Transmittal - 9/21/2022ERIN MENDENHALL DEPARTMENT of COMMUNITY
Mayor and NEIGHBORHOODS
BLAKE THOMAS
Director
SALT LAKE CITY CORPORATION
451 SOUTH STATE STREET, ROOM 404 WWW.SLC.GOV
P.O. BOX 145460, SALT LAKE CITY, UTAH 84114-5460 TEL 801.535.6230
CITY COUNCIL TRANSMITTAL
________________________ Date Received: _________________
Lisa Shaffer, Chief Administrator Officer Date sent to Council: _________________
______________________________________________________________________________
TO: Salt Lake City Council DATE: September 21, 2022
Dan Dugan, Chair
FROM: Blake Thomas, Director, Department of Community & Neighborhoods
_________________________
SUBJECT: Progress update on substantial amendments to the Salt Lake City 2020-2024
Consolidated Plan, 2020-2024 Citizen Participation Plan, and 2021-2022 Annual Action Plan for
utilization of The American Rescue Plan Act (ARP), U.S. Department of Housing and Urban
Development (HUD), one-time, supplemental HOME Investment Partnerships Program
(HOME), referred to as HOME-ARP, funds in the amount of $3,533,195 for shelter or affordable
housing for qualified populations.
STAFF CONTACT: Tony Milner, Director of the Housing Stability Division
801-535-6168, tony.milner@slcgov.com
Heather Royall, Deputy Director of the Housing Stability Division
801-535-7273, heather.royall@slcgov.com
DOCUMENT TYPE: Informational only
RECOMMENDATION: Review
BUDGET IMPACT: $3,533,195 in one-time, supplemental HOME-ARP funds
BACKGROUND/DISCUSSION: Through the American Rescue Plan Act (ARP), Salt Lake
City was notified on April 28, 2021, about a one-time, supplemental allocation of U.S. Housing
and Urban Development (HUD), HOME Investment Partnerships Program (HOME-ARP) funds
in the amount of $3,533,195 for the purpose of non-congregate shelter, affordable housing,
tenant-based rental assistance, and related supportive services to benefit homeless individuals,
individuals at risk of homelessness, individuals fleeing or attempting to flee domestic violence,
and households at great risk of housing instability. In September 2021, HUD provided full
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Lisa Shaffer (Sep 21, 2022 16:42 MDT)
guidance for the HOME-ARP funds. This allocation is separate from and does not affect the
City’s annual HUD HOME funding.
The forthcoming amendments will allow the award from the HOME-ARP funding to Salt Lake
City for shelter or affordable housing for qualified populations. These funds will be used in Salt
Lake City for eligible activities and services in accordance with the HOME-ARP regulations.
Pursuant to HUD guidelines, the City must engage in consultation and public participation
processes and develop a HOME-ARP Allocation Plan (Plan) to receive the funds. Currently, the
Administration is in the process of developing a draft of the Plan, refer to Exhibit A: SLC
Community Assessment and Allocation Plan, Partial Draft (Partial Draft Plan), that includes a
needs assessment, gaps analysis, and summary of initial community outreach. The Partial Draft
Plan presents an opportunity for Council to provide feedback and policy direction as the
Administration finalizes a draft for additional public outreach.
Administration’s Proposed Use of Funds – Homeless Housing Grant Fund Phase II:
As illustrated in the Partial Draft Plan, the number of persons experiencing homelessness has
significantly increased over recent years. Accordingly, the greatest need is to fund new units of
rental housing for persons experiencing homelessness. The supplemental, one-time nature of the
HOME-ARP funds is well suited to be utilized as a critical subsidy for housing that is the most
difficult to develop. As such, the Administration proposes to solicit applications through a
transparent, competitive process for the construction or acquisition/rehabilitation of new
permanent supportive housing (PSH) or transition housing units. Projects shall serve qualified
low-income households that meet HUD’s definition of chronically homeless or are otherwise
assessed by the region’s coordinated entry system as the most vulnerable homeless persons.
Due to the limited cash flow generated by these types of housing projects, the Administration
recognizes that funding may need to be provided as a deep subsidy or grant. Funding would
leverage various other sources of local, state, and federal funds, including the $6 million
proposed as a Homeless Housing Grant Fund in FY 2022-23 BA3, if approved. The $6 million
proposed through BA3 would be deployed as Phase I to be immediately used for housing units
that would be available by April of 2023, while the HOME-ARP funds would be available for
projects that are farther out in the development process.
Process Overview:
A summary of the process to finalize the Plan, adopt the necessary HUD amendments, and
obtain HUD approval for the City’s utilization of HOME-ARP is as follows, with this transmittal
initiating Step 2 of the process:
ACTIVITY DETAILS CITY COUNCIL
ACTION
STEP 1: Initial
Community
Outreach and
Assessment
(completed)
Initial outreach and assessment, as follows:
• Consultation with stakeholders and initial public engagement
• Needs assessment and gaps analysis
• Initial 15-day public input period: May 22 - June 8, 2022
• Housing Stability public hearing: June 1, 2022
• N/A
STEP 2: Partial
Draft Plan
A Partial Draft Plan, based on the efforts completed in Step 1, is
transmitted to Council for a policy discussion.
• Plan components transmitted:
o Summary of available funding
o Summary of public engagement
o Summary of needs and gaps
• Plan components pending additional outreach and policy
discussions:
o Planned activities (general and not project specific)
o Affordable housing production goals (number of units)
o Preferences for target populations
o Method of awarding funding (RFP, application process,
etc.)
• Transmittal
• Policy discussion
STEP 3: Complete
Draft Plan
(upcoming)
A Complete Draft Plan, including all of the plan components
outlined in Step 2 and incorporating policy direction, is finalized
and transmitted to Council. A 30-day minimum public comment
period is initiated.
• Transmittal
• Consideration of
adoption after public
comment period and
public hearing
STEP 4: Public
Hearing
(upcoming)
After the public comment period in Step 3 has been in process for
at least 30 days, the City Council shall hold a public hearing.
• Public Hearing
STEP 5: Adoption
(upcoming)
The Council adopts Substantial Amendments for the 2020-2024
Consolidated Plan, 2020-2024 Citizen Participation Plan and
2021-2022 Annual Action Plan.
• Resolution
STEP 6: HUD
Approval
(upcoming)
Housing Stability staff will file the appropriate certifications and
submission to HUD.
• N/A
Eligible Activities:
For an activity to be eligible for HOME-ARP, it must align with the following Eligible Uses and
Qualifying Populations and have demonstrated need through the needs assessment, gaps
analysis, and community input.
Eligible Uses:
• Development or rehabilitation and support of affordable housing for qualifying
populations. HOME-ARP defines “housing” as including but not limited to manufactured
housing, single room occupancy (SRO) units, and permanent supportive housing.
Emergency shelters, hotels, motels, facilities such as nursing homes, residential treatment
facilities, correctional facilities, halfway houses, and housing for students or dormitories
do not constitute housing in the HOME-ARP program. HOME-ARP funds may be used
to acquire and rehabilitate such structures into HOME-ARP rental housing. HOME
definition, permanent with a lease.
• Acquisition and development of non-congregant shelter units, which may be converted to
permanent housing or permanent affordable housing, used as emergency shelter, or left as
non-congregant emergency shelter.
• Tenant-based rental assistance (TBRA).
• Supportive service, for organizations carrying out HOME-ARP activities, to qualifying
individuals, including housing counseling and homeless prevention services.
Qualifying Populations:
• Individuals or households that are or are at-risk of experiencing homelessness, or
• People who are fleeing or attempting to flee domestic violence, dating violence, stalking,
sexual assault, or human trafficking, or
• Populations for whom supportive services would prevent the family’s homelessness or
having a high risk of housing instability, or
• Households with a veteran family member that meets one of the above criteria.
COMMUNITY ASSESSMENT & ALLOCATION PLAN: To target the HOME-ARP funds
to the unique needs of recipient communities, HUD is requiring all recipients to undertake an in-
depth community assessment, including engaging in consultation and public participation
processes, conducting an inventory and gap analysis, prior to the development and submission of
the Plan for approval.
The Administration conducted this in-depth community assessment to evaluate the gaps and
unmet needs in Salt Lake City, related to the HOME-ARP qualifying populations, eligible
activities, and services, in accordance with the HUD HOME-ARP regulations.
The Plan developed by the City must be influenced by the findings of the community
assessment, in order to be approved by HUD. The submission of an Allocation Plan and
acceptance of the HOME-ARP funds will also require a Substantial Amendment to the City's
2020-2024 Consolidated Plan, 2020-2024 Citizen Participation Plan, and the 2021-2022 Annual
Action Plan.
HUD has authorized access to, and use of 5% of a recipient’s total award for up-front
Administrative and Planning purposes. Once Salt Lake City’s HOME-ARP Plan is approved by
HUD, the remaining award will be made available to the City. All funds must be used by
September 30, 2030.
To facilitate the City’s HOME-ARP community engagement and assessment process and
development of an Allocation Plan, Housing Stability contracted the services of Zions Public
Financing Inc. (ZPFI), who surveyed community partners, collecting housing and homelessness
related data, and helped prepare the Community Assessment reports and Partial Draft Plan.
Housing Stability was able to contract ZPFI with funds budgeted for FY 21-22, in anticipation of
HUD requiring such assessments. After HOME-ARP administration funds became available to
access, Housing Stability reassigned the ZPFI expenses from the general fund to HOME-ARP
funding.
COMMITMENT OF FUNDS: The Administration, through Housing Stability, will administer
the HOME-ARP funds, and staff will continue to communicate with the City Council about the
HOME-ARP allocation process.
Housing Stability will take into consideration any direction given from the City Council for a
preferred award process and activity. HUD has directed that the proposed activities must
coincide with the data received from the community. Depending on the process of awarding
funds the timeline of getting HOME-ARP into the community may be impacted. Funds can be
committed through a competitive application or direct allocation by the Mayor and City Council.
A competitive application process could follow the traditional HOME funding allocation
process, including reviews and recommendations of applications by the Housing Trust Fund
Advisory Board (HTFAB), then the Mayor, and then the Council for final approval.
The City has and will continue to collaborate with Salt Lake County, the State of Utah, and the
RDA to enhance the impact of HOME-ARP funds within the community. The priorities of the
City Council, Mayor’s Office, and City’s Homeless Engagement and Resource Team (HEART)
will also be considered throughout this process. HOME-ARP can be committed through the
following options to develop or rehabilitate affordable housing: grant, amortized loan, forgivable
loan, surplus cash loan, or deferred payment loan. If HOME-ARP is used as TBRA or supportive
services, it can only be given as a grant.
Any guidance from City Council is collected by Housing Stability and will be incorporated into
the Allocation Plan subject to HUD HOME-ARP regulations. As stated, HUD is requiring Salt
Lake City to conduct a Community Assessment and Allocation Plan and the chosen activities
and priorities must align with the results of the assessment and plan.
PROPOSED SUBSTANTIAL AMENDMENTS: Due to the City’s allocated HOME-ARP
funding, Substantial Amendments are required for the adopted 2020-2024 Consolidated Plan,
2020-2024 Citizen Participation Plan, and the 2021-2022 Annual Action Plan.
Substantial Amendments are in process and are being prepared following the guidance from
HUD, as issued to date.
HUD REQUIREMENTS
HUD’s Substantial Amendment Section 24 CFR 91.505 (b), outlines the criteria for
Substantial Amendment and states “the jurisdiction shall identify in its Citizen
Participation Plan the criteria it will use for determining what constitutes a Substantial
Amendment. It is these Substantial Amendments that are subject to a citizen participation
process, in accordance with the jurisdiction's citizen participation plan.”
SALT LAKE CITY 2020-2024 CONSOLIDATED PLAN REQUIREMENTS
Salt Lake City’s Consolidated Plan for 2020-2024 Citizen Participation Plan defines a
Substantial Amendment as:
1. A proposed use of funds that does not address a goal or underlying strategy
identified in the governing Consolidated Plan or Annual Action Plan; or
2. Increasing funding levels for a given project by 100% or more of the previously
adopted amount; or
3. Decreasing funding levels for a given project by 100% AND pivoting impacted
funds to another approved use during an action plan period; or
4. A change to a regulatory requirement or additional allocated funding from the US
Department of Housing & Urban Development that defines that a Substantial
Amendment must be completed.
Substantial Amendment to 2020-2024 Consolidated Plan:
#1 Accept Additional Allocations of Funding
Section SP-35, The Strategic Plan, Anticipated Resources. HUD 24 CFR 91.215
(a)(4), 91.220 (c)(1,2). Located on page 146 of the 2020-2024 Consolidated Plan.
The HOME-ARP allocation represents an additional allocation of funding from
HUD to Salt Lake City’s 2020-2024 Consolidated Plan, thus requiring a
Substantial Amendment.
With Council’s adoption of the resolution the City’s current 2020-2024
Consolidated Plan will be amended to reflect the additional funding and eligible
uses of the grant funds.
(See Exhibit 5, Substantial Amendment to SP-35 Anticipated Resources and AP-
15 Expected Resources)
Substantial Amendment to 2021-2022 Annual Action Plan:
#1 Accept Additional Allocations of Funding
Section AP-15, Expected Resources. HUD 24 CFR 91.215 (a)(4), 91.220 (c)(1,2).
Located on page 33 of the 2021-2022 Annual Action Plan.
A Substantial Amendment is required to accept the HOME-ARP. These funds
represent an additional allocation of funding from HUD to Salt Lake City’s 2020-
2024 Consolidated Plan and 2021-2022 Annual Action Plan.
The City’s 2021-2022 Annual Action Plan will be amended to reflect the
additional funding and eligible uses of grant funds.
(Note: The HOME-ARP funds were allocated to the City April 28, 2021, and
HUD requires that the program year at time of allocation be amended.)
(See Exhibit 5, Substantial Amendment to SP-35 Anticipated Resources and AP-
15 Expected Resources)
PUBLIC COMMENT PERIOD: The first Public Comment Period was a hybrid meeting held
May 22, 2022, through June 8, 2022, with a Public Hearing hosted by Housing Stability on June
1, 2022. There were no comments received during the public hearing. This Public Comment
Period was an opportunity for the public to review and give feedback on a draft of the HOME-
ARP Community Assessment and Allocation Plan.
A second Public Comment Period and Public Hearing will be required to finalize the Plan and
related Substantial Amendments. This Public Comment Period will be scheduled after Council is
briefed on the Partial Draft Plan during a public work session meeting.
All Public Comment Periods are posted in English and Spanish on the State’s Public Notice
website, sent to community partners to post, and provided to the Mayor’s Office and the Council
Office for dissemination on social media platforms and other applicable forms of electronic
communication and noticing.
Please see Exhibit 4 for a Summary of Public Comments.
COORDINATION WITH COMMUNITY PARTNERS: Salt Lake City has worked closely
with Salt Lake County, the State of Utah and other community partners to ensure funds will be
strategically targeted to reach HOME-ARP qualifying populations.
Community Partners include:
• HUD Regional Office,
• State and County HOME-ARP grantees,
• The Salt Lake Valley Coalition to End Homelessness and the Salt Lake County
Continuum of Care,
• National homeless and affordable housing consultants and advocacy groups.
NEXT STEPS: The Administration will consider the Council’s policy direction as a complete
draft of the Plan is finalized. Once finalized, it will be transmitted to Council and made available
for a minimum 30-day public comment period followed by a public hearing. Once adopted by
the Council, the Administration will submit the HOME-ARP Allocation Plan to HUD as a
substantial amendment to the 2021-2022 Annual Action Plan, along with a corresponding
substantial amendment to the 2020-2024 Consolidated Plan and 2020-2024 Citizen Participation
Plan, for HUD’s review and acceptance. The forthcoming amendments will allow the full award
from the HOME-ARP funding to Salt Lake City.
EXHIBITS:
Exhibit 1. Salt Lake City’s HOME-ARP Community Assessment and Allocation Plan,
Partial Draft Plan
Exhibit 2. 2020-2024 Consolidated Plan and 2020-2024 Citizens Participation Plan
(Appendix C of the 2020-2024 Consolidated Plan)
Exhibit 3. 2021-2022 Annual Action Plan
Exhibit 4. Summary of Public Comments
Exhibit 5. Substantial Amendments to SP-35 Anticipated Resources and AP-15 Expected
Resources
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SALT LAKE CITY
HOME-ARP ALLOCATION PLAN
MAYOR
ERIN MENDENHALL
CITY COUNCIL
VICTORIA PETRO-ESCHLER
ALEJANDRO PUY
CHRIS WHARTON
ANA VALDEMOROS
DARIN MANO
DAN DUGAN, CHAIR
AMY FOWLER
Prepared by
S A L T L A K E C I T Y
HOUSING STABILITY DIVISION
DEPARTMENT of COMMUNITY and NEIGHBHORHOODS
(;+Ζ%Ζ7
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Table of Contents
Table of Contents ........................................................................................................................................ 2
Consultation................................................................................................................................................. 4
Public Participation .................................................................................................................................. 14
Needs Assessment and Gaps Analysis ..................................................................................................... 16
HOME-ARP Activities ............................................................................................................................. 25
HOME-ARP Production Housing Goals ................................................................................................ 27
Preferences................................................................................................................................................. 29
Referral Methods ...................................................................................................................................... 31
Limitations in a HOME-ARP rental housing or NCS project .............................................................. 32
Red text indicates sections of the Allocation Plan that are still in
development, and will be finalized pending project/activity and budget
recommendations from the Mayor and final direction and approval from
City Council.
3
Salt Lake City HOME-ARP Allocation Plan Template with Guidance
Instructions: All guidance in this template, including questions and tables, reflect
requirements for the HOME-ARP allocation plan, as described in Notice CPD-21-10:
Requirements of the Use of Funds in the HOME-American Rescue Plan Program, unless noted
as optional. As the requirements highlighted in this template are not exhaustive, please refer to
the Notice for a full description of the allocation plan requirements as well as instructions for
submitting the plan, the SF-424, SF-424B, SF-424D, and the certifications.
References to “the ARP” mean the HOME-ARP statute at section 3205 of the American Rescue
Plan Act of 2021 (P.L. 117-2).
4
Consultation
In accordance with Section V.A of the Notice (page 13), before developing its HOME-ARP
allocation plan, at a minimum, a PJ must consult with:
• CoC(s) serving the jurisdiction’s geographic area,
• homeless service providers,
• domestic violence service providers,
• veterans’ groups,
• public housing agencies (PHAs),
• public agencies that address the needs of the qualifying populations, and
• public or private organizations that address fair housing, civil rights, and the needs of
persons with disabilities.
State PJs are not required to consult with every PHA or CoC within the state’s boundaries;
however, local PJs must consult with all PHAs (including statewide or regional PHAs) and
CoCs serving the jurisdiction.
Participating Jurisdiction: Salt Lake City Date: 3/16/2022
Describe the consultation process including methods used and dates of consultation:
This HOME-ARP Allocation Plan was prepared in consultation with agencies and service
providers whose clientele include the HOME-ARP qualifying populations (QPs). QPs include:
• Individuals or households that are currently homeless or are at-risk of experiencing
homelessness, or
• People who are fleeing or attempting to flee domestic violence, dating violence, sexual
assault, human trafficking, or
• Populations for whom supportive services would prevent the family’s homelessness or
having a high risk of housing instability, or
• Households with a veteran family member that meets one of the above criteria.
A wide variety of agencies serve the needs of QPs, including, but not limited to, entities that
focus on homeless services, veterans’ groups, individuals with disabilities, persons facing
violence and abuse, and those offering mental health services. On the front lines daily, these
entities have provided invaluable insights and data for inclusion in this allocation plan and
provide the foundation of our allocation plan analysis.
In order to receive as much input as possible from the QPs, a survey was provided to 79 entities
(listed below) to identify unmet needs and gaps in facilities and services, as well as to solicit
feedback from these agencies on identifying HOME-ARP eligible activities currently taking
place in their jurisdiction.
A cover letter explaining the purpose of the survey and the importance of each entity’s feedback,
signed by representatives from Salt Lake City and Salt Lake County, was also sent with the
5
survey. The survey was conducted from January 24, 2022, through February 25, 2022, with
follow-up phone calls and e-mails sent to non-responsive entities after that time period. In some
cases, follow-up interviews took place in order to gather more data and a deeper understanding
of current needs – especially unmet needs. The survey response rate was approximately 42%. All
CoCs, PHAs, Domestic Violence Service Providers, and Veteran Services responded to the
survey. A brief summary of responding organizations and the comments received are shown in
the table below.
In addition to the survey responses, extensive research and data was gathered regarding
homelessness, populations at risk of homelessness, veterans, and persons attempting to flee
situations of violence (domestic, dating, sexual assault, human trafficking, etc.). Major data
sources used include: CHAS, local point-in-time counts (PIT), CoC data, South Valley Services
(Sanctuary), YWCA, Utah Community Action and United States Census data.
List the organizations consulted:
Agency/Org
consulted
Type of Agency/Org Method of
Consultation
Feedback
Advantage
Services, Inc.
Homeless Services,
Veterans’ Group,
Organization Serving
Persons with disabilities
Survey Highest unmet need is Homeless –
Individual or Family.
Preferred use of funds is for the
Creation of Affordable Rental
Housing.
Organization Comments:
Greatest gap in housing is lack of
affordable housing.
Alliance House Homeless Services,
Organization Serving
Persons with Disabilities
Survey Highest unmet need is At Risk of
Homelessness.
Preferred use of funds is for the
Creation of Affordable Rental
Housing.
Organization Comments:
Greatest gaps in housing are truly
affordable housing.
The Soap 2 Hope Homeless Services,
Domestic and Other
Violence Services
Survey Highest unmet need is Fleeing, or
Attempting to Flee (Domestic
Violence, Dating violence, Sexual
Assault, Stalking, or Human
Trafficking).
6
Preferred use of funds is for
Nonprofit Operating and Capacity
Building Assistance.
Organization Comments:
Greatest gaps in housing/shelter
are safety, openings, crisis
undisclosed shelter for victims,
trauma informed services.
Shelters are understaffed and
overwhelmed.
We need HOME-ARP funding in
areas where the population can
access resources without barriers.
Department of
Workforce Services
Government Entity,
Services for Low Income
Families/Individuals,
Families/Individuals at
Risk of Homelessness
Survey Highest unmet need is At Risk of
Homelessness.
Preferred use of funds is for
Acquisition Development of Non-
Congregate Shelter Units.
Organization Comments:
Need available affordable
housing.
Assist Inc. Fair Housing
Organization,
Organization Serving
Persons with Disabilities
Survey Highest unmet need is At Risk of
Homelessness.
Preferred use of funds is for the
Creation of Affordable Rental
Housing.
Organization Comments:
Greatest gap in services is
permanent supportive services
and case management for persons
experiencing homelessness.
Family Support
Center
Homeless Services,
Domestic and Other
Violence Services,
Families/Individuals at
Risk of Homelessness
Survey Highest unmet need is Homeless
– Individual and Family.
Preferred use of funds is for
Nonprofit Operating and Capacity
Building Assistance.
Organization Comments:
7
Greatest gap in housing/shelter is
for family sober living. Greatest
gap in services is mental health
care providers.
Journey of Hope,
Inc.
Homeless Services,
Domestic and Other
Violence Services,
Organization Serving
Persons with
Disabilities.
Survey Highest unmet need is At Risk of
Homelessness.
Preferred use of funds is for the
Creation of Affordable Rental
Housing.
Organization Comments:
Greatest gap in housing/shelter is
not enough DV/SA trafficking
beds on the Wasatch Front.
Family Promise -
Salt Lake
Homeless Services Survey Highest unmet need is Homeless
– Individual or Family.
Preferred use of funding is for
Nonprofit Operating and Capacity
Building Assistance.
Housing Authority
of Salt Lake City
Homeless Services,
Domestic and Other
Violence Services,
Veterans' Group, Fair
Housing Organization,
Organization Serving
Persons with
Disabilities,
Families/Individuals at
Risk of Homelessness
Survey Highest unmet need is At Risk of
Homelessness.
Preferred use of funds is for
Nonprofit Operating and Capacity
Building Assistance.
Organization Comments:
The greatest gap to
housing/shelter is affordable
accessible housing with limited
qualifying restrictions.
State of Utah,
Office of Homeless
Services
Government Entity,
Homeless Services
Survey Highest unmet need is Homeless-
Individual or Family.
Preferred use of funds is for
Acquisition / Development of
Non-Congregate Shelter Units.
8
YWCA of Utah Homeless Services,
Domestic and Other
Violence Services
Survey Highest unmet need is Fleeing, or
Attempting to Flee (Domestic
Violence, Dating Violence,
Sexual Assault, Stalking, or
Human Trafficking).
Preferred use of funds is for
Nonprofit Operating and Capacity
Building Assistance.
Utah Community
Action
Homeless Services,
Families/Individuals at
Risk of Homelessness
Survey Highest unmet need is Fleeing, or
Attempting to Flee (Domestic
Violence, Dating Violence,
Sexual Assault, Stalking, or
Human Trafficking).
Preferred use of funds is for the
Creation of Affordable Rental
Housing.
The Road Home Homeless Services Survey Highest unmet need is Homeless-
Individual or Family.
Preferred use of funds is for the
Creation of Affordable Rental
Housing.
Organization Comments:
Greatest gap in housing/shelter is
the extreme lack of deeply
affordable housing stock. This
deficit leads to reduced shelter
outflow and means we are able to
serve fewer people with
emergency shelter and housing.
Fourth Street Clinic Homeless Services,
Healthcare Provider
Survey Highest unmet need is Homeless -
Individual or Family.
Preferred use of funds is for the
Acquisition / Development of
Non-Congregate Shelter Units.
9
Refugee &
Immigrant Center -
Asian Association
of Utah
Refugee & Immigrant
Service Provider
Survey Highest unmet need is At Risk of
Homelessness.
Preferred use of funds is for the
Creation of Affordable Rental
Housing.
First Step House Homeless Services,
Veterans' Group,
Substance Use Disorder
and Mental Health
Treatment, Organization
Serving Persons with
Disabilities
Survey Highest unmet need is Homeless -
Individual or Family.
Preferred use of funds is for the
Creation of Affordable Rental
Housing.
Organization Comments:
Many of the homeless and
chronically homeless
concurrently struggle with co-
occurring and chronic mental
health conditions that will not
ever resolve. Our systems must
realign to support these
individuals over long periods of
time, in some cases indefinitely.
Veterans Affairs
SLC
Veteran Services Survey Highest unmet need is Homeless -
Individual or Family.
Preferred use of funds is for the
Creation of Affordable Rental
Housing.
Organization Comments:
Greatest gaps in needed
housing/shelter are in the aging
population - over age 55. We are
seeing an alarming rate of seniors
being displaced from their homes.
They do not have the ability to
increase their income based on
their age. We need more
affordable senior housing.
10
Disability Law
Center
Civil Rights
Organization, Fair
Housing Organization,
Organization Serving
Persons with Disabilities
Survey Highest unmet need is At Risk of
Homelessness.
Preferred use of funds is for
Supportive Services.
Rape Recovery
Center
Domestic and Other
Violence Services
Survey Highest unmet need is Homeless -
Individual or Family.
Preferred use of funds is for
Nonprofit Operating and Capacity
Building Assistance.
Organization Comments:
Non-profit organizations need
capacity building dollars.
Crossroads Urban
Center
Homeless Services,
Families/Individuals at
Risk of Homelessness
Survey Highest unmet need is At Risk of
Homelessness.
Preferred use of funds is for the
Creation of Affordable Rental
Housing.
Organization Comments:
Focus on deeply targeted
affordable housing and
Permanent Supportive Housing.
Helping Hand
Association - DBA
The Haven
Homeless Services,
Organization Serving
Persons with Disabilities
Survey Highest unmet need is Homeless -
Individual or Family.
Preferred use of funds is for
Supportive Services.
The INN Between Homeless Services,
Healthcare Provider
Survey Highest unmet need is Homeless -
Individual or Family.
Preferred use of funds is for the
Creation of Affordable Rental
Housing.
Organization Comments:
Greatest gap in housing/shelter is
access to appropriate services to
obtain the very limited housing
available. Lack of seasonal
shelters.
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Utah Domestic
Violence Coalition
Domestic and Other
Violence Services
Survey Highest unmet need is At Risk of
Homelessness.
Preferred use of funds is for
Acquisition / Development of
Non-Congregate Shelter Units.
Organization Comments:
Greatest gap in needed services is
flexible funding to help remove
barriers for survivors of violence
to gain access to housing or
maintain their current housing.
NeighborWorks of
Salt Lake
Low-Income Home
Buyer Assistance
Survey Highest unmet need is Fleeing, or
Attempting to Flee (Domestic
Violence, Dating Violence,
Sexual Assault, Stalking, or
Human Trafficking).
Preferred use of funds is to create
Affordable Rental Housing.
Organization Comments:
Greatest gap in needed services is
for mental health, substance
abuse, affordable healthcare
access in general.
Salt Lake Valley
Habitat for
Humanity
Low-Income Home
Buyer Assistance,
Families/Individuals at
Risk of Homelessness
Survey Highest unmet need is Families
seeking stable housing.
Preferred use of funds is to create
Affordable Rental Housing.
Clean Slate Utah Low Income Legal
Services
Survey Highest unmet need is At Risk of
Homelessness.
Preferred use of funds is to create
Affordable Rental Housing.
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211/United Way of
SLC
Homeless Services,
Domestic and Other
Violence Services, Civil
Rights Organization,
Organization Serving
Persons with
Disabilities,
Families/Individuals at
Risk of Homelessness
Survey Highest unmet need is Homeless -
Individual or Family.
Preferred use of funds is for
Tenant-Based Rental Assistance
(TBRA).
Organization Comments:
The greatest gap in
housing/shelter is tenant choice
housing vouchers that reflect
current cost of local average rent
and not based on prior year
domestic rent values. Also, the
aging population is rapidly facing
homelessness due to fixed
income/retirement no longer
keeping pace with senior housing
voucher values.
Salt Lake City
Mission
Homeless Services, Food
Pantry
Survey Highest unmet need is Homeless -
Individual or Family.
Preferred use of funds is for
Supportive Services.
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Department of
Health and Human
Services
Government Entity Survey Highest unmet need is At Risk of
Homelessness.
Preferred use of funds is for
Tenant-Based Rental Assistance
(TBRA).
Organization Comments:
The greatest gaps in needed
housing/shelter are too many
restrictive conditions and
definitions. Hard to find
information on certain programs
and website information being
incorrect with no response to
inquiry's online about programs
by staff. We do not have enough
special housing programs with
services for people with
disabilities.
Shelter the
Homeless
Homeless Services Survey Highest unmet need is Homeless -
Individual or Family.
Preferred use of funds is for the
Creation of Affordable Rental
Housing.
Organization Comments:
Greatest gap in housing/shelter is
deeply affordable housing, non-
congregate shelter. Greatest gap
in services is in case management
and medical support.
West Valley City
Housing Authority
Housing Authority,
Domestic and Other
Violence Services, Fair
Housing Organization,
Organization Serving
Persons with
Disabilities,
Families/Individuals at
Risk of Homelessness
Survey Highest unmet need is Homeless -
Individual or Family.
Preferred use of funds is for
Tenant-Based Rental Assistance
(TBRA).
Organization Comments:
Greatest gap in housing/shelter is
the lack of affordable, safe, and
decent rental units.
14
Public Housing
Authority DBA
Housing Connect
Housing Authority,
Domestic and Other
Violence Services,
Veterans' Group, Fair
Housing Organization,
Organization Serving
Persons with
Disabilities,
Families/Individuals at
Risk of Homelessness
Survey Highest unmet need is Homeless -
Unaccompanied Youth under 25
Years of Age.
Preferred use of funds is for the
Creation of Affordable Rental
Housing.
Organization Comments:
Greatest gap in housing/shelter is
deeply affordable housing.
Greatest gap in services is
supportive services that focus on
housing retention.
Salt Lake City and
Salt Lake County
CoC - Salt Lake
Valley Coalition to
End Homelessness
Homeless Services,
Government Entity,
Families/Individuals at
Risk of Homelessness
Survey Highest unmet need is
Homeless - Individual or Family.
Preferred use of funds is for the
Creation of Affordable Rental
Housing.
Organization Comments:
Greatest gap is housing - 2,950
housing units now and 1,400
additional units annually.
Shelter - 450+ overflow shelter
beds. Greatest gap in services is
in case management and
behavioral health.
Summarize feedback received and results of upfront consultation with these entities:
The feedback received is backed up by the data researched and forms the basis for our allocation
of HOME-ARP funds. Specifically, our allocation plan prioritizes the gaps described by survey
respondents and identified in the data. The major unmet eligible needs described by respondents
include creation of deeply affordable rental housing and supportive services for the qualifying
populations of individuals or families experiencing homelessness, at risk of homelessness, and
domestic violence victims.
Public Participation
In accordance with Section V.B of the Notice (page 13), PJs must provide for and encourage
citizen participation in the development of the HOME-ARP allocation plan. Before submission
of the plan, PJs must provide residents with reasonable notice and an opportunity to comment on
the proposed HOME-ARP allocation plan of no less than 15 calendar days. The PJ must follow
15
its adopted requirements for “reasonable notice and an opportunity to comment” for plan
amendments in its current citizen participation plan. In addition, PJs must hold at least one
public hearing during the development of the HOME-ARP allocation plan and prior to
submission.
PJs are required to make the following information available to the public:
• The amount of HOME-ARP the PJ will receive, and
• The range of activities the PJ may undertake.
Throughout the HOME-ARP allocation plan public participation process, the PJ must follow its
applicable fair housing and civil rights requirements and procedures for effective
communication, accessibility, and reasonable accommodation for persons with disabilities and
providing meaningful access to participation by limited English proficient (LEP) residents that
are in its current citizen participation plan as required by 24 CFR 91.105 and 91.115.
Describe the public participation process, including information about and the dates of the
public comment period and public hearing(s) held during the development of the plan:
• Date(s) of public notice: 5/22/2022
• Public comment period: start date - 5/22/2022 end date - 6/8/2022
• Date(s) of public hearing: 6/1/2022
• Date(s) of public notice: To Be Completed After Council Review
• Public comment period: start date - Click or tap to enter a date. end date - Click or tap to
enter a date.
• Date(s) of public hearing: Click or tap to enter a date.
Describe the public participation process:
Salt Lake City will conduct two public comment periods and public hearings, one during the
creation of the plan from May 22, 2022, to June 8, 2022, and another to be completed after
Council review and recommendations. The public hearing on June 1, 2022, had no attendees.
There were no public comments during the first comment period. The draft Allocation Plan was
available on the Salt Lake City Housing Stability website for the public to review and provide
comments. The public notice can be found here and is an attachment to this plan.
