake County homeless population (These were approximated using Non-
HMIS and Non-DV Shelter PIT Numbers and Unsheltered PIT Numbers approximate)
American Indian/Alaskan Native 5%
Asian 3%
Black/African American 5%
Native Hawaiian/Pacific Islander 1%
White 67%
Other/Multiple Race 3%
Don't know/refused to disclose Race 16%
Male 72%
Female 23%
Don't know/refused to disclose Gender 5%
The numbers below were calculated by Utah HMIS for Salt Lake City and Salt Lake County using
2012 Point-in-Time data. They include the counts from emergency shelter, safe haven, and
unsheltered (not including transitional housing).
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Number of persons who lose their housing and become homeless each year
Chronically homeless individuals and families
• Chronically homeless individuals 362
• Persons in chronically homeless families 78
Families with children 2,190
• Non-chronic persons in families with children
Veterans and their families 575
• Information on family members is not available
Unaccompanied youth 35
• Data is available only for unaccompanied minors
Persons in households with no children 4,015
• Non-chronic persons in households with no children,
i.e., individuals and families of adults
Total number of persons who lose their housing and become
homeless 6,680
• Number of chronically homeless individuals + number
of persons in chronically homeless families + number
of non-chronically homeless persons in families with
children + number of unaccompanied minors + number
of non-chronically homeless persons in households
with no children = total number
The following numbers were calculated by pulling the entry assessments for emergency shelter,
transitional housing, safe haven and rapid re-housing programs. The assessments used were
completed between August 1, 2011 and January 31, 2012 in HMIS for programs in Salt Lake
County. The most common answer was used for each category of individuals for the question of
how long had they lived in their prior residence if they had indicated that their prior residence was a
place not meant for habitation or an emergency shelter.
Number of days persons experience homelessness
Chronically homeless individuals
• 42% of chronically homeless individuals are homeless one year or longer.
Homeless individuals
• 26% of homeless individuals are homeless for more than three months but
less than a year. Individuals and families could not be separated so this
information contains answers for both individuals and families with children.
Chronically homeless individuals were excluded from this population.
Persons in families with children
• 26% of homeless families are homeless for more than three months but less
than a year. Individuals and families could not be separate so this
information contains answers for both individuals and families with children.
Chronically homeless individuals were excluded from this population.
Veterans
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• 37% of homeless veterans are homeless for one year or longer.
Unaccompanied youth
• This information is not collected.
It is estimated that 48.03% of homeless individuals exit homelessness to positive permanent living
situations. This was calculated by pulling the exit destinations for emergency shelter, safe haven,
rapid re-housing and transitional housing programs in HMIS.
Number of persons who exit homelessness each year
Chronically homeless individuals and families
• Chronically homeless individuals 174
• Persons in chronically homeless families 37
Families with children 1,052
• Non-chronic persons in families with children
Veterans and their families 276
• Information on family members is not available
Unaccompanied youth 17
• Data is available only for unaccompanied minors
Persons in households with no children 1,928
• Non-chronic persons in households with no children,
i.e., individuals and families of adults
Total number of persons who exit homelessness each year 3,208
• Number of chronically homeless individuals + number
of persons in chronically homeless families + number
of non-chronically homeless persons in families with
children + number of unaccompanied minors + number
of non-chronically homeless persons in households
with no children = total number
Describe the characteristics and needs of low- and extremely low-income individuals and
families with children (especially low-income)who are currently housed but threatened with
homelessness.
Poverty, unemployment, lack of healthcare insurance, lack of affordable housing, long waiting lists
for public housing assistance, domestic violence, and divorce can all create unstable living
conditions for low- and very low-income populations. Combine these factors with minimum wage
jobs, lack of education and qualifications for higher paying jobs, lack of transportation, high housing
costs, and low-income and very low-income persons and households become vulnerable to
homelessness in the event of personal crises.
Describe the characteristics and needs of families with children who are housed but
threatened with homelessness and specify housing characteristics linked with instability
and increased risk of homelessness.
Families with children who are living paycheck to paycheck with cofactors of substance abuse,
domestic violence, divorce, unemployment, unexpected medical costs, and/or impending housing
foreclosure suffer from housing instability and are threatened with an increased risk of becoming
homeless.
Page 6
HOUSING MARKET ANALYSIS
The following data was obtained from the State of Utah's Comprehensive Report on
Homelessness 2011:
Inventory of facilities and housing for homeless persons, including
Number of emergency shelter beds available: 1,342
Number of transitional housing units available: 781
Number of permanent supportive housing units available: 1,193
Services targeted to homeless persons
Mainstream services provided in Salt Lake County that complement services specifically targeted
to homeless persons include the following:
Emergency shelter
Transitional housing
Permanent supportive housing
Case Management
Detoxification
Meals
Transportation assistance
Homelessness prevention rent and/or utility assistance
Rapid re-housing assistance
Outreach and engagement
Medical care
STRATEGIES TO REDUCE/END HOMELESSNESS
Describe strategies to reduce and end homelessness through:
1. Outreach and assessment of f individual needs: Salt Lake City and the Continuum partner
with Volunteers of America (VOA) who conducts outreach to homeless adults and youth in
Salt Lake County. VOA's Homeless Outreach Program delivers mobile street outreach to
homeless persons and families while their Street Outreach Program targets homeless youth
in the county.
2. Addressing emergency shelter and transitional housing needs of the homeless: Each
weekday VOA outreach workers seek out the homeless and offer immediate survival items
as well as referrals and transportation to needed services for substance abuse treatment,
emergency shelter, medical services and case management services. Once individuals
and families receive emergency shelter, they are then able to access in-house services that
can guide them toward permanent housing options.
3. Assisting the homeless with permanent supportive housing and independent living by
shortening the period of homelessness, facilitating access to affordable housing, and
preventing returns to homelessness: Salt Lake City will continue to allocate CDBG, HOME
and ESG funds to local nonprofit organizations that provide needed services for our
homeless populations and encourage the development of permanent housing units. The
City will continue to leverage its federal funds with funding from its Housing Trust Fund for
the development of affordable and special needs housing.
Salt Lake City will also continue to partner with the Housing Authority of Salt Lake City and
the Housing Authority of the County of Salt Lake to help develop new, permanent housing
units for the very low-income and homeless populations.
4. Helping low-income persons avoid homelessness, especially the extremely low-income who
are likely to become homeless after being discharged from publically funded institutions
Page 7 -
and systems of care: Salt Lake City will continue to partner with the State Discharge
Planning Committee to reduce recidivism and prevent homelessness for those being
discharged from foster care, youth detention, incarceration and care facilities.
5. Helping those who are receiving assistance from public and private service agencies:
Salt Lake City will continue to partner with local housing authorities and nonprofit
organizations who seek funding from the City's federal grant allocations and the City's
Housing Trust Fund to provide needed services and housing.
INSTITUTIONAL STRUCTURE
Describe how your organization will include the Continuum of Care, philanthropic
organizations, faith-based organizations, public institutions, departments, and agencies in
the effort to carry out the Consolidated Plan and the Annual Action Plan.
In January 2012, Salt Lake City committed to increase the strength of its partnerships with the
State of Utah, State Homeless Coordinating Committee, State Discharge Planning Committee,
Continuum, Salt Lake County, and local homeless service providers including Catholic Community
Services, The Road Home, Salt Lake Community Action Program, Salt Lake County Homeless
Coordinating Committee, Valley Mental Health, Volunteers of America, and other local nonprofit
organizations.
Salt Lake City consulted with the organizations listed above to establish its policies, goals, and
performance standards for the implementation of its Consolidated Plan and Annual Action Plan.
Salt Lake City conducted an open process relative to application submission for its allocation of
ESG funds, the review of applications submitted, and invited the public to provide comments on the
submitted applications at a public hearing held by the Salt Lake Council held on March 27, 2012,
prior to final funding recommendations being determined by the City Council.
Briefly describe the strengths and gaps in the jurisdiction's delivery system for carrying out
its housing, homeless, and community development plan.
Strengths in our ability to carry out the goals and objects established in Salt Lake City's 2010-2015
Consolidated Plan include a system of strong partnerships with the State of Utah, County of Salt
Lake, Continuum, local nonprofit organizations, business and civic leaders, and continually strong
commitment and support for our established goals from the Salt Lake City Mayor and City Council.
According to the National Low Income Housing Trust Fund, Salt Lake County has a deficit of nearly
10,000 rental housing units for those with incomes at 0-80% of area median income. This deficit is
exacerbated by the fact that Salt Lake City is listed as a high cost housing area. Unemployment,
low incomes, and housing foreclosures create additional negative impacts on our ability to ensure
affordable housing for all of the residents in Salt Lake City. In addition, City budget impacts, newly
enacted landlord programs that offer incentives to landlords who do not rent to those with criminal
backgrounds, and continual reductions in federal funding allocations make it more difficult each
year for the City and its partners to address its housing, homeless and community development
needs in spite of our strong commitment to reach our goals and objectives.
At a meeting on January 26, 2012, Salt Lake City, Salt Lake County, State of Utah, the Continuum
and homeless service providers agreed to partner with each other to determine the needs,
available resources, and the gaps in the delivery system, as well as strategies to overcome the
identified gaps.
Another meeting of the above public entities and homeless service providers was held on April 16,
2012 to identify the unmet needs. They compared the housing inventory count and the 2012 Point-
in-Time count for Salt Lake County to identify current needs and gaps. The State of Utah
published results on April 30, 2012.
Page 8
In preparation for this meeting, the Salt Lake County Homeless Coordinating Committee has
undertaken an effort to identify service priorities that currently exist. They surveyed agencies that
provide homeless services, state and local governments, for-profit businesses, non-profit
organizations, private individuals, educators, and police and fire officials who are members of the
Long Range Planning Committee. This survey of Homeless Service Priorities identified that
permanent housing with appropriate supportive services is needed for families with dependent
children and other non-chronically homeless populations. There are a number of agencies now
providing intensive case management along with transitional housing and permanent supportive
housing. However, this is an expensive intervention and the committee noted that many of the
non-chronic homeless populations do not need intensive supportive services.