Describe efforts to broaden public participation:
The notice of the public comment periods and public hearings will be posted in the local
newspaper, available online at Salt Lake City Housing Stability’s webpage, and through City
Council public notice postings. The postings will be available in English and Spanish as well as
ADA compliant.
Summarize the comments and recommendations received through the public participation
process either in writing, or orally at a public hearing:
16
There were no public comments received during the public comment period from May 22, 2022,
to June 8, 2022 and no attendees of the public hearing on June 1, 2022. Additional information
will be included after the second public comment period.
Summarize any comments or recommendations not accepted and state the reasons why:
There were no comments or recommendations not accepted by Salt Lake City.
Needs Assessment and Gaps Analysis
In accordance with Section V.C.1 of the Notice (page 14), a PJ must evaluate the size and
demographic composition of all four of the qualifying populations within its boundaries and
assess the unmet needs of each of those populations. If the PJ does not evaluate the needs of one
of the qualifying populations, then the PJ has not completed their Needs Assessment and Gaps
Analysis. In addition, a PJ must identify any gaps within its current shelter and housing
inventory as well as the service delivery system. A PJ should use current data, including point in
time count, housing inventory count, or other data available through CoCs, and consultations
with service providers to quantify the individuals and families in the qualifying populations and
their need for additional housing, shelter, or services.
Homeless Needs Inventory and Gap Analysis Table
Homeless
Current Inventory Homeless Population Gap Analysis
Family Adults Only Vets Family
HH (at
least 1
child)
Adult
HH
(w/o
child)
Vets Victims
of DV
Family Adults Only
# of
Beds
# of
Units
# of
Beds
# of
Units*
# of
Beds
# of
Beds
# of
Units
# of
Beds
# of
Units
Emergency
Shelter 483 47 862 Not
Avail. 0
Transitional
Housing 226 60 136 Not
Avail. 80
Permanent
Supportive
Housing
1,155 333 1,394 Not
Avail. 622
Other
Permanent
Housing
0 0 0 0
Sheltered
Homeless 634 1,055 73 329
Unsheltered
Homeless 0 268 7 26
Current
Gap 1,230 Not
Avail. 1,069 Not
Avail.
Data Source: CoC Housing Inventory Count (HIC) and Point in Time Count (PIT) (2020)
Although there is an aggregate surplus of family and adult shelter beds, according to the above
table, there is a difference with each population. For example, there are 1,323 adults
experiencing homelessness in Salt Lake City and 862 beds available for immediate need.
Transitional and permanent housing take time to achieve, and a person will have to utilize a
17
shelter bed while waiting on an application to transition or permanent housing. The gap for
shelter beds available to families are 151. The gap for adult-only shelter beds is 461. It is likely
that all permanent supportive housing currently in Salt Lake City is rented at capacity.
Housing Needs Inventory and Gap Analysis Table
Non-Homeless
Current Inventory Level of Need Gap Analysis
# of Units # of Households # of Households
Total Rental Units 42,179
Rental units Affordable to HH
at 30% AMI (At-Risk of
Homelessness)
4,745
Rental units Affordable to HH
at 50% AMI (At-Risk of
Homelessness)
14,850
0%-30% AMI Renter HH w/ 1
or more severe housing
problems (At-Risk of
Homelessness)
6,555
30%-50% AMI Renter HH w/1
or more severe housing
problems (other populations)
2,380
Current Gaps
8,935
Data Source: Comprehensive Housing Affordability Strategy (CHAS) (2014-2018)
The above table shows a surplus of housing units available and affordable to households at 50%
AMI. When looking at households at or below 30% AMI there is a significant gap of 1,810 units.
This demonstrates the need for deeply affordable rental units for residents at or below 30% AMI.
It is likely that the number of households will continue to grow as Salt Lake City population
grows over the next five to ten years. Providing more deeply affordable housing will keep up
with the continued population growth that Salt Lake City is experiencing.
Describe the size and demographic composition of qualifying populations within the PJ’s
boundaries:
Within the boundaries of Salt Lake City, we have the following data regarding the HOME-ARP
qualifying populations:
1,958 people met the HUD definition of Homeless, residing in local shelters, transitional
housing, or unsheltered during the HUD 2020 Point in Time Count. As shown in the table above,
there are 7 unsheltered homeless veterans and 73 sheltered homeless veterans. There are 26
unsheltered victims of domestic violence and 329 sheltered victims of domestic violence.
Other data received, including 2021 Fall Point in Time Counts indicate an increase in
homelessness during the Covid-19 pandemic. The data shows that during Covid-19 unsheltered
counts increased significantly. In 2021, the unsheltered PIT count represented approximately
17% of the homeless population. Further, approximately 18% of the homeless population
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avoided access to shelters due to Covid-19. In addition, the number of unsheltered individuals
from 2019-2020 increased by 39% while the overall homeless population only increased by
6.3%.
2018 2019 2020 2021 Fall
Unsheltered 136 193 268 306
Sheltered 1,668 1,651 1,690 1,502
Total 1,804 1,844 1,958 1,808
Source: Salt Lake City/Salt Lake County PIT
Of concern is the fact that unsheltered unaccompanied youth increased by 121% between 2019
and 2020, although show some decrease in 2021.
Population 2018 2019 2020 2021 Fall
Persons in Households with Adult(s) and Child(ren) - - - 4
Persons in Households with Only Children 1 - - -
Persons in Households with Only Adults 135 193 268 302
Chronically Homeless Individuals 44 86 120 91
Veterans 7 12 7 15
Unaccompanied Youth 9 19 42 8
Persons with HIV 5 1 6 5
Source: Salt Lake City/Salt Lake County PIT
According to the 2020 Point in Time Count, the largest demographic of those experiencing
homelessness are those people who identify as White at 71%; the second largest demographic are
people who identify as Black at 13%. In addition, people identifying as American Indian or
Alaska Native represent 5%; Pacific Islanders represent 3%; Asians represent 1%; and multiple
races represent 7%.
Homeless as defined in 24 CFR 91.5
The total number of emergency shelter beds in Salt Lake City are 1,349 (HIC, 2020). As shown
in the table above, the number of homeless individuals is 1,958 (PIT, 2020). This indicates a
shortage in emergency shelter beds versus homeless individuals. In addition, 4,166 people
became homeless for the first time in 2020.
At Risk of Homelessness as defined in 24 CFR 91.5
According to 2014-2018 CHAS data, approximately 76% of the City’s cost-burdened households
are renters and 60% are severely cost-burdened. According to CHAS data, Salt Lake City has
12,550 households that have an annual income under 30% AMI. This increases the risk of
homelessness for those that are trying to maintain their current housing as house prices and rental
rates continue to surge at an alarming pace. Median rent in Salt Lake City has increased by
nearly 75% from 2000-2019 (2015-2019 ACS 5-Year Estimates). Close to 84% of survey
respondents indicated development of rental housing is extremely important to qualifying
19
populations. In addition, 97% stated permanent housing should be expanded to meet the needs of
qualifying populations.
Fleeing, or Attempting to Flee, Domestic Violence, Dating Violence, Sexual Assault, Stalking,
or Human Trafficking, as defined by HUD in the Notice
There are two primary domestic violence service providers, South Valley Services (SVS) and
YWCA of Utah. Together, within a one-year period, the two agencies have provided housing,
safety and other services to 1,597 individuals that include men, women, and children in the State
of Utah. SVS has received 2,217 hotline calls, 923 Lethality Assessment Program (LAP) calls,
case-managed 1,007 individuals, and provided therapy to 426 individuals. YCWA served 2,112
individuals by domestic violence programs in the last year. The YWCA had 309 requests for
services that could not be met and 48% of those were for housing.
Other populations requiring services or housing assistance to prevent homelessness and other
populations at greatest risk of housing instability, as defined by HUD in the Notice
Other populations include individuals or households experiencing evictions, those earning under
50 percent of AMI, and those living in neighborhoods with low mobility rates. CHAS data
indicates there are 22,610 households in Salt Lake City that are below 50% AMI. In the
consultation survey, respondents identified lower-income renters and the elderly as especially
vulnerable to housing instability due to rising rents and home prices. In conjunction with job
losses and unemployment due to the pandemic, as well as a reliance by the elderly on fixed
incomes, there is an increasing gap between incomes and housing costs.
Service providers indicated an increased need in services, including hotline calls, requests for
shelter, eviction prevention, mental health services, medical care, case management and housing
supports. Nearly 89% of survey respondents stated homelessness prevention services should be
expanded in the regional area to support qualifying populations.
Identify and consider the current resources available to assist qualifying populations,
including congregate and non-congregate shelter units, supportive services, TBRA, and
affordable and permanent supportive rental housing (Optional):
According to the 2020 HIC report, the current resources to meet the needs of qualifying
populations are as follows: 4,915 total year-round beds which include, 1,712 of emergency, safe
haven and transitional housing beds, and 3,203 of permanent housing beds which include
permanent supportive housing, rapid re-housing, and other permanent housing.
The HIC report specifically identifies 2,199 family beds, 2,711 adult only beds and 5 child-only
beds. Subsets of the total year-round inventory include 757 beds for veterans, 110 beds for youth
and 1,501 beds to serve the chronically homeless. In addition, there are 58 seasonal beds, and
160 overflow/vouchers. Data is not available to distinguish between congregate and non-
congregate shelter units. Salt Lake City used motel vouchers to create non-congregate shelter
units, currently there are no non-congregant shelters in Salt Lake City.
20
Salt Lake City has made efforts to offer a wide range of services including TBRA,
medical/dental services, mental health counseling, domestic violence shelters and counseling,
legal aid and resources to identify available affordable housing. A more detailed list of
supportive agencies are included in an earlier response.
In November 2020 the Kem C. Gardner Policy Institute provided a report outlining the current
challenges in serving qualifying populations given the existing governance structure and made
several recommendations for improvements, including the appointment of a statewide homeless
services officer, a homeless council, and a philanthropic consortium. In addition, as reflected in
the consultation process, the need for affordable housing is a high priority to service providers
and government entities.
Describe the unmet housing and service needs of qualifying populations:
As discussed in the sections above, the number of unsheltered homeless individuals has
increased by 39% from 2019-2020. According to survey respondents, nearly 54% indicated a gap
in affordable housing inventory in the regional area. This is also shown in the 2014-2018 CHAS
data. As stated, multiple times throughout the consultation process, the need for services has
increased and access to these services has become cumbersome for qualifying populations. In
addition to limiting barriers to access these services, service providers are in need of qualified
staff to assist with providing services and support. As shown in the graph below, survey
respondents stated there is a gap in case management services for qualifying populations.
While the need for more affordable housing and more case management services was listed as a
need for all groups, as shown in the survey responses below, specific needs for the various
qualifying populations are listed following the two graphs.
0 5 10 15 20
Affordable housing (deeply affordable)
Non-congregate shelters
Online/hotline housing assistance
Emergency shelter (beds)
Permanent supportive housing
Rental assistance
More dispersed location of shelters and…
Supportive services
Specific populations including aging
Where are the Greatest Gaps in Needed
Housing/Shelter for Qualifying Populations?
21
Homeless as defined in 24 CFR 91.5
Over 60 percent of survey respondents indicated that their primary services were directed to
this group of qualifying populations. Major unmet needs for this group include:
• Availability of deeply affordable housing for individuals or families
• Tenant Based Rental Assistance
• Homeless Service Support
• Additional Shelter Beds
At Risk of Homelessness as defined in 24 CFR 91.5
Around 30 percent of survey respondents indicated that their primary services were directed
to populations at risk of homelessness. Major unmet needs for this group include:
• Supportive services and case management services
• Affordable Housing Options
• Tenant Based Rental Assistance
• Aging populations accessing affordable housing
Fleeing, or Attempting to Flee, Domestic Violence, Dating Violence, Sexual Assault,
Stalking, or Human Trafficking, as defined by HUD in the Notice
Over 48 percent of survey respondents indicated that their primary services were directed this
group of qualifying populations. Major unmet needs for this group include:
• Crisis shelters for victims
• Staffing and Services
• Non-congregate shelter options
0 2 4 6 8 10 12 14
Case management/continuum of services
Medical
Mental health/substance abuse services
Disabilities
Housing support/assistance
Supportive services for homelessness
Domestic abuse/violence
More staffing
Aging populations
Where are the Greatest Gaps in Needed Services for
Qualifying Populations?
22
Other populations requiring services or housing assistance to prevent homelessness and other
populations at greatest risk of housing instability as defined by HUD in the Notice
Approximately 61 percent of survey respondents indicated that their primary services were
directed at other populations requiring services or housing assistance for those at greatest risk of
housing instability. Major unmet needs for this group include:
• Affordable Housing
• Provide Supportive Services
Identify any gaps within the current shelter and housing inventory as well as the service
delivery system:
Based on the data provided by the CoC Housing Inventory Count (HIC) and Point in Time Count
(2020), there is currently sufficient inventory to match the homeless population, as seen in the
above Homeless table. However, this count is a summation of all homeless inventory available to
all populations included in the homeless count and does not account for gaps within the total
inventory such as needs for specific homeless services and beds. The count also does not include
the potential needs for families and individuals at greater risk of homelessness, such as those
staying in hotels, doubled up with family, or cars. Those populations may not be counted in some
of these numbers and many families under 50% AMI are housing cost burdened, paying over
30% of their income towards rent. Being housing cost burdened increases your likelihood of
eviction as one financial emergency can remove the ability to pay rent.
The housing inventory gap analysis also shows a surplus in aggregated housing inventory
available to households under 50% AMI. However, when only considering households with 0-
30% AMI and the inventory available to these households which are at risk of homelessness,
there appears to be a gap of 1,810 units available. This indicates that there is a substantial need in
additional affordable housing at the lower level of AMI to better meet the needs of those at risk
of homelessness.
Under Section IV.4.2.ii.G of the HOME-ARP Notice, a PJ may provide additional
characteristics associated with instability and increased risk of homelessness in their HOME-
ARP allocation plan. These characteristics will further refine the definition of “other
populations” that are “At Greatest Risk of Housing Instability,” as established in the HOME-
ARP Notice. If including these characteristics, identify them here:
According to CHAS, there are 1,010 households with at least two persons where either one or
both are 62 years old or older and have a total household income of less than 50 percent of
HAMFI. The Salt Lake School District had a mobility rate of 17.1% among its families in the
2019-2020 school year according to data provided by the Utah State Board of Education. This
percentage may have been affected by COVID-19 as the previous 6 school years each had a
mobility rate of at least 23.7%.
23
Identify priority needs for qualifying populations:
As indicated by the survey results and shown in the graph below, the qualifying population with
the highest unmet need is homeless individual or family at 54.04%.
Next, when asked to rank the preferred use of HOME-ARP funds for qualifying populations, the
creation of affordable rental housing ranked the highest with 52.94%.
In addition, when asked whether permanent housing should be expanded to qualifying
populations, 97.22% strongly agreed/agreed with the statement.
0%10%20%30%40%50%60%
Homeless - Individual or Family
Homeless - Unaccompanied Youth under 25
Years of Age
At Risk of Homelessness
Fleeing, or Attempting to Flee (Domestic
Violence, Dating Violence, Sexual Assault,
Stalking, or Human Trafficking)
Other (please specify)
Which Qualifying Population has the Highest Unmet
Need?
0%10%20%30%40%50%60%
Creation of Affordable Rental Housing
Tenant-Based Rental Assistance (TBRA)
Supportive Services
Acquisition / Development of Non-Congregate
Shelter Units
Nonprofit Operating and Capacity Building
Assistance
Preferred use of HOME-ARP Funds
24
Lastly, when survey respondents commented on any other areas related to the eligible use of
HOME-ARP that should be considered as a funding priority, 53.57% indicated housing; of those
who indicated housing, the following specific types of housing were mentioned:
• Deeply targeted affordable housing – 20%
• Senior housing – 13%
• Long-term housing – 13%
• Supportive housing – 6%
• Non-congregate housing – 6%
• Sustainable housing – 6%
To summarize, the data and survey results conclude the qualifying population with the greatest
unmet need is homeless individual or family and the priority need suggests affordable housing
should be expanded within the regional area.
Explain how the PJ determined the level of need and gaps in the PJ’s shelter and housing
inventory and service delivery systems based on the data presented in the plan:
The methodology used in the creation of this HOME-ARP Allocation Plan were derived from
various sources, including 2020 and 2021 (Fall) PIT, 2020 HIC, 2014-2018 CHAS, U.S. Census
Bureau 2015-2019 ACS 5-Year Estimates and through the consultation process with service
providers and government entities.
0%20%40%60%80%100%120%
Agree
Neither agree nor disagree
Permanent Housing Should be Expanded to Qualifying
Populations
25
HOME-ARP Activities
Describe the method(s)that will be used for soliciting applications for funding and/or selecting
developers, service providers, subrecipients and/or contractors:
Housing Stability is seeking guidance from the administration and City Council on the method(s)
Salt Lake City would prefer to use for the solicitation of applications for funding and/or selecting
developers, service providers, subrecipients and/or contractors. The options to consider for
method(s) to solicit and select applications are:
• Mayor’s Recommendation and Council Direction
The Salt Lake City Mayor will give recommendations for City Council to review and
direct funding for a certain activity and agency/agencies that will administer the funds
based on best fit. After direction from City Council the public input will be solicited
during a public comment period and public hearing. Any comments received, either in
writing, or orally at a public hearing, will be taken into consideration prior to the final
direction of funding and approval of the Allocation Plan.
and/or,
• Competitive Application
Salt Lake City Housing Stability will open competitive applications, similar to the
process followed for the annual HUD entitlement funds, for agencies and/or developers
to apply for funding to undertake eligible activities, as identified by the Allocation Plan
and approved by City Council. The eligible projects will then go through a public City
Board, the Mayor, and City Council for review and recommendations.
Both options allow for Housing Stability to collaborate with non-profit agencies, other Salt Lake
City Divisions and Departments, the Redevelopment Agency of Salt Lake, and other local
municipalities to maximize the impact of HOME-ARP funding. A combination of these two
options can also be considered.
Describe whether the PJ will administer eligible activities directly:
The PJ will work with a subrecipient or developer to administer direct activities.
If any portion of the PJ’s HOME-ARP administrative funds are provided to a subrecipient or
contractor prior to HUD’s acceptance of the HOME-ARP allocation plan because the
subrecipient or contractor is responsible for the administration of the PJ’s entire HOME-ARP
grant, identify the subrecipient or contractor and describe its role and responsibilities in
administering all of the PJ’s HOME-ARP program:
This question is not applicable. Salt Lake City Housing Stability will provide administrative
oversight of the HOME-ARP funding, and will not be contracting out the administration of
HOME-ARP funds.
26
In accordance with Section V.C.2. of the Notice (page 4), PJs must indicate the amount of
HOME-ARP funding that is planned for each eligible HOME-ARP activity type and demonstrate
that any planned funding for nonprofit organization operating assistance, nonprofit capacity
building, and administrative costs is within HOME-ARP limits.
Use of HOME-ARP Funding
Funding Amount Percent of the
Grant
Statutory
Limit
Supportive Services $ 753,215.75*
Acquisition and Development of Non-
Congregate Shelters $ 0
Tenant Based Rental Assistance (TBRA) $ 0
Development of Affordable Rental Housing $ 2,250,000*
Non-Profit Operating $ 0 # % 5%
Non-Profit Capacity Building $ 0 # % 5%
Administration and Planning $ 529,979.25* 15% 15%
Total HOME ARP Allocation $ 3,533,195
*these funds are intended to be a placeholder, to provide a starting point, based on the results of consultation and the needs
and gaps analyses. The City Council will make the final determinations of HOME-ARP uses and funding amounts.
Describe how the PJ will distribute HOME-ARP funds in accordance with its priority needs
identified in its needs assessment and gap analysis:
The survey and data gathered for Salt Lake City identified deeply affordable housing and case
management supportive services as a major need and gap. Housing Stability is looking for
guidance from the administration and City Council on recommended activities and amounts.
Recommended amounts below and in the chart above are based on the following rationale:
Housing Stability has received City Council approval to utilize, up to $176,659.75 in
administration funds for the consultation process and to create the allocation plan. Salt Lake City
can use up to $529,979.25, which is 15% of the grant award for administration and planning
costs which will support Housing Stability staff and consultants working on the Allocation Plan
and providing administration of the HOME-ARP funding, which concludes in September 2030.
To address the need for deeply affordable housing, Housing Stability will/may fund the
development of affordable rental housing in the amount of $2,250,000. This funding can be used
in conjunction with an existing project, if federal requirements are adhered to, for acquisition,
rehabilitation, or new construction of affordable rental housing. All HOME-ARP units must be
set aside for qualifying populations as defined in the HOME-ARP Notice CPD-21-10;
individuals or families experiencing homelessness, individuals or families at risk of
homelessness, individuals or families fleeing or attempting to flee domestic violence, individuals
or households at risk of housing instability or requiring services to prevent homelessness, and
27
veterans or families with a veteran. All qualifying populations will be considered to comply with
HOME-ARP requirements.
To address the need for supportive services, specifically case management, Housing Stability
will/may fund supportive services in the amount of $753,215.75. This funding can be used with
one or multiple subrecipient nonprofits in the community, providing services to Salt Lake City
residents. Supportive services can be used to fund life skills training, mental health services,
outpatient health services, outreach services, substance abuse treatment services, transportation,
case management, mediation, credit repair, victim services, and financial assistance for rental
housing. Many organizations are currently providing these resources but are reaching staff
capacity and the need is much higher than the availability. This would allow for nonprofits to
receive additional funding to provide direct assistance and hire or retain staff that are assisting
Salt Lake City residents, who meet the definition of a qualifying population, in their housing
needs.
Describe how the characteristics of the shelter and housing inventory, service delivery system,
and the needs identified in the gap analysis provided a rationale for the plan to fund eligible
activities:
According to the data gathered and the survey respondents there is a high need in additional
affordable housing. A gap of 8,935 rental units for individuals and families making at or below
50% AMI has been identified. That gap continues to grow in the current economy of increased
inflation and increased rental rates, where wages are not able to keep up. Currently, Salt Lake
City has two of the five homeless resource centers in its incorporated boundary and one domestic
violence shelter. To promote housing first and take the survey results into consideration, creating
deeply affordable housing would address both the housing inventory gap and the current number
of people utilizing the homeless resource centers.
The nonprofits that provide resources to the qualifying populations responded that their staffing
capacity is low due to recruitment challenges and low retention, and additional supportive
services funding is necessary. Funding supportive services will allow nonprofits to increase
capacity to serve qualifying populations in Salt Lake City.
HOME-ARP Production Housing Goals
Estimate the number of affordable rental housing units for qualifying populations that the PJ
will produce or support with its HOME-ARP allocation:
If Salt Lake City provides $2,250,000 in funding affordable housing development, it will likely
assist with one to three development projects, depending on the need and size of the project.
HUD has waived the maximum per-unit subsidy for HOME-ARP development dollars. It is
anticipated that a project may be mixed with fair market, high affordability, and low affordability
units to sustain the project for at least 15 years. According to the HUD Housing Production Goal
Calculation spreadsheet, Salt Lake City estimates producing or supporting 7-22 units for HOME-
ARP qualifying populations, with the proposed funding amount. Salt Lake City estimates
28
spending around $400,000 of HOME-APR dollars on each deeply affordable HOME unit, based
on recent deeply affordable projects, as well as accounting for the increasing material and labor
costs in the construction market.
Describe the specific affordable rental housing production goal that the PJ hopes to achieve
and describe how the production goal will address the PJ’s priority needs:
Affordable rental housing production is part of Salt Lake City’s current 5-year 2020-2024
Consolidated Plan, under the goal of housing. This objective of this goal is to expand housing
options, specifically affordable housing, citywide. The Consolidated Plan set the goal of 5,075
households being assisted over the five-year timeframe, which is 1,015 annually (Consolidated
Plan SP-45, 2020-2021 Annual Action Plan AP-20). The number identified includes annual
CDBG, ESG, HOME, and HOPWA funding for projects including rehabilitation, development,
home ownership, and rental assistance. Since this funding includes development, it supports the
goal of assisting 5,075 households. Based on the 2020-2021 CAPER it is likely that HOME-ARP
will/may assist in 11 units of rental housing production, included in the goal for the 2020-2024
Consolidated Plan.
29
Preferences
A preference provides a priority for the selection of applicants who fall into a specific QP or
category (e.g., elderly or persons with disabilities) within a QP (i.e., subpopulation) to receive
assistance. A preference permits an eligible applicant that qualifies for a PJ-adopted preference
to be selected for HOME-ARP assistance before another eligible applicant that does not qualify
for a preference. A method of prioritization is the process by which a PJ determines how two or
more eligible applicants qualifying for the same or different preferences are selected for HOME-
ARP assistance. For example, in a project with a preference for chronically homeless, all
eligible QP applicants are selected in chronological order for a HOME-ARP rental project.
Except that eligible QP applicants that qualify for the preference of chronically homeless are
selected for occupancy based on length of time they have been homeless before eligible QP
applicants who do not qualify for the preference of chronically homeless.
Please note that HUD has also described a method of prioritization in other HUD guidance.
Section I.C.4 of Notice CPD-17-01 describes Prioritization in CoC CE as follows:
“Prioritization. In the context of the coordinated entry process, HUD uses the term
“Prioritization” to refer to the coordinated entry-specific process by which all persons in need
of assistance who use coordinated entry are ranked in order of priority. The coordinated entry
prioritization policies are established by the CoC with input from all community stakeholders
and must ensure that ESG projects are able to serve clients in accordance with written standards
that are established under 24 CFR 576.400(e). In addition, the coordinated entry process must,
to the maximum extent feasible, ensure that people with more severe service needs and levels of
vulnerability are prioritized for housing and homeless assistance before those with less severe
service needs and lower levels of vulnerability. Regardless of how prioritization decisions are
implemented, the prioritization process must follow the requirements in Section II.B.3. and
Section I.D. of this Notice.”
If a PJ is using a CE that has a method of prioritization described in CPD-17-01, then a PJ has
preferences and a method of prioritizing those preferences. These must be described in the
HOME-ARP allocation plan in order to comply with the requirements of Section IV.C.2 (page
10) of the HOME-ARP Notice.
In accordance with Section V.C.4 of the Notice (page 15), the HOME-ARP allocation plan must
identify whether the PJ intends to give a preference to one or more qualifying populations or a
subpopulation within one or more qualifying populations for any eligible activity or project.
• Preferences cannot violate any applicable fair housing, civil rights, and
nondiscrimination requirements, including but not limited to those requirements listed in
24 CFR 5.105(a).
• The PJ must comply with all applicable nondiscrimination and equal opportunity laws
and requirements listed in 24 CFR 5.105(a) and any other applicable fair housing and
30
civil rights laws and requirements when establishing preferences or methods of
prioritization.
While PJs are not required to describe specific projects in its HOME-ARP allocation plan to
which the preferences will apply, the PJ must describe the planned use of any preferences in its
HOME-ARP allocation plan. This requirement also applies if the PJ intends to commit HOME-
ARP funds to projects that will utilize preferences or limitations to comply with restrictive
eligibility requirements of another project funding source. If a PJ fails to describe preferences
or limitations in its plan, it cannot commit HOME-ARP funds to a project that will implement
a preference or limitation until the PJ amends its HOME-ARP allocation plan.
For HOME-ARP rental housing projects, Section VI.B.20.a.iii of the HOME-ARP Notice
(page 36) states that owners may only limit eligibility or give a preference to a particular
qualifying population or segment of the qualifying population if the limitation or preference is
described in the PJ’s HOME-ARP allocation plan. Adding a preference or limitation not
previously described in the plan requires a substantial amendment and a public comment period
in accordance with Section V.C.6 of the Notice (page 16).
Identify whether the PJ intends to give preference to one or more qualifying populations or a
subpopulation within one or more qualifying populations for any eligible activity or project:
Housing Stability is seeking the guidance of the administration and City Council for direction of
funds to development and supportive services activities.
The survey respondents have clearly stated that more deeply affordable housing is needed in Salt
Lake City for families and individuals experiencing homelessness. Homeless individuals and
families are defined in the HOME-ARP Notice, according to ESG and CoC definitions. It is
proposed that deeply affordable housing being created would prioritize families and individuals
experiencing homelessness.
Supportive services would not have a prioritization based on qualifying populations and can be
open to any agencies that provide an eligible service to any qualifying population.
If a preference was identified, explain how the use of a preference or method of prioritization
will address the unmet need or gap in benefits and services received by individuals and
families in the qualifying population or subpopulation of qualifying population, consistent
with the PJ’s needs assessment and gap analysis:
According to the housing inventory numbers previously shown, there is a gap in deeply
affordable units for individuals and families making less than 30% AMI. There are currently
4,745 units available to Salt Lake City residents at or under 30% AMI, with 6,555 households in
Salt Lake City falling under the 30% AMI threshold. That leaves a gap of 1,810 units needed for
the current residents that fall at or below the 30% AMI. That does not consider the increase in
population that Utah and Salt Lake City will likely see over the next five years.
31
Creating deeply affordable housing units and prioritizing families and individuals currently
experiencing homelessness will assist with addressing the gap in housing, as most individuals
and families experiencing homelessness also fall under 30% AMI and are currently priced out of
the rising rental market.
Referral Methods
PJs are not required to describe referral methods in the plan. However, if a PJ intends to use a
coordinated entry (CE) process for referrals to a HOME-ARP project or activity, the PJ must
ensure compliance with Section IV.C.2 of the Notice (page10).
A PJ may use only the CE for direct referrals to HOME-ARP projects and activities (as opposed
to CE and other referral agencies or a waitlist) if the CE expands to accept all HOME-ARP
qualifying populations and implements the preferences and prioritization established by the PJ
in its HOME-ARP allocation plan. A direct referral is where the CE provides the eligible
applicant directly to the PJ, subrecipient, or owner to receive HOME-ARP TBRA, supportive
services, admittance to a HOME-ARP rental unit, or occupancy of a NCS unit. In comparison,
an indirect referral is where a CE (or other referral source) refers an eligible applicant for
placement to a project or activity waitlist. Eligible applicants are then selected for a HOME-
ARP project or activity from the waitlist.
The PJ must require a project or activity to use CE along with other referral methods (as
provided in Section IV.C.2.ii) or to use only a project/activity waiting list (as provided in Section
IV.C.2.iii) if:
1. the CE does not have a sufficient number of qualifying individuals and families to refer to
the PJ for the project or activity;
2. the CE does not include all HOME-ARP qualifying populations; or,
3. the CE fails to provide access and implement uniform referral processes in situations
where a project’s geographic area(s) is broader than the geographic area(s) covered by
the CE
If a PJ uses a CE that prioritizes one or more qualifying populations or segments of qualifying
populations (e.g., prioritizing assistance or units for chronically homeless individuals first, then
prioritizing homeless youth second, followed by any other individuals qualifying as homeless,
etc.) then this constitutes the use of preferences and a method of prioritization. To implement a
CE with these preferences and priorities, the PJ must include the preferences and method of
prioritization that the CE will use in the preferences section of their HOME-ARP allocation
plan. Use of a CE with embedded preferences or methods of prioritization that are not contained
in the PJ’s HOME-ARP allocation does not comply with Section IV.C.2 of the Notice (page10).
Identify the referral methods that the PJ intends to use for its HOME-ARP projects and
activities. PJ’s may use multiple referral methods in its HOME-ARP program. (Optional):
All supportive service activities will be utilized on a first come, first served basis. The
development activities must be required to use a first come, first served basis, unless the family
or individual is currently experiencing homelessness. That family or individual currently
32
experiencing homelessness can be prioritized for the HOME-ARP units in the project being
created. All subrecipients and projects will be required to have a waitlist for the HOME-ARP
program.
If the PJ intends to use the coordinated entry (CE) process established by the CoC, describe
whether all qualifying populations eligible for a project or activity will be included in the CE
process, or the method by which all qualifying populations eligible for the project or activity
will be covered. (Optional):
Salt Lake City does not intend to use the coordinated entry process established by the CoC since
it does not serve all the qualifying populations listed in the HOME-ARP Notice CPD-21-10.
If the PJ intends to use the CE process established by the CoC, describe the method of
prioritization to be used by the CE. (Optional):
Not applicable
If the PJ intends to use both a CE process established by the CoC and another referral method
for a project or activity, describe any method of prioritization between the two referral
methods, if any. (Optional):
Not applicable
Limitations in a HOME-ARP rental housing or NCS project
Limiting eligibility for a HOME-ARP rental housing or NCS project is only permitted under
certain circumstances.
• PJs must follow all applicable fair housing, civil rights, and nondiscrimination
requirements, including but not limited to those requirements listed in 24 CFR 5.105(a).
This includes, but is not limited to, the Fair Housing Act, Title VI of the Civil Rights Act,
section 504 of Rehabilitation Act, HUD’s Equal Access Rule, and the Americans with
Disabilities Act, as applicable.
• A PJ may not exclude otherwise eligible qualifying populations from its overall HOME-
ARP program.
• Within the qualifying populations, participation in a project or activity may be limited to
persons with a specific disability only, if necessary, to provide effective housing, aid,
benefit, or services that would be as effective as those provided to others in accordance
with 24 CFR 8.4(b)(1)(iv). A PJ must describe why such a limitation for a project or
activity is necessary in its HOME-ARP allocation plan (based on the needs and gap
identified by the PJ in its plan) to meet some greater need and to provide a specific
benefit that cannot be provided through the provision of a preference.
• For HOME-ARP rental housing, section VI.B.20.a.iii of the Notice (page 36) states that
owners may only limit eligibility to a particular qualifying population or segment of the
qualifying population if the limitation is described in the PJ’s HOME-ARP allocation
plan.
• PJs may limit admission to HOME-ARP rental housing or NCS to households who need
the specialized supportive services that are provided in such housing or NCS. However,
33
no otherwise eligible individuals with disabilities or families including an individual with
a disability who may benefit from the services provided may be excluded on the grounds
that they do not have a particular disability.
Describe whether the PJ intends to limit eligibility for a HOME-ARP rental housing or NCS
project to a particular qualifying population or specific subpopulation of a qualifying
population identified in section IV.A of the Notice:
Salt Lake City does not intend to limit eligibility for HOME-ARP rental housing.