After the coordination meeting on April 16, 2012, the strategies needed to address the identified
gaps became more evident. Additional meetings will continue to take place to evaluate the
strategies and plans to ensure the identified needs are being met.
Salt Lake City will utilize the Emergency Solutions Grant along with CDBG and HOME monies to
fund agencies that provide both permanent housing options as well as the supportive services
needed to assist these families obtain and/or retain their housing. Service providers will undertake
a holistic approach when working with clients to assess all their needs and make appropriate
referrals. These will include employment, mental health services, life skills services and substance
abuse treatment as needed.
Describe efforts to coordinate housing assistance and services for homeless persons and
recently homeless persons now living in permanent housing.
Salt Lake City has provided funding from its CDBG, HOME Investment Partnerships Program and
its Housing Trust Fund for the development and construction of several housing developments for
the homeless including the following projects:
Freedom Landing Apartments for homeless Veterans 110 units
Palmer Court Apartments for homeless individuals 211 units
Kelly Benson Apartments for homeless seniors 70 units
Grace Mary Manor Apartments for the chronically homeless 84 units
YWCA Crisis Shelter for Women & Children 48 units
The City will continue to assist with the development of new, affordable, permanent housing to help
reduce and/or eliminate homelessness as funds are available.
Salt Lake City provides CDBG, HOME, and ESG funding on a regular basis to local homeless
service providers including The Road Home, Salt Lake Community Action Program, Catholic
Community Services, the YWCA, Volunteers of America, Valley Mental Health, local housing
authorities, Family Promise, Odyssey House, Wasatch Homeless Health Care, and Community
Health Centers. The City will continue to provide federal grant allocations to these organizations
as funds are available.
In order to help previously homeless families and individuals who have been placed in permanent
housing, Salt Lake City will continue to work with its local nonprofit partners to strive to help those
in need remain housed as funds are available.
Describe how the City will increase cooperation with State and other local governments to
implement the Consolidated Plan.
Salt Lake City, the State of Utah, and the County of Salt Lake have all agreed to work together to
continue to enhance the partnership that was already strengthened when HPRP funds were
received. Intake processes were streamlined and cooperation between agencies insured the best
and most efficient use of HPRP funds along with the coordination of efforts to reduce duplication of
Page 9
services provided. All agencies have agreed it is in the best interests of the homeless populations
and those at risk of becoming homeless for this partnership to continue. Strengthening the
partnership will enable each entity to better implement its Consolidated Plan and reach the goals
and objectives of the Plans more efficiently.
ALLOCATION OF ESG FUNDS
Table 1: Suggested Format for Declaration of FY 2010
Grant Fund Commitments
Activity Type Obligated Amount
Homeless Assistance $165,115.00
Homelessness $14,000.00
Prevention
Administrative Activities $0.00
Total FY 2010 Award $179,115.00
Identify the jurisdiction's process for allocating its ESG funds for eligible activities and a
description of how the jurisdiction intends to make its allocation available to private
nonprofit organization (including community and faith-based organizations).
Salt Lake City has chosen to allocate its ESG funds to local nonprofit community- and faith-based
organizations with the expertise and capacity to provide services needed by the homeless and
those at risk of becoming homeless. Salt Lake City will coordinate with its partners to synchronize
efforts to ensure the best utilization of those funds. Based on the coordination and consultation
with the Continuum and other partners, including local homeless service providers, Salt Lake City
will allocate its second round of 2011-2012 Emergency Solutions Grant funding. Once the City
Council makes a final funding decision, Salt Lake City will include a chart of the organizations that
will receive funding, the amounts allocated to them, and the number of homeless people they will
serve with the ESG funds they receive.
The Salt Lake City Council will take into consideration when it makes its funding decisions for the
allocation of 2011-2012 ESG funds the Salt Lake Continuum of Care priorities and the national
priorities established in "Opening Doors: Federal Strategic Plan to Prevent and End
Homelessness," to finish ending chronic homelessness in five years, prevent and end
homelessness for veterans in five years, end homelessness for families, youth and children in ten
years, and set a path to end all types of homelessness.
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10
FY 2011 Detailed Budget Table
First Allocation $179,139.00 I FY 2011
Second Allocation $100,766.00 Emergency Shelter Grants/Emergency Solutions Grants
Grant Amount $279,905.00 Program Allocations
Total Administration $20,992.88 I ,I
First Allocation Second Total Fiscal
Allocation Year 2011
Eligible Activities Activity Reprogrammed Activity Activity
Amount Amount Amount Amount
Emergency Homeless Assistance $0.00 R Y`` $0.00
Shelter Grants I �'h,
Rehab/Conversion r $0.00
Operations $165,115.00 100,11F. $165,115.00
Essential Services . f 1 $0.00
Homelessness Prevention . $0.00
Administration "4 $0.00
Emergency Shelter Grants $165,115.00 $0.00 ' $165,115.00
Subtotal gtiiire. ',4
'',!,
Emergency Emergency Shelter** "" -1 _- . . •.1' f.•' .:t ' $0.00 $0.00
Solutions Grants ;.,„ ,,;1 ,•"'r'?'s '._ !