If a PJ intends to implement a limitation, explain why the use of a limitation is necessary to
address the unmet need or gap in benefits and services received by individuals and families in
the qualifying population or subpopulation of qualifying population, consistent with the PJ’s
needs assessment and gap analysis:
Not applicable
If a limitation was identified, describe how the PJ will address the unmet needs or gaps in
benefits and services of the other qualifying populations that are not included in the limitation
through the use of HOME-ARP funds (i.e., through another of the PJ’s HOME-ARP projects
or activities):
Not applicable
SALT LAKE CITY
2020-2024 CONSOLIDATED PLAN
MAYOR
ERIN MENDENHALL
CITY COUNCIL
JAMES ROGERS
ANDREW JOHNSTON
CHRIS WHARTON
ANA VALDEMOROS
DARIN MANO
DAN DUGAN
AMY FOWLER
Prepared by
S A L T L A K E C I T Y
HOUSING and NEIGHBORHOOD DEVELOPMENT DIVISION
DEPARTMENT of COMMUNITY and NEIGHBHORHOODS
(;+Ζ%Ζ7
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Salt Lake City Consolidated Plan
2020-2024
TABLE OF CONTENTS
I. Executive Summary (ES) ................................................................................................ 4
a. ES-05 Executive Summary – 24 CFR 91.200(c), 91.220(b) .............................................. 5
II. The Process (PR) .......................................................................................................... 10
a. PR-05 Lead & Responsible Agencies – 24 CFR 91.200(b) ......................................... 11
b. PR-10 Consultation – 91.100, 91.200(b), 91.215(l) ..................................................... 11
c. PR-15 Citizen Participation ................................................................................. 26
III. Needs Assessment (NA) ............................................................................................ 48
a. NA-05 Overview ................................................................................................ 49
b. NA-10 Needs Assessment – Housing Needs Assessment – 91.205 (a,b,c) ....................... 54
c. NA-15 Disproportionately Greater Need: Housing Problems – 91.205 (b)(2) .......... 69
d. NA-20 Disproportionately Greater Need: Severe Housing Problems – 91.205 (b)(2)
........................................................................................................................... 72
e. NA-25 Disproportionately Greater Need: Housing Cost Burdens – 91.205 (b)(2) .... 74
f. NA-30 Disproportionately Greater Need: Discussion – 91.205 (b)(2) ...................... 75
g. NA-35 Public Housing – 91.205 (b) ........................................................................ 78
h. NA-40 Homeless Needs Assessment – 91.205 (c) .................................................. 81
i. NA-45 Non-Homeless Special Needs Assessment – 91.205 (b,d) ........................... 85
j. NA-50 Non-Housing Community Development Needs – 91.215 (f) ....................... 93
IV. Housing Market Analysis (MA) .................................................................................. 96
a. MA-Overview ..................................................................................................... 97
b. MA-10 Number of Housing Units 91.120(a) & (b)(2) ................................................ 99
c. MA-15 Housing Market Analysis: Cost of Housing – 91.210 (a) ............................ 103
d. MA-20 Housing Market Analysis: Condition of Housing – 91.210 (a) ................... 106
e. MA-25 Public and Assisted Housing – 91.210 (b) ................................................. 110
f. MA-30 Homeless Facilities and Services – 91.210 (c) ........................................... 112
g. MA-35 Special Needs Facilities and Services – 91.210 (d) .................................... 115
h. MA-40 Barriers to Affordable Housing – 91.210 (e) ............................................. 117
i. MA-45 Non-Housing Community Development Assets – 91.210 (f) .................... 118
j. MA-50 Needs and Market Analysis: Discussion ............................................... 126
k. MA-60 Broadband Needs of Housing Occupied by Low- and Moderate-Income
Households – 91.210(a)(4), 91.310(a)(2) .................................................................. 130
l. MA-65 Hazard Mitigation – 91.210(a)(5), 91.310(a)(2) .............................................. 131
V. Strategic Plan (SP) ..................................................................................................... 132
a. SP-05 Overview ............................................................................................... 133
b. SP-10 Geographic Priorities – 91.215 (a)(1) .......................................................... 134
c. SP-25 Priority Needs – 91.215 (a)(2) ..................................................................... 139
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Salt Lake City Consolidated Plan
2020-2024
d. SP-30 Influence of Market Conditions – 91.215 (a)(2) ........................................... 144
e. SP-35 Anticipated Resources – 91.215 (a)(4), 91.220 (c)(1,2) ..................................... 145
f. SP-40 Institutional Delivery Structure – 91.215 (k) .............................................. 150
g. SP-45 Goals ..................................................................................................... 156
h. SP-50 Public Housing Accessibility and Involvement – 91.215 (c) ........................ 158
i. SP-55 Strategic Plan Barriers to Affordable Housing – 91.215 (h) ....................... 158
j. SP-60 Homelessness Strategy – 91.215 (h) .......................................................... 162
k. SP-65 Lead-based Paint Hazards – 91.215 (i) ...................................................... 165
l. SP-70 Anti-Poverty Strategy – 91.215 (j) .............................................................. 166
m. SP-80 Monitoring – 91.230 ................................................................................. 167
VI. Appendix A: 2020-2024 Fair Housing Action Plan ................................................. 169
VII. Appendix B: Summary of Public Comment and Citizen Participation ................ 181
VIII. Appendix C: 2020-2024 Citizen Participation Plan .............................................. 281
IX. Appendix D: 2020-2021 Action Plan ........................................................................ 291
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Salt Lake City Consolidated Plan
2020-2024
EXECUTIVE SUMMARY
The Executive Summary serves as an introduction and summarizes the process of developing the plan,
the key findings utilized to develop priorities, and how the proposed goals and objectives will address
those priorities.
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Salt Lake City Consolidated Plan
2020-2024
ES-05 EXECUTIVE SUMMARY 24 CFR 91.200(c), 91.220(b)
1. INTRODUCTION
Salt Lake City’s 2020-2024 Consolidated Plan is the product of a collaborative process to identify housing
and community development needs and to establish goals, priorities, and strategies to address those
needs. This five-year plan provides a framework for maximizing and leveraging the city’s block grant
allocations to build healthy and sustainable communities that better focus funding from the U.S.
Department of Housing and Urban Development (HUD) formula block grant programs. The entitlement
grant programs guided by the Consolidated Plan are as follows:
• Community Development Block Grant (CDBG)
The CDBG program’s primary objective is to promote the development of viable urban
communities by providing decent housing, suitable living environments, and expanded economic
activities to persons of low- and moderate-income.
• Emergency Solutions Grant (ESG)
The ESG program’s primary objective is to assist individuals and families regain housing stability
after experiencing a housing or homelessness crisis.
• HOME Investment Partnership Program (HOME)
The HOME program’s primary objective is to create affordable housing opportunities for low-
income households.
• Housing Opportunities for Persons with AIDS (HOPWA)
The HOPWA program’s primary objective is to provide housing assistance and related supportive
services to persons living with HIV/AIDS and their families.
Similar to cities across the country, Salt Lake City is faced with housing prices that are rising more rapidly
than wages, resulting in a lack of affordable housing. This Consolidated Plan outlines a comprehensive set
of policies that respond to the City’s current challenges by utilizing new and collaborative strategies.
Affordable and safe housing serves as the foundation for individuals to move out of poverty and to avoid
homelessness. However, it is increasingly recognized that housing mus t be connected to opportunities for
education, transit, recreation, economic development, healthcare, and services. Instead of addressing
these needs separately, Salt Lake City takes a comprehensive and geographic approach to community
development by integrating these various aspects into its Consolidated Plan.
The 2020-2024 Consolidated Plan encourages investment in neighborhoods with concentrated poverty
and supports at-risk populations by promoting goals that increase access to housing, transportation,
economic development, and critical services. By building upon the growth and successes realized in the
previous Consolidated Plan, Salt Lake City is continuing to work toward closing the gap in a number of
socioeconomic indicators, such as improving housing affordability, job training, access to transportation
for low-income households, homeless prevention services, and medical/dental/behavioral health services
for at-risk populations.
In addition to expanding opportunity for low-income households living in concentrated areas of poverty,
Salt Lake City will continue to support essential housing and supportive services for the City’s most
vulnerable populations, with focus on the chronically homeless, homeless families, disabled persons,
victims of domestic violence, persons living with HIV/AIDS, and low-income elderly persons.
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Salt Lake City Consolidated Plan
2020-2024
Process & Overview
The 2020-2024 Consolidated Plan is organized into four primary sections, as follows:
I. The Process
The Process section of the Plan outlines the development of the Plan, including citizen
participation efforts and stakeholder involvement.
II. Needs Assessment (NA)
The Needs Assessment section provides an analysis of housing, homeless and community
development needs, with focus on the needs of low-income households, racial and ethnic
minorities, homeless persons, and non-homeless special needs populations.
III. Housing Market Analysis (MA)
The Housing Market Analysis section provides information and data on Salt Lake City’s housing
market, including an evaluation of local resources. The housing market analysis supplements
information supplied by the needs assessment and establishes a framework for five-year goals
and priorities to be developed.
IV. Five-Year Strategic Plan (SP)
Once community needs, market conditions, and resources are identified, program goals, specific
strategies, and benchmarks for measuring progress are set forth in the Strategic Plan section of
the Consolidated Plan. Efforts are prioritized to direct the allocation of federal funding to
maximize impact within the community.
Throughout this Plan period, Salt Lake City will look to address strategies and funding resources that help
address community responses to emergency need. This may include preparing for, responding to, and
recovery from community wide emergencies. These emergencies would likely be identified through a
national, state or local declaration of a state of emergency. Where appropriate, Salt Lake City will
maximize all resources to address such instances.
The 2020-2024 Consolidated Plan planning process will conclude with the development of the City’s First-
Year Action Plan. The First-Year Action Plan will outline the activities and funding priorities for the first
year of the Consolidated Plan, covering July 1, 2020 – June 30, 2021.
THE PROCESS
NEEDS ASSESSMENT
HOUSING MARKET ANALYSIS
5-YEAR
STRATEGIC
PLAN
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Salt Lake City Consolidated Plan
2020-2024
2. OBJECTIVES AND OUTCOMES IDENTIFIED IN THE PLAN
Salt Lake City’s 2020-2024 Consolidated Plan is a strategic plan focused on building Neighborhoods of
Opportunity to promote capacity in neighborhoods with concentrated poverty and to support the City’s
most vulnerable populations. Identified below are 5 goals with associated strategies to achieve the goals.
Housing
To provide expanded housing options for all economic and demographic segments of Salt Lake City’s
population while diversifying the housing stock within neighborhoods.
• Support housing programs that address the needs of aging housing stock through targeting
rehabilitation efforts and diversifying the housing stock within neighborhoods
• Support affordable housing development that increases the number and types of units available
for income eligible residents
• Support programs that provide access to home ownership via down payment assistance, and/or
housing subsidy, and/or financing
• Support rent assistance programs to emphasize stable housing as a primary strategy to prevent
and end homelessness
• Expand housing support for aging resident that ensure access to continued stable housing
Transportation
To promote accessibility and affordability of multimodal transportation options.
• Improve bus stop amenities as a way to encourage the accessibility of public transit and enhance
the experience of public transit in target areas
• Support access to transportation prioritizing very low-income and vulnerable populations
• Expand and support the installation of bike racks, stations, and amenities as a way to encourage
use of alternative modes of transportation in target areas
Build Community Resiliency
Build resiliency by providing tools to increase economic and/or housing stability.
• Provide job training/vocational training programs targeting low-income and vulnerable
populations including, but not limited to; chronically homeless; those exiting treatment
centers/programs and/or institutions; and persons with disabilities
• Economic Development efforts via supporting the improvement and visibility of small businesses
through façade improvement programs
• Provide economic development support for microenterprise businesses
• Direct financial assistance to for-profit businesses
• Expand access to early childhood education to set the stage for academic achievement, social
development, and change the cycle of poverty
• Promote digital inclusion through access to digital communication technologies and the internet
• Provide support for programs that reduce food insecurity for vulnerable population
Homeless Services
To expand access supportive programs that help ensure that homelessness is rare, brief, and non -
recurring.
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Salt Lake City Consolidated Plan
2020-2024
• Expand support for medical and dental care options for those experiencing homelessness
• Provide support for homeless services including Homeless Resource Center Operations and
Emergency overflow operations
• Provide support for programs providing outreach services to address the needs of those living an
unsheltered life
• Expand case management support as a way to connect those experiencing homelessness with
permanent housing and supportive services
Behavioral Health
To provide support for low-income and vulnerable populations experiencing behavioral health concerns
such as substance abuse disorders and mental health challenges.
• Expand treatment options, counseling support, and case management for those experiencing
behavioral health crisis
• Support programs that provide connection to permanent housing upon exiting behavioral health
programs. Support may include, but is not limited to supporting obtaining housing via deposit
and rent assistance and barrier elimination to the extent allowable to regulation
3. EVALUATION OF PAST PERFORMANCE
In preparation for development of the 2020-2024 Consolidated Plan, Salt Lake City’s Housing and
Neighborhood Development Division reviewed Consolidated Annual Performance Reports (CAPERs)
submitted to HUD under the 2015-2019 Consolidated Plan. The CAPERs provide an evaluation of past
performance and accomplishments in relation to established goals and priorities. The City’s program year
2016-2017 & 2017-2018 CAPER can be viewed at https://www.hudexchange.info/programs/consolidated-
plan/con-plans-aaps-capers/.
During the course of the 2015-2019 Consolidated Plan, the City has been able to meet the vast majority of
established goals and priorities. In addition, the City was able to comply with statutes and regulations set
by HUD.
TABLE ES-05.1
SALT LAKE CITY 2015-2019 CONSOLIDATED PLAN ACCOMPLISHMENTS
Goal Description Estimated Projected
1 Improve and Expand the Affordable Housing Stock 1,325 1,430
2 Expand Homeownership Opportunities 110 70
3 Provide Housing & Related Services to Persons with HIV/AIDS 725 925
4 Provide Housing for Homeless & At-Risk of Homeless Individuals and
Families
965 3,217
5 Provide Day-to-Day Services for Homeless Individuals & Families 15,000 7,380
6 Provide Public Services to Expand Opportunity & Self-Sufficiency for At-
Risk Populations
35,000 24,385
7 Revitalize Business Nodes in Target Areas 75 50
8 Improve the Quality of Public Facilities 1,093 1,344
9 Improve Infrastructure in Distressed Neighborhoods & Target Areas 100,000 139,112
4. SUMMARY OF CITIZEN PARTICIPATION PROCESS AND CONSULTATION PROCESS:
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Salt Lake City Consolidated Plan
2020-2024
Citizen participation is an integral part of the Consolidated Plan planning process, as it ensures goals and
priorities are defined in the context of community needs and preferences. In addition, the citizen
participation process provides a format to educate the community about the City’s federal grant
programs. To this end, Salt Lake City solicited involvement from a diverse group of stakeholders and
community members during the development of the 2020-2024 Consolidated Plan. A comprehensive
public engagement process included a citywide survey (2,000+ respondents), public hearings, public
meetings, one-on-one meetings, stakeholder committee meetings, task force meetings, internal technical
committee meetings, and a public comment period. In total, over 4,000 residents participated in providing
input into this plan.
The City received input and buy-in from residents, homeless service providers. Low-income service
providers, anti-poverty advocates, healthcare providers, housing advocates, housing developers, housing
authorities, community development organizations, educational institutions, transit authority planners,
City divisions and departments, among others. For more information on citizen participation efforts, refer
to the PR-15 Citizen Participation section of this Plan.
5. PUBLIC COMMENTS:
A summary of public comments will be available in the appendix of the finalized Consolidated Plan.
6. SUMMARY OF COMMENTS OR VIEWS NOT ACCEPTED AND THE REASONS FOR NOT
ACCEPTING THEM:
Comments received to date have been considered and utilized to inform the needs assessment, goal
setting, and prioritization of funding.
7. SUMMARY:
The Salt Lake City Council is scheduled to adopt the 2020-2024 Consolidated Plan on April 21, 2020.
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Salt Lake City Consolidated Plan
2020-2024
THE PROCESS
The Process section of the Consolidated Plan identifies the lead agencies responsible for the development
of the plan and the administration of the grants. In addition, this section outlines the process of
consulting with service providers and other stakeholders, as well as citizens participation efforts.
11
Salt Lake City Consolidated Plan
2020-2024
PR-05 LEAD & RESPONSIBLE AGENCIES - 24 CFR 91.200(b)
DESCRIBE AGENCY/ENTITY RESPONSIBLE FOR PREPARING THE CONSOLIDATED PLAN AND
THOSE RESPONSIBLE FOR ADMINISTRATION OF EACH GRANT PROGRAM AND FUNDING
SOURCE.
The following agencies/entities are responsible for preparing the Consolidated Plan and administrating
grant programs:
TABLE PR-05.1
LEAD AND RESPONSIBLE AGENCIES
Agency Role Name Department/Agency
CDBG Administrator SALT LAKE CITY Housing and Neighborhood Development Division
HOPWA Administrator SALT LAKE CITY Housing and Neighborhood Development Division
HOME Administrator SALT LAKE CITY Housing and Neighborhood Development Division
ESG Administrator SALT LAKE CITY Housing and Neighborhood Development Division
Salt Lake City is the Lead Agency for grant funds received from the United States Department of Housing
and Urban Development (HUD) entitlement programs as listed above. The City’s Housing and
Neighborhood Development (HAND) Division in the Department of Community and Neighborhoods (CAN)
is responsible for the administration of Housing and Urban Development (HUD) entitlement g rants which
includes the Community Development Block Grant (CDBG), the HOME Investment Partnerships Program
(HOME), the Emergency Solutions Grants (ESG), and the Housing Opportunities for Persons with AIDS
(HOPWA) program. HAND is also responsible for the preparation of the Consolidated Plan, Annual Action
Plans, and Consolidated Annual Performance Evaluation Reports (CAPER).
Consolidated Plan Public Contact Information:
Salt Lake City welcomes questions or comments regarding the Consolidated Plan. Please contact the
following:
Deputy Director of Housing and Neighborhood Development, Jennifer Schumann at
Jennifer.Schumann@slcgov.com or (801) 535-7276.
PR- 10 CONSULTATION- 91.100, 91.200(B), 91.215(I)
INTRODUCTION:
The City conducted robust outreach with representatives of low-income neighborhoods, housing and
social services providers, homeless shelter and homeless services providers, faith -based organizations,
community stakeholders, City departments, and many others. In total, these comprehensive outreach
efforts engaged over 4,000 stakeholders during a one-year period. The citizen participation process is
described in greater detail in ‘PR-15 Citizen Participation.’
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Salt Lake City Consolidated Plan
2020-2024
Provide a concise summary of the jurisdiction’s activities to enhance coordination between
public and assisted housing providers and private and governmental health, mental health
and service agencies. (91.215(I)).
The City led a proactive, community-based process to solicit public and stakeholder input for the
development of the Consolidated Plan goals, strategies, and priorities. The City created a Stakeholder
Advisory Committee that met three times during the planning process. In addition, the City worked
directly with service providers and other government agencies to gather data used in the technical
analysis for the Consolidated Plan.
Describe coordination with the Continuum of Care and efforts to address the needs of
homeless persons (particularly chronically homeless indiv iduals and families, families with
children, veterans, and unaccompanied youth) and persons at risk of homelessness:
Salt Lake City representatives actively participated in the Salt Lake Valley Coalition to End Homelessness
(SLVCEH), the entity responsible for oversight of the Continuum of Care (CoC). SLVCEH’s primary goal is to
end homelessness in Salt Lake Valley through a system-wide commitment of resources, services, data
collection, analysis and coordination among all stakeholders. The Coalition gathers community consensus
to create and fulfill established outcomes. Using these goals, the Coalition partners with key stakeholders
to fill the needs of the Salt Lake County Valley community. City representatives served on the SLVCEH
Steering Committee and actively participated in meetings and efforts.
Describe consultation with the Continuum of Care that serves the jurisdiction’s area in
determining how to allocate ESG funds, develop performance standards and evaluate
outcomes, and develop funding, policies and procedures for the administration of HMIS:
Working closely with the other two CoCs in the state- Mountainlands and Balance of State, as well as
other city, state, and county representatives, City representatives provided direction and support for how
funding SLVCEH’s priorities are considered in Emergency Solutions Grant (ESG) allocations. Utilizing data
sources like the annual ‘Point-in-Time Count’ and Utah Homeless Management Information System
(UHMIS) outputs, City representatives worked with other SLVCEH members to assess progress on shared
metrics such as an individual’s average length of homelessness, likelihood to return to homelessness, and
the percentage of exits from emergency shelter, transitional housing, and rapid rehousing projects to
permanent housing. The City has agreed to use common measures with other SLVCEH members to grade
service providers.
City representatives also actively participated in meetings regarding the funding, policies and procedures
for the administration of the UHMIS. UHMIS helps homeless providers coordinate care, manage
operations, and better serve clients by tracking client service needs over time. All ESG-funded entities
participate in UHMIS.
City representatives helped to develop consistent data standards and create a HMIS training manual. The
manual provides guidance on HMIS data elements for CoCs, HMIS Lead Agencies, HMIS System
Administrators, and users. City representatives helped to disseminate information regarding the
accompanying HMIS Data Dictionary to define data elements and requirements for HMIS compliance for
HMIS Vendors and System Administrators.
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Salt Lake City Consolidated Plan
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DESCRIBE AGENCIES, GROUPS, ORGANIZATIONS AND OTHERS WHO PARTICIPATED IN THE
PROCESS AND DESCRIBE THE JURISDICTION’S CONSULTATIONS WITH HOUSING, SOCIAL
SERVICE AGENCIES AND OTHER ENTITIES:
TABLE PR-10.1
CONSULTATION AND PUBLIC PARTICIPATION PARTICIPANTS
STAKEHOLDER ADVISORY COMMITTEE
1 Agency/Group/Organization Refugee and Immigration Center - Asian Association of
Utah Agency/Group/Organization Type Services - Refugees What section of the Plan was addressed by
consultation?
Non-Homeless Special Needs
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Public Service Organization that assisted in identifying
service gaps within the community. The collaborative
effort allowed for discussion and feedback from the
agencies that are the closest to those we are assisting.
From these efforts, the City was able to determine the
overarching priorities and goals of the Plan, including
specific public service focus areas where funding will be
targeted and leveraged community wide.
2 Agency/Group/Organization ASSIST Agency/Group/Organization Type Services - Persons with Disabilities, Housing What section of the Plan was addressed by
consultation?
Housing Needs Assessment, Non-Homeless Needs
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Public Service Organization that assisted in identifying
service gaps within the community. The collaborative
effort allowed for discussion and feedback from the
agencies that are the closest to those we are assisting.
From these efforts, the City was able to determine the
overarching priorities and goals of the Plan, including
specific public service focus areas where funding will be
targeted and leveraged community wide.
3 Agency/Group/Organization Columbus Community Center Agency/Group/Organization Type Services - Employment, Persons with Disabilities What section of the Plan was addressed by
consultation?
Non-Homeless Special Needs
How was the Agency/Group/Organization
consulted and what are the anticipated
Public Service Organization that assisted in identifying
service gaps within the community. The collaborative
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Salt Lake City Consolidated Plan
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outcomes of the consultation or areas for
improved coordination?
effort allowed for discussion and feedback from the
agencies that are the closest to those we are assisting.
From these efforts, the City was able to determine the
overarching priorities and goals of the Plan, including
specific public service focus areas where funding will be
targeted and leveraged community wide.
4 Agency/Group/Organization Community Development Corporation, Utah Agency/Group/Organization Type Services - Housing What section of the Plan was addressed by
consultation?
Housing Needs Assessment
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Public Service Organization that assisted in identifying
service gaps within the community. The collaborative
effort allowed for discussion and feedback from the
agencies that are the closest to those we are assisting.
From these efforts, the City was able to determine the
overarching priorities and goals of the Plan, including
specific public service focus areas where funding will be
targeted and leveraged community wide.
5 Agency/Group/Organization Community Health Center of Utah Agency/Group/Organization Type Services - Health What section of the Plan was addressed by
consultation?
Non-Homeless Special Needs
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Public Service Organization that assisted in identifying
service gaps within the community. The collaborative
effort allowed for discussion and feedback from the
agencies that are the closest to those we are assisting.
From these efforts, the City was able to determine the
overarching priorities and goals of the Plan, including
specific public service focus areas where funding will be
targeted and leveraged community wide.
6 Agency/Group/Organization Disability Law Center Agency/Group/Organization Type Services - Law, Persons with Disabilities What section of the Plan was addressed by
consultation?
Non-Homeless Special Needs
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Public Service Organization that assisted in identifying
service gaps within the community. The collaborative
effort allowed for discussion and feedback from the
agencies that are the closest to those we are assisting.
From these efforts, the City was able to determine the
overarching priorities and goals of the Plan, including
specific public service focus areas where funding will be
targeted and leveraged community wide.
7 Agency/Group/Organization Donated Dental
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Salt Lake City Consolidated Plan
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Agency/Group/Organization Type Services - Health What section of the Plan was addressed by
consultation?
Homeless Needs - Families with Children, Non-Homeless
Special Needs How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Public Service Organization that assisted in identifying
service gaps within the community. The collaborative
effort allowed for discussion and feedback from the
agencies that are the closest to those we are assisting.
From these efforts, the City was able to determine the
overarching priorities and goals of the Plan, including
specific public service focus areas where funding will be
targeted and leveraged community wide.
8 Agency/Group/Organization First Step House Agency/Group/Organization Type Services - Housing, Persons with Disabilities, Homeless,
Health What section of the Plan was addressed by
consultation?
Housing Need Assessment, Homeless Needs -
Chronically Homeless, Homeless Needs - Veterans,
Homeless Strategy, Non-Homeless Special Needs How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Public Service Organization that assisted in identifying
service gaps within the community. The collaborative
effort allowed for discussion and feedback from the
agencies that are the closest to those we are assisting.
From these efforts, the City was able to determine the
overarching priorities and goals of the Plan, including
specific public service focus areas where funding will be
targeted and leveraged community wide.
9 Agency/Group/Organization Habitat for Humanity Agency/Group/Organization Type Services - Housing What section of the Plan was addressed by
consultation?
Housing Need Assessment
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Public Service Organization that assisted in identifying
service gaps within the community. The collaborative
effort allowed for discussion and feedback from the
agencies that are the closest to those we are assisting.
From these efforts, the City was able to determine the
overarching priorities and goals of the Plan, including
specific public service focus areas where funding will be
targeted and leveraged community wide.
10 Agency/Group/Organization Salt Lake County Housing Authority DBA Housing
Connect Agency/Group/Organization Type Services - Housing, Homeless What section of the Plan was addressed by
consultation?
Housing Need Assessment, Homeless Strategy
How was the Agency/Group/Organization
consulted and what are the anticipated
Public Service Organization that assisted in identifying
service gaps within the community. The collaborative
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Salt Lake City Consolidated Plan
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outcomes of the consultation or areas for
improved coordination?
effort allowed for discussion and feedback from the
agencies that are the closest to those we are assisting.
From these efforts, the City was able to determine the
overarching priorities and goals of the Plan, including
specific public service focus areas where funding will be
targeted and leveraged community wide.
11 Agency/Group/Organization Intermountain Healthcare Agency/Group/Organization Type Services - Health, Impact Investment What section of the Plan was addressed by
consultation?
Non-Homeless Special Needs
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Public Service Organization that assisted in identifying
service gaps within the community. The collaborative
effort allowed for discussion and feedback from the
agencies that are the closest to those we are assisting.
From these efforts, the City was able to determine the
overarching priorities and goals of the Plan, including
specific public service focus areas where funding will be
targeted and leveraged community wide.
12 Agency/Group/Organization Maliheh Free Clinic Agency/Group/Organization Type Services - Health, Refugess What section of the Plan was addressed by
consultation?
Non-Homeless Special Needs
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Public Service Organization that assisted in identifying
service gaps within the community. The collaborative
effort allowed for discussion and feedback from the
agencies that are the closest to those we are assisting.
From these efforts, the City was able to determine the
overarching priorities and goals of the Plan, including
specific public service focus areas where funding will be
targeted and leveraged community wide.
13 Agency/Group/Organization NeighborWorks Salt Lake Agency/Group/Organization Type Services - Housing What section of the Plan was addressed by
consultation?
Housing Needs Assessment
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Public Service Organization that assisted in identifying
service gaps within the community. The collaborative
effort allowed for discussion and feedback from the
agencies that are the closest to those we are assisting.
From these efforts, the City was able to determine the
overarching priorities and goals of the Plan, including
specific public service focus areas where funding will be
targeted and leveraged community wide.
14 Agency/Group/Organization Optum Health
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Salt Lake City Consolidated Plan
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Agency/Group/Organization Type Services - Health What section of the Plan was addressed by
consultation?
Non-Homeless Special Needs
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Public Service Organization that assisted in identifying
service gaps within the community. The collaborative
effort allowed for discussion and feedback from the
agencies that are the closest to those we are assisting.
From these efforts, the City was able to determine the
overarching priorities and goals of the Plan, including
specific public service focus areas where funding will be
targeted and leveraged community wide.
15 Agency/Group/Organization Salt Lake City Housing Authority Agency/Group/Organization Type Services - Housing, Homeless What section of the Plan was addressed by
consultation?
Housing Needs Assessment, Homeless Strategy
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Public Service Organization that assisted in identifying
service gaps within the community. The collaborative
effort allowed for discussion and feedback from the
agencies that are the closest to those we are assisting.
From these efforts, the City was able to determine the
overarching priorities and goals of the Plan, including
specific public service focus areas where funding will be
targeted and leveraged community wide.
16 Agency/Group/Organization Salt Lake County Aging and Adult Services Agency/Group/Organization Type Services - Seniors, Aging Services What section of the Plan was addressed by
consultation?
Non-Homeless Special Needs
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Public Service Organization that assisted in identifying
service gaps within the community. The collaborative
effort allowed for discussion and feedback from the
agencies that are the closest to those we are assisting.
From these efforts, the City was able to determine the
overarching priorities and goals of the Plan, including
specific public service focus areas where funding will be
targeted and leveraged community wide.
17 Agency/Group/Organization Shelter the Homeless Agency/Group/Organization Type Services - Homeless What section of the Plan was addressed by
consultation?
Housing Needs Assessment, Homeless Strategy,
Homeless Needs - Chronically Homeless How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Public Service Organization that assisted in identifying
service gaps within the community. The collaborative
effort allowed for discussion and feedback from the
agencies that are the closest to those we are assisting.
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Salt Lake City Consolidated Plan
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From these efforts, the City was able to determine the
overarching priorities and goals of the Plan, including
specific public service focus areas where funding will be
targeted and leveraged community wide.
18 Agency/Group/Organization South Valley Services Agency/Group/Organization Type Services - Domestic Violence What section of the Plan was addressed by
consultation?
Non-Homeless Special Needs
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Public Service Organization that assisted in identifying
service gaps within the community. The collaborative
effort allowed for discussion and feedback from the
agencies that are the closest to those we are assisting.
From these efforts, the City was able to determine the
overarching priorities and goals of the Plan, including
specific public service focus areas where funding will be
targeted and leveraged community wide.
19 Agency/Group/Organization Utah Community Action Agency/Group/Organization Type Services - Housing, Food Bank, Early Education What section of the Plan was addressed by
consultation?
Housing Needs Assessment, Homeless Strategy, Anti-
Poverty Strategy How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Public Service Organization that assisted in identifying
service gaps within the community. The collaborative
effort allowed for discussion and feedback from the
agencies that are the closest to those we are assisting.
From these efforts, the City was able to determine the
overarching priorities and goals of the Plan, including
specific public service focus areas where funding will be
targeted and leveraged community wide.
20 Agency/Group/Organization Utah Department of Workforce Services Agency/Group/Organization Type Services - Medicaid, Food, Employment What section of the Plan was addressed by
consultation?
Homeless Strategy, Economic Development, Anti-
Poverty Strategy, Non-Homeless Special Needs How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Public Service Organization that assisted in identifying
service gaps within the community. The collaborative
effort allowed for discussion and feedback from the
agencies that are the closest to those we are assisting.
From these efforts, the City was able to determine the
overarching priorities and goals of the Plan, including
specific public service focus areas where funding will be
targeted and leveraged community wide.
21 Agency/Group/Organization Utah Health and Human Rights Agency/Group/Organization Type Services - Mental Health
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Salt Lake City Consolidated Plan
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What section of the Plan was addressed by
consultation?
Non-Homeless Special Needs
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Public Service Organization that assisted in identifying
service gaps within the community. The collaborative
effort allowed for discussion and feedback from the
agencies that are the closest to those we are assisting.
From these efforts, the City was able to determine the
overarching priorities and goals of the Plan, including
specific public service focus areas where funding will be
targeted and leveraged community wide.
22 Agency/Group/Organization Utah Transit Authority Agency/Group/Organization Type Services - Transit, Transportation What section of the Plan was addressed by
consultation?
Non-Homeless Special Needs
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Public Service Organization that assisted in identifying
service gaps within the community. The collaborative
effort allowed for discussion and feedback from the
agencies that are the closest to those we are assisting.
From these efforts, the City was able to determine the
overarching priorities and goals of the Plan, including
specific public service focus areas where funding will be
targeted and leveraged community wide.
23 Agency/Group/Organization Volunteers of America - Utah Agency/Group/Organization Type Services - Housing, Persons with Disabilities, Homeless,
Health What section of the Plan was addressed by
consultation?
Housing Needs Assessment, Homeless Needs -
Chronically Homeless, Homeless Needs - Families with
Children, Homeless Needs - Veterans, Homeless Needs -
Unaccompanied Youth, Homeless Strategy, Anti-Poverty
Strategy How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Public Service Organization that assisted in identifying
service gaps within the community. The collaborative
effort allowed for discussion and feedback from the
agencies that are the closest to those we are assisting.
From these efforts, the City was able to determine the
overarching priorities and goals of the Plan, including
specific public service focus areas where funding will be
targeted and leveraged community wide.
24 Agency/Group/Organization Young Women's Christian Association Agency/Group/Organization Type Services - Housing, Children, Victims of Domestic
Violence, Homeless, Victims What section of the Plan was addressed by
consultation?
Homeless Needs - Families with Children, Homeless
Strategy, Non-Homeless Special Needs
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Salt Lake City Consolidated Plan
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How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Public Service Organization that assisted in identifying
service gaps within the community. The collaborative
effort allowed for discussion and feedback from the
agencies that are the closest to those we are assisting.
From these efforts, the City was able to determine the
overarching priorities and goals of the Plan, including
specific public service focus areas where funding will be
targeted and leveraged community wide.
INTERDEPARTMENTAL TECHNICAL ASSISTANCE GROUP
25 Agency/Group/Organization Salt Lake City Community and Neighborhoods
Department Agency/Group/Organization Type Other Governmental - Local, Planning Organization What section of the Plan was addressed by
consultation?
City Infrastructure, Community Needs, Community
Safety, Economic Development, Homeless Services,
Housing Needs Assessment, Market Analysis, Non-
Homeless Special Needs, Planning/Zoning/Land Use,
Public Services How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
The City assembled an Interdepartmental Technical
Committee to discuss the necessity of leveraging federal
and non-federal funding opportunities. The Committee
assisted in creating target areas to geographically focus
city-wide efforts and discuss other funding tools that
may be available. The group committed to working
collaboratively to maximize resources. Collaborations
will continue to occur on City infrastructure, economic
development, and transportation efforts that are in a
geographically focused area.
26 Agency/Group/Organization Salt Lake City Council Agency/Group/Organization Type Other Governmental - Local, Planning Organization What section of the Plan was addressed by
consultation?
City Infrastructure, City Policy, Community Needs,
Community Safety, Economic Development, Homeless
Services, Housing Needs Assessment, Market Analysis,
Non-Homeless Special Needs, Planning/Zoning/Land
Use, Public Services How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
The City assembled an Interdepartmental Technical
Committee to discuss the necessity of leveraging federal
and non-federal funding opportunities. The Committee
assisted in creating target areas to geographically focus
city-wide efforts and discuss other funding tools that
may be available. The group committed to working
collaboratively to maximize resources. Collaborations
will continue to occur on City infrastructure, economic
development, and transportation efforts that are in a
geographically focused area.
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Salt Lake City Consolidated Plan
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27 Agency/Group/Organization Salt Lake City Division of Economic Development Agency/Group/Organization Type Other Governmental - Local, Planning Organization What section of the Plan was addressed by
consultation?
City Infrastructure, Community Needs, Community
Safety, Economic Development, Homeless Services,
Housing Needs Assessment, Market Analysis, Non-
Homeless Special Needs, Planning/Zoning/Land Use,
Public Services How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
The City assembled an Interdepartmental Technical
Committee to discuss the necessity of leveraging federal
and non-federal funding opportunities. The Committee
assisted in creating target areas to geographically focus
city-wide efforts and discuss other funding tools that
may be available. The group committed to working
collaboratively to maximize resources. Collaborations
will continue to occur on City infrastructure, economic
development, and transportation efforts that are in a
geographically focused area.
28 Agency/Group/Organization Salt Lake City Engineering Division Agency/Group/Organization Type Other Governmental - Local, Planning Organization What section of the Plan was addressed by
consultation?
City Infrastructure, Community Needs, Community
Safety, Economic Development, Homeless Services,
Housing Needs Assessment, Market Analysis, Non-
Homeless Special Needs, Planning/Zoning/Land Use,
Public Services How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
The City assembled an Interdepartmental Technical
Committee to discuss the necessity of leveraging federal
and non-federal funding opportunities. The Committee
assisted in creating target areas to geographically focus
city-wide efforts and discuss other funding tools that
may be available. The group committed to working
collaboratively to maximize resources. Collaborations
will continue to occur on City infrastructure, economic
development, and transportation efforts that are in a
geographically focused area.
29 Agency/Group/Organization Salt Lake City Parks & Public Lands Division Agency/Group/Organization Type Other Governmental - Local, Planning Organization What section of the Plan was addressed by
consultation?
City Infrastructure, Community Needs, Community
Safety, Economic Development, Homeless Services,
Housing Needs Assessment, Market Analysis, Non-
Homeless Special Needs, Planning/Zoning/Land Use,
Public Services How was the Agency/Group/Organization
consulted and what are the anticipated
The City assembled an Interdepartmental Technical
Committee to discuss the necessity of leveraging federal
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Salt Lake City Consolidated Plan
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outcomes of the consultation or areas for
improved coordination?
and non-federal funding opportunities. The Committee
assisted in creating target areas to geographically focus
city-wide efforts and discuss other funding tools that
may be available. The group committed to working
collaboratively to maximize resources. Collaborations
will continue to occur on City infrastructure, economic
development, and transportation efforts that are in a
geographically focused area.
30 Agency/Group/Organization Salt Lake City Redevelopment Agency Agency/Group/Organization Type Other Governmental - Local, Planning Organization What section of the Plan was addressed by
consultation?
City Infrastructure, Community Needs, Community
Safety, Economic Development, Homeless Services,
Housing Needs Assessment, Market Analysis, Non-
Homeless Special Needs, Planning/Zoning/Land Use,
Public Services How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
The City assembled an Interdepartmental Technical
Committee to discuss the necessity of leveraging federal
and non-federal funding opportunities. The Committee
assisted in creating target areas to geographically focus
city-wide efforts and discuss other funding tools that
may be available. The group committed to working
collaboratively to maximize resources. Collaborations
will continue to occur on City infrastructure, economic
development, and transportation efforts that are in a
geographically focused area.
31 Agency/Group/Organization Salt Lake City Transportation Division Agency/Group/Organization Type Other Governmental - Local, Planning Organization What section of the Plan was addressed by
consultation?
City Infrastructure, Community Needs, Community
Safety, Economic Development, Homeless Services,
Housing Needs Assessment, Market Analysis, Non-
Homeless Special Needs, Planning/Zoning/Land Use,
Public Services How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
The City assembled an Interdepartmental Technical
Committee to discuss the necessity of leveraging federal
and non-federal funding opportunities. The Committee
assisted in creating target areas to geographically focus
city-wide efforts and discuss other funding tools that
may be available. The group committed to working
collaboratively to maximize resources. Collaborations
will continue to occur on City infrastructure, economic
development, and transportation efforts that are in a
geographically focused area.
32 Agency/Group/Organization Salt Lake City Civic Engagement Agency/Group/Organization Type Other Governmental – Local, Planning Organization
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Salt Lake City Consolidated Plan
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What section of the Plan was addressed by
consultation?
City Infrastructure, Community Needs, Community
Safety, Economic Development, Homeless Services,
Housing Needs Assessment, Market Analysis, Non-
Homeless Special Needs, Planning/Zoning/Land Use,
Public Services How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
The City assembled an Interdepartmental Technical
Committee to discuss the necessity of leveraging federal
and non-federal funding opportunities. The Committee
assisted in creating target areas to geographically focus
city-wide efforts and discuss other funding tools that
may be available. The group committed to working
collaboratively to maximize resources. Collaborations
will continue to occur on City infrastructure, economic
development, and transportation efforts that are in a
geographically focused area.
33 Agency/Group/Organization Salt Lake City Police Department Agency/Group/Organization Type Other Governmental - Local What section of the Plan was addressed by
consultation?
Community Safety, Homeless Services, Non-Homeless
Special Needs How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
The City assembled an Interdepartmental Technical
Committee to discuss the necessity of leveraging federal
and non-federal funding opportunities. The Committee
assisted in creating target areas to geographically focus
city-wide efforts and discuss other funding tools that
may be available. The group committed to working
collaboratively to maximize resources. Collaborations
will continue to occur on City infrastructure, economic
development, and transportation efforts that are in a
geographically focused area.
34 Agency/Group/Organization Salt Lake City Sustainability Division Agency/Group/Organization Type Other Governmental - Local Planning Organization What section of the Plan was addressed by
consultation?
City Infrastructure, Community Needs, Community
Safety, Economic Development, Homeless Services,
Housing Needs Assessment, Market Analysis, Non-
Homeless Special Needs, Planning/Zoning/Land Use,
Public Services How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
The City assembled an Interdepartmental Technical
Committee to discuss the necessity of leveraging federal
and non-federal funding opportunities. The Committee
assisted in creating target areas to geographically focus
city-wide efforts and discuss other funding tools that
may be available. The group committed to working
collaboratively to maximize resources. Collaborations
will continue to occur on City infrastructure, economic
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Salt Lake City Consolidated Plan
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development, and transportation efforts that are in a
geographically focused area.
35 Agency/Group/Organization Salt Lake City Planning Division Agency/Group/Organization Type Other Governmental – Local Planning Organization What sections of the Plan was addressed
by consultation?
City Infrastructure, Community Needs, Community
Safety, Economic Development, Homeless Services,
Housing Needs Assessment, Market Analysis, Non-
Homeless Special Needs, Planning/Zoning/Land Use,
Public Services How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
The City assembled an Interdepartmental Technical
Committee to discuss the necessity of leveraging federal
and non-federal funding opportunities. The Committee
assisted in creating target areas to geographically focus
city-wide efforts and discuss other funding tools that
may be available. The group committed to working
collaboratively to maximize resources. Collaborations
will continue to occur on City infrastructure, economic
development, and transportation efforts that are in a
geographically focused area.
TABLE PR-10.2
PLAN CONSULTATION
Community Plan Consultations
1 Name of Plan 10-Year Plan to End Chronic Homelessness
Lead Organization State of Utah
How do the goals of
your Strategic Plan
overlap with the goals
of each plan?
Created in 2004, updated in 2013, this plan highlights initiatives centered on
using the Housing First Model to end chronic homelessness. This plan
places minimal restriction on persons to place them into safe housing.
Housing goals include promoting the construction of safe, decent, and
affordable homes for all income levels and to put specific emphasis on
housing homeless persons.
2 Name of Plan Annual Point-in-Time Count
Lead Organization State of Utah
How do the goals of
your Strategic Plan
overlap with the goals
of each plan?
This plan highlights an initiative to find homeless persons living on the
streets and gather information in order to connect them with available
services. By doing so, this will help policymakers and program
administrators set benchmarks to measure progress toward the goal of
ending homelessness, help plan services and programs to appropriately
address local needs, identify strengths and gaps in a community’s current
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Salt Lake City Consolidated Plan
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homelessness assistance system, inform public opinion, increase public
awareness, attract resources, and create the most reliable estimate of
people experiencing homelessness throughout Utah.
3 Name of Plan Growing SLC
Lead Organization Salt Lake City
How do the goals of
your Strategic Plan
overlap with the goals
of each plan?
Policy solutions over the five year period of this plan will focus on: 1)
updates to zoning code, 2) preservation of long-term affordable housing, 3)
establishment of a significant funding source, 4)stabilizing low-income
tenants, 5) innovation in design, 6) partnerships and collaboration in
housing, and 7) equitability and fair housing.
4 Name of Plan Salt Lake City Master Plans
Lead Organization Salt Lake City
How do the goals of
your Strategic Plan
overlap with the goals
of each plan?
Salt Lake City's master plans provide vision and goals for future
development in the City. The plans guide the development and use of land,
as well as provide recommendations for particular places within the City.
HAND utilized the City's master plans to align policies, goals, and priorities.
5 Name of Plan Salt Lake Valley Coalition to End Homelessness
Lead Organization Salt Lake County
How do the goals of
your Strategic Plan
overlap with the goals
of each plan?
This plan emphasizes the promotion of a community‐wide commitment to
the goal of ending homelessness, provide funding for efforts to quickly re‐
house individuals and families who are homeless, which minimizes the
trauma and dislocation caused by homelessness, promote access to and
effective use of mainstream programs, optimize self‐sufficiency among
individuals and families experiencing homelessness
6 Name of Plan State of Utah Strategic Plan on Homelessness
Lead Organization State of Utah
How do the goals of
your Strategic Plan
overlap with the goals
of each plan?
The strategic plan establishes statewide goals and benchmarks on which to
measure progress toward these goals. The plan recognizes that every
community in Utah is different in their challenges, resources available, and
needs of those who experience homelessness.
7 Name of Plan Strategic Economic Development Plan
Lead Organization Salt Lake City Economic Development
How do the goals of
your Strategic Plan
overlap with the goals
of each plan?
The Strategic Plan establishes an assessment of existing economic
conditions of Salt Lake City through analysis of quantitative and qualitative
data. This information guided a strategic framework that builds on existing
strengths and seeks to overcome identified challenges to ensure the City’s
fiscal health, enhance its business climate, and promote economic growth.
8 Name of Plan Housing Gap Coalition Report
Lead Organization Salt Lake Chamber
How do the goals of
your Strategic Plan
overlap with the goals
of each plan?
Initiative that seeks to safeguard Utah's economic prosperity by ensuring
home ownership is attainable and housing affordability is a priority,
protecting Utahns quality of life and expanding opportunities for all.
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Salt Lake City Consolidated Plan
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9 Name of Plan Housing Affordability Crisis
Lead Organization Kem C. Gardner Policy Institute
How do the goals of
your Strategic Plan
overlap with the goals
of each plan?
Policy brief regarding the current and projected state of rising housing
prices in Utah and recommendations regarding what to do about it.
10 Name of Plan Continuum of Care
Lead Organization Salt Lake County
How do the goals of
your Strategic Plan
overlap with the goals
of each plan?
Salt Lake County is responsible for coordinating the HUD Continuum of Care
(CoC) grant application process and community-wide goals on ending
homelessness for the Salt Lake County CoC (UT-500). The CoC provides
annual funding for local homeless housing and service programs. Although
Salt Lake County Government manages the local process, ultimate funding
decisions are made at the national level by HUD. The Salt Lake Valley
Coalition to End Homelessness is responsible for oversight of the CoC.
DESCRIBE COORDINATION AND COOPERATION WITH OTHER PUBLIC ENTITIES, INCLUDING
THE STATE AND ANY ADJACENT UNITS OF GENERAL LOCAL GOVERNMENT, IN THE
IMPLEMENTATION OF THE CONSOLIDATED PLAN: (91.215(I))
The City coordinated and cooperated with other public entities, including the State of Utah, Salt Lake
County, and neighboring cities on the implementation of the Consolidated Plan. These coordination
efforts included City representatives serving on the Commission on Housing Affordability, the Utah Lt.
Governor’s Affordable Housing Taskforce, the SLVCEH Steering Committee, and other State agencies. In
addition, the City worked closely with Salt Lake County’s Housing and Community Development Division
to foster regional collaboration for implementation.
PR- 15 CITIZEN PARTICIPATION
SUMMARIZE CITIZEN PARTICIPATION PROCESS AND HOW IT IMPACTED GOAL SETTING.
The City seeks to develop and enhance livable, healthy, and sustainable neighborhoods through robust
planning and actions that reflect the needs and values of the local community. The City has stayed true to
its values of inclusiveness and innovation by embracing opportunities to provide equitable services, offer
funding, and create housing opportunities that improve lives for individuals and families in underserved
and under-resourced communities.
The City recognizes that citizen participation is critical for the development of a Consolidated Plan that
reflects the needs of affected persons and residents. In accordance with 24 CFR 91.105, the City solicited
robust citizen participation over the course of an entire year. Between May 2019 and May 2020, over
4,000 residents, stakeholders, agency partners, and City officials participated through proactive,
community-based outreach, facilitated stakeholder engagement, and online surveys. The City involved
affected persons and residents through stakeholder consultation, a community survey, community
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Salt Lake City Consolidated Plan
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events, public meetings, public hearings, public comment periods, and one-on-one consultations. The
following provides a synopsis of these efforts.
CONSOLIDATED PLAN SURVEY
The City created a survey to solicit feedback from residents regarding their priorities for the provision of
housing, economic development, and public services in the most underserved and under-resourced areas
of the community. The survey and all accompanying collateral material was translated into Spanish, with
additional language translation services available upon request.
The survey was posted on the City website and social media platforms, third-party digital applications like
Nextdoor and was distributed to thousands of residents through the City’s email listserv. In addition,
digital flyers with Quick Response (QR) codes were created and distributed to stakeholder advisory and
interdepartmental working group members. Members of these groups were asked to distribute the flyer
to their respective constituencies.
FIGURE PR-15.1
FLYER - ENGLISH
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Salt Lake City Consolidated Plan
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FIGURE PR-15.2
FLYER - SPANISH
The survey fielding occurred from August 15 through September 30, 2019, with a total of 2,068
respondents completing it. Respondents ranked homeless and transportation services as their top
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Salt Lake City Consolidated Plan
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priorities for City services. Street improvements, job creation, and rental assistance were the top priorities
for community, economic development, and housing investments respectively.
FIGURE PR-15.3
QUESTION #1 SURVEY RESULTS
Respondents identified Poplar Grove, Fairpark, and Ballpark as the areas of the City with the most unmet
needs for underserved individuals and families. The overwhelming majority of residents did not feel that
30
Salt Lake City Consolidated Plan
2020-2024
the current housing stock was sufficient to meet the needs of a growing City, particularly for low-income
populations, seniors, and individuals with disabilities.
FIGURE PR-15.4
MAP OF UNDERSERVED COMMUNITIES
FIGURE PR-15.5
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Salt Lake City Consolidated Plan
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MAP OF WHERE RESPONDENTS LIVE
Since the Consolidated Plan survey was open to anyone who wanted to take it, results may have included
self-selection bias. To supplement these results with a more representative understanding of resident
sentiment, the City also compared them with the recently completed annual resident survey results. Both
surveys showed that residents wanted more housing and transportation investments for underserved
areas of the community.
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Salt Lake City Consolidated Plan
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FIGURE PR-15.6
KEY TAKE-AWAYS FROM SLC ANNUAL SURVEY
REGIONAL COLLABORATION
The City collaborated closely with Salt Lake County as the two entities worked in tandem on their
respective Consolidated Plans. City staff consistently attended County meetings, and vice versa. In
addition, the two entities worked together on the question wording and format for their respective
surveys to ensure an “apples-to-apples” comparison of survey results. This approach allowed the City to
consider both qualitative stakeholder feedback and quantitative survey results within a broader, regional
context. In total, 222 Salt Lake City residents took the Salt Lake County survey.
STAKEHOLDER ADVISORY COMMITTEE
The City assembled a Stakeholder Advisory Committee comprised of nonprofit providers and agency
partners. The Committee met three times in 2019 on July 30, September 24, and December 11. These
meetings were strategically scheduled at critical milestones to maximize the impact stakeholder feedback
would have in the identification of Consolidated Plan goals, objectives, and priorities. On average,
approximately 40 stakeholders attended the meetings.
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Salt Lake City Consolidated Plan
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FIGURE PR-15.7
STAKEHOLDER MEETING
Initial Meeting- July 30, 2019
To maintain consistency with the resident survey, the City asked the same survey questions to the
stakeholder advisory committee members via real-time, interactive polling software. Stakeholders ranked
housing, homelessness, and mental health services as their top three unmet, unfunded/underfunded
needs. They indicated street improvements, job training, and the construction of more affordable housing
units should be top priorities for City investment. Stakeholders identified Glendale, Fairpark, Ballpark, and
Poplar Grove as the areas within the city with the most unmet needs for under-served individuals and
families.
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Salt Lake City Consolidated Plan
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FIGURE PR-15.8
POLL RESULTS
Second Meeting- September 24, 2019
To ensure stakeholder feedback would be meaningfully considered in the development of Consolidated
Plan goals, the City held a second meeting and asked stakeholders to prioritize the unmet, unfunded
needs that they had identified at the initial stakeholder meeting in July. Stakeholders indicated that their
first and second priorities were housing and transportation respectively. They outlined a number of
suggested funding strategies that the City, in partnership with nonprofit service providers, could consider
employing. These strategies include, but are not limited to:
• Provide ‘aging in place’ programs
• Offer affordable housing voucher programs
• Provide client centered community-based case management
• Eliminate housing barriers
• Integrate transportation and land use considerations to facilitate affordable housing along transit
corridors
• Improve regional collaboration with public and private-sector partners to improve efficiencies in
the allocation of resources and to reduce redundancies
• Leverage innovative technologies to improve access to information regarding affordable housing
demand and supply
• Offer free fare or reduced transit options
• Expand transit service in underserved communities
• Subsidize rideshare options
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Salt Lake City Consolidated Plan
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FIGURE PR-15.9
FIGURE PR-15.10
36
Salt Lake City Consolidated Plan
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Third Meeting- December 11, 2019
To further refine goals based on previous stakeholder feedback, the City held a third and final
stakeholder advisory committee meeting in December. The meeting was held in conjunction with the
City’s Interdepartmental Technical Advisory Group (ITAG) members to ensure collaboration between City
departments and nonprofit service providers. The meeting centered around the following five objectives:
• Homeless Services
• Housing Services
• Transportation
• Economic Development
• Behavioral Health: Mental Health & Substance Abuse
Stakeholders and City staff indicated that client centered community-based case management, treatment
services for mental health and substance abuse, as well as the provision of housing, transit passes, and
job training to income-eligible residents were their top priorities to meet these five objectives.
FIGURE PR-15.11
HOMELESS OBJECTIVE
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Salt Lake City Consolidated Plan
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FIGURE PR-15.12
HOUSING OBJECTIVE
FIGURE PR-15.13
TRANSPORTATION OBJECTIVE
38
Salt Lake City Consolidated Plan
2020-2024
FIGURE PR-15.14
ECONOMIC DEVELOPMENT OBJECTIVE
FIGURE PR-15.15
SUBSTANCE ABUSE & MENTAL HEALTH OBJECTIVE
39
Salt Lake City Consolidated Plan
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INTERDEPARTMENTAL TECHNICAL ADVISORY GROUP
To facilitate coordination across the various City departments and ensure input from the City’s subject -
matter experts was incorporated into the Consolidated Plan, the City created an Interdepartmental
Technical Advisory Group (ITAG). Similar to the approach taken with the Stakeholder Advisory Committee,
the City met with this internal group three times during the course of the Consolidated Plan development
process. Meetings occurred on July 29, September 23, and December 11, 2019.
Initial Meeting- July 29, 2019
Similar to the approach taken with the Stakeholder Advisory Committee, the City surveyed ITAG members
via real-time, interactive polling using the same questions as the resident survey to ensure consistency
and compare feedback “apples-to-apples.” ITAG members ranked housing and transportation as top
priorities and expressed concern that there was insufficient housing to meet the needs of a growing
population, particularly for low-income individuals and families, seniors, and persons with disabilities.
While feedback differed somewhat from the resident survey results, ITAG members generally expressed
similar concerns as residents.
ITAG members were also asked a series of questions regarding their most unfunded/underfunded,
unmet needs. Through an interactive “sticky-note” exercise, they wrote their answers on notes and posted
them on a wall in the room. A discussion regarding the results of the feedback then ensued and the notes
were categorized based on key themes.
Q1- What are your biggest unmet needs related to underserved and/or under resourced communities within the
city?
FIGURE PR-15.16
Q1 RESPONSES
40
Salt Lake City Consolidated Plan
2020-2024
Q2- What are you currently doing to try to meet these needs?
FIGURE PR-15.17
Q2 RESPONSES
Q3- What are your suggested strategies to help address these unmet needs through the Consolidated Plan?
FIGURE PR-15.18
Q3 RESPONSES
41
Salt Lake City Consolidated Plan
2020-2024
Q4- From your perspective, what is or could be your role as it relates to the Consolidated Plan?
FIGURE PR-15.19
Q4 RESPONSES
Second Meeting- September 23, 2019
To ensure feedback from City staff would be meaningfully considered in the development of Consolidated
Plan goals, the City held a second meeting and asked ITAG members to prioritize the unmet,
unfunded/underfunded needs that they had identified at the initial ITAG meeting in July. Housing,
transportation and the provision of needed services ranked as the highest priorities.
42
Salt Lake City Consolidated Plan
2020-2024
FIGURE PR-15.20
FIGURE PR-15.21
FIGURE PR-15.22
43
Salt Lake City Consolidated Plan
2020-2024
Final Meeting, December 11, 2019
As mentioned previously, the City held a third and final ITAG meeting in December in conjunction with the
Stakeholder Advisory Committee to further refine goals based on feedback from previous meetings. The
objective of a combined meeting was to ensure collaboration between City departments and nonprofit
service providers. The meeting centered around the following five goals:
• Homeless Services
• Housing Services
• Transportation
• Economic Development
• Behavioral Health: Mental Health & Substance Abuse
Stakeholders and City staff indicated that client centered community-based case management, treatment
services for mental health and substance abuse, as well as the provision of housing, transit passes, and
job training to income-eligible residents were their top priorities to meet these five goals.
COMMUNITY EVENTS
The City led a robust, grassroots citizen participation effort between May 2019 and November 2019. Staff
attended community events such as the Rose Park Festival, the Sorenson CommUNITY Fair, Partners in
the Park, Groove in the Grove, the Monster Block Party, and many others. In keeping with
44
Salt Lake City Consolidated Plan
2020-2024
recommendations outlined in the SLC Citizen Engagement Guide, the City engaged directly with the public
through existing forums where opportunities existed to reach hundreds of people at a time.
City staff managed information booths at dozens of events and solicited input from residents and
stakeholders through interactive materials such as “sticker dots” that could be placed on poster boards to
indicate priorities for City services and to identify neighborhoods with the most unmet,
unfunded/underfunded needs. The efforts were hugely successful, with over 1,322 people participating.
FIGURE PR-15.23
COMMUNITY PRIORITIES FOR FEDERAL FUNDING
45
Salt Lake City Consolidated Plan
2020-2024
PUBLIC MEETINGS
City staff gave presentations regarding the Consolidated Plan to the Planning Commission and City
Council on September 25, 2019 and October 8, 2019, respectively. In these public meetings, staff
presented information regarding the following: challenges of rising housing and transportation costs;
housing and stability needs of an aging population; the homelessness challenges our community faces;
and discussed the need to address behavioral health concerns which include both mental health and
substance abuse. Staff provided a high-level explanation regarding the Consolidated Plan funding
programs, the process and timeline for developing the Plan, and eligible activities. Staff provided an
interim report regarding citizen participation efforts and through conversation responded to questions
46
Salt Lake City Consolidated Plan
2020-2024
regarding the outcomes of the 2015-2019 Consolidated Plan and the evolution of the 2020-2024
Consolidated Plan.
PUBLIC HEARINGS
On October 24, 2019, the City conducted a General Needs Hearing to gather public comments on hou sing
and community development needs as they relate to low- and moderate-income residents. One resident
attended the hearing and two residents submitted comments via email. Comments were accepted from
October 21 - November 1, 2019 and identified needs associated with streets, police, community gardens,
and tennis courts.
To ensure that as many residents as possible are able to participate in public hearings, subsequent public
hearings were held to seek feedback on the Consolidated Plan and the Annual Actio n Plan (AAP). These
City Council Public Hearings were held on March 24, April 7, and April 21, 2020. Approximately 20
residents attended the public hearings and submitted electronic and/or provide direct feedback to the
Council Members via WebEx Teleconference. All comments were accepted and considered in the final
adoption of the plan.
Notices of all public hearings were communicated within 14 calendar days of the hearing and posted on
Utah’s Public Notice website.
PUBLIC COMMENT PERIODS
In addition to the 30-day public comment period required by the United States Department of Housing
and Urban Development (HUD), the City requires a 45-day public comment period on all master plan
documents, including the Consolidated Plan. Both the HUD-required public comment period and the City-
required public comment periods occurred simultaneously from February 7, 2020 through March 22,
2020. The City initiated the public comment period by contacting all impacted Registered Community
Organizations. The proposed Consolidated Plan was published on the City’s website and the Utah Public
Notice website, and printed copies were made available in the City Main Library and City Hall.
PUBLIC COMMENT SUMMARY
FIGURE PR-15.24
SUMMARY CHART
Mode of Outreach Effort Target of
Outreach
Summary of
Response/Atten
dance
Summary of
Comments
Received
Summary of
Comments not
Accepted &
Reasons
Internet Outreach Survey Minorities; Non-
English
Speaking;
Spanish;
Persons with
Disabilities;
Non-
Targeted/Broad
community;
residents of
Public and
Assisted
Housing
2,068
Respondents
Respondents
ranked
homeless and
transportation
services as their
top priorities
for City
services. Street
improvements,
job creation,
and rental
assistance were
the top
All comments
were accepted
and taken into
consideration
as the
Consolidated
Plan developed.
47
Salt Lake City Consolidated Plan
2020-2024
Mode of Outreach Effort Target of
Outreach
Summary of
Response/Atten
dance
Summary of
Comments
Received
Summary of
Comments not
Accepted &
Reasons
priorities for
community,
economic
development,
and housing
investments
respectively.
Other: City
Collaboration
Interdepartmental
Technical Advisory
Committee
Other: City
Departments/Di
visions
On average,
approximately
30-40 City staff
attended
multiple
meetings to
discuss
targeted
approach to
utilizing federal
funding
sources.
Discussions
focused on
identifying
where the City
could
collaborate to
better leverage
federal funding,
city priorities,
and local
efforts. Topics
included all
areas of City
infrastructure,
services, and
investment.
All comments
were accepted
and taken into
consideration
as the
Consolidated
Plan developed.
Focus Group Stakeholder Advisory
Committee
Minorities; Non-
English
Speaking;
Spanish;
Persons with
Disabilities;
Non-
Targeted/Broad
community;
residents of
Public and
Assisted
Housing
On average,
approximately
40-50
representatives
from non-profit
service
providers and
government
entities
attended
multiple
meetings to
discuss
targeted
approach to
utilizing federal
funding
sources.
Discussions
focused on
identifying
where the City
could
collaborate to
better leverage
federal funding,
city priorities,
and local
efforts. Topics
included all
areas of City
infrastructure,
services, and
investment.
All comments
were accepted
and taken into
consideration
as the
Consolidated
Plan developed.
Public Meeting Presentation to City
Council
Minorities; Non-
English
Speaking;
Spanish;
Persons with
Disabilities;
Non-
Targeted/Broad
community;
residents of
Public and
Assisted
Housing
Approximately
30 members of
the public
attended this
meeting.
Discussions
focused on how
the City could
better leverage
federal funding,
city priorities,
and local
efforts. Topics
included all
areas of City
infrastructure,
services, and
investment.
All comments
were accepted
and taken into
consideration
as the
Consolidated
Plan developed.
48
Salt Lake City Consolidated Plan
2020-2024
Mode of Outreach Effort Target of
Outreach
Summary of
Response/Atten
dance
Summary of
Comments
Received
Summary of
Comments not
Accepted &
Reasons
Public Meeting Presentation to
Planning Commission
Minorities; Non-
English
Speaking;
Spanish;
Persons with
Disabilities;
Non-
Targeted/Broad
community;
residents of
Public and
Assisted
Housing
Approximately
30 members of
the public
attended this
meeting.
Discussions
focused on how
the City could
better leverage
federal funding,
city priorities,
and local
efforts. Topics
included all
areas of City
infrastructure,
services, and
investment.
All comments
were accepted
and taken into
consideration
as the
Consolidated
Plan developed.
Public Hearing General Needs
Hearing
Minorities; Non-
English
Speaking;
Spanish;
Persons with
Disabilities;
Non-
Targeted/Broad
community;
residents of
Public and
Assisted
Housing
1 resident
attended the
hearing and 2
residents
emailed public
comments
Discussions
focused on how
the City could
better leverage
federal funding,
city priorities,
and local
efforts. Topics
included all
areas of City
infrastructure,
services, and
investment.
All comments
were accepted
and taken into
consideration
as the
Consolidated
Plan developed.
Public Hearing Consolidated Plan &
Annual Action Plan
(AAP) Hearing
Planning
Commissioners,
City staff,
Minorities; Non-
English
Speaking;
Spanish;
Persons with
Disabilities;
Non-
Targeted/Broad
community;
residents of
Public and
Assisted
Housing
2 hearings were
held, 8
members of the
public
attended, and
117 members
of the public
emailed public
comments.
Discussion
focused on the
support of
individual
applications
and projects
covering a
range of
immediate and
long-term
needs for the
city.
All comments
were accepted
and taken into
consideration
as the
Consolidated
Plan developed.
Public Hearing Consolidated Plan
Hearing
City
Councilmember
s, City staff,
Minorities; Non-
English
Speaking;
Spanish;
Persons with
Disabilities;
Non-
Targeted/Broad
community;
3 hearings were
held, 6
members of the
public emailed
public
comments.
Discussion
focused on the
detail of the
long-term
planning
document, the
supporting
data, and the
priorities of the
plan.
All comments
were accepted
and taken into
consideration
as the
Consolidated
Plan developed.
49
Salt Lake City Consolidated Plan
2020-2024
Mode of Outreach Effort Target of
Outreach
Summary of
Response/Atten
dance
Summary of
Comments
Received
Summary of
Comments not
Accepted &
Reasons
residents of
Public and
Assisted
Housing
Other: Community
Events
Community Events Minorities; Non-
English
Speaking;
Spanish;
Persons with
Disabilities;
Non-
Targeted/Broad
community;
residents of
Public and
Assisted
Housing
Over 1,322
respondents
Staff attended
dozens of
community
events over the
course of the
Consolidated
Plan
development
process.
Respondents
ranked
homelessness,
substance
abuse & mental
health, and
transportation
services as their
top priorities
for the City.
All comments
were accepted
and taken into
consideration
as the
Consolidated
Plan developed.
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Salt Lake City Consolidated Plan
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NEEDS ASSESSMENT
The Needs Assessment of the Consolidated Plan, in conjunction with information gathered through
consultations and the citizen participation process, provides a clear picture of Salt Lake City’s needs
related to affordable housing, special needs housing, community development, and homelessness. From
the Needs Assessment, the City identifies those needs with the highest priority to form the basis for the
Strategic Plan and the programs and projects to be administered.
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Salt Lake City Consolidated Plan
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NA-05 OVERVIEW
Salt Lake City’s 2020-2024 Consolidated Plan is intended to identify the most critical, unfunded gaps in
community needs within the City, while coordinating with the larger regional needs of the entire Salt Lake
Valley. The purpose of this Needs Assessment (NA) is to identify and evaluate needs, along with funding
resources, and align those needs with the input received through the public participation process. Goals
and strategies are then developed to target priority geographic locations and needed servic es in those
areas, as well as citywide.
Numerous news articles over the past year have spotlighted what is termed an “affordable housing crisis”
in Utah. Due to public concern over housing issues, the Governor commissioned the Utah Department of
Workforce Services to compile a statewide Affordable Housing Report in 2018 to identify causes and
address issues. That report concludes:
Significant population growth from natural increase and economic development continue to drive
Utah’s demand for housing. Production factors such as the high value of land, higher material costs,
and a shortage of construction labor significantly contribute to delays in developing an adequate
supply of affordable housing. Unless Utah invests in a more pre -emptive approach to housing policy
and plans more effectively for its future needs, its housing shortage will only increase, and the gap in
housing affordability will continue to widen.
An effort has been made throughout to connect people with resources to expand opportunities for
decent housing, economic development, and vibrant communities. The Needs Assessment clearly
establishes that housing and community development needs have increased while funding to address
those needs has diminished.
As demonstrated in Figure NA-05.1, Salt Lake City’s annual CDBG award has decreased by $1.5 million
over the past 16 years. This represents a 30% decrease in funding to address the critical housing and
community development needs within the City.
FIGURE NA-05.1
SALT LAKE CITY’S ANNUAL CDBG AWARD, 2003 - 2019
52
Salt Lake City Consolidated Plan
2020-2024
Source: HUD Awards and Allocations, HUD Exchange
A summary of the key data identified in this study, leading to the strategies developed, is summarized
below. In short, homeless services ranked high in the data researched, as well as in the surveys
conducted as part of the public participation process. Affordable housing needs also scored high with
both the public and in the evaluation of the data. Within these two overarching concerns, critical needs
were also identified for assistance with transportation accessibility and costs (thereby reducing cost
burdens on low-income families and special populations), economic development opportunities (such as
job training) to increase self-sufficiency, and substantial improvements in the services offered to those
with behavioral health concerns.
Residents need affordable housing in locations that are near public transportation, quality education,
healthcare, and other service providers. Those with the ability to work need services to increase overall
self-sufficiency.