Renovation** :••'-' .4. t-• J 'I '
�` $0.00 $0.00
Operation** :•:77t4 'f "'• $0.00 $0.00
Essential Service** SC • • •• "�a $0.00 $0.00
URA Assistance** a.t!tin ,�, $0.00 $0.00
Street Outreach-Essential Services** ,yszo $0.00 $0.00
HMIS - . $0.00
Rapid Re-housing .. 1.4! $0.00 $0.00 $0.00
Housing Relocation and Stabilization Services $0.00
Tenant-Based Rental Assistance $0.00
Project-Based Rental Assistance $0.00
Homelessness Prevention . • $14,000.00 $0.00 $14,000.00
Housing Relocation and Stabilization Services $0
Tenant-Based Rental Assistance $0
Project-Based Rental Assistance $0.00
Administration ,.. $20,992.88 $20,992.88
Emergency Solutions Grants Subtotal $14,000.00 $20,992.88 $34,992.88
Total Grant Amount: $200,107.88
**Allowable only if the amount obligated for homeless assistance activities using funds from the first allocation is less
than the expenditure limit for emergency shelter and street outreach activities(see Section III.B.of this Notice).
SALT LAKE CITY WILL UNDERTAKE A SECOND ROUND OF FUNDING OF$79,773.12 FOR RAPID RE-HOUSING,
HOMELESSNESS PREVENTION AND HMIS. SALT LAKE CITY WILL ALLOCATE$24.00 THAT WAS NOT ALLOCATED
FROM ITS FIRST ROUND FUNDING IN FUTURE ESG FUNDING.
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Describe the jurisdiction's performance standards for administering its ESG program.
Consultation/Coordination with Continuum and Homeless Service Providers: In administering ESG
funds, Salt Lake City coordinates its efforts with local homeless service providers including the
Continuum, State of Utah, County of Salt Lake, local housing authorities, Valley Mental Health,
Wasatch Homeless Health Care, Community Health Centers, Odyssey House, the YWCA,
Volunteers of America, Catholic Community Services, Salt Lake Community Action Program, and
The Road Home.
Grant Administration: Salt Lake City's Housing and Neighborhood Development Division (HAND)
administers the ESG program. The City's ESG activities are consistent with the homeless needs
identified in its Consolidated Plan and its annual Action Plans with provide narrative descriptions of
the City's homeless needs and how it proposes to use ESG funds to address those needs. Salt
Lake City annually reports to HUD in its CAPER on the output measurements of its ESG program
including the number of homeless persons who received emergency shelter, homelessness
prevention and rapid re-housing services.
Application Process: Salt Lake City solicits applications for ESG funding from local service
providers who provide eligible activities and services. HAND reviews all applications to determine
their eligibility based on ESG regulations in 24 CFR 576 and the homelessness needs described in
Salt Lake City's Consolidate Plan.
Public_Participation: Public participation is encouraged throughout the ESG application process.
• A General Needs Hearing is held prior to the application deadline where the public is
encouraged to participate.
• The Community Development Capital Improvements Program (CDCIP) Board, a citizen
volunteer board composed of residents representing City Council districts, reviews the
eligible applications and evaluates the proposals based on their goals and objectives, the
Subgrantees' past performance, and the City's Consolidated Plan.
• The CDCIP Board makes its funding recommendations and forwards them to the Mayor
and City Council for consideration. The Mayor reviews the Board's recommendations and
also evaluates the applications based on the goals in the City's Consolidated Plan. The
Mayor then submits his recommendations to the City Council.
• The City Council holds a public hearing and then reviews the funding requests and makes
the final funding approvals for the program year.
Subgrantee Coordination and Management: HAND interacts with ESG Subgrantees throughout
the program year in terms of coordinating their activities and providing program management.
• HAND holds a training workshop at the beginning of each program year for ESG
Subgrantees to review the requirements of their grant agreements and explain federal
regulations and City policies they are required to follow.
• Salt Lake City executes written grant agreements with ESG Subgrantees which require
their compliance with all federal requirements citied in 24 CFR 576 as well as City policies.
The agreements define the Subgrantees' performance measurements, billing procedures,
required documentation, and reporting procedures. The scope of service sections outline
the approved activities to be performed by the Subgantees and the budget sections outline
the amount of funding allocated to each of the activities for which they receive funding.
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12
• The City's grant agreements also require the submission of quarterly and annual reports
documenting accomplishments. HAND reviews these reports to ensure the information it
reports to HUD in the CAPER and IDIS is complete, accurate, timely, and reflects
comprehensive performance data.
Program Financial Management: HAND maintains professional financial management of all ESG
funds received by Salt Lake City.
• Internal Controls: HAND maintains an office staffing document that sets forth lines of
responsibility. Employee duties are separated and those in charge of financial transactions
are defined. Only authorized employees can approve transactions in accordance with
designated program criteria.
• Financial and Accounting Transactions: HAND follows established accounting procedures
to approve and record financial transactions. The City requests funds from HUD based on
a Subgratnee activities set forth in the scope of services of its grant agreement and the
Subgrantee's eligible expenditures identified in the budget section of its grant agreement
and verified with appropriate documentation.