Significant findings are as follows:
Homeless
• The State of Utah Annual Report on Homelessness 2019 reported that there were 9,367 total
homeless persons between October 1, 2017 and September 30, 2018. On average, these
individuals spent 70 nights homeless in that same time period.
• According to the 2019 Salt Lake County Point-in-Time Count, which is an annual count of all
homeless peoples in the county on a single night, there were 1,844 people experiencing
homelessness in the County on the night of the count in January 2019.1 Of those experiencing
homelessness, 73.2% were White, non-Hispanic, 11% were Black or African American, 5.3% were
American Indian or Alaska Natives, 3.5% were Pacific Islander, and 2% were Asian. There were
also 21.3% who were Hispanic. There are 193 homeless individuals who are unsheltered.
• According to the State of Utah’s 2019 Strategic Plan on Homelessness, which quotes from the
2018 Point-in-Time Count (PIT), one in three individuals experiencing homelessness in Utah is
severely mentally ill, and one in four have a substance use disorder.
1 2019 Salt Lake County Point-in-Time report
$2,500,000
$3,000,000
$3,500,000
$4,000,000
$4,500,000
$5,000,000
2003 2005 2007 2009 2011 2013 2015 2017 2019
53
Salt Lake City Consolidated Plan
2020-2024
• Specific service gaps for the homeless were identified through stakeholder meetings as follows:
o Affordable housing, permanent supportive housing, and emergency beds
o Mental health services and substance use disorder treatment
o Case management
o Prevention, diversion and outreach services
o Data systems that capture more of the full story
o Available transportation
Affordable Housing
• Median incomes in Salt Lake City have increased by 52.6% between 2000 and 2018, representing
one of the fastest income growth rates in the nation. However, median home values have
increased by 89.8% over the same time period and contract rents have increased by 81.8%,
thereby increasing the gap between wages and housing costs.
• 39.5% of Salt Lake City renter households and 19.7% of homeowner households are cost -
burdened, spending over 30% of their monthly income on housing costs. Over 18.9% of renter
households spend over 50% of their monthly income on housing.2 Families who are cost-
burdened have limited resources for food, childcare, healthcare, transportation, education, and
other basic needs. Despite the community wide efforts to increase housing availability and
reduce housing costs, 29.9% households are cost-burdened.
• The Housing Authority of Salt Lake City currently administers Housing Choice vouchers for 3,000
households and has 7,053 total households on all of its waiting lists. Countywide there are 15,981
households on the Housing Connect waiting list. A family on the waiting list can expect to wait 6
years before receiving a Housing Choice voucher.3 A large percentage of those on the waiting list
are elderly or have a disability.
• Rental vacancy rates are at historic lows, further limiting the available stock of housing and
pushing prices upwards.
• Concerns were identified regarding the “gentrification” of neighborhoods and the need to put
anti-displacement strategies in place, preserving existing affordable housing stock.
Demographics
• The demographic makeup of Salt Lake City has changed substantially since 2000. While the White,
non-Hispanic population has remained relatively flat since 2000, minority groups have increased
by over 14,000. White, non-Hispanic has declined from 71% of the population in 2000 to 65% in
2018.
• Over the past 5 years, an average of 450 refugees have settled in Salt Lake City annually. 16.4 %
of Salt City residents are foreign-born creating a need for services for individuals who do not
speak English.
• 12% of the City’s population is over 65 years old. Residents this age are often living on limited
income and can often have more difficulty finding maintaining their homes. This can often lead to
the elderly population moving into care facilities or assisted living communities. If care facilities
2 U.S. Department of Housing and Urban Development, 2012-2016 CHAS
3 Housing Authority of Salt Lake City, Housing Connect
54
Salt Lake City Consolidated Plan
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are cheaper outside of the City then elderly residents may end up leaving to other cities in search
of lower living costs.
• There are 20,504 people in Salt Lake City with a disability. 37% of those reporting one or more
disabilities are over 65 years old and 21% are over 75 years old. The most common disability for
those over the age of 75 is ambulatory difficulty, which is defined as having serious difficulty
walking or climbing stairs, followed by hearing and independent difficulty.
• About 21% of the City’s population is under the age of 18. The largest age group is under 5 years
old with over 31% of the City’s children reportedly falling in that range. Salt Lake City has a child
dependency ratio4 of 30.0.
• 14.7% of Salt Lake City’s children (under 18 years) 5 live below the poverty level as defined by the
poverty thresholds determined by the U.S. Government using the Consumer Price Index. The
2019 Utah Intergenerational Welfare Reform Commission Annual Report reaffirms that children
growing up in poverty experience challenges to healthy development both in the short and long
term, demonstrating impairments in cognitive, behavioral, and social development. The younger
the child is when his or her family is impoverished the greater the likelihood for poor outcomes.6
• 55.8% of Salt Lake City School District students qualify to receive free school lunch.7 Families
qualify for free lunch if they earn 130% or below the federal poverty level, about $33,500 or less
per year for a family of four. Many of these households are considered food insecure. The 2019
Utah Intergenerational Welfare Reform Commission Annual Report indicates that there are
135,940 children experiencing food insecurity in Utah and in past reports has stated that these
children are ill more frequently, struggle academically, are less likely to graduate from high school
and enroll in college; and less likely to earn enough income to feed their families when they are
adults.
• In 2017 there were 152,479 children in Utah under age 6 who needed care, but there were only
41,144 slots available in childcare programs.8 The main reasons families are not able to get
adequate childcare is cost (31%) and “lack of open slots” (27%).9
Behavioral Health Needs
• In 2018, Salt Lake City’s Downtown area reported in the highest age-adjusted drug deaths in the
state at 72.2 deaths per 100,000 population, which is much higher than the state average ratio of
22.4. The Rose Park and Glendale areas also report higher ratios of 33.3 and 30.4 respectively. Of
4 A measure derived by dividing the population under 18 years by the 18 to 64 years population and multiplying by 100
5 U.S. Census Bureau, American Community Survey 2014-2018 5-Year Estimates
6 Utah State Department of Workforce Services, Utah Intergenerational Welfare Reform Commission Annual Report, 2019
7 Salt Lake City School District, Fall Low Income Report, 2017
8 ChildCare Aware of America. 2017 State Child Care Facts in the State of: Utah. Retrieved from http://usa.childcareaware.org/
wp-content/uploads /2017207/UT_Facts.pdf
9 Schochet, Leila. “The Child Care Crisis Is Keeping Women Out of the Workforce” Center for American Progress, https://www.
americanprogress.org/issues/early-childhood/reports/2019/03/28/467488/child-care-crisis-keeping-women-workforce/. Authors
analysis of National Center for Education Statistics, “2016 National Household Education Survey: Early Childhood Program
Participation Survey”
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Salt Lake City Consolidated Plan
2020-2024
the 15 neighborhoods in Utah experiencing the highest age-adjusted drug deaths, Salt Lake City
has three of them.10
• A recent study concluded that 1 in 5 Utah adults experience poor mental health and that over
half of the adults with mental illness did not receive mental health treatment or counseling.
• Another study concluded that Utah ranked 48th in a state-by-state ranking indicating that Utah is
amongst the worst states in the nation when handling mental illnesses based on 15 measures
used to create the rankings. The ranking indicates higher prevalence of mental illness and lower
rates of access to care.11 This is an improvement from 2018, when Utah ranked 51st.
Economic and Social Service Needs
• 15.8% of Salt Lake City’s adults (18 years and over) live below the poverty level.12 A recent report
indicated that 39,487 adults experiencing intergenerational poverty are employed but unable to
meet the needs of their families.13 Families experiencing intergenerational poverty need to be
connected to resources that assist them with employment and job training.14
• Job training needs were identified as part of the stakeholder meetings and are a critical
component of increasing self-sufficiency for individuals.
• The United States Department of Agriculture defines food insecure families as those households
that, at times during the year, are uncertain of having, or unable to acquire, enough food to meet
the needs of all their members because they have insufficient money or other resources for food.
Based on information provided by Utahns Against Hunger, August 2018, 12.5% of households
struggle to buy enough food for themselves and their households. According to Feeding America,
Map the Meal Gap 2018, 12.2% of households in Salt Lake County are food insecure, with 15.4%
of children food insecure in the County.
• The 2018 American Community Survey (ACS) 5-year Estimate performed by the United States
Census Bureau reported that there were 9,249 households in Salt Lake City that reported no
internet access. This represents almost 12% of the City’s households. Internet access has been
shown to increase student performance for students and to improve the placement rates for
unemployed persons seeking employment.
• The Salt Lake City Redevelopment Agency has established 12 project areas, 9 of which are
currently collecting tax increment. These project areas have been established for a variety of
reasons, including the elimination of blight, development of affordable housing, economic
development opportunities, and public works improvements. Geographically, these project areas
cover a large portion of the lowest-income areas of the City. A significant amount of tax
increment is generated by these project areas, reaching nearly $34 million in 2018, affording the
opportunity to leverage HUD funding with tax increment in the future.
10 Utah Department of Health, Public Health Indicator Based Information System: Poisoning: Drug Deaths by Utah Small Area,
2014-2018, https://ibis.health.utah.gov/ibisph-view/indicator/complete_profile/PoiDth.html
11 Mental Health America, Ranking States, https://www.mhanational.org/issues/ranking-states
12 U.S. Census Bureau, American Community Survey 2014-2018, 5-Year Estimates
13 International Welfare Reform Commission, Utah’s Eighth Annual Report on Intergenerational Poverty, Welfare Dependency and
the Use of Public Assistance, 2019
14 Utah State Department of Workforce Services, Utah Intergenerational Reform Commission Annual Report, 2019
56
Salt Lake City Consolidated Plan
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Public Improvements
• Salt Lake City will utilize an $87 million General Obligation (GO) Bond to limit the cost to City
residents while still addressing street reconstruction. Using a GO Bond will allow the City to utilize
its AAA bond rating (highest available) to provide road reconstruction in a more affordable and
responsible way. These funds will only be used for street reconstruction and not street
maintenance, which will be funded by sales tax dollars.
• Salt Lake City increased its sales tax by.5% in 2018. This sales tax increase, also known as Funding
Our Future, will support several critical need areas within the City, including Street maintenance.
In addition, Salt Lake City Transportation received a .25% County Sales Tax funding stream which
will enable Transportation Division to address some of the critical infrastructure and connectivity
needs within the city.
• It’s estimated that the annual household transportation cost within the City is $12,524 or about
20% of household income.15 The City may consider increasing the quality of commuting by
enhancing bus stops and light rail stations and trains to encourage use of public transportation.
This would result in household savings in transportation costs and cleaner air within the City.
NA-10 HOUSING NEEDS ASSESSMENT – 91.205(a, b, c)
SUMMARY OF HOUSING NEEDS
Affordable housing needs in Salt Lake City are significant and have been increasing over the past several
years. A primary reason is that construction costs have been increasing at a far greater rate than wages
and thereby placing a greater cost-burden on households. An extremely low vacancy rate of 3.8% in
rentals is further exacerbating this problem. The problem is especially severe for those households
making less than 50% of the Area Median Income (AMI).
A summary of housing needs and conditions is as follows:
• Between 2000 and 2018, the cost of housing significantly increased for both renters and
homeowners. Incomes for both renters and homeowners have increased, but at substantially
lower rates as shown in Figure NA-10.1.
o The median contract rent increased by 81.8%, but renter incomes only increased by
48.7%; in 2018 the median household income for renter-occupied units was $36,997.
o Home values increased by 89.8%, but homeowner incomes only increased by 59.4%. In
2018, the median household income for owner-occupied units was $83,750.16
FIGURE NA-10.1
HOUSING COST INCREASES VS. INCOME INCREASES SINCE 2000
15 Center for Neighborhood Technology, Housing + Transportation Index, https://htaindex.cnt.org/
16 U.S. Census Bureau, 2014-2018 American Community Survey 5-Year Estimates
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Salt Lake City Consolidated Plan
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• The Affordability Index, which is a calculation of the median home value divided by the median
household income, has increased from 4.2 in 2000 to 5.1 in 2018. This is yet another indication
that income increases have not kept pace with the increasing home values.
• The homeownership rate decreased from 56.9% in 2000 to 48.4% in 2018. In 2000, rental units
comprised 48.8% of occupied housing units. In 2018, that percentage increased to 51.6%.17
Therefore, the increasing number of rental units could partially account for the decreasing rate of
homeownership. With increasing housing costs, residents may be hesitant to buy homes and are
opting to rent despite increasing rental costs.
• Many households in Salt Lake City struggle to make their monthly payments and to find
affordable rental housing. Of the 39,000 renter households within Salt Lake City, 39.5% are cost-
burdened meaning there are about 15,500 renter households who experience difficulty paying
their monthly rent. There are also approximately 7,100 homeowners who are cost-burdened and
have difficulty meeting their mortgage obligations.
• Due to the shortage of units affordable to extremely low-income households (<30% AMI),
residents who fall into this category are usually forced to rent housing they cannot afford. Very
low-income (<50% AMI) households with high housing costs lack resources for basic essentials –
most critically food and healthcare. Some residents who fall into this category are forced to live in
substandard, unhealthy, unsafe, or overcrowded housing. In some cases, the lack of affordable
housing can lead to homelessness for some residents.
• Since 2000, Salt Lake City has continued to see population growth with roughly 13,958 new
residents and approximately 9,253 new households. That coupled with high housing costs has
reduced the supply of units and increased costs.
DEMOGRAPHICS
17 U.S. Census Bureau, 2000 Census & 2014-2018 American Community Survey 5-Year Estimates
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
2000 2018
Median Contract Rent Renter Incomes
Home Values Homeowner Incomes
58
Salt Lake City Consolidated Plan
2020-2024
Table NA-10.1 shows the total population, number of households, and median income as reported by the
2000 and 2010 Censuses. It also shows those same demographics from the most rece nt American
Community Survey 5-Year Estimates 2014-2018. The percentage of change between 2000 and 2018 has
been calculated and included in the table.
TABLE NA-10.1
DEMOGRAPHICS: 2000, 2010, AND 2018
2000 Census 2010 Census 2018 ACS % Change 2000 to
2018
Population 181,743 186,440 195,701 7.68%
Households 71,461 74,513 80,714 12.95%
Median Income $36,944 $44,223 $56,370 52.58%
Source: 2000 & 2010 Census, 2014-2018 ACS, ZPFI
Since 2000, Salt Lake City has seen slight increases in population. Median income has grown significantly.
More growth has occurred between 2010 and 2018 (9,261 persons total or an average of 1,158 persons
per year). However, when considering recent population estimates, it is not unreasonable to assume that
the population within the City has surpassed 200,000 since the 2018 ACS.18 Interestingly, the White, non-
Hispanic category has seen a net decrease of 373 people since 2000, while minority groups have
increased by 14,331 persons.
Figure NA-10.2 shows how this growth has changed the population composition within Salt Lake City
since 2000. In 2000, minorities made up just over 29% of the population. That number increased to 34.6%
in 2018.
FIGURE NA-10.2
RACE AND ETHNICITY SHARE OF TOTAL POPULATION
Source: U.S. Census Bureau, 2014-2018 American Community Survey 5-Year Estimates
18 U.S. Census Bureau, Population Division, Annual Estimates of the Residential Population July 1, 2018
128,377 122,325 128,004
53,366 62,163 67,697
-
20,000
40,000
60,000
80,000
100,000
120,000
140,000
160,000
180,000
200,000
2000 Census 2010 Census 2018 ACS
White, non-Hispanic All Minority
59
Salt Lake City Consolidated Plan
2020-2024
As shown in Figure NA-10.3, approximately 38.9% of the City’s population falls in the 20-39 age range.
This concentration of young-adults/adults differs from the common demographic makeup of the rest of
Salt Lake County where this age range is not as highly represented. The 20-29 age range is particularly
concentrated in Salt Lake City where the 20-24 and 25-29 age ranges make up over 20% of the residents.
As shown in Figure NA-10.4, the County reports that young adults fitting those same age ranges account
for 15.4% of the population. This difference is likely due to the university student population concentrated
in Salt Lake City.
FIGURE NA-10.3
SALT LAKE CITY AGE STRUCTURE
Source: U.S. Census Bureau, 2014-2018 American Community Survey 5-Year Estimates
FIGURE NA-10.4
SALT LAKE COUNTY AGE STRUCTURE
15%10%5%5%10%15%
Under 5 Years
5 to 9 years
10 to 14 years
15 to 19 years
20 to 24 years
25 to 29 years
30 to 34 years
35 to 39 years
40 to 44 years
45 to 49 years
50 to 54 years
55 to 59 years
60 to 64 years
65 to 69 years
70 to 74 years
75 to 79 years
80 to 84 years
85 years and over
% Male
% Female
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Salt Lake City Consolidated Plan
2020-2024
Source: U.S. Census Bureau, 2014-2018 American Community Survey 5-Year Estimates
NUMBER OF HOUSEHOLDS
Table NA-10.2 shows the number and types of households by HUD-Adjusted Median Family Income
(HAMFI).
TABLE NA-10.2
NUMBER OF HOUSEHOLDS BY HAMFI
0-30%
HAMFI
30%-50%
HAMFI
50%-80%
HAMFI
80%-100%
HAMFI
> 100%
HAMFI
Total Households 13,805 11,475 12,995 7,115 30,045
Small Family Households 3,465 3,375 4,315 2,415 13,880
Large Family Households 1,020 1,270 1,055 745 1,735
Household contains at least one
person 62-74 years of age 2,385 1,490 1,905 1,020 5,390
Household contains at least
one-person age 75 or older 1,455 1,375 1,240 545 1,570
Households with one or more
children 6 years old or younger 2,335 2,170 2,045 925 3,945
Source: 2012-2016 Comprehensive Housing Affordability Strategy (CHAS)
HOUSING NEEDS SUMMARY
Table NA-10.3 shows the number of households with housing problems by tenure and HAMFI.
TABLE NA-10.3
15%10%5%5%10%15%
Under 5 years
5 to 9 years
10 to 14 years
15 to 19 years
20 to 24 years
25 to 29 years
30 to 34 years
35 to 39 years
40 to 44 years
45 to 49 years
50 to 54 years
55 to 59 years
60 to 64 years
65 to 69 years
70 to 74 years
75 to 79 years
80 to 84 years
85 years and over
% Female
% Male
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Salt Lake City Consolidated Plan
2020-2024
HOUSING PROBLEMS 1: HOUSEHOLDS WITH ONE OF THE LISTED NEEDS
Housing Problems
(Households with one of
the listed needs)
Renter Owner
0-30%
HAMFI
30%-
50%
HAMFI
50%-
80%
HAMFI
80%-
100%
HAMFI
Total 0-30%
HAMFI
30%-
50%
HAMFI
50%-
80%
HAMFI
80%-
100%
HAMFI
Total
Substandard Housing -
lacking complete
plumbing/kitchen
facilities
155 105 35 4 299 60 15 15 4 94
Severely Overcrowded -
with >1.51 people per
room (and complete
kitchen and plumbing)
240 185 70 15 510 15 30 10 - 55
Overcrowded - with 1.01-
1.5 people per room (and
none of the above
problems)
575 485 530 250 1,840 110 195 115 60 480
Housing cost-burden
greater than 50% of
income (and none of the
above problems)
5,970 1,230 205 - 7,405 1,150 875 375 120 2,520
Housing cost-burden
greater than 30% - 50% of
income (and none of the
above problems)
1,470 4,125 2,160 210 7,965 505 900 1,440 740 3,585
Zero/negative income
(and none of the above
problems)
1,505 - - - 1,505 195 - - - 195
Source: 2012-2016 CHAS
*The four housing problems are: 1. Lacks complete kitchen facilities; 2. Lacks complete plumbing facilities; 3. More than one
person per room; and 4. Cost burden greater than 30%.
Table NA-10.4 displays the number of households which have no housing problems, one or more
housing problems, and negative income by tenure and HAMFI.
TABLE NA-10.4
HOUSING PROBLEMS 2: HOUSEHOLDS WITH ONE SEVERE HOUSING PROBLEM
Renter Owner
0-30%
HAMFI
30%-
50%
HAMFI
50%-
80%
HAMFI
80%-
100%
HAMFI
Total 0-30%
HAMFI
30%-
50%
HAMFI
50%-
80%
HAMFI
80%-
100%
HAMFI
Total
Having 1 or more of
4 housing problems 6,925 2,005 510 480 9,920 1,335 1,115 840 925 4,215
Having none of four
housing problems 2,935 5,860 6,995 2,960 18,750 910 2,500 4,645 3,695 11,750
Household has
negative income, but
none of the other
housing problems
1,505 - - - 1,505 195 - - - 195
Source: 2012-2016 CHAS
*The four severe housing problems are: 1. Lacks complete kitchen facilities; 2. Lacks complete plumbing facilities; 3. More
than 1.5 persons per room; and 4. Cost burden greater than 50%
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Salt Lake City Consolidated Plan
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0-30% HAMFI 30%-50%
HAMFI
50%-80%
HAMFI
Owner
Table NA-10.5 shows cost-burdened households by household type, tenure, and HAMFI. Figure NA-10.5
shows how the current number of households compare to what was reported in the 2015-2019
Consolidated Plan.
TABLE NA-10.5
COST-BURDEN > 30%
Renter Owner
0-30%
HAMFI
30%-50%
HAMFI
50%-80%
HAMFI Total 0-30%
HAMFI
30%-50%
HAMFI
50%-80%
HAMFI Total
Small Related 2,385 2,125 655 5,165 560 530 765 1,855
Large Related 825 505 185 1,515 140 405 155 700
Elderly 1,460 615 235 2,310 725 620 430 1,775
Other 3,590 2,760 1,390 7,740 400 385 480 1,265
Total 8,260 6,005 2,465 16,730 1,825 1,940 1,830 5,595
Source: 2012-2016 CHAS
Table NA-10.5 shows that 22,325 households that are under 80% of HAMFI are cost-burdened to the
extent that they are paying 30% or more of their income for housing costs. Of these 22,325 households,
16,730 are renter households while 5,595 are homeowner; therefore, nearly 75% of households with
greater than a 30% cost-burden are renting.
Figure NA-10.5 shows a comparison of how the number of households which are cost -burdened has
changed since the 2015-2019 Consolidated Plan. It shows an increase in renter households under 50% of
HAMFI and a decrease in renter households in the 50 to 80% threshold. While the recent construction
market appears to be serving the needs of 50 to 80% fairly well, it has not met the needs of those under
50% of HAMFI. The unmet needs of those under 50% are increasing.
FIGURE NA-10.5
COST-BURDEN > 30% IN 2011 AND 2016
Source: 2007-2011 CHAS, 2012-2016 CHAS
Table NA-10.6 shows that 10,700 households that are under 80% of HAMFI are severely cost -burdened
because they are paying 50% or more of their income on housing costs. Renters account for 8,130 of
these households while 2,570 are homeowners. Severely cost-burdened households are at the greatest
risk for homelessness.
0
2,000
4,000
6,000
8,000
10,000
0-30% HAMFI 30%-50%
HAMFI
50%-80%
HAMFI
Nu
m
b
e
r
o
f
H
o
u
s
e
h
o
l
d
s
Renter
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Salt Lake City Consolidated Plan
2020-2024
0-30% HAMFI 30%-50%
HAMFI
50%-80%
HAMFI
Owner
TABLE NA-10.6
COST-BURDEN > 50%
Renter Owner
0-30%
HAMFI
30%-50%
HAMFI
50%-80%
HAMFI Total 0-30%
HAMFI
30%-50%
HAMFI
50%-80%
HAMFI Total
Small Related 1,915 475 30 2,420 510 225 95 830
Large Related 620 30 - 650 105 125 20 250
Elderly 1,045 175 45 1,265 410 335 145 890
Other 3,020 650 125 3,795 280 205 115 600
Total 6,600 1,330 200 8,130 1,305 890 375 2,570
Source: 2012-2016 CHAS
Figure NA-10.6 shows a comparison of how the number of households which are severely cost-burdened
has changed since the 2015-2019 Consolidated Plan. It shows an increase in households under 30% of
HAMFI and a decrease in cost-burdened households in the 30 to 80% threshold.
FIGURE NA-10.6
COST-BURDEN > 50% IN 2011 AND 2016
Source: 2007-2011 CHAS, 2012-2016 CHAS
0
1,000
2,000
3,000
4,000
5,000
6,000
7,000
0-30% HAMFI 30%-50%
HAMFI
50%-80%
HAMFI
Nu
m
b
e
r
o
f
H
o
u
s
e
h
o
l
d
s
Renter
64
Salt Lake City Consolidated Plan
2020-2024
Figure NA-10.7 shows a map of the cost-burdened renters within the City by census tract. It shows that
most of the cost-burdened renters are located just west of I-15 with more than 50% of renters in the
tracts in that area reporting that rental costs constitute more th an 30% of their household income. There
are also two tracts to the west of Liberty Park and in the 300 West area from 900 South to 2100 South
which report more than 50% of renters as cost-burdened.
FIGURE NA-10.7
PERCENT OF RENTERS IN CENSUS TRACTS THAT ARE COST-BURDENED
Source: U.S. Census Bureau 2013-2017 ACS 5-Year Estimates
65
Salt Lake City Consolidated Plan
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Figure NA-10.8 shows a map of the cost-burdened owners with a mortgage within the City by census
tract. The percentage of cost-burdened owners is much lower – less than 20%. However, like renters,
most of the cost-burdened homeowners are located just west of I-15. These tracts show that 20-30% of
owner’s costs are more than 30% of household income.
FIGURE NA-10.8
PERCENT OF OWNERS WITH A MORTGAGE IN CENSUS TRACTS THAT ARE COST-BURDENED
Source: U.S. Census Bureau 2013-2017 ACS 5-Year Estimates
66
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Figure NA-10.9 shows the market value of single-family residential units in Salt Lake City. Interestingly,
areas with the lowest home values have the highest cost-burden.
FIGURE NA-10.9
MARKET VALUE OF SINGLE-FAMILY HOMES IN SALT LAKE CITY
Source: Salt Lake County Assessor’s Database 2019
Table NA-10.7 shows the number of households considered to be crowded by having more than one
person per room. Crowded households are displayed by HAMFI and household type. There are 2,873
households with crowding in Salt Lake City according to 2012-2016 CHAS (Comprehensive Housing
Affordability Strategy) data.
TABLE NA-10.7
CROWDING
Renter Owner
0-30%
HAMFI
30%-
50%
HAMFI
50%-
80%
HAMFI
80%-
100%
HAMFI
Total 0-30%
HAMFI
30%-
50%
HAMFI
50%-
80%
HAMFI
80%-
100%
HAMFI
Total
Single Family
Households 685 535 575 205 2,000 110 170 100 30 410
Multiple,
Unrelated
Family
Households
95 60 4 40 199 15 44 25 30 114
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Renter Owner
0-30%
HAMFI
30%-
50%
HAMFI
50%-
80%
HAMFI
80%-
100%
HAMFI
Total 0-30%
HAMFI
30%-
50%
HAMFI
50%-
80%
HAMFI
80%-
100%
HAMFI
Total
Other, Non-
Family
Households
40 70 25 15 150 - - - - -
Total 820 665 604 260 2,349 125 214 125 60 524
Source: 2012-2016 CHAS
Table NA-10.8 shows the number of households with children present by having more than one child
under the age of 6. There are 7,475 households in Salt Lake City according to 2012-2016 CHAS data.
TABLE NA-10.8
HOUSEHOLDS WITH CHILDREN
Renter Owner
0-30%
HAMFI
30%-
50%
HAMFI
50%-
80%
HAMFI
80%-
100%
HAMFI
Total 0-30%
HAMFI
30%-
50%
HAMFI
50%-
80%
HAMFI
80%-
100%
HAMFI
Total
Households
with Children
Present
1,955 1,505 1,280 415 5,155 380 665 765 510 2,320
Source: 2012-2016 CHAS
DESCRIBE THE NUMBER AND TYPE OF SINGLE PERSON HOUSEHOLDS IN NEED OF HOUSING
ASSISTANCE:
The needs of single-person households located within Salt Lake City can be difficult to calculate due to the
large student population attending the University of Utah. In many cases, these students may have little
income, and be living in poverty, while they are enrolled in classes. This can inflate the number of single
households living in poverty and facing housing challenges. However, this is a temporary situat ion for
most students as they generally have the ability to grow their incomes after graduation.
Of the 78,229 total households (family and nonfamily) in the City, 27,838 were reported as being
nonfamily and living alone. According to these numbers, 35.6% of households in Salt Lake City live alone.
This is higher than the national average of 34.2%.19
A portion of the 27,838 single-persons households represent young professionals, students, and other
individuals that are not in need of housing assistance. The at-risk single person households in need of
housing assistance include working residents earning low wages, residents who are unemployed, and
residents who are disabled and cannot work.
19 U.S. Census Bureau, 2014-2018 American Community Survey 5-Year Estimates
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ESTIMATE THE NUMBER AND TYPE OF FAMILIES IN NEED OF HOUSING ASSISTANCE FOR
VICTIMS OF DOMESTIC VIOLENCE, DATING VIOLENCE, SEXUAL ASSAULT AND STALKING
AND/OR PERSONS WITH DISABILITIES:
The Utah Domestic Violence Coalition reported that 36 Utahans lost their lives to domestic -violence in
2018 and has also reported 32 deaths as of the end of June 2019. Of these reported fatalities, 19 of these
victims in 2018 and 16 of the reported 2019 fatalities have been Salt Lake County residents. 20
In addition, a total of 1,449 men, women, and children were sheltered in the two Utah domestic violence
shelters located in Salt Lake City. Individuals who entered the domestic violence shelter system stayed for
an average of 45 days in 2019. There are many barriers for survivors of domestic violence to overcome
including securing permanent and stable housing, coping with trauma, accessing support for health and
mental healthcare, and addressing the needs of children. Domestic violence resources currently available
in Salt Lake County include shelter services, a children’s justice center, survivor’s assistance programs, and
sexual assault programs.
The Young Women’s Christian Association (YWCA) is Salt Lake City’s primary resource for survivors of
domestic violence seeking out emergency shelter services. Emergency and extended shelter facilities are
available twenty-four hours a day in a 181-bed facility for women and children fleeing unsafe situations.
In addition, the YWCA provides transitional housing for women and dependent children for up to 2 years
through a partnership with the Salt Lake City Housing Authority. Eligibility prioritizes women who have
experienced intimate partner violence within the last year, qualify under the federal definition of
homeless, and are eligible for the services through the Housing Authority. During the 2018-2019 program
year, the YWCA provided services for 770 women and children for a total of 37,114 days of service.
The Rape Recovery Center provides 24-hour crisis intervention, advocacy, emotional support, and
referrals to sexual assault victims, their families, and their friends in 150 languages. The center empowers
those victimized by sexual violence through advocacy, crisis intervention, and therapy to educate the
community about the cause, impact, and prevention of sexual viol ence. During the 2018-2019 program
year, the Rape Recovery Center served about 268 unduplicated clients in the Salt Lake area living below
the poverty level. There was a total of 374 total unduplicated clients served in that same year.
The Journey of Hope is a Salt Lake County based organization which provides services to at-risk women in
Salt Lake City. It provides support to Utah women whose status puts them at -risk for criminal charges and
provides support through mentoring and case management. It also provides job training to allow at-risk
women to enter the workforce as educated and productive employees. These services are available to
women who are survivors of abuse, experiencing homelessness, survivors of trafficking, struggling with
substance abuse or mental illness, and women who are on parole or probation. The Journey of Hope
assisted just over 400 women in the 2018-2019 program year.
Persons with Disabilities
Estimates from the 2014-2018 American Community Survey indicate that 21,828 residents, or 10.9% of
the City’s population, is living with a disability. The City’s elderly population is most affected by disability
with 37.6% of residents over the age of 65 experiencing at least one disability. The data also shows that
51.2% the citizens of the City who are 75 years old and older are experiencing at least one disability. The
20 Utah Domestic Violence Coalition, UTAH Domestic Violence Related Deaths in 2018 & 2019.
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most common disability among the elderly is ambulatory difficulty which is defined by the Census Bureau
as “having serious difficulty walking or climbing stairs.”21
Salt Lake City looks to work collaboratively with partners that provide services for persons with
disabilities, which include but are not limited to, Alliance House, Disability Law Center, Aging Services,
ASSIST, and others.
22
WHAT ARE THE MOST COMMON HOUSING PROBLEMS?
HUD has defined housing problems and severe housing problems as follows:
• Housing Problems
o Household lacks complete kitchen facilities
o Household lacks complete plumbing facilities
o Household is overcrowded, with more than one person per room
o Household is cost-burdened by paying 30% or more of monthly income on housing costs
• Severe Housing Problems
o Household lacks complete kitchen facilities and/or complete plumbing facilities, in
addition to one of the following:
▪ Household is severely overcrowded, with more than 1.5 persons per room
▪ Household is severely cost-burdened by paying 50% or more of monthly income
on housing costs
All rental properties in Salt Lake City require a business license. Landlords are required to maintain
minimum standard condition of housing, as per Salt Lake City’s Existing Residential Code. The purpose of
the Residential Housing Code is to provide for the health, safety, comfort, convenience, and aesthetics of
the City.
The most common housing problem in Salt Lake City is cost-burden of monthly housing costs. Cost
burden is a problem among all income groups but is most prevalent among low-income renters.
According to the 2014-2018 American Community Survey 5-Year Estimates, 45% of renters are cost-
burdened, spending at least 30% of their monthly income on housing costs. Among homeowners, 25.5%
of owners with a mortgage and 10% of owners without a mortgage were cost-burdened.
FIGURE NA-10.10
PERCENT OF INCOME SPENT ON HOUSING BY TENURE
21 “How Disability Data are Collected from the American Community Survey,” United States Census Bureau, Revised October
17, 2017, Retrieved August 7, 2019, https://www.census.gov/topics/health/disability/guidance/data-collection-acs.html
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Source: U.S. Census Bureau 2014-2018 ACS 5-Year Estimates
ARE ANY POPULATIONS/HOUSEHOLD TYPES MORE AFFECTED THAN OTHERS BY THESE
PROBLEMS?
Housing problems, including cost-burden, are more likely to affect households earning 0 to 50% of the
area median income (AMI). Households within this income range struggle to find safe, decent, and
affordable housing and often spend a high proportion of their income on housing. These households
have limited resources for other basic essentials, including food, healthcare, c hildcare, and
transportation. Housing problems also significantly impact households in the 50 to 80% AMI income
groups, elderly households, and single-parent households. The high rate of housing cost-burden and
other housing problems points to the need to expand affordable housing opportunities throughout Salt
Lake City.
Healthcare costs have been rising and are projected to do so in the near term.23 This can add significantly
to the burden of rising housing costs and reduce a household’s ability to save f or retirement, obtain
additional education, access good childcare, and even impact such basic needs as good nutrition.