• Payment Requests: HAND processes ESG Subgrantee payment requests on a
reimbursement basis. Each request is reviewed prior to making the payment to assure the
request is in compliance with the Subgrantee's grant agreement and is supported with
appropriate documentation prior to making the payment.
• Subgrantee Files: HAND maintains files for each Subgrantee including their applications,
correspondence with the City, EEO, ADA and Employee 504 Forms, verification they have
a language access plan, their quarterly and annual reports, audit reports, reimbursement
requests and verification of all payments processed.
• Audit Reports or Audited Financial Statements: ESG Subgrantees are required to submit
single audit reports or auditerd financial statements annually depending on whether they
meet the audit threshold of $500,000 in annual federal income or the applicable state audit
threshold.
• Subgrantee Financial System Internal Controls: Each Subgrantee is required to develop
written policies and procedures covering how transactions are recorded, who has authority
to approve financial transactions, how transactions are classified and tracked based on
proper accounting procedures, how duties are separated to reduce the opportunity for
someone to conceal errors or irregularities in the normal course of activities. Each
Subgrantee must also have an organizational chart that shows the lines of responsibility in
regard to the oversight and management of ESG grant activities, specifically and fiscal
management generally.
Describe the jurisdiction's performance standards for evaluating ESG activities.
1. Standard policies and procedures for evaluating individuals' and families' eligibility for
assistance under ESG.
A. Requirements for All Program Participants whether Homeless or At Risk of
Homelessness:
(1) Evaluations: Agencies providing assistance must provide an initial
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13
evaluation to determine the eligibility of each individual or family's eligibility
for ESG assistance and the amount and types of assistance the individual or
family needs to regain stability in permanent housing.
These evaluations must be conducted in accordance with the Continuum of
Care centralized or coordinated assessment requirements and the agency
Policies and Procedures. Evaluation documentation must be kept in client
file.
Agencies should have a process in place to refer persons ineligible for ESG
assistance to the appropriate resources or service provider that can assist
them.
(2) Income Eligibility: Individual or household must be at or below 30% of the
Area Median Income (AMI). AMI limits are available on HUD's web site at:
http://www.huduser.orq/portal/datasets/il/i112/index.html.
(3) Housing Status: The household must be either at risk of homelessness (for
prevention assistance) or homeless (for rapid re-housing assistance).
Housing status documentation must be kept in client file.
B. Housing Status Determination
Each household served with financial assistance and/or housing and stabilization
services must be determined to be either at risk of losing housing (Prevention) or
homeless (Rapid Re-housing) through a housing status determination process that
includes documentation of the household's current living situation.
At Risk of Homeless— Definition
Category 1 — Individuals and Families:
An individual or family who:
(i) Has an annual income below 30% of area median income for the
area; AND
(ii) Does not have sufficient resources or support networks immediately
available to prevent them from moving to an emergency shelter or
another place defined in Category 1 of the "homeless" definition;
AND
(iii) Meets one of the following conditions:
(a) Has moved because of economic reasons 2 or more times
during the 60 days immediately preceding the application for
assistance; OR
(b) Is living in the home of another because of economic
hardship; OR
(c) Has been notified that their right to occupy their current
housing or living situation will be terminated within 21 days
after the date of application for assistance; OR
(d) Lives in a hotel or motel and the cost is not paid for by
charitable organizations or by Federal, State, or local
government program for low-income individuals; OR
(e) Lives in an SRO or efficiency apartment unit in which there
reside more than 2 persons or lives in a larger housing unit in
which there reside more than one and a half persons per
room; OR
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14
(f) Is exiting a publicly funded institution or system of care; OR
(g) Otherwise lives in housing that has characteristics associated
with instability and an increased risk of homelessness, as
identified in the recipient's approved Con Plan.
Category 2 — Unaccompanied Children and Youth:
A child or youth who does not qualify as homeless under the homeless
definition, but qualified as homeless under another Federal statute.
Category 3 — Families with Children and Youth:
An unaccompanied youth who does not qualify as homeless under the homeless
definition, but qualifies as homeless under section 725(2) of the McKinney-Vento
Homeless Assistance Act, and the parent(s) or guardian(s) of that child or youth
if living with him or her.
Homeless— Definition
Category 1 — Literal Homeless:
Individual or family who lacks a fixed, regular, and adequate nighttime
residence, meaning:
(i) Has a primary nighttime residence that is a public or private place not
meant for human habitation;
(ii) Is living in a publicly or privately operated shelter designated to
provide temporary living arrangements (including congregate
shelters, transitional housing, and hotels and motels paid for by
charitable organizations or by federal, state and local government
programs); OR
(iii) Is exiting an institution where (s)he has resided for 90 days or less
AND who resided in an emergency shelter or place not meant for
human habitation immediately before entering that institution.
Category 2 — Imminent Risk of Homelessness:
Individual or family who will imminently lose their primary nighttime residence,
provided that:
(i) Residence will be lost within 14 days of the date of application for
homeless assistance;
(ii) No subsequent residence has been identified; and
(iii) The individual or family lacks the resources or support networks
needed to obtain other permanent housing.
Category 3 — Homeless under other Federal statutes
Unaccompanied youth under 25 years of age, or families with children and
youth, who do not otherwise qualify as homeless under this definition, but who:
(i) Are defined as homeless under the other listed federal statutes;
(ii) Have not had a lease, ownership interest, or occupancy agreement in
permanent housing during the 60 days prior to the homeless
assistance application;
(iii) Have experienced persistent instability as measured by two moves or
more during the preceding 60 days; AND
(iv) Can be expected to continue in such status for an extended period of
time due to special needs or barriers.
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Category 4 — Fleeing/Attempting to Flee Domestic Violence:
An individual or family who:
(i) Is fleeing, or is attempting to flee, domestic violence;
(ii) Has no other residence; AND
(iii) Lacks the resources or support networks to obtain other permanent
housing.
C. Income Determination
Each household served with financial assistance and/or housing and stabilization
services must be determined to be below 30% of Area Median Income (AMI)
through an income determination process that includes identifying the applicable
AMI, documenting income, and calculating household income.
• Area Median Income (AMI): Income must be at or below 30% of AMI. AMI
is updated annually and can be found at
www.huduser.org/portal//datasets/il/i112/index.html.
• Income: Any money that goes to, or on behalf of, the head of the household
or spouse (even if temporarily absent) or to any other household member.
• Includes current gross income of all adult household members and unearned
income attributable to a minor (e.g., child support, TANF payments, SSI
payments, and other benefits paid on behalf of a minor).
• Gross income: The amount of income earned before any deductions (such
as taxes and health insurance premiums) are made.
• Current income: Income that the household is currently receiving at the time
of application for ESG assistance.
• Income recently terminated should not be included.
• Current income at the three month eligibility recertification also based on the
total income the household is receiving at the time of recertification.
• Inclusions/exclusions: "Inclusions" (types of income to be counted) and
"exclusions" (types of income that are not considered) for all adult members
of a household. For a detailed list of inclusions and exclusions, see HUD
regulations.
• Documentation of calculated income relative to AMI must be kept in the
participant's file.
2. Policies and procedures for coordination among emergency shelter providers, essential
service providers, homelessness prevention and rapid re-housing assistance providers,
other homeless assistance providers, and mainstream service and housing providers.
A. Consultation with the Continuum: Salt Lake City will consult with the Continuum to
receive input on allocating ESG funds, developing performance standards,
evaluating project outcomes; and implementing procedures for the administration
and operation of HMIS.
B. Coordination with Targeted Homeless Services: Salt Lake City and its ESG
subgrantees will coordinate and integrate ESG funded activities to the maximum
extent practicable with other programs targeted to help homeless populations in the
Salt Lake area.
C. Coordination with Mainstream Resources: Salt Lake City and its ESG subgrantees
will and integrate ESG funded activities to the maximum extent practicable with
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mainstream housing, health, social services, employment, education, and youth
programs.
D. Centralized or Coordinated Assessment: Once the Continuum has developed a
centralized or coordinated assessment system in accordance with requirements
established by HUD, Salt Lake City's ESG funded programs will use that
assessment system. Victim services providers will not be required to use the
centralized or coordinated assessment system.
3. Policies and procedures for determining and prioritizing which eligible families and
individuals will receive homelessness prevention assistance and which eligible families and
individuals will receive rapid re-housing assistance.
A. After consulting with the Continuum and service providers receiving ESG client
assistance funds, Salt Lake City will identify any client categories that need to
receive preference in utilizing limited ESG assistance. Such preferences are to be
used as guidance and not to eliminate any eligible persons or households deemed
most appropriate by the service providers who have immediate and detailed
knowledge of their specific clients' circumstances.
B. Salt Lake City's preference is to assist both individuals and families with
homelessness prevention and rapid re-housing assistance.
(1) Rapid Re-housing: First time homeless individuals and families who can
effectively utilize ESG assistance to prevent a reoccurrence of
homelessness. This is to be determined after an assessment by a case
manager in consultation with the service provider.
(1) Homelessness Prevention: Households who are at imminent risk of losing
their current housing and in need of immediate assistance to avoid moving
into an emergency shelter.
(3) To identify individuals and families who are most at risk of homelessness,
Salt Lake City will consult with the Continuum and ESG service providers to
determine the combination of characteristics that best describe individuals
and families living in shelters or on the streets. These combinations of
characteristics will serve as a guide for targeting and prioritizing prevention
assistance to individuals and families most in need.
(a) The household lacks the financial resources to remain in its existing
housing and has an eviction notice from the landlord.
(b) No appropriate subsequent housing options have been identified.
(c) The household lacks support networks necessary to remain in
existing housing.
(d) The existence of two or more risk factors including but not limited to
the following: doubled-up, single-parent, loss of income in the last 90
days, disability, large family size.
(e) Potential impact. Would short-term assistance make a difference for
the client, resulting in a more stable situation in the near term?
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4. Standards for determining the share of rent and utilities costs that each program participant
must pay, if any, while receiving homelessness prevention or rapid re-housing assistance.
A. It is anticipated that ESG rapid re-housing/homelessness prevention assistance will
be short term. Generally, eligible homeless families will receive a deposit and full
prorated rent. After the initial ESG payment, they can be assessed for further
financial assistance. If reapproved, families are required to pay at least 30% of their
total household income toward rent with ESG funds paying the remainder.