DESCRIBE THE CHARACTERISTICS AND NEEDS OF LOW-INCOME INDIVIDUALS AND
FAMILIES WITH CHILDREN (ESPECIALLY EXTREMELY LOW-INCOME) WHO ARE CURRENTLY
HOUSED BUT THREATENED WITH HOMELESSNESS. ALSO DISCUSS THE NEEDS OF FORMERLY
HOMELESS FAMILIES AND INDIVIDUALS WHO ARE RECEIVING RAPID RE-HOUSING
ASSISTANCE AND ARE NEARING THE TERMINATION OF THAT ASSISTANCE.
In Salt Lake County, the largest group experiencing homelessness is adult-only households. The number
of households with both adults and children experiencing homelessness in 2018 decreased by about 36%
between 2014 and 2019. The number of unaccompanied youths experiencing homelessness decreased
by about 85% over the same time period.24
Those transitioning out of assistance need continued counseling and often financial support to not revert
back into homelessness. When they can, area service providers try to offer this support.
23 Centers for Medicare and Medicaid Services (CMS)
24 2014 and 2019 Salt Lake County Point-in-Time
13%
41%
23%
22%
26%
48%
18%
8%
72%
18%
5%
5%
0%10%20%30%40%50%60%70%80%
Less than 15%
15 to 29.9%
30 to 49.9%
50% or more
Renters Owners with a Mortgage Owners without a Mortgage
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However, the stakeholder meetings conducted as part of this Consolidated Plan revealed that caseloads
are too high and that services are spread too thin due to a lack of funds and a shortage of a highly -skilled
workforce. This results in lack of sufficient support for counseling, job training and guidance, and
assistance with behavioral health issues. It is a critical time period for those transitioning out of assistance
and homelessness, when support services are most essential in order to embark upon, and maintain,
self-sufficiency. This Plan recognizes a critical need in this area and proposes strategies to strengthen
support for vulnerable populations at critical junctures in their lifetimes.
IF A JURISDICTION PROVIDES ESTIMATES OF THE AT-RISK POPULATION(S), IT SHOULD ALSO
INCLUDE A DESCRIPTION OF THE OPERATIONAL DEFINITION OF THE AT-RISK GROUP AND
THE METHODOLOGY USED TO GENERATE THE ESTIMATES.
According to HUD, at risk of homelessness25 is defined as an individual or family who:
i. Has an annual income below 30% of median family 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; 26 AND
iii. Meets ONE of the following conditions:
A. Has moved because of economic reasons two 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 programs for low-income individuals; OR
E. Lives in an SRO or efficiency apartment unit in which there reside more than two persons
or lives in a larger housing unit in which there reside more than one and a half persons
per room; OR
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 consolidated
plan
SPECIFY PARTICULAR HOUSING CHARACTERISTICS THAT HAVE BEEN LINKED WITH
INSTABILITY AND AN INCREASED RISK OF HOMELESSNESS
The greatest predictor of homelessness risk is severe cost-burden on households. Households paying
more than 50% of their income towards housing costs or having incomes at or below 50% of AMI are at
the greatest risk to experience homelessness.
DISCUSSION
25 U.S. Department of Housing and Urban Development, At Risk of Homelessness, https://files.
hudexchange.info/resources/documents/AtRiskofHomelessnessDefinition_Criteria.pdf
26 U.S. Department of Housing and Urban Development, Homeless Definition, http://ctagroup.org/wp-
content/uploads/2015/10/Homeless-Definition-and-documentation.pdf
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The most prevalent housing problem is cost-burden – especially for those who make less than 50% of
AMI. While Salt Lake City has seen a significant shift to smaller apartment units (i.e., less bedrooms), there
is still significant need for all housing types for the severely cost-burdened. Residents who fall into this
category are usually forced to secure housing they cannot afford. Very low-income families burdened
with high housing costs lack resources for basic essentials – most critically food and healthcare. Some
residents who fall into this category are forced to share housing, causing overcrowded housing
conditions. The lack of affordable housing can lead to homelessness for our most vulnerable residents.
The City, through efforts of the Housing and Neighborhood Development Division, the City’s
Redevelopment Agency, and community partners, aim to address housing problems by preserving
existing affordable housing, increasing the supply of affordable housing, and improving substandard
housing with a focus in neighborhoods with concentrated poverty. These efforts will effectively reduce the
incidence of overcrowding and cost-burden.
NA-15 DISPROPORTIONATELY GREATER NEED: HOUSING
PROBLEMS – 91.205 (b)(2)
INTRODUCTION
This section provides an assessment of housing problems (not including severe housing problems which
are discussed in the following section) by race and ethnicity as compared to level of need as a whole. HUD
defines housing problems as the following:
• Household lacks complete kitchen facilities
• Household lacks complete plumbing facilities
• Household is overcrowded, with more than one person per room
• Household is cost-burdened by paying 30% or more of monthly income on housing costs
According to HUD, disproportionately greater need exists when the percentage of persons in a category
of need who are members of a particular racial or ethnic group is at least 10 percentage points higher
than the percentage of persons in the category as a whole.
Tables NA-15.1- NA-15.8 show the number of households with housing problems by income, race, and
ethnicity. Each table provides data for a different income level.
TABLE NA-15.1
HOUSING PROBLEMS: 0%-30% OF AREA MEDIAN INCOME
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Has one or more of
four housing
problems*
Has none of the
four housing
problems
Household has
no/negative
income, but none of
the other housing
problems
Share of
household with
one or more of the
four housing
problems
White 5,860 1,580 885 70%
Black/African American 470 10 70 85%
Asian 610 49 295 64%
American Indian, Alaska Native 240 50 - 83%
Pacific Islander 270 - - 100%
Hispanic 2,630 180 310 84%
Total 10,235 1,870 1,700 74%
Source: 2012-2016 CHAS
*The four housing problems are: 1. Lacks complete kitchen facilities; 2. Lacks complete plumbing facilities; 3. More than one
person per room; and 4. Cost burden greater than 30%.
While a significant number of households in this income category have one -or more housing problems,
this percentage is fairly consistent with the 2015-2019 Consolidated Plan.
TABLE NA-15.2
HOUSING PROBLEMS: 0%-30% OF AREA MEDIAN INCOME, 2012 AND 2016
2011 2016
Number of
Households Percentage Number of
Households Percentage
Share of households with one or
more of the four housing
problems
9,560 76% 10,235 74%
Source: 2007-2011 CHAS, 2012-2016 CHAS
TABLE NA-15.3
HOUSING PROBLEMS: 30%-50% OF AREA MEDIAN INCOME
Has one or more of
four housing
problems*
Has none of the
four housing
problems
Household has
no/negative
income, but none of
the other housing
problems
Share of
household with
one or more of the
four housing
problems
White 4,980 2,475 - 67%
Black/African American 335 19 - 95%
Asian 340 190 - 64%
American Indian, Alaska Native 20 30 - 40%
Pacific Islander 135 50 - 73%
Hispanic 2,230 525 - 81%
Total 8,140 3,335 - 71%
Source: 2012-2016 CHAS
*The four housing problems are: 1. Lacks complete kitchen facilities; 2. Lacks complete plumbing facilities; 3. More than one
person per room; and 4. Cost burden greater than 30%.
TABLE NA-15.4
HOUSING PROBLEMS: 30%-50% OF AREA MEDIAN INCOME, 2012 AND 2016
2011 2016
Number of
Households Percentage Number of
Households Percentage
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Salt Lake City Consolidated Plan
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Share of households with one or
more of the four housing
problems
6,720 70% 8,140 71%
Source: 2007-2011 CHAS, 2012-2016 CHAS
TABLE NA-15.5
HOUSING PROBLEMS: 50%-80% OF AREA MEDIAN INCOME
Has one or more of
four housing
problems*
Has none of the
four housing
problems
Household has
no/negative
income, but none of
the other housing
problems
Share of
household with
one or more of the
four housing
problems
White 3,245 5,970 - 35%
Black/African American 100 114 - 47%
Asian 160 360 - 31%
American Indian, Alaska Native 130 80 - 62%
Pacific Islander 95 80 - 54%
Hispanic 1,140 1,225 - 48%
Total 4,950 8,045 - 38%
Source: 2012-2016 CHAS
*The four housing problems are: 1. Lacks complete kitchen facilities; 2. Lacks complete plumbing facilities; 3. More than one
person per room; and 4. Cost burden greater than 30%.
TABLE NA-15.6
HOUSING PROBLEMS: 50%-80% OF AREA MEDIAN INCOME, 2012 AND 2016
2011 2016
Number of
Households Percentage Number of
Households Percentage
Share of households with one or
more of the four housing
problems
5,345 37% 4,950 38%
Source: 2007-2011 CHAS, 2012-2016 CHAS
TABLE NA-15.7
HOUSING PROBLEMS: 80%-100% OF AREA MEDIAN INCOME
Has one or more of
four housing
problems*
Has none of the
four housing
problems
Household has
no/negative
income, but none of
the other housing
problems
Share of
household with
one or more of the
four housing
problems
White 865 4,515 - 16%
Black/African American 10 110 - 8%
Asian 34 145 - 19%
American Indian, Alaska Native - 20 - 0%
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Has one or more of
four housing
problems*
Has none of the
four housing
problems
Household has
no/negative
income, but none of
the other housing
problems
Share of
household with
one or more of the
four housing
problems
Pacific Islander 60 60 - 50%
Hispanic 415 785 - 35%
Total 1,405 5,710 - 20%
Source: 2012-2016 CHAS
*The four housing problems are: 1. Lacks complete kitchen facilities; 2. Lacks complete plumbing facilities; 3. More than one
person per room; and 4. Cost burden greater than 30%.
TABLE NA-15.8
HOUSING PROBLEMS: 80%-100% OF AREA MEDIAN INCOME, 2011 AND 2016
2011 2016
Number of
Households Percentage Number of
Households Percentage
Share of households with one or
more of the four housing
problems
2,095 24% 1,405 20%
Source: 2007-2011 CHAS, 2012-2016 CHAS
DISCUSSION
The 2012-2016 CHAS data shown in Tables NA 15.1 to NA 15.8 were conducted with a sample size of
45,390 households to analyze housing problems. Out of the total sample 24,730 households or 54.5% had
one or more of the four housing problems. An additional 1,700 households or 3.7% showed no/negative
income but none of the other housing problems were exhibited. Below is a summary of the analysis of
housing problems by income level for each of the income level groups. Note that the sample size for
certain ethnic groups is extremely small, thereby producing unreliable results.
• 0-30% AMI: The 0-30% AMI group included 13,805 households with extremely low-income. This
group made up 30.4% of the total households sampled. Of all households in this income group
that had one or more of the housing problems, Pacific Islanders showed the highest
disproportionate need with 100% reporting at least one housing problem.
• 30-50% AMI: The 30-50% AMI group included 11,475 households with low-income. This group
made up 25.3% of the total households sampled. Of all households in this inc ome group that had
one or more of the housing problems, Black/African American households showed the highest
disproportionate need with 95% reporting at least one housing problem and the Hispanic
households also showed a high disproportionate need with 81% reporting at least one housing
problem.
• 50-80% AMI: The 50-80% AMI group included 12,995 households with moderate income. This
group made up 28.6% of the total households sampled. Of all households in this income group
that had one or more of the housing problems, American Indian/Alaska Native households
showed the highest disproportionate need with 62% reporting at least one housing problem.
• 80-100% AMI: The 80-100% AMI group included 7,115 households with middle income. This group
made up 15.7% of the total households sampled. Of all households in this income group that had
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Salt Lake City Consolidated Plan
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one or more of the housing problems, Pacific Islander households showed the highest
disproportionate need with 50% reporting at least one housing problem.
NA-20 DISPROPORTIONATELY GREATER NEED: SEVERE
HOUSING PROBLEMS – 91.205 (b)(2)
INTRODUCTION
This section provides an assessment of severe housing problems by race and ethnicity as compared to
level of need as a whole. HUD defines severe housing problems as a household that lacks complete
kitchen facilities, lacks complete plumbing facilities, in addition to one of the following:
• Household is severely overcrowded, with more than 1.5 persons per room
• Household is severely cost-burdened by paying 50% or more of monthly income on housing costs
Tables NA-20.1 – 20.4 display the number of households with severe housing problems by income, race
and ethnicity. Each table provides data for a different income level.
TABLE NA-20.1
SEVERE HOUSING PROBLEMS: 0%-30% OF AREA MEDIAN INCOME
Has one or more of
four housing
problems*
Has none of the
four housing
problems
Household has
no/negative
income, but none of
the other housing
problems
Share of
household with
one or more of the
four housing
problems
White 4,565 2,870 885 55%
Black/African American 405 75 70 74%
Asian 545 115 295 57%
American Indian, Alaska Native 160 130 - 55%
Pacific Islander 265 4 - 99%
Hispanic 2,160 650 310 69%
Total 8,260 3,845 1,700 60%
Source: 2012-2016 CHAS
*The four severe housing problems are: 1. Lacks complete kitchen facilities; 2. Lacks complete plumbing facilities; 3. More
than 1.5 persons per room; and 4. Cost burden greater than 50%
TABLE NA-20.2
SEVERE HOUSING PROBLEMS: 30%-50% OF AREA MEDIAN INCOME
Has one or more of
four housing
problems*
Has none of the
four housing
problems
Household has
no/negative
income, but none of
the other housing
problems
Share of
household with
one or more of the
four housing
problems
White 1,755 5,705 - 24%
Black/African American 195 160 - 55%
Asian 165 365 - 31%
American Indian, Alaska Native - 50 - 0%
Pacific Islander 35 150 - 19%
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Has one or more of
four housing
problems*
Has none of the
four housing
problems
Household has
no/negative
income, but none of
the other housing
problems
Share of
household with
one or more of the
four housing
problems
Hispanic 940 1,815 - 34%
Total 3,120 8,360 - 27%
Source: 2012-2016 CHAS
*The four severe housing problems are: 1. Lacks complete kitchen facilities; 2. Lacks complete plumbing facilities; 3. More
than 1.5 persons per room; and 4. Cost burden greater than 50%
TABLE NA-20.3
SEVERE HOUSING PROBLEMS: 50%-80% OF AREA MEDIAN INCOME
Has one or more of
four housing
problems*
Has none of the
four housing
problems
Household has
no/negative
income, but none of
the other housing
problems
Share of
household with
one or more of the
four housing
problems
White 715 8,500 - 8%
Black/African American 14 200 - 7%
Asian 50 470 - 10%
American Indian, Alaska Native 60 155 - 28%
Pacific Islander 55 120 - 31%
Hispanic 455 1,915 - 19%
Total 1,350 11,640 - 10%
Source: 2012-2016 CHAS
*The four severe housing problems are: 1. Lacks complete kitchen facilities; 2. Lacks complete plumbing facilities; 3. More
than 1.5 persons per room; and 4. Cost burden greater than 50%
TABLE NA-20.4
SEVERE HOUSING PROBLEMS: 80%-100% OF AREA MEDIAN INCOME
Has one or more of
four housing
problems*
Has none of the
four housing
problems
Household has
no/negative
income, but none of
the other housing
problems
Share of
household with
one or more of the
four housing
problems
White 200 5,185 - 4%
Black/African American 10 110 - 8%
Asian 15 165 - 8%
American Indian, Alaska Native - 20 - 0%
Pacific Islander 60 60 - 50%
Hispanic 180 1,020 - 15%
Total 465 6,655 - 7%
Source: 2012-2016 CHAS
*The four severe housing problems are: 1. Lacks complete kitchen facilities; 2. Lacks complete plumbing facilities; 3. More
than 1.5 persons per room; and 4. Cost burden greater than 50%
DISCUSSION
The 2012-2016 CHAS data shown in Tables NA 20.1 to NA 20.4 were conducted with a sample size of
45,395 households to analyze severe housing needs. Out of the total sample 13,195 households or 29.1%
had one or more of the four severe housing problems. An additional 1,700 households or 3.7% showed
no/negative income but none of the other housing problems were exhibited. Below is a summary of the
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Salt Lake City Consolidated Plan
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analysis of housing problems by income level for each of the income level groups. Note that the sample
size for certain ethnic groups is extremely small, thereby producing unreliable results.
• 0-30% AMI: The 0-30% AMI group included 13,805 households with extremely low-income. This
group made up 30.4% of the total households sampled. Of all households in this income group
that had one or more of the housing problems, Pacific Islanders showed the highest
disproportionate need with 99% reporting at least one severe housing problem.
• 30-50% AMI: The 30-50% AMI group included 11,480 households with low-income. This group
made up 25.3% of the total households sampled. Of all households in this income group that had
one or more of the housing problems, Hispanic households showed the highest disproportionate
need with 55% reporting at least one severe housing problem.
• 50-80% AMI: The 50-80% AMI group included 12,990 households with moderate income. This
group made up 28.6% of the total households sampled. Of all households in this income group
that had one or more of the housing problems, Pacific Islander households showed the highest
disproportionate need with 31% reporting at least one severe housing problem.
• 80-100% AMI: The 80-100% AMI group included 7,120 households with middle income. This group
made up 15.7% of the total households sampled. Of all households in this income group that had
one or more of the housing problems, Pacific Islander households showed the highest
disproportionate need with 50% reporting at least one housing problem.
NA-25 DISPROPORTIONATELY GREATER NEED: HOUSING
COST BURDENS – 91.205(b)(2)
INTRODUCTION
This section provides an assessment of housing cost burdens by race and ethnicity as compared to level
of need as a whole.
According to HUD, disproportionately greater need exists when the percentage of persons in a category
of need who are members of a particular racial or ethnic group is at least 10 percentage points higher
than the percentage of persons in category as a whole.
Table 25.1 shows the number of cost-burdened households by race and ethnicity. Data is broken down
by no cost-burden (less than 30%), cost-burden (30-50%), severe cost-burden (50% or more) and
no/negative income.
TABLE NA-25.1
HOUSING COST-BURDEN BY RACE AND ETHNICITY
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0 - 30% 30% - 50% >50% No/Negative
Income (Not
Computed) Number Share of Total Number Share of Total Number Share of Total
White 39,765 71% 8,745 16% 6,665 12% 930
Black/African
American 545 36% 300 20% 590 39% 70
Asian 2,120 59% 480 13% 680 19% 300
American Indian,
Alaska Native 355 52% 170 25% 160 23% -
Pacific Islander 430 49% 200 23% 245 28% -
Hispanic 5,490 48% 3,160 27% 2,545 22% 310
Total 49,360 65% 13,290 18% 11,045 15% 1,750
Source: 2012-2016 CHAS
DISCUSSION
Similar to the 2015-2019 Salt Lake City Consolidated Plan, cost-burden continues to be the most prevalent
housing problem in Salt Lake City. Of the 75,445 households included in the sample, 32.26% of all
households are shown as being cost-burdened. Black/African American, Pacific Islander, and Hispanic
households all have a higher prevalence of cost-burden with over 50% of all households that report
spending 30% or more on housing costs. Renter-occupied households also show a significant cost-burden
with 39.5% of all renter occupied units reportedly are cost-burdened.
NA-30 DISPROPORTIONATELY GREATER NEED: DISCUSSION
– 91.205 (b)(2)
ARE THERE ANY INCOME CATEGORIES IN WHICH A RACIAL OR ETHNIC GROUP HAS
DISPROPORTIONATELY GREATER NEED THAN THE NEEDS OF THAT INCOME CATEGORY AS A
WHOLE?
Based on 2012-2016 CHAS data, the following racial and ethnic groups experience disproportionately
greater housing needs:
• Black/African American
• American Indian/Alaskan Native
• Native Hawaiian/Pacific Islander
• Hispanic/Latino
Salt Lake City has evaluated disproportionate needs across racial and ethnic populations and household
compositions. In general, low-income households, which are disproportionately comprised of racial and
ethnic minorities, are more likely to experience housing needs. Figure NA-30.1 demonstrates the
variation in per capita income across racial and ethnic groups in Salt Lake City.
FIGURE NA-30.1
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PER CAPITA INCOME BY RACE AND ETHNICITY
Source: U.S. Census Bureau 2014-2018 ACS 5-Year Estimates
Census data indicates that 13.9% of the City’s White, non-Hispanic population is living below the poverty
level, while 28.1% of Hispanics and 32.7% of Black/African American populations are living below the
poverty level. Racial and ethnic children are more likely to live in poverty than their White, non-Hispanic
counterparts, as many of the City’s racial and ethnic minorities are children. The median age of the City’s
White, non-Hispanic population is 35.2 while the median age of the Hispanic population is 26.3.27
IF THEY HAVE NEEDS NOT IDENTIFIED ABOVE, WHAT ARE THOSE NEEDS?
Considerable efforts are needed to improve housing opportunity to address the needs of minorities, with
focus on minorities living in concentrated areas of poverty. Minorities face housing impediments on
several fronts, including few rental opportunities for large families, a high risk of predatory lending
practices, and a high risk for housing discrimination. Gaps in access to housing opportunity and economic
opportunity are likely to widen as the City’s demographics continue to shift. Therefore, Salt Lake City is
taking a comprehensive approach to improve housing opportunity and is in the process of developing
and implementing a multifaceted strategy to address needs.
The City is collaborating with Salt Lake County, local municipalities and community partners to define and
address regional issues and priorities. Through outreach, partnership building, workforce training, early
childhood education, and other efforts, the City will expand capacity within neighborhoods to take a
comprehensive and proactive role in redevelopment efforts. Efforts will focus on two areas: 1) expanding
opportunity in concentrated areas of poverty and RDA project investment areas; and 2) diversifying the
housing stock throughout the City to expand affordable housing opportunities.
ARE ANY OF THOSE RACIAL OR ETHNIC GROUPS LOCATED IN SPECIFIC AREAS OR
NEIGHBORHOODS IN YOUR COMMUNITY?
Figure 30.2 demonstrates that the vast majority of the City’s minority population lives west of Interstate
15 with many of the block groups located in west-side neighborhoods having a minority share above 50%.
The City’s overall population growth between 1990 and 2010 can be attributed to minority populations,
27 U.S. Census Bureau, 2014-2018 American Community Survey 5-Year Estimates.
$40,992
$17,195
$13,709
$29,621
$15,777
$13,585
$18,339
$16,729
$34,711
$- $10,000 $20,000 $30,000 $40,000 $50,000
White Alone, Not Hispanic or Latino
Black or African American Alone
American Indian and Alaska Native Alone
Asian Alone
Native Hawaiian or Pacific Islander Alone
Other Race Alone
Two or More Races
Hispanic or Latino
Jurisdiction as a Whole
Per Capita Income
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with minorities increasing in share from 17.4% in 1990 to 29.4% in 2000 and then to 33.3% in 2010. The
rate of increase in population share has slowed recently, as the minority population only increased by
0.8% between 2010 and 2017 to 34.1%. Hispanics/Latinos represent the largest minority group in the City,
increasing in share from 9.7% in 1990 to 22.3% in 2010 and decreasing slightly to 21.3% in 2017.
In comparing the east and west sides of the City, there are significant differences in socioeconomic status
with a gap in opportunity for those generally living on the west side. Both minority renter and minority
owner-occupied households are more concentrated west of I-15. Minority populations are more likely
than White, non-Hispanic to be low-income renter households, as Citywide minority homeownership
rates are 11 percentage points lower than rates for White, non-Hispanic residents. However, the minority
share of owner-occupied units is significantly higher west of I-15. A majority of the housing stock
affordable to low and moderate-income residents is located on the west side.
FIGURE NA- 30.2
PERCENT OF BLOCK GROUP POPULATION THAT IS MINORITY, SALT LAKE CITY 2017
Source: U.S. Census Bureau 2013-2017 ACS 5-Year Estimates
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NA-35 PUBLIC HOUSING – 91.205(b)
INTRODUCTION
The Housing Authority of Salt Lake City (HASLC) is responsible for managing the public housing inventory,
developing new affordable housing units and administering the Housing Choice voucher programs for the
City. The Authority strives to provide affordable housing opportunities throughout the community by
developing new or rehabilitating existing housing that is safe, decent, and affordable – a place where a
person’s income level or background cannot be identified by the neighborhood in which they live.
In addition to the development and rehabilitation of units, the HASLC also manages several properties
emphasizing safe, decent, and affordable housing that provides an enjoyable living environment that is
free from discrimination, efficient to operate, and remains an asset to the community. The HASLC
maintains a strong financial portfolio to ensure flexibility, sustainability, and continued access to
affordable tax credits, foundations, and grant resources.
As an administrator of the City’s Housing Choice voucher programs, the Housing Choice Voucher Program
provides rental assistance to low-income families (50% of area median income and below). This program
provides rental subsidies to 3,000 low-income families, disabled, elderly, and chronically homeless clients.
Other programs under the Housing Choice umbrella include: Housing Choice Moderate Rehabilitation;
Housing Choice New Construction; Project Based Vouchers; Multifamily Project Based Vouchers; Veterans
Affairs Supportive Housing Vouchers; Housing Opportunities for Persons with HIV/AIDS; and Shelter plus
Care Vouchers. Under these other Housing Choice programs, the HASLC provided rental subsidies to
additional qualified program participants.
TABLE NA-35.1
PUBLIC HOUSING TOTALS IN USE*
Program Type
Mod-
Rehab
Public
Housing
Vouchers
Total Project-
based
Tenant-
based
Veterans
Affairs
Supportive
Housing
Family
Unification
Program
Disabled
# of units/vouchers in use 99 369 2,536 279 1,704 133 59 361
Source: Housing Authority of Salt Lake City as of December 2019
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TABLE NA-35.2
CHARACTERISTICS OF RESIDENTS
Program Type
Mod-
Rehab
Public
Housing
Vouchers
Total Project-
based
Tenant-
based
Special Purpose Vouchers
Veterans
Affairs
Supportive
Housing
Family
Unification
Program
# Homeless at admission 18 23 381 190 82 108 1
# of Elderly Program
Participants (>62) 16 285 628 118 454 54 2
# of Disabled Families 71 162 1,286 221 937 123 5
# of Families requesting
accessibility features NA NA NA NA NA NA NA
# of HIV/AIDS program
participants NA NA NA NA NA NA NA
# of DV victims NA NA NA NA NA NA NA
Source: Housing Authority of Salt Lake City as of December 2019
TABLE NA-35.3
RACE OF RESIDENTS
Race
Program Type
Mod-
Rehab
Public
Housing
Vouchers
Total Project-
based
Tenant-
based
Special Purpose Vouchers
Veterans
Affairs
Supportive
Housing
Family
Unification
Program
Disabled
White 78 296 1,571 233 920 119 45 254
Black/African
American 16 24 295 17 227 15 5 31
Asian 1 25 57 6 45 0 0 6
American Indian,
Alaska Native 4 4 53 20 22 5 2 4
Pacific Islander 0 4 33 3 29 1 0 0
Other 0 0 0 0 0 0 0 0
Source: Housing Authority of Salt Lake City as of December 2019
TABLE NA-35.4
ETHNICITY OF RESIDENTS
Ethnicity
Program Type
Mod-
Rehab
Public
Housing
Vouchers
Total Project-
based
Tenant-
based
Special Purpose Vouchers
Veterans
Affairs
Supportive
Housing
Family
Unification
Program
Disabled
Hispanic 11 59 385 32 218 7 27 101
Not Hispanic 88 310 1,684 247 1,019 126 32 260
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Source: Housing Authority of Salt Lake City as of December 2019
SECTION 504 NEEDS ASSESSMENT: DESCRIBE THE NEEDS OF PUBLIC HOUSING TENANTS
AND APPLICANTS ON THE WAITING LIST FOR ACCESSIBLE UNITS:
Administratively the Housing Authority makes every effort to comply with Section 504 requirements on a
continual basis. Their self-evaluation resulted in the following summary of measures, administrative
actions, motivations, procedures, or adoption of policies in order to comply.
• Placing notices of compliance in the legal section of local newspapers.
• Maintaining a general mailing list of organizations concerned with and offering assistance to
people with disabilities.
• Providing assistance to people with disabilities in filling out forms and applications, obtaining
translators when needed, and having staff available to read or sign if required.
• Providing the Equal Housing Opportunity (EHO) statement on housing materials and Equal
Employment Opportunities (EEO) statement on employment applications and job
announcements.
• Conducting 504 compliance orientations for new employees and ongoing training for all staff.
• Maintaining a list of all Reasonable Accommodation requests.
• Assigning the Compliance Manager as the official person to coordinate and deal with 504 issues.
• Adopting of grievance procedures by their Board of Commissioners.
WHAT ARE THE NUMBER AND TYPE OF FAMILIES ON THE WAITING LIST FOR PUBLIC
HOUSING AND HOUSING CHOICE (SECTION 8) TENANT-BASED RENTAL ASSISTANCE?
The Housing Authority of Salt Lake City reports that there are currently 1,865 households on the Housing
Choice waiting list and 5,188 on the Public Housing waiting list. There is a total of 7,053 households on
both lists. Of the households on both lists, 27% are elderly, and 53% have a disability. There are 14%
Hispanic, 78% are White, non-Hispanic, 13% are African American, 3% are American Indian or Alaska
Native, 3% are Asian, 3% are Native Hawaiian or Other Pacific Islander, 4% are Multi -Racial, and 1% are
unknown. The waiting list is currently not open. An applicant for voucher funding can expect to be on the
wait list for approximately 1 to 6 years.
Housing Connect (Salt Lake County Housing Authority) also provided information on the waiting lists for
public housing and Housing Choice TBRA. Within Salt Lake County, there are 15,981 households on the
waiting list for public housing. Of those households, 2% have a disability, 11% are elderly, 22% have
children, and 51% are single. The average annual income is $15,399 and 77% are extremely low -income.
The average wait is about 2 years, but it varies depending on bedroom size.
In Salt Lake County, there are 447 households on the waiting list for Housing Choice. Of these
households, 93 have a disability, 21 are elderly, 233 are single, and 110 have children. The average annual
income is $12,954 and 90% are extremely low-income. The average wait time is 6 years.
It should be noted that within the County’s data, households on the waiting list are required to self -report
a disability and this may have resulted in a lower percentage of disabled households in the data.
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BASED ON THE INFORMATION ABOVE AND ANY OTHER INFORMATION AVAILABLE TO THE
JURISDICTION, WHAT ARE THE MOST IMMEDIATE NEEDS OF RESIDENTS OF PUBLIC
HOUSING AND HOUSING CHOICE VOUCHER HOLDERS?
Residents need affordable housing in locations that are near public transportation, quality edu cation,
healthcare, and other service providers. Those with the ability to work need services to increase overall
self-sufficiency.
HOW DO THESE NEEDS COMPARE TO THE HOUSING NEEDS OF THE POPULATION AT
LARGE?
Salt Lake City is experiencing a high demand for multi-family rental units as evidenced by the overall low
vacancy rates in the City. This demand has resulted in an increase in the number of new market rate units
being constructed throughout the City. The need for quality affordable housing scattered throughout the
City has become greater as the overall demand for rental housing has grown. Because land and
development are more expensive on the east side of Salt Lake City, there are fewer naturally occurring
affordable housing units on the east side. This leads to additional subsidy and creating affordable
housing financing needing to be deployed for developments occurring on the east side of the city. Even
with significant public investment to subsidize and stimulate the production of affordable housing, the
supply is not meeting demand.
DISCUSSION:
Salt Lake City will continue to work with the Housing Connect and the Housing Authority of Salt Lake City
to leverage and strategically target resources to address increasing housing needs. The number of
households on waiting lists is significant, especially for the elderly and those with disabilities. Further, the
short supply of rental units and low vacancy rates has exacerbated the need for additional affordable
rental housing.
NA-40 HOMELESS NEEDS ASSESSMENT – 91.205(c)
INTRODUCTION
Salt Lake City representatives participate in the local Continuum of Cares (COC) executive board and its
prioritization committee to ensure the Continuum of Cares priorities are considered during Emergency
Solutions Grant (ESG) allocations. Also, the three local ESG funders meet regularly to coordinate ESG and
COC activities to make sure services are not being over or under funded and services being funded meet
the community’s needs and goals.
The Salt Lake Continuum of Care contracts with the State of Utah to administer HMIS. All service agencies
in the region and the rest of the State are under a uniform data standard for HUD reporting and local ESG
funders. All ESG funded organizations participate in HMIS. Currently, HMIS is supported by Client Track.
Salt Lake Continuum of Care conducts an annual Point-in-Time count at the end of January to count
sheltered (emergency shelter and transitional housing) and unsheltered homeless individuals.
Unsheltered homeless individuals are counted by canvassing volunteers. The volunteers use the VI -SPDAT
to interview and try to connect unsheltered homeless individuals into services.
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A number of critical reports define not only the issues facing the homeless but likely solutions to these
issues. The most recent report is The State of Utah Strategic Plan on Homelessness September 2019. Priorities
of this Plan include:
• Fewer days spent in emergency beds or shelters
• Fewer persons returning to homelessness
• Fewer first-time individuals who experience homelessness
• More persons successfully retaining housing
This study also found that there are service gaps in the following areas:
• Affordable housing, permanent supportive housing, and emergency beds
• Mental health services and substance abuse disorder treatment
• Case management
• Prevention, diversion and outreach services
• Data systems that capture more of the full story
• Available transportation
Essential facts about homelessness in Utah include:
• As of January 2018, Utah had an estimated 2,876 experiencing homelessness on any given day, as
reported by Continuums of Care to the U.S. Department of Housing and Urban Development
(HUD). Of that total, 287 were family households, 239 were Veterans, 191 were unaccompanied
young adults (aged 18-24), and 306 were individuals experiencing chronic homelessness.
• Per State of Utah Annual Report on homelessness, there were 14,289 persons that experienced
homelessness state wide in 2019. 9,387 were located in Salt Lake County.
• Public school data reported to the U.S. Department of Education during the 2016-2017 school
year shows that an estimated 15,094 public school students experienced homelessness over the
course of the year. Of that total, 636 students were unsheltered, 994 were in shelters, 459 were in
hotels/motels, and 13,005 were doubled up.
According to the 2019 Point-in-Time Count, Salt Lake County has 1,844 homeless individuals, representing
nearly 66% of homelessness in the State. 193 of these individuals are u nsheltered.