B. At the initial reassessment and every assessment thereafter, families will be
required to provide verification of all household income. Excluded income according
to HUD guidance will not count toward eligibility for participation in the program.
However, when calculating 30% of total household income, families will be asked to
verify all income that comes into the household.
C. If a family has zero income, or if the income fluctuates from month to month, an
adjustment in the client portion of rent may be approved by the provider in order to
ensure that full rent is paid to the landlord in a timely manner.
D. If available, other funds will pay for some types of utility debts and crisis utility
payments. These payments will be determined on a case by case basis. Utility
payments will not be a standard part of the ESG rapid re-housing/homelessness
prevention assistance program.
5. Standards for determining how long a particular program participant will be provided with
rental assistance and whether and how the amount of that assistance will be adjusted over
time.
A. Short-term and medium-term rental assistance: An eligible individual or family may
receive up to 24 months of rental assistance during any 3-year period. Short-term
rental assistance is assistance for up to 3 months of rent. Medium-term rental
assistance is assistance for more than 3 months but not more than 24 months of
rent.
(1) Flexibility: Subgrantees have the flexibility to determine the amount of rental
assistance provided.
(2) Needs based: Assistance should be "needs-based" providing the minimum
amount needed to prevent the program participant from becoming homeless
or returning to homelessness in the near future.
(3) Security and utility deposits: Subgrantees have the discretion to determine
how to handle security and utility deposits. If the subgrantee recovers a
deposit, it must be treated/reported as program income.
B. Rental arrears: This assistance may include payment of rental arrears consisting of
a one-time payment for up to 6 months of rent in arrears, including any late fees on
those arrears.
C. A program participant's eligibility and the types and amounts of assistance the
program participant needs must be re-evaluated not less than once every 3 months
for prevention assistance and not less than once annually for rapid re-housing
assistance. At a minimum each re-evaluation of eligibility must establish that:
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(1) The program participant needs to show progress in establishing income
beyond initial AMI eligibility. If this criteria is not met, the case manager
must document the extenuating circumstances and obtain a waiver from
their supervisor.
AND
(2) The program participant lacks sufficient resources and support networks
necessary to retain housing without ESG assistance.
D. Each program participant must notify the agency providing housing assistance
regarding changes in their income or other circumstances (e.g., changes in
household composition) that affect the participant's need for ESG assistance. When
notified the agency providing housing assistance must re-evaluate the participant's
eligibility and amount and types of assistance needed.
E. Termination of housing assistance: The subgrantee may terminate assistance to a
program participant who violates program requirements. In terminating assistance
to a program participant, the subgrantee must provide a formal process that
recognizes the rights of individuals receiving assistance to due process of law. This
process, at a minimum, must consist of:
(1) Written notice to the program participant containing a clear statement of the
reasons for termination;
(2) A review of the decision, in which the program participant is given the
opportunity to present written or oral objections before a person other than
the person (or a subordinate of that person) who made or approved the
termination decision; and
(3) Prompt written notice of the final decision to the program participant.
6. Standards for determining the type, amount, and duration of housing stabilization and/or
relocation services to provide a program participant, including the limits, if any, on the
homelessness prevention or rapid re-housing assistance that each program participant may
receive, such as the maximum amount of assistance, maximum number of months the
program participants receives assistance; or the maximum number of times the program
participants may receive assistance.
A. The type of supportive services offered will be determined during an initial
assessment of the family and tailored to individual barriers and needs. Eligible
families will receive services for the duration of the rental assistance which can be
extended beyond the rental assistance. A family needs to be meeting the goals set
by the family and case manager in order to be reassessed for additional months of
service.
B. Housing relocation and stabilization services
ESG funds may be used for services that assist program participants with housing
stability and placement. Eligible activities include:
(1) Case management
(a) ESG case management funds may be used for activities for the
arrangement, coordination, monitoring, and delivery of services
related to meeting the housing needs of program participants and
helping them obtain housing stability.
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(b) Component services and activities may include:
(i) Counseling;
(ii) Developing, securing, and coordinating services;
(iii) Monitoring and evaluating program participant progress;
(iv) Assuring that program participants' rights are protected;
(v) Developing an individualized housing and service plan,
including a path to permanent housing stability subsequent to
ESG financial assistance.
(2) Housing search and placement
(a) ESG housing search and placement funds may be used for services
or activities to assist individuals or households in locating, obtaining,
and retaining suitable rental housing.
(b) These may include:
(i) Tenant counseling;
(ii) Assisting individuals and households to understand leases;
(iii) Securing utilities.
2012 SALT LAKE COUNTY HOMELESS SERVICE PRIORITIES
The Salt Lake County Homeless Coordinating Council conducted a Homeless Needs Survey in
March 2012 among its members and the members of the Continuum and the Long Range Planning
Committee to identify priorities as to the type of housing and services needed by homeless
individuals and families and which homeless populations need which services.