• .09% of Utah’s population is homeless
• 29% of our homeless live in family groups of parents and children
• Youth between the ages of 18 and 24 comprise 7% of our homeless population
• Domestic violence impacts 22.1% of our homeless population
• 11% of the homeless population in Utah is experiencing “chronic” homelessness
• 55% of our homeless population is White
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TABLE NA-40.1
HOMELESS NEEDS ASSESSMENT
Population
Estimate the # of persons
experiencing homelessness on
a given night
Estimate the #
experiencing
homelessness
each year
Estimate the #
of incoming
homeless each
year
Estimate the #
exiting
homelessness
each year
Estimate the #
of days
persons
experience
homelessness Unsheltered Sheltered
Persons in Households
with Adult(s) and
Child(ren)
- 526 N/A N/A N/A N/A
Persons in Households
with Only Children - 3 N/A N/A N/A N/A
Persons in Households
with Only Adults 193 1,122 N/A N/A N/A N/A
Chronically Homeless
Individuals 86 281 N/A N/A N/A N/A
Chronically Homeless
Families - 16 N/A N/A N/A N/A
Veterans 12 145 N/A N/A N/A N/A
Unaccompanied Youth 19 95 N/A N/A N/A N/A
Persons with HIV 1 19 N/A N/A N/A N/A
Source: 2019 Salt Lake County Point-in-Time
TABLE NA-40.2
HOMELESS NEEDS ASSESSMENT COMPARISON WITH 2014 AND 2019 - UNSHELTERED
Population 2014 2019
Persons in Households with Adult(s) and Child(ren) 5 -
Persons in Households with Only Children - -
Persons in Households with Only Adults 105 193
Chronically Homeless Individuals 25 86
Veterans 15 12
Unaccompanied Youth - 19
Persons with HIV - 1
Source: 2019 Salt Lake County Point-in-Time
TABLE NA-40.3
HOMELESS NEEDS ASSESSMENT COMPARISON WITH 2014 AND 2019 - SHELTERED
Population 2014 2019
Persons in Households with Adult(s) and Child(ren) 813 526
Persons in Households with Only Children 2 3
Persons in Households with Only Adults 1,178 1,122
Chronically Homeless Individuals 265 281
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Veterans 260 145
Unaccompanied Youth 616 95
Persons with HIV 49 13
Source: 2019 Salt Lake County Point-in-Time
Homelessness has declined significantly since 2014 for unaccompanied youth. The Salt Lake City & Salt
Lake County have made efforts to target this population and these efforts are showing positive results.
TABLE NA-40.4
NATURE AND EXTENT OF HOMELESSNESS
Population Unsheltered Sheltered
Race
White 151 1,198
Black or African American 12 191
Asian 2 35
American Indian or Alaska Native 13 84
Pacific Islander 2 63
Multiple Races 13 80
Ethnicity
Hispanic 34 392
Not Hispanic 159 1,259
Source: 2019 Salt Lake County Point-in-Time
ESTIMATE THE NUMBER AND TYPE OF FAMILIES IN NEED OF HOUSING ASSISTANCE FOR
FAMILIES WITH CHILDREN AND THE FAMILIES OF VETERANS.
Salt Lake County has 150 families (526 individuals) and 157 veterans experiencing homelessness, with no
known veteran families. The primary tool to help these families is rapid re-housing to reduce the time
families experience homelessness to as short as possible. Families traditionally experience homelessness
for short periods of time following cataclysmic events. Continuing the rapid re-housing program, coupled
with homeless prevention efforts, will help families while they experience these catastrophic times.
DESCRIBE THE NATURE AND EXTENT OF HOMELESSNESS BY RACIAL AND ETHNIC GROUP.
The majority of individuals experiencing homelessness are White, non-Hispanic (1,349). The second
largest group is Hispanic (426), followed by Black/African American (203) and American Indian/Alaska
Native (97). This is similar to the makeup of Salt Lake City where White, non-Hispanic accounts for 73.7%
of the population, Hispanic (21.3%), Black/African American (2.0%), and American Indian/Alaska Native
(1.3%).
DESCRIBE THE NATURE AND EXTENT OF UNSHELTERED AND SHELTERED HOMELESSNESS
Salt Lake City has 1,651individuals who are sheltered and 193 unsheltered homeless individuals. The Salt
Lake homeless services community does a good job sheltering homeless individuals. However, it must
continue to work to move people out of emergency shelters and transitional housing and into permanent
stable housing.
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NA-45 NON-HOMELESS SPECIAL NEEDS ASSESSMENT – 91.205(b,
d)
INTRODUCTION
This section analyzes the needs of non-homeless special populations to include the elderly, persons with
disabilities (including physical, mental, developmental, as well as persons with chronic substance abuse
disorders), persons living with HIV/AIDS, survivors of dating/domestic violence, single-parent households,
large family households, and immigrants.
TABLE NA-45.1
HIV AND HOPWA REPORT: 2013 - 2017
Current HOPWA formula use: 2013 2014 2015 2016 2017
Cumulative cases of AIDS reported 1,995 2,009 2,037 2,080 2,094
Area incidence of AIDS 34 24 33 32 22
Rate per population 3.2% 2.2% 2.8% 2.7% 1.8%
Current HIV Surveillance data:
Area Prevalence (PLWH per 100,000
population) 168.5 168.6 160.6 162.2 162.6
Number of new HIV cases reported last
year 67 95 74 101 83
Source: U.S. Centers for Disease Control HIV Surveillance
TABLE NA-45.2
HIV HOUSING NEEDS
Type of HOPWA Assistance Estimates of Unmet Need
Tenant Based Rental Assistance 57
Short-Term Rent, Mortgage, and Utility 36
Facility Based Housing (Permanent, Short-Term, or Transitional 0
Source: HOPWA CAPER and HOPWA Beneficiary Verification Worksheet
DESCRIBE THE CHARACTERISTICS OF SPECIAL NEEDS POPULATION IN YOUR COMMUNITY:
A description of special needs populations in Salt Lake City is as follows:
Elderly
Salt Lake City has continued to be home to a younger populace as compared to the population of the rest
of the United States. The Census Bureau tracks a metric called the “Old-Age Dependency Ratio” which
measures the number of people aged 65 and older to every 100 working age people. In this case, working
age is defined as anyone between the ages of 20 and 64. Table NA-45.3 compares the City’s ratio to those
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in the county, state, and national levels and shows that Salt Lake City has a higher share of workin g age
residents compared to those who are 65 years and older.
TABLE NA-45.3
2018 OLD-AGE (65+) DEPENDENCY RATIO
Senior Dependency Ratio
Salt Lake City 15.8
Salt Lake County 16.6
Utah 17.7
United States 24.6
Source: U.S. Census Bureau: 2014-2018 ACS 5-Year Estimates
Another factor that will need to be considered is the expected growth in the elderly population. The
elderly population has increased by just over 20,000 people between the 2010 Census and the 2014-2018
ACS 5-year estimates. As shown in Table NA-45.4, the Kem C. Gardner Policy Institute currently projects
the elderly population to increase at a substantially greater rate moving forward. They project that the
elderly population will account for 14.5% of Salt Lake County’s popu lation by 2030 with the trend
continuing until almost one in every five residents will be considered elderly. This expected increase will
have large impacts on housing demand, transportation, healthcare services and other supportive
services.
TABLE NA-45.4
2018-2050 POPULATION PROJECTION, SALT LAKE COUNTY SENIOR (65+)
Year Total Population Population 65+ 65+ Share
2018 ACS (most recent) 1,120,805 114,930 10.25%
2030 1,306,414 190,082 14.55%
2050 1,531,282 294,113 19.21%
Source: U.S. Census Bureau: 2014-2018 ACS 5-Year Estimates: Demographics and Housing Estimates, Kem C. Gardner Policy
Institute
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FIGURE NA- 45.1
PERCENT OF BLOCK GROUP RESIDENTS THAT ARE SENIORS, SALT LAKE CITY - 2017
Source: U.S. Census Bureau 2013-2017 ACS 5-Year Estimates
Persons with Disabilities
Estimates from the 2014-2018 American Community Survey indicate that 10.9% of the City’s population is
living with a disability. It is also estimated that 21,828 citizens have a disability. The City’s elderly
population is most affected by disability with 37.6% experiencing at least one disability. The data also
shows that 51.2% the citizens of the City who are 75 years old and older are experiencing at least one
disability. The most common disability among the elderly is ambulatory difficulty which is defi ned by the
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Salt Lake City Consolidated Plan
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Census Bureau as “having serious difficulty walking or climbing stairs.”28 A complete breakdown of the
percentage of citizens aged 65 years old and older who are experiencing these disabilities is shown in
Figure NA-45.2.
FIGURE NA-45.2
SALT LAKE CITY DISABILITY PREVALENCE, 65+
Source: U.S. Census Bureau: 2014-2018 ACS 5-Year Estimates: Disability Characteristics
The younger population experiences a much smaller percentage of disability. For residents ranging in age
from 18 to 64 years old, only 8.8% of the population has a disability. The most common disability is
cognitive difficulty, which effects 4.4% of this age group. Second is ambulatory difficulty effecting 3.4%
and independent living difficulty effecting 2.7%. Figure NA-45.3 shows the complete list of disabilities and
percentages.
FIGURE NA-45.3
SALT LAKE CITY DISABILITY PREVALENCE, 18-64 YEAR-OLDS
28 “How Disability Data are Collected from the American Community Survey,” United States Census Bureau, Revised October
17, 2017, Retrieved August 7, 2019, https://www.census.gov/topics/health/disability/guidance/data-collection-acs.html
7.2%
6.7%
9.0%
14.7%
17.6%
21.9%
0.0%5.0%10.0%15.0%20.0%25.0%
Self-Care Difficulty
Vision Difficulty
Cognitive Difficulty
Independent Living Difficulty
Hearing Difficulty
Ambulatory Difficulty
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Source: U.S. Census Bureau: 2014-2018 ACS 5-Year Estimates: Disability Characteristics
Female-Headed Households with Children
In Salt Lake City, there are 6,743 households headed by single females, with no husband present. Of that
group, 3,822 of these households have children under the age of 18 years old present in the home.29
These households frequently face many unique and significant challenges that other populations do not
currently face. According to the 2014-2018 American Community Survey 5-Year Estimates, Salt Lake City’s
family poverty rate is 10.6%, while the single-mother household poverty rate is 40.7%.
Single female-headed households with children often lack the resources necessary to find adequate
childcare or job training services. This in turn impacts the woman’s ability to provide stable housing and
care for her children. If a mother is able to find work and childcare, the rising cost of childcare further
diminishes single mothers’ paychecks.
There were 151,580 children in Utah under the age of 6 who needed care in 2019, but there were only
41,092 available slots reported in childcare programs. 30 This means there are at least two additional
children in need of childcare for every child who is currently in a childcare program. In 2016, the National
Household Survey reported that the main reason families had difficulty finding childcare was cost (31%)
with the second most common reason being “lack of open slots” (27%).
Immigrants and Refugees
Salt Lake City’s thriving economy, including strong wage growth, educational opportunities, and
availability of services attracts immigrants from around the world. Since opening in 1994, the
International Rescue Committee’s Salt Lake City branch has resettled over 11,000 individuals from roughly
26 countries, with an average of about 450 individuals settled each year in the Salt Lake City over the past
5 years. Besides refugee resettlement, Salt Lake City attracts immigrants for job opportunities, university
studies, and family connections. According to the 2014-2018 ACS 5-Year Estimates, 32,709 (16.7%) of Salt
Lake City’s 195,701 residents are foreign born.
Victims of Dating and Domestic Violence
The Utah Domestic Violence Coalition reported that 36 Utahans lost their lives to domestic violence in
2018 and has also reported 19 deaths as of the end of June 2019. Of these reported fatalities, 19 of these
victims in 2018 and 10 of the reported 2019 fatalities have been Salt Lake County residents. 31
In addition, a total of 1,449 men, women, and children were sheltered in the two Utah domestic violence
shelters located in Salt Lake City. Individuals who entered th e domestic violence shelter system stayed for
29 U.S. Census Bureau, 2014-2018 America Community Survey 5-Year Estimates
30 ChildCare Aware of America. 2019 State Child Care Facts in the State of: Utah.
31 Utah Domestic Violence Coalition, UTAH Domestic Violence Related Deaths in 2018 & 2019.
1.2%
1.4%
1.8%
2.7%
3.4%
4.4%
0.0%0.5%1.0%1.5%2.0%2.5%3.0%3.5%4.0%4.5%5.0%
Self-Care Difficulty
Hearing Difficulty
Vision Difficulty
Independent Living Difficulty
Ambulatory Difficulty
Cognitive Difficulty
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an average of 45 days in 2019. There are many barriers for survivors of domestic violence to overcome
including securing permanent and stable housing, coping with trauma, accessing support for health and
mental healthcare, and addressing the needs of children.
Large-Family Households
A large family is defined as having five or more members. According to the Salt Lake City Fair Housing
Equity Assessment, the number of large-family households receiving public assistance in Salt Lake City in
2019 totaled 9,991. The vast majority of large-family households receiving public assistance reside on the
City’s west side in zip codes 84104 and 84116, with over 55% of the large-family households receiving
public assistance residing in these zip codes.32
Persons with HIV/AIDS
A report published by the Utah Department of Health indicates that 3,169 persons were living with
HIV/AIDS in the State of Utah in December 2016. For nearly a decade, the number of people newly
diagnosed with HIV in Utah declined steadily until 2011. After Utah experienced a large decrease in the
number of cases during 2010, HIV infections have increased each year. During 2017, 83 people in the
metropolitan statistical area were diagnosed with HIV. The cumulative number of AIDS cases reached
2,094, and the diagnosis rate was 1.8% per 100,000 population.33
Medical and supportive resources for persons with HIV/AIDS are concentrated in Salt Lake City and Salt
Lake County. Therefore, the majority of Utah’s population with HIV/AIDS comes to Salt Lake City for
medical treatment and services. This places a burden on local resource delivery systems aimed at
providing stable housing, supportive services, and case management for these individuals.
WHAT ARE THE HOUSING AND SUPPORTIVE SERVICE NEEDS OF THESE POPULATIONS AND
HOW ARE THESE NEEDS DETERMINED?
The housing and supportive service needs of special populations was determined through focus groups
with public service stakeholders, an evaluation of data derived from organizations who work with these
populations, and other local and national data sources. Needs are as follows:
Elderly
The housing and supportive service needs of Salt Lake City’s elderly population will increase as the baby
boomer generation continues to age. Elderly residents have a greater need for housing maintenance and
rehabilitation assistance than the population as a whole. The areas of the City where elderly populations
are concentrated, the East Bench and upper Avenues neighborhoods, contain an older and mostly single-
family housing stock. There is a need to retrofit, update, and provide accessibility modifications for
housing units occupied by elderly residents to allow them the opportunity to age in place. In addition to
housing assistance, elderly populations are in need of in-home medical care, food services, and
transportation services.
Persons with Disabilities
Affordable, stable, long-term housing is the most critical need for persons with mental, physical, and/or
development disabilities, as well as persons suffering from addiction. Persons with mental, physical,
developmental, and substance abuse disabilities are more likely to experience housing instability and
homelessness than the population as a whole. According to the State of Ut ah’s 2019 Strategic Plan on
Homelessness, which quotes from the 2018 Point-in-Time Count (PIT), one in three individuals
32 Utah Department of Workforce Services: Research & Analysis
33 Source: U.S. Centers for Disease Control HIV Surveillance
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experiencing homelessness in Utah is severely mentally ill, and one in four have a substance abuse
disorder. Additionally, individuals who experience homelessness are less likely to access healthcare
systems and to suffer from preventable diseases.
A large portion of the City’s disabled population deals with ambulatory difficulties. Approximately 44.8%
of residents reporting a disability indicate that at least one of their disabilities is ambulatory. Just under
one in every 20 residents in Salt Lake City has serious difficulty walking or climbing stairs.34
Accommodations for those experiencing these difficulties will necessitate more acc essible units with
easier access to buildings.
Female-Headed Households with Children
More long-term stable housing is needed to address the needs of low-income female-headed households
with children, as well as job training, employment placement services, and childcare opportunities
There were 151,580 children in Utah under the age of 6 who needed care in 2019, but there were only
41,092 available slots reported in childcare programs.35 This means there are at least two additional
children in need of childcare for every child who is currently in a childcare program. In 2016, the National
Household Survey reported that the main reason families across the nation had difficulty finding
childcare was cost (31%) with the second most common reason being “lack of open slots” (27%). This,
combined with the State’s childcare discrepancy, indicates that there is an increased need for more
affordable and available childcare services to allow female-headed households to provide for their
children.
Immigrants and Refugees
Immigrants and refugees come with many needs, including affordable housing, cultural orientation
services, healthcare, legal assistance, and transportation. There are many barriers to affordable housing
for this group, including language, lack of credit history, and lack of income/employment history. As such,
immigrants and refugees are at high risk for homelessness and housing discrimination.
Services needed for immigrants and refugees include a path to self -sufficiency. Such services may include
language training, employment assistance, and assistance with locating housing and transportation.
Resettlement programs, currently provided through the Refugee and Immigration Center - Asian
Association of Utah, Catholic Community Services and International Rescue Committee take a
comprehensive approach to the long-term outcomes of resettlement.
Survivors of Dating/Domestic Violence
Because survivors of domestic violence often reside with their abuser, they are at high risk for
homelessness. Many survivors resist leaving abusive situations because they do not have the income,
training, or resources to acquire their own housing. Emergency and transitional housing is especially
important to this group in order to provide them with a place to escape the cycle of abuse while they
work to attain self-sufficiency. In addition, many survivors are in need of supportive services to address
physical and mental trauma.
Large-Family Households
34 Source: U.S. Census Bureau 2014-2018 ACS 5-Year Estimates
35 ChildCare Aware of America. 2019 State Child Care Facts in the State of: Utah.
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The City has seen a decrease in housing stock for large families. In 2013, 8.4% of all rentals had 4 or more
bedrooms; this number declined to 6.7% by 2018. The percentage of 2-3 bedroom rental units increased
indicating that smaller housing units are being built.
Persons with HIV/AIDS
Achieving housing stability is often difficult for persons with HIV/AIDS because of problems with
substance abuse and physical or mental health issues. These challenges can also make it difficult for
these persons to obtain and maintain employment that provides a stable source of income for housing.
Salt Lake City’s Housing and Neighborhood Development Division is committed to ensuring HOPWA
project sponsors work together in a coordinated, collaborative, and flexible manner to effectively serve
HOPWA program participants. This includes supporting efforts for HOPWA-assisted households to access
and maintain housing, medical treatment, and sources of income. Project sponsors network with each
other to alleviate identified barriers and promote an environment that ensures HOPWA clients are in
treatment and have access to safe, decent, and affordable housing. Clients with mental and substance
abuse disorders can receive case management services through Utah AIDS Foundation to obtain further
access to services.
DISCUSS THE SIZE AND CHARACTERISTICS OF THE POPULATION WITH HIV/AIDS AND THEIR
FAMILIES WITHIN THE ELIGIBLE METROPOLITAN STATISTICAL AREA:
Utah has seen a declining rate of individuals diagnosed with HIV who have ever been classified as stage 3
(AIDS). In 2012, there were 3.9 new cases of HIV/AIDS per 100,000 population according to the U.S.
Centers for Disease Control HIV Surveillance. According to this same source, in 2017 the rate was 1.8 per
100,000 population. In 2012, 110 individuals were diagnosed with HIV, according to the Utah Departm ent
of Health.36 In 2017, 83 new HIV cases were reported.37
Although Utah has seen slightly declining rates in new cases of HIV, there is significant racial disparity in
the prevalence of new HIV cases. In 2015, 26.7% of new HIV cases were for Hispanic or Latino individuals
who only account for 13.7% of the population in Utah.
FIGURE NA-45.4
ESTIMATED ADULTS AND ADOLESCENTS DIAGNOSED WITH HIV BY RACE AND ETHNICITY, UTAH 2015
36 Utah Department of Health, Utah HIV Fact Sheet, 2013.
37 United States Centers for Diseases Control, HIV Surveillance Report 2017
White, 58.6%
Hispanic/Latino, 26.7%
Black/African American, 6.9%
Asian, 6%
American Indian/Alaska Native, 1.7%
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Source: Centers for Disease Control and Prevention, Utah – 2015 State Health Profiles
https://www.cdc.gov/nchhstp/stateprofiles/pdf/Utah_profile.pdf
FIGURE NA-45.5
PERCENT OF NEW CASES WITH AIDS AT HIV DIAGNOSIS BY RACE AND ETHNICITY, UTAH 2017
Source: Utah Department of Health, Utah HIV
Factsheethttp://health.utah.gov/epi/diseases/hivaids/surveillance/HIV_2017_report.pdf
The number of individuals newly diagnosed with HIV already progressed to AIDS at the time of diagnosis
was significantly skewed to Hispanic and Asian individuals, as demonstrated in Table NA 45.5. It should
be noted that there were only 6 total new HIV diagnoses of Asian individuals in 2017, so 50% indicates 3
individuals were also diagnosed at Stage 3 (AIDS) at their initial diagnosis. Meanwhile, there were 38
individuals of Hispanic ethnicity who were diagnosed with HIV in 2017 and 9 of those individuals were
also diagnosed with Stage 3 (AIDS).
NA-50 NON-HOUSING COMMUNITY DEVELOPMENT NEEDS
– 91.215(f)
DESCRIBE THE JURISDICTION’S NEED FOR PUBLIC FACILITIES:
Police and Fire
Because of significant contributions to police and fire infrastructure during the past decade, public safety
is not currently considered a top priority community development need. During that time period, Salt
Lake City constructed a $125 million Public Safety Building which is shared with the City’s Fire Department
and which is meeting the need for future growth-related police officers. Public safety also receives impact
fees which will help to offset any future capital facility needs associated with new growth in the City.
HOW WERE THESE NEEDS DETERMINED?
As part of the Consolidated Plan process, an Interdepartmental Technical Advisory Group (ITAG) met
three times to discuss needs from the perspective of various department within the City.
24%
0%
50%
8%
0%
11%
0%
0%
0%10%20%30%40%50%60%
Hispanic
American Indian/ Alaska Native
Asian
Black
Native Hawaiian/Other Pacific Islander
White
Multi-Race
Unknown
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DESCRIBE THE JURISDICTION’S NEED FOR PUBLIC IMPROVEMENTS:
Parks and Public Lands
In order to maintain the current level of service, Salt Lake City Parks and Public Lands Division plans to
invest approximately $38.7 million between 2017 and 2027. These costs should be offset by impact fees
related to new growth.
The Salt Lake City Parks and Public Lands Division participated in developing an Impact Fee Facilities Plan
(IFFP) that identifies the capital facilities the City will need to build within the next ten years (2012 -2021) to
continue the current level of service and accommodate the service needs of projected growth.
Salt Lake City Parks and Public Lands Division currently owns 2,378 park acres with an estimated land
value of $210,134,805 and improvements value of $96,351,475. These assets are used to provide the
current level of service which equates to an investment of $1,594 per capita.
Transportation
In order to maintain the current level of service Salt Lake City Streets and Transportation Divisions plan to
invest approximately $303,200,600 in capital facilities over the next ten years, $41,805,960 of which is
growth related, and therefore eligible to be paid for with impact fees. The remaining amount is the result
of correcting an existing deficiency in available space and investing in improved service levels, and
therefore is not impact fee eligible. The remaining amount must be funded with revenue sources other
than impact fees. The City has issued an $87 million bond to pay for street improvements.
HOW WERE THESE NEEDS DETERMINED?
As part of the Consolidated Plan process, an Interdepartmental Technical Advisory Group (ITAG) met
three times to discuss needs from the perspective of various department within the City.
The Salt Lake City Streets and Transportation Divisions participated in the development of an Impact Fee
Facilities Plan (IFFP) in 2016, reflecting growth from 2017 to 2027, and that identified the capital facilities
the City will need to build within the 10-year timeframe to continue the current level of service and
accommodate the service needs of projected growth.
The bulk of the transportation improvements will be paid for with an $87 million bond issued by Salt Lake
City, supplemented by impact fees. Therefore, street improvements are not considered to be a top
priority of this Plan.
DESCRIBE THE JURISDICTION’S NEED FOR PUBLIC SERVICES:
The major need for public services is for affordable housing and for homeless services. Related to these
two overarching needs are transportation needs for low-income households, economic opportunities
such as job training to increase self-sufficiency and supportive services for individuals with disabilities and
behavioral health challenges. A summary of needs for the homeless and non-homeless populations is as
follows:
Homeless Public Service Needs
• More mental health treatment services, including case management where current caseloads are
considerably too high
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• Supportive housing for the mentally ill
• Job training
• Permanent supportive services, co-located with other supportive services
• Tenant-based rental assistance
• Homelessness prevention services
• Access to transportation services (for job seeking, medical visits, etc.)
• Life skills training
• Substance abuse and opioids counseling
Non-Homeless Public Service Needs
Housing
• Expand housing opportunities in high opportunity areas
• Encourage a diversity of housing product in neighborhoods to allow for lifecycle housing
• Preserve affordable housing stock
• Development of affordable housing units near transit stations
• Supportive housing for people with HIV and AIDS
Transportation
• Access to childcare near transportation hubs and employment centers
• Transit passes at low or no cost
• Bus stop improvements, especially suited for inclement weather, and focused on transit hubs
• Sidewalk improvements and ADA improvements to increase mobility
• Partner with UTA and other entities to improve transit access and enhancements in target
areas
Economic Development
• Support employment centers in target areas where connections to transit, transportation
corridors, and access to services can minimize transportation costs, influence affordability,
improve air quality, and create vibrant, sustainable neighborhoods
• Micro loans
• Job training
• Façade improvements for small business
Health, Elderly and Disabilities
• Need for supportive services for seniors and persons with disabilities
• Improve accessibility of existing housing stock for persons with disabilities
• Improved transit opportunities for people in wheelchairs including ADA-accessible wheelchairs
• Review signal timing at intersections to ensure adequate time for seniors or those with
disabilities
• More mental health treatment services, including case management where current caseloads
are considerably too high
• Opioids, substance abuse assistance
• Mental health assistance
• Dental and medical assistance
• Supportive services for persons with HIV and AIDS
• Senior assistance with supportive services, including transportation
Parks and Public Lands
• Improve public safety in existing parks
• Park and green space enhancements
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Management
• Coordination with State programs to not overlap or fund the same thing
• Asset mapping of all existing programs, agencies, funding sources, etc.
• Review Good Landlord and other obstacles to obtaining housing (i.e., credit history, felonies,
etc.)
• Use innovative technologies such as Apps to better align supply and demand for housing
HOW WERE THESE NEEDS DETERMINED?
Salt Lake City’s homeless needs are determined through evaluation of the annual Point -in-Time Study as
well as the recently released State Strategic Plan on Homelessness. In addition, the public participation
portion of this process featured a series of three meetings with stakeholder agencies, including Shelter
the Homeless, Volunteers of America-Utah, Salt Lake Valley Habitat for Humanity, and Housing Connect
formerly known as the Salt Lake County Housing Authority. This process was a critical factor in
determining homeless needs. Finally, a survey was prepared which received over 4,000 responses. The
survey results indicated that homeless and affordable housing issues should be the top priority for the
City.
The non-homeless public service needs of Salt Lake City’s low to moderate -income residents and special
populations were determined through a Stakeholder Advisory Committee that included representatives
from a broad view of public service providers (discussed in more detail in the Citizen Participation section
of this Plan), as well as a review of local and national data.
HOUSING MARKET ANALYSIS
The Market Analysis provides a clear picture of the environment in which Salt Lake City will administer its
federal grant programs over the course of the Consolidated Plan. In conjunction with the Needs
Assessment, the Market Analysis provides the basis for the Strategic Plan and the programs and projects
to be administered.
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MA-05 OVERVIEW
Salt Lake City has transitioned over the years to become one of the most diverse, sustainable, and
innovative economies in the nation. With unsurpassed outdoor recreation opportunities, internationally
acclaimed technology and research facilities, well-respected and competitive higher education
institutions, industry-leading healthcare facilities, a modern light rail and streetcar transit system, an
expanding international airport, a growing population, an educated workforce, a multilingual population
and diverse cultural opportunities, the City is attracting nationally-recognized businesses. This provides
an opportunity to build strong neighborhoods with vibrant businesses, along with diverse housing
opportunities.
However, with this strong economy, housing prices have increased faster than household incomes,
making it more and more difficult for low-income families to find affordable housing. Between 2000 and
2018, rental rates have increased by 81.8%; rental rates have continued to rise to historically h igh rates,
with a 32% increase between 2010 and 2018. Decreases in rental affordability, combined with extremely
low vacancy rates, have created a very tight rental market, leading to increased difficulty for low -income
households to obtain affordable housing.
Individuals displaced from housing will have a more difficult time, given market conditions, of finding
suitable substitute housing. There is a need for preservation of existing housing stock and strategies to
combat displacement in housing for vulnerable populations. Such strategies will benefit low-income
populations and stabilize neighborhoods.
Some key points of the market analysis include:
Housing Market Conditions
• Between 2000 and 2018 the cost of housing significantly increased for both renters and
homeowners. The median rental rates increased by 81.8% and home values increased by 89.8%.
During the same time period, the median household income only increased by 52.6%. Since
incomes did not keep up with increases in housing costs, it has becom e more difficult for
residents to buy a home as evidenced by a declining homeownership rate (from 56.9% in 2000 to
48.4% in 2018).38
• An analysis of Salt Lake City’s homebuyer market demonstrates a reasonable range of low-
income households will continue to qualify for mortgage financing assistance:
• US Census data, Salt Lake City, 2000-2018:
o The median home values increased 89.8%, from $152,400 to $289,200
o The median household income increased by 52.6%, from $36,944 in 2000 to
$56,370
• HUD, HOME Income Guidelines for 2020, Salt Lake County, 80% AMI for a family of 4:
$70,300
• US Census data, Salt Lake City, 2014-2018:
o The number of households earning $50,000 - $74,999: 13,991 households, 17.9%
of total population
o The average monthly owner costs with a mortgage, $1,534
38 U.S. Census Bureau, 2014-2018 ACS 5-Year Estimates
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• UtahRealEstate.com, May 2020, number of Salt Lake City listings between $100,000-
$299,999: 554
• Salt Lake County rental rates are at an all-time high, showing a 51% increase between 2010 and
2018.
• In 2018, the apartment vacancy rate in Salt Lake City was the lowest rate in Salt Lake County at
2.7% and the Downtown area had an even lower rate at 1.6%.39 A tight rental market and rising
rents create a barrier for households in need of affordable housing.
• An analysis of housing gaps has determined that Salt Lake City has a shortage of 6,177 rental
units affordable to renters earning less than $20,000 per year. This is down from a shortage of
8,240 rental units in 2013.
• Specifically, shortages occur for affordable rental housing for extremely and very low-income
households making less than 50% AMI; affordable and accessible housing for persons with
disabilities; affordable rental housing for large families; and permanent supportive housing for
vulnerable populations such as individuals who are chronically homeless, mentally disabled, or
physically disabled.
Barriers to Affordable Housing
• Poor housing conditions can also be a barrier to suitable, affordable housing. HUD defines poor
housing conditions as overcrowding, cost-burdened, a lack of complete plumbing, or kitchen
facilities. Based on this definition, about 44.8 % of renters and 20.8% of owners live in a unit with
at least one condition. 2012-2016 CHAS data also indicates that there are 570 housing units,
vacant and occupied, that lack a complete kitchen or plumbing facilities.
• Barriers to affordable housing development include both market and regulatory factors. These
include land costs, construction costs, financing resources, foreclosures, neighborhood market
conditions, economic conditions, land use regulations, development a ssessments, permit
processing procedures, a lack of zoning incentives and landlord-tenant policies.
• A contrast of mortgage denials and approvals exists between racial and ethnic populations in Salt
Lake County. The mortgage application denial rate for Hispanics (20%) in Salt Lake City is
significantly higher than that of non-Hispanics (13%).40
• Transportation costs can be a barrier to affordable housing, especially if transportation costs are
significant due to distances traveled and time spent during the commute. Nearly half of workers
living in the City travel 15 to 29 minutes for work.
Housing Services
• The Housing Authority of Salt Lake City currently manages 30 properties including Housing
Choice Vouchers, Project Based Vouchers, Mod Rehab Vouchers and programs for Veterans,
homeless, disabled, and elderly persons. These properties offer over 1,600 units of varying sizes.
39 Cushman Wakefield, Apartment Market Report: Greater Salt Lake Area, 2018
40 Federal Financial Institutions Examination Council, Home Mortgage Disclosure Act
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• A variety of facilities and services are offered to homeless individuals and families, including
emergency shelters, transitional housing, safe havens, permanent supportive housing, tenant
based rental assistance, outreach and engagement, housing placement, general medical,
employment, substance abuse, behavioral health, legal aid, veteran services, public assistance,
family crisis, hygiene, and other miscellaneous services. These services are provided by
government agencies, faith-based organizations, service-oriented groups, housing authorities,
health service organizations, and others.
• In addition to supporting housing and homeless services with federal funding, Salt Lake City
Corporation spent $2,554,000 on Homelessness Related Services in fiscal year 2018-19. The
funding came from General Fund resources and highlights the City’s commitment to providing
support for our most vulnerable citizens.
• Salt Lake City’s housing and supportive service network addresses the needs of the elderly,
persons with disabilities, persons with substance addictions, persons with HIV/AIDS and their
families, and public housing residents through a variety of efforts that are designed to be
coordinated a case manager and referral format to link residents to services and support
opportunities.
MA-10 NUMBER OF HOUSING UNITS – 91.120(a)&(b)(2)
INTRODUCTION
The Census Bureau estimates in the 2014-2018 American Community Survey that there are 84,784
housing units in the City with 92.3% reportedly occupied; 48.4% of those units are owner -occupied. The
number of housing units has increased by 4,060 units from the 80,724 units reported in the 2010 U.S.
Census. This is an increase of 5%, which is much higher than the national increase of 3.6% in that same
period. Salt Lake City is the most populated city in the County and comprises 21.7% of the County’s
housing stock.
Table MA-10.1 shows a breakdown of the housing inventory located within the City. 1 -unit detached
structures are the largest property type, accounting for almost half the housing units in Salt Lake City.
However, multi-family housing complexes of 20 or more units saw the largest growth since 2013 in terms
of percentage and now represents approximately 22% of the properties by housing type.