2012 Homeless Service Priorities
For Non-Chronically Homeless
• Families with dependent children receiving Permanent Housing with appropriate
supportive services
For Chronically Homeless
• Single Adults receiving Permanent Supportive Housing
Other Subpopulation Priorities
• Mentally ill
• Chronic Substance Abuse
• Youth
Overall Service Priorities
• Case Management
• Employment
• Mental Illness Treatment
• Life Skills Services
• Substance Abuse Treatment
Continue the work to house the Chronically Homeless, but as that population is successfully
housed increase services for the Non-Chronically Homeless.
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Other Priorities
• Focus on Rapid Re-housing and Permanent Supportive Housing more than
supportive services.
• Continued utilization of HMIS
• Support of Centralized Intake Process
• Prevention
Describe the jurisdiction's consultation with the Continuum of Care in determining how to
allocate ESG program funds by activity type and geographic distribution.
Following collaboration with the Continuum on the development of ESG performance standards,
Salt Lake City will mail application notices to its homeless service and housing providers, members
of the Continuum that have the capacity to carry out appropriate activities, local nonprofit
organizations that provide a wide range of homeless services, place notices on its City's Housing
and Neighborhood Development website, and make announcements at appropriate meetings
including those held by the Salt Lake County Homeless Coordinating Committee and the Utah
Housing Coalition.
Eligible applicants will be selected through a competitive process, along with input from the
Continuum, with high priority given to those agencies with established programs and a proven
track record in dealing with homeless prevention and rapid re-housing who will be able to assist
clients the most efficiently and who are currently utilizing the HMIS program. Consideration will
also be given to the ability of each application to meet the priorities and goals established by the
City in consultation with the Continuum.
Following the staff's determination of application eligibility and applicant capacity, applications will
be reviewed by the Community Development Capital Improvements Program Board and the
Mayor. The recommendations of the Board and the Mayor will be forwarded to the City Council.
The City Council will hold a public hearing to encourage public comment on the applications prior
to making their final funding approvals.
Once the funds are awarded by the City Council, written agreements with the successful
subgrantees will be completed. Following the finalization of the written agreements, projects will
be set up in the City's financial system, the Housing and Neighborhood accounting tool, and in
IDIS. Funds will then be allocated to the appropriate subgrantees in the IDIS system.
Describe the centralized or coordinated assessment system used by the Continuum of Care
as set forth in 24 CFR 576.400(d).
The Continuum is in the process of developing a coordinated assessment system. When it is
completed, Salt Lake City will coordinate its ESG activities with the Continuum's assessment
system to ensure the screening, assessment and referral of program participants are consistent
with the standards established by the Continuum.
Describe the jurisdiction's consultation with the Continuum of Care in determining how to
evaluate the outcomes of projects and activities assisted by ESG funds.
Salt Lake City has regularly consulted with the Continuum since the Federal stimulus funding was
first received and will continue to meet with the Continuum on evaluating the outcomes and
effectiveness of programs assisted with ESG funds. The Continuum operates under the direction
of the Salt Lake County Homeless Coordinating Committee which it regularly updates on its
activities. The Homeless Coordinating Committee also coordinates activities among its members
involving rapid re-housing and homelessness prevention at its monthly meetings. The Continuum
and Homeless Coordinating Committee also participate in annually updated the Salt Lake County
Ten-Year Plan to End Homelessness.
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Describe the jurisdiction's consultation with the Continuum of Care in developing policies
and procedures for the administration and operation of the HMIS.
Salt Lake City and its ESG Subgrantees will continue to report data on all projects to HMIS in
accordance with the directives of the Continuum and UHMIS. ESG Subgrantees input beneficiary
data into the HMIS system which is monitored for accuracy and reported to Salt Lake City via
UHMIS.
Describe your organization's plan to consult with homeless or formerly homeless
individuals in considering and making policies and decisions regarding any ESG-funded
facilities, services, or other assistance.
The Salt Lake County Homeless Coordinating Council is seeking a current or former homeless
programs participant who is willing to take part in meetings, planning processes and committees.
The Council is interested in getting a consumer's point of view as it discusses current and future
homeless services and programs in Salt Lake County.
MONITORING
Salt Lake City, in addition to its standard practices and procedures, will offer technical assistance
to all ESG Subgrantees. This will help ensure that each organization understands the changes to
the ESG program. The City will also require each Subgrantee to input client data into a statewide
HMIS system. The State of Utah will provide the City with reports as required or requested with
appropriate client level data. The City will continue to have dedicated staff to monitor Subgrantees
for compliance in accordance with the City's current monitoring policies. Furthermore,
Subgrantees will be required to annually certify that they have written policies and procedures that
govern the ESG program and follow the documentation standards of 24 CFR 576.500. As
Subgrantees are monitored, the City will verify for compliance.
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APPENDIX: PUBLIC COMMENT
The Salt Lake County Homeless Coordinating Council, representing more than forty service
providers, commented:
As the Point in Time has indicated, the number of homeless individuals is increasing.
A large portion of these individuals consist of families and as such, when affordable
housing is developed it is important that it be in housing that provides more than a
single bedroom for individuals belonging to larger families.
Also, the process o determining unmet need has been completed and has indicated
that the homeless services system is in need of the development of another 293 beds
using the Permanent Supportive Housing model and 25 beds using the Safe Haven
model, and ask that projects of this nature be made an explicit priority.
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