TABLE MA-10.1
ALL RESIDENTIAL PROPERTIES BY NUMBER OF UNITS
Property Type 2018 Units % of Total Units
1-unit Detached Structure 40,112 47.3%
1-unit, Attached Structure 2,741 3.2%
2-4 Units 11,785 13.9%
5-19 Units 10,245 12.1%
20 or More Units 19,052 22.5%
Mobile Home, Boat, RV, Van. Etc. 849 1.0%
Total 84,784 100.00%
Source: U.S. Census Bureau: 2014-2018 ACS 5-Year Estimates, Selected Housing Characteristics
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TABLE MA-10.2
ALL RESIDENTIAL PROPERTIES BY NUMBER OF UNITS 2018
Unit Size by Tenure Owners Renters
Number Percentage Number Percentage
No Bedroom 359 0.9% 3,111 7.7%
1 Bedroom 1,833 4.8% 14,370 35.6%
2 or 3 Bedrooms 21,579 57.0% 20,177 50.0%
4 or More Bedrooms 14,098 37.2% 2,702 6.7%
Total 37,869 100.00% 40,360 100.00%
Source: U.S. Census Bureau: 2014-2018 ACS 5-Year Estimates, Physical Housing Characteristics for Occupied Housing Units
DESCRIBE THE NUMBER AND TARGETING (INCOME LEVEL/TYPE OF FAMILY SERVED) OF
UNITS ASSISTED WITH FEDERAL, STATE, AND LOCAL PROGRAMS:
Salt Lake City’s Housing and Neighborhood Development Division and community partners utilize federal,
state, and local funding to expand housing opportunities for low- and moderate-income households, as
well as vulnerable and at-risk populations. Sources and financing include low-income housing tax credits,
Community Development Block Grant (CDBG), HOME Investment Partnership Program (HOME),
Emergency Solutions Grant (ESG), HOPWA, Salt Lake City Housing Trust Fund, the Olene Walker Housing
Loan Fund, Salt Lake City’s Redevelopment Agency, the City’s General Fund, Funding Our Future, and
Housing Connect. The following funding sources are utilized to target specific housing activities:
CDBG
A portion of Salt Lake City’s CDBG funding is utilized for housing activities, including housing
rehabilitation, historic preservation, home repair programs, tenant-based rental assistance,
homeownership, and down payment assistance. CDBG funding is targeted to households earning 0 to
80% of AMI.
ESG
Salt Lake City utilizes ESG funds to provide homelessness prevention assistance to households who would
otherwise become homeless and to rapidly re-house persons who are experiencing homelessness. The
funds provide for a variety of assistance, including emergency shelter, homeless prevention, short - or
medium-term rental assistance, housing placement, and housing stability case management. ESG funding
is targeted to extremely low-income individuals and households that are at or below 30% AMI.
HOME
Salt Lake City utilizes HOME funds to provide a wide range of activities including building, acquiring,
and/or rehabilitating affordable housing for rent or homeownership, as well as providing direct rental
assistance to low-income households. HOME funding is targeted to households earning 0 to 80% AMI with
rental assistance specifically targeted to a lower AMI.
HOPWA
Salt Lake City administers the HOPWA program for the Salt Lake Metropolitan Statistical Area (MSA),
which includes Salt Lake, Summit, and Tooele Counties. HOPWA funds are utilized to provide the
following housing services to HOPWA eligible persons:
• Housing Information Services
• Tenant-based Rental Assistance (TBRA)
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• Project-based Rental Assistance (PBRA)
• Short-term Rent, Mortgage, Utility Assistance (STRMU)
• Permanent Housing Placement Assistance (PHP)
• Housing Supportive Services
• Housing Coordination/Resource Identification
HOPWA funding targets extremely low- to low-income individuals diagnosed with HIV/AIDS.
Local Funds
The Salt Lake City Housing Trust Fund provides financial assistance to suppor t the development and
preservation of affordable and special needs housing in Salt Lake City. Eligible Activities include
acquisition, new construction, and rehabilitation of both multi -family rental properties and single-family
homeownership. Funding is targeted to households earning up to 80% AMI.
Salt Lake City Redevelopment Agency
Under Utah Code Title 17C Community Reinvestment Agencies Act, the Salt Lake City Redevelopment
Agency is able to contribute up to 20% of tax increment from each project area to fund affordable
housing projects throughout the City. Available funds vary from year-to-year, depending on the amount
of tax increment generated in the Agency’s various project areas. In the past 50 years, the Redevelopment
Agency has created nearly 7,000 housing units of which nearly half are affordable.
Low-Income Housing Tax Credit (LIHTC)
The Utah Housing Corporation (UHC) Multifamily Finance Department is committed to partnering with
developers and investors to utilize State and Federal Tax Credits and bond financing. These resources
facilitate the development of new and rehabilitated apartments to provide housing for low-income
families, senior citizens, and more. The program increases the availability of rental housing to households
earning 60% or less of the area median income.
During the 2019 fiscal year, UHC allocated $8.7 million in annual 9% federal tax credits and $1.3 million in
annual 4% federal tax credits. The UHC helped over 4,200 families purchase a home with its down
payment assistance program and helped fund affordable housing development that created nearly 1,000
new rental units across Utah.
Much of the development of affordable housing development or preservation that occurs in Salt Lake City
requires a funding partnership that includes a combination of LIHTC, State funding via the Olene Walker
Housing Loan Fund, and City resources.
State Funds
The Olene Walker Housing Loan Fund’s (OWHLF) Multi-Family Program provides financial assistance for
the acquisition, construction, or rehabilitation of affordable rental households at or below 50% of AMI,
and the median income of all households served through the OWHLF is 43.8% of AMI.
During fiscal year 2019, the fund supported construction or rehabilitation of 1,281 units of multi-family
housing, as well as 136 single-family units statewide.
PROVIDE AN ASSESSMENT OF UNITS EXPECTED TO BE LOST FROM THE AFFORDABLE
HOUSING INVENTORY FOR ANY REASON, SUCH AS EXPIRATION OF SECTION 8 CONTRACTS:
TABLE MA-10.3
HOUSING DEVELOPMENTS WITH AT LEAST ONE AFFORDABILITY CONTRACT EXPIRING WITHIN THE NEXT TEN YEARS
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Project Total Affordable Units Nearest Expiration
Art Space II 53 2025
Aspen View 16 2026
Bradley Apartments 6 2024
Calvary Tower 30 2020
Cedar Crest Apartments 12 2023
Country Oaks I 7 2023
Country Oaks II 17 2024
CW Development-Parker 16 2025
Grace Mary Manor 80 2026
Granite Park Condo 9 2021
Harmony Gardens 96 2026
Hidden Oaks II 24 2022
Hidden Oaks IV 36 2021
Hidden Oaks VI 28 2025
Hidden Oaks VII 6 2029
Holladay Hills I 70 2023
Holladay Hills II 60 2024
Huntsman 36 2028
Ivanhoe Apartments 19 2021
Liberty Midtown 65 2023
Lowell Apartments 80 2025
Meredith Apartments 22 2019
Millcreek Meadows 56 2024
New Grand Hotel 80 2020
Ouray Duplex 2 2026
Palladio Apartments 36 2025
Parkway Commons 81 2024
Pauline Downs Apartments 112 2024
Rio Grande Hotel 49 2023
Riverside Cove Apartments 28 2023
Riverview Townhomes 61 2025
Riverwood Cove Apartments 110 2022
Robert A Wiley Apartments 7 2026
Safe Haven I 22 2029
Salt Lake County - Cnsrt 11 2029
Sedona 18 2025
South Salt Lake Crown 4 2026
Aspenview 19 2029
Village Apartments 24 2024
Wandamere Place Apartments 10 2019
Wasatch Commons Crown 5 2029
Source: Salt Lake City Housing and Neighborhood Development
DOES THE AVAILABILITY OF HOUSING UNITS MEET THE NEEDS OF THE POPULATION?
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According to an apartment market report completed in the summer of 2018, the Salt Lake City area
apartment vacancy rate was at 2.7% with the Downtown area reporting a 1.7% vacancy rate.41 With rental
inventory nearly completely occupied, it is difficult for households at all AMI levels to find adequate rental
housing, with increased difficulty for households at lower AMIs. Limitations on housing choice are
particularly significant for the low-income elderly, who have the highest levels of disability and tend to live
in older housing stock. Housing availability for persons with a disability will become increasingly scarce as
the baby-boomer cohort increases in age.
DESCRIBE THE NEED FOR SPECIFIC TYPES OF HOUSING:
Salt Lake City has evaluated the need for specific housing types in consideration of current housing needs
and future population changes. Currently, specific segments of Salt Lake City’s population are not well-
served by the housing market, with gaps in the following types of housing:
• Affordable rental housing for extremely low-income households
• Affordable and accessible housing for persons with disabilities
• Affordable rental housing for large families
• Permanent supportive housing for vulnerable populations to include individuals who are
chronically homeless, mentally disabled, physically disabled and others
MA-15 COST OF HOUSING – 91.210(a)
INTRODUCTION
Between 2000 and 2018, the cost of housing significantly increased for both renters and homeowners. As
demonstrated in Table MA-15.1, the median contract rent increased from $516 in 2000 to $938 in 2018,
an 81.8% increase. Median home values increased 89.8%, from $152,400 to $289,200. During the same
time period, the median household income only increased by 52.6%, from $36,944 in 2000 to $56,370 in
2018. Since incomes have not kept up with increasing housing costs, it is more difficult for residents to
buy or rent a home. Subsequently, homeownership rates have decreased from 56.9% in 2000 to 48.4% in
2018.
TABLE MA-15.1
COST OF HOUSING
Base Year: 2000 2010 ACS 2018 ACS
Percent
Change (2000
- 2018)
Median Home Value $152,400 $243,200 $289,200 89.8%
Median Contract Rent $516 $712 $938 81.8%
Source: U.S. Census Bureau: 2014-2018 ACS 5-Year Estimates, Selected Housing Characteristics
41 Cushman Wakefield, Apartment Market Report: Greater Salt Lake Area, 2018
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TABLE MA-15.2
ALL RESIDENTIAL PROPERTIES BY NUMBER OF UNITS AND RENT COSTS
Gross Rent Number of Units Percentage
Less than $500 3,769 9.6%
$500-999 18,454 47.1%
$1,000-1,499 11,598 29.6%
$1,500-1,999 4,234 10.8%
$2,000 or More 1,128 2.9%
Total 39,183 100.00%
No cash rent included in the Less than $500 category
Source: U.S. Census Bureau: 2014-2018 ACS 5-Year Estimates, Selected Housing Characteristics
TABLE MA-15.3
HOUSING AFFORDABILITY
Rental Units Units
Affordable RHUD: 30% or below 4,775 Affordable VHUD: 50% or below 5,465
Affordable RHUD: 31% - 50% 15,000 Affordable VHUD: 51% - 80% 9,845
Affordable RHUD: 51%-80% 16,700
TOTAL 36,475 TOTAL 15,310
Source: 2012-2016 CHAS
TABLE MA-15.4
MONTHLY RENT
Market Rent Efficiency
(no bedroom) 1 Bedroom 2 Bedroom 3 Bedroom 4 Bedroom
Fair Market Rent $708 $870 $1,075 $1,518 $1,727
High HOME Rent $708 $870 $1,075 $1,364 $1,501
Low HOME Rent $708 $775 $931 $1,075 $1,200
Source: HUD FMR and HOME rents
FIGURE MA-15.1
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2019 MARKET VALUE OF SINGLE-FAMILY HOMES IN SALT LAKE CITY
Source: Salt Lake County Assessor’s Database 2019
IS THERE SUFFICIENT HOUSING FOR HOUSEHOLDS AT ALL INCOME LEVELS?
The low supply of affordable housing can be seen when comparing Salt Lake City’s supply of housing at
various price points with the number of households who can afford such housing. The lack of affordable
housing is particularly prevalent for extremely low-income households. An analysis of housing gaps has
determined that Salt Lake City has a shortage of 6,177 rental units affordable to renters earning less than
$20,000 per year. This indicates that the shortage has decreased by 2,063 since 2013 when the reported
shortage was 8,240. Some of these renters are university students who will have future earnings
increases, but many are low-income families, persons with disabilities,10 and persons who are
unemployed.
TABLE MA-15.5
SALT LAKE CITY RENTAL MARKET MISMATCH
Income Range
Maximum
Affordable Rent,
Including Utilities
Renters Rental Units Housing
Mismatch Number Percentage Number Percentage
Less than $5,000 $125 2,798 6.9% 289 1% (2,509)
$5,000 - $9,999 $250 2,523 6.3% 1,235 3% (1,288)
$10,000 - $14,999 $375 3,012 7.5% 1,400 3% (1,612)
$15,000 - $19,999 $500 2,467 6.1% 1,699 4% (768)
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Income Range
Maximum
Affordable Rent,
Including Utilities
Renters Rental Units Housing
Mismatch Number Percentage Number Percentage
$20,000 - $24,999 $625 2,716 6.7% 3,871 9% 1,155
$25,000 - $34,999 $875 5,520 13.7% 13,490 32% 7,970
$35,000 - $49,999 $1,250 6,129 15.2% 11,155 27% 5,026
$50,000 - $74,999 $1,875 7,067 17.5% 6,830 16% (237)
$75,000 or more $1,875+ 8,128 20.1% 1,623 4% (6,505)
Total/Low-Income Gap 40,360 41,592 100% (6,177)
Source: U.S. Census Bureau: 2014-2018 ACS 5-Year Estimates
HOW IS AFFORDABILITY OF HOUSING LIKELY TO CHANGE CONSIDERING CHANGES TO
HOME VALUES AND/OR RENTS?
Housing costs have increased during the past few years in both the rental and ownership markets. As
Table MA-15.6 demonstrates, Salt Lake County rental rates are at an all-time high, with a 51% increase
between 2010 and 2018. Decreases in rental affordability combined with low vacancy rates have created
a very tight rental market, particularly for low-income households.
TABLE MA-15.6
CHANGE IN AVERAGE RENTAL BY TYPE OF UNIT: SALT LAKE COUNTY
Market Rent 2010 2011 2012 2013 2014 2015 2016 2017 2018 % Change:
2010-2018
Studio $480 $515 $538 $586 $603 $638 $705 $745 $827 72.3%
One Bedroom $629 $659 $709 $745 $757 $804 $833 $906 $969 54.1%
Two Bedroom,
One Bath $706 $725 $759 $792 $809 $833 $879 $932 $1,023 44.9%
Two Bedroom,
Two Bath $816 $862 $943 $969 $983 $1,050 $1,085 $1,158 $1,242 52.2%
Three Bedroom,
Two Bath $956 $1,025 $1,051 $1,075 $1,085 $1,132 $1,244 $1,275 $1,373 43.6%
Overall $720 $754 $814 $850 $865 $907 $949 $1,011 $1,087 51.0%
Source: Cushman and Wakefield, 2017 Apartment Market Report: Greater Salt Lake Area; CBRE, 2018 Greater Salt Lake Area
Multifamily Market Report
As indicated in Table MA-15.7, prices for existing home sales in the Salt Lake City metropolitan area were
up between 2018 and 2019 and the number of homes sold saw a small increase.
TABLE MA-15.7
NUMBER OF HOMES SOLD AND AVERAGE SALES PRICE: SALT LAKE CITY METROPOLITAN AREA
Source: U.S. Department of Housing and Urban Development, HUD PD&R Regional Reports, 3rd Quarter 2019
HOW DO HOME RENTS/FAIR MARKET RENT COMPARE TO AREA MEDIAN RENT? HOW
MIGHT THIS IMPACT YOUR STRATEGY TO PRODUCE OR PRESERVE AFFORDABLE HOUSING?
Number of Homes Sold Average Price
Q3 2018 Q3 2019 % Change Q3 2018 Q3 2019 % Change
18,500 17,750 -4% $357,400 $383,600 7%
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HOME rents and Housing Choice Fair Market Rents are lower than actual rental rates in Salt Lake City.
Therefore, it is critical that the existing stock of subsidized housing is preserved and mechanisms are put
in place to help address the gap in HOME/Fair Market Rents and the prevailing rent amounts. Individuals
and families displaced from subsidized housing will have a difficult time finding suitable replacement
housing affordable at their income level. In the current housing market, rental subsidies are usually
required for populations that fall below 50% AMI. The City should prioritize the rehabilitation of existing
housing stock and anti-displacement strategies to meet the needs of vulnerable populations and stabilize
neighborhoods.
DISCUSSION
Tight market conditions with historically high rents and very low vacancy rates have exacerbated the
challenges of low-income households to obtain affordable housing. An analysis of housing gaps has
determined that Salt Lake City has a shortage of 6,177 rental units affordable to renters earning less than
$20,000 per year. This is a decline of 2,063 units from the shortage of 8,240 rental units in 2013. With
rising rents and few units available, this situation is likely to worsen. It is the City ’s intent to be proactively
involved in preserving existing affordable housing and facilitating the development of additional
affordable housing. This is essential in order to prevent an increase in homelessness from the current
extremely tight housing market. The Strategic Plan identifies how Salt Lake City intends to use federal
funding to preserve and facilitate affordable housing in our community.
MA-20 CONDITION OF HOUSING – 91.210(a)
INTRODUCTION
HUD defines housing conditions as overcrowding, cost-burdened, a lack of complete plumbing, or kitchen
facilities. Based on this definition, about 44.8% of renters and 20.8% of the owners live in a unit with at
least one condition. CHAS data also indicates that there are 570 housing units, vacant and occupied, that
lack a complete kitchen or plumbing facilities.
DESCRIBE THE JURISDICTION’S DEFINITION FOR “SUBSTANDARD CONDITION” AND
“SUBSTANDARD CONDITION BUT SUITABLE FOR REHABILITATION:”
The City defines substandard housing units as those that are not in compliance with the City’s existing
housing code. “Substandard condition” is not a term this jurisdiction uses; instead, projects are designed
to address items in residential units that do not meet that code. The City also follows the federal register
definitions for substandard housing as defined in 24 CFR § 5.425 Federal preference: Substandard
housing. For units to be considered in “substandard condition but suitable for rehabilitation,” they must
be both economically and structurally viable. All rental properties in Salt Lake City require a business
license. Landlords are required to maintain minimum standard condition of housing, as per Salt Lake
City’s Existing Residential Code. The purpose of the Residential Housing Code is to provide for the health,
safety, comfort, convenience, and aesthetics of the City.
TABLE MA-20.1
CONDITION OF UNITS
Owner-Occupied Renter-Occupied
Number % Number %
With one selected
condition 7,595 20.1% 16,508 40.9%
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Owner-Occupied Renter-Occupied
Number % Number %
With two selected
conditions 174 0.5% 1,544 3.8%
With three selected
conditions 19 0.1% 43 0.1%
With four selected
conditions 42 0.1% - 0.0%
No selected conditions 30,039 79.3% 22,265 55.2%
Total 37,869 100.00% 40,360 100.00%
Source: U.S. Census Bureau: 2014-2018 ACS 5-Year Estimates, Tenure by Selected Physical and Financial Conditions
TABLE MA-20.2
YEAR UNIT BUILT
Owner-Occupied Renter-Occupied
Number % Number %
2000 or later 2,250 6% 3,710 9%
1980-1999 3,820 11% 7,000 18%
1960-1979 5,490 15% 11,815 30%
Before 1960 24,800 68% 16,540 42%
Total 36,360 100% 39,065 100%
Source: 2012-2016 CHAS
TABLE MA-20.3
RISK OF LEAD BASED PAINT HAZARD
Owner-Occupied Renter-Occupied
Number % Number %
Total number of units built before 1980 30,290 83% 28,355 73%
Housing units built before 1980 with
children present 4,600 13% 4,225 11%
Source: 2012-2016 CHAS
TABLE MA-20.4
VACANT UNITS
Suitable for Rehabilitation Not Suitable for Rehabilitation Total
Vacant Units 140 0 140
Abandoned Vacant Units 0 0 0
REO Properties 0 0 0
Abandoned REO Properties 0 0 0
Source: Salt Lake City Civil Enforcement
DESCRIBE THE NEED FOR OWNER AND RENTER REHABILITATION BASED ON THE
CONDITION OF THE JURISDICTION’S HOUSING:
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An indicator commonly used to evaluate the condition of housing stock is the age of the unit. Older
homes are more likely to have condition problems and are at higher risk of lead-based paint.
Approximately 29% of housing units in Salt Lake City were built prior to 1940.42 Many older homes may be
in excellent condition due to revitalization efforts in the area; however, condition issues are still more
likely to occur in older homes. Many of the block groups with a high percentage of older units tend to be
located below 900 South and east of State Street. This can be seen in the figure below:
FIGURE MA-20.1
PERCENT OF BLOCK GROUP HOUSING UNITS BUILT BEFORE 1950
Source: U.S. Census Bureau: 2013-2017 ACS 5-Year Estimates
ESTIMATE THE NUMBER OF HOUSING UNITS WITHIN THE JURISDICTION THAT ARE
OCCUPIED BY LOW- OR MODERATE-INCOME FAMILIES THAT CONTAIN LEAD-BASED PAINT
HAZARDS. 91.205 (e), 91.405
The Environmental Protection Agency (EPA) has identified that approximately three-quarters of the
nation’s housing stock built before 1978 contains some lead-based paint. This means residential units
built prior to 1978 are considered to be most at risk for containing lead-based paints (LBP) as the use of
LBP was prohibited in residential units after 1978. The 2012 -2016 CHAS reports that approximately 83%
of owner-occupied units and 73% of renter-occupied units were built prior to 1980. This means that up to
77.7% of Salt Lake City’s total housing stock is at risk of exposure to LBP.
DISCUSSION
42 U.S. Census Bureau: 2014-2018 ACS 5-Year Estimates
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Salt Lake City has many older homes which are more likely to contain LBP. Homes built before 1940 have
an 87% chance of containing LBP according to the EPA and 29% of the City’s housing supply was built
during 1939 or earlier.43
FIGURE MA-20.2
PROBABILITY OF CONTAINING LEAD-BASED PAINT BY YEAR CONSTRUCTED
Source: U.S. Environmental Protection Agency, http://www2.epa.gov/lead/protect-your-family
Lead is highly toxic and can cause many serious health problems, especially in young children who have a
greater risk of exposure and also a higher level of susceptibility to lead poisoning. Families with children
under six may face the risk of the child ingesting paint chips on the walls and floors of these older
buildings. These highly toxic paint chips, and even lead dust, c an cause lead poisoning. According to the
Centers for Disease Control and Prevention, there is no identified safe level of lead exposure in children.
Exposure to lead can lead to:
• Damage to the brain and nervous system
• Slowed growth and development
• Learning and behavior problems
• Hearing and speech problems
Which can cause:
• Lower IQ
• Decreased ability to pay attention
• Underperforming in school44
Salt Lake City has various programs through the Housing and Neighborhood Development Division and
local nonprofits, such as ASSIST and Community Development Corporation of Utah, to remediate lead
hazards in residential units. Additionally, the Lead Safe Housing program created by Salt Lake County
provides free inspections, dust sampling analysis, blood testing for children under six, window
43 Source: U.S. Environmental Protection Agency, http://www2.epa.gov/lead/protect-your-family
44 Center for Disease Control and Prevention – Health Effect of Lead Exposure. (2019, July 30). Retrieved November 12, 2019,
from https://www.cdc.gov/nceh/lead/prevention/health-effects.htm.
87%
69%
24%
0%20%40%60%80%100%
Before 1940
1940 - 1959
1960-1977
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replacement, paint removal on doorjambs and floors, and specialized cleaning.45 The program is aimed at
assisting low- or moderate-income households in providing lead-safe homes.
MA-25 PUBLIC AND ASSISTED HOUSING – 91.210(b)
INTRODUCTION
Local housing authorities provide long-term rental housing and rental assistance through Low-Income
Public Housing (LIPH), Housing Choice Vouchers (Section 8), and Continuum of Care housing vouchers. In
addition, the housing authorities as well as privately owned entities provide additional subsidized housing
opportunities through affordable housing and supportive housing programs.
TABLE MA-25.1
TOTAL NUMBER OF UNITS
Program Type
Mod-
Rehab
Public
Housing
Vouchers
Total Project-
based
Tenant-
based
Special Purpose Vouchers
Veterans
Affairs
Supportive
Housing
Family
Unification
Program
Disabled*
Number of
units/vouchers
available
99 NA 2,894 380 1,876 161 67 410
Number of accessible
units NA 24 NA NA NA NA NA NA
Source: Housing Authority of Salt Lake City
DESCRIBE THE NUMBER AND PHYSICAL CONDITION OF PUBLIC HOUSING UNITS IN THE
JURISDICTION, INCLUDING THOSE THAT ARE PARTICIPATING IN AN APPROVED PUBLIC
HOUSING AGENCY PLAN:
The Housing Authority of Salt Lake City currently manages 30 properties including Housing Choice
Vouchers, Project Based Vouchers, Mod Rehab Vouchers and programs for Veterans, homeless, disabled,
and elderly persons. These properties offer over 1,800 units of varying sizes. The table below lists each
property by name, type, and number of units.
TABLE MA-25.2
LIST OF PUBLIC HOUSING PROPERTIES BY TYPE AND UNITS
Name Type Units
Phillips Plaza Senior Public 1 Bed 99
Romney Plaza Senior Public 1 Bed 70
City Plaza Senior Public 1 Bed 150
Rendon Terrace Senior Public 1-2 Bed 70
Cedar Crest LIHTC/VSH/Affordable 1-2 Bed 12
Sunrise Metro LIHTC Homeless 1 Bed 100
Valor Apts. Vet. Homeless 1 Bed 14
45 Salt Lake County, Lead Safe Housing Program, from https://slco.org/lead-safe-housing/qualify-for-free-services/services/
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Name Type Units
Valor House Vet. Homeless 1 Bed 72
Freedom Landing Vet. Homeless 1 Bed 109
Jefferson Circle Section 8 Multi-Family 2 Bed 20
Faultline Family Affordable 1-2 Bed 8
Redwood Road Family Affordable 2-3 Bed 22
330 North Family Affordable 2-3 Bed 25
Pacific Ave Family Affordable 2-5 Bed 25
Pacific Heights Family Affordable 2-5 Bed 22
Central City Family Affordable 2-3 Bed 17
Palmer Court Single/Family Affordable 1-3 Bed 201
Denver NA 12
771 South Family Affordable 2-3 Bed 17
Capitol Homes Low-Income 1-2 Bed 39
Jefferson School I LIHTC Family Mixed 1-2 Bed 84
Jefferson School II LIHTC Family Mixed 1-2 Bed 84
Taylor Springs Senior LIHTC Affordable 1-2 Bed 95
Taylor Gardens Senior LIHTC Affordable 1-2 Bed 112
9th East Lofts LIHTC Family Mixed 1-2 Bed 68
Fairmont Fourplex Family Affordable 1 Bed 4
West Temple Duplexes Family Affordable 3 Bed 4
Riverside Senior Affordable 1-2 Bed 41
Ben Albert Family Affordable 1-2 Bed 68
Canterbury Family Affordable 2-3 Bed 77
Cambridge Cove Family Affordable 2 Bed 71
TOTAL 1,812
Source: Housing Authority of Salt Lake City
DESCRIBE THE RESTORATION AND REVITALIZATION NEEDS OF PUBLIC HOUSING UNITS IN
THE JURISDICTION:
All housing authority units are maintained in excellent condition. The Housing Authority of Salt Lake City
and Housing Connect both conduct and complete an annual property needs assessment in order to
maintain the properties in a decent and safe manner.
The Housing Authority has maintained its Public Housing properties in the past with the use of Housing
and Urban Development (HUD) Capital Fund Grants. These grants are tied to Public Housing. The Housing
Authority of Salt Lake City has applied for a HUD program, Resident Assistance Demonstration (RAD),
which is a voluntary program, seeking to preserve public housing by providing housing agencies with
access to more stable funding to make needed improvements to properties.
The RAD program allows PHAs to manage a property using one of two types of HUD funding contracts
that are tied to a specific building and replace the operating subsidy and capital funds previously used.
Housing Choice project-based voucher (PBV) or Housing Choice project-based rental assistance (PBRA).
Both are 15-20 years long and are more stable funding sources. This shift will make it easier for PH As to
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Salt Lake City Consolidated Plan
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borrow money and use low-income housing tax credits (LIHTCs) as well as other forms of financing. These
private sources of additional money will enable the Housing Authority to make improvements essential
for preserving the Public Housing stock. This funding change does not change the amount of rent paid by
residents or the clientele served. HASLC has also developed a 30-year replacement and improvement
plan and each property has a schedule for improvements that is broken down to one - and five-year plans.
DESCRIBE THE PUBLIC HOUSING AGENCY’S STRATEGY FOR IMPROVING THE LIVING
ENVIRONMENT OF LOW- AND MODERATE-INCOME FAMILIES RESIDING IN PUBLIC
HOUSING:
The following are examples of strategies that have been implemented to improve living conditions at C ity
housing complexes: a strengthened application screening process; strict lease enforcement; off -duty Salt
Lake City Police Officer conducting security patrols on their properties; improved exterior lighting; added
accessibility for those aging in place; implementation of a preventative maintenance program; and
upgrades and renovations to properties when possible, as needed.
MA-30 HOMELESS FACILITIES AND SERVICES – 91.210(c)
INTRODUCTION
A variety of facilities and services are offered to homeless individuals and families, including emergency
shelters, transitional housing, safe havens, permanent supportive housing, tenant based rental
assistance, outreach and engagement, housing placement, general medical, employment, substance
abuse, behavioral health, legal aid, veteran services, public assistance, family crisis, hygiene, and other
miscellaneous services. These services are provided by government agencies, faith-based organizations,
service-oriented groups, housing authorities, health service organizations and others.
TABLE MA-30.1
FACILITIES AND HOUSING TARGETED TO HOMELESS HOUSEHOLDS
Population ES: Year-Round
Beds
ES: Voucher/
Seasonal/
Overflow Beds
Transitional
Housing Beds
Permanent
Supportive
Housing Beds
PSH Beds
Under
Development
Households with
Adult(s) and Child(ren) 542 33 143 1,257c 165
Households with Only
Adults 814 147 165 1,271d 0
Chronically Homeless
Households 0 0 0 1,502e 0
Veterans 0 0 67a 597 75
Unaccompanied Youth 34 20 37b 9 0
Source: Utah Homeless Management Information System (HMIS)
aAll 67 Veterans are also counted in the Households with Only Adults
bAll 37 Unaccompanied Youth beds are also counted in the Households with Only Adults
c150 of the Households with Adult(s) and Child(ren) are also veteran dedicated beds
d447 of the Households with Only Adults are also veteran dedicated beds
e775 of the Chronically Homeless beds are also counted in Households with Only Adults, 727 are also counted in Households
with Adult(s) and Child(ren), and 20 are also veteran dedicated beds.
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DESCRIBE MAINSTREAM SERVICES, SUCH AS HEALTH, MENTAL HEALTH, AND EMPLOYMENT
SERVICES TO THE EXTENT THOSE SERVICES ARE USED TO COMPLEMENT SERVICES
TARGETED TO HOMELESS PERSONS.
A wide array of mainstream services augments homeless specific services in Salt Lake City. These
programs are an important aspect of providing homeless services in the City. Some of these services are:
• Supplemental Nutrition Assistance Program (SNAP)
• Medicare
• Medicaid
• Children’s Health Insurance Program (CHIP)
• Veteran’s Benefits
• Temporary Assistance for Needy Families (TANF)
• Housing Choice Vouchers (Section 8)
• Unemployment
• Worker’s Compensation
• Social Security Disability (SSDI)
• Supplemental Security Income (SSI)
• Social Security
• Other miscellaneous benefits
The Salt Lake homeless services community has a strong history of effectively leveraging these
mainstream benefits in providing homeless services.
LIST AND DESCRIBE SERVICES AND FACILITIES THAT MEET THE NEEDS OF HOMELESS
PERSONS, PARTICULARLY CHRONICALLY HOMELESS INDIVIDUALS AND FAMILIES, FAMILIES
WITH CHILDREN, VETERANS AND THEIR FAMILIES, AND UNACCOMPANIED YOUTH. IF THE
SERVICES AND FACILITIES ARE LISTED ON SCREEN SP-40 INSTITUTIONAL DELIVERY
STRUCTURE OR SCREEN MA-35 SPECIAL NEEDS FACILITIES AND SERVICES, DESCRIBE HOW
THESE FACILITIES AND SERVICES SPECIFICALLY ADDRESS THE NEEDS OF THESE
POPULATIONS.
Salt Lake City Corporation spent $2,554,000 on Homeless Related Services in fiscal year 2018 -19. The
funding came from the General Fund.
TABLE MA-30.2
2019-2020 HOMELESS RELATED SERVICES
Agency/Program Facility Name Address Description
Family Promise Emergency Shelter 814 W. 800 S., Salt Lake City,
Utah 84104
Serves families with
children
Rescue Mission
Women’s Center Emergency Shelter 1165 S. State Street, Salt Lake
City, Utah 84111
Serves Single
Women
Rescue Mission Emergency Shelter/Day
Center/
463 S. 400 W., Salt Lake City,
Utah 84101 Serves Men
South Valley
Services Emergency Shelter 8400 S., Redwood Rd.,
West Jordan, Utah 84088
Serves female and
male victims of
domestic violence
and their children
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Agency/Program Facility Name Address Description
YWCA Shelter Emergency Shelter 322 E. 300 S., Salt Lake City,
Utah 84111
Serves female
victims of domestic
violence and their
children
Salt Lake County
Youth Services Emergency Shelter 377 W. Price Ave., (3610 S.)
Salt Lake City, Utah 84115 Serves youth
Gale Miller
Resource Center Emergency Shelter 242 Paramount Ave., Salt
Lake City, Utah, 84115
Serves homeless
men and women
Geraldine E King
Women’s Center Emergency Shelter 131 E. 700 S., Salt Lake City,
Utah 84111
Serves homeless
women
Volunteers of
America Youth
Resource Center
Emergency Shelter/Day
Center
888 S. 400 W., Salt Lake City,
Utah 84101
Serves homeless
and at-risk teens
ages 15-22
Men’s Resource
Center Emergency Shelter 3380 S. 1000 W., South Salt
Lake, Utah 84119
Serves homeless
men
Volunteers of
America Homeless
Outreach Program
Donation Disbursement/
Case Management
131 E. 700 S, Salt Lake City,
Utah 84111
Serves homeless
women, men, and
youth living on the
street
Weigand Homeless
Resource Center Day Center 437 W. 200 S., Salt Lake City,
Utah 84101
Serves all homeless
residents
VA Homeless
Program Veteran’s Assistance 2970 S. Main St., South Salt
Lake City, Utah 84115
Serves chronically
homeless and VA
veterans
Metro
Employment
Center
Employment/Welfare/
Financial Assistance
720 S. 200 E., Salt Lake City,
Utah 84111
Serves all homeless
residents
Utah Community
Action Program
Employment/Welfare/
Financial Assistance
764 S. 200 W., Salt Lake City,
Utah 84101
Serves all homeless
residents
Eagle Ranch
Ministries
Prepared Meals & Food
Pantries
500 S. 600 E., Salt Lake City,
Utah 84102
Serves all homeless
residents
Good Samaritan
Program | The
Cathedral of the
Madeleine
Prepared Meals & Food
Pantries
331 E. South Temple, Salt
Lake City, Utah 84103
Serves all homeless
residents
Rescue Mission Prepared Meals & Food
Pantries
463 S. 400 W., Salt Lake City,
Utah 84101
Serves all homeless
residents
St. Vincent de Paul
Dining Hall
Prepared Meals & Food
Pantries
437 W. 200 S., Salt Lake City,
Utah 84101
Serves all homeless
residents
Salt Lake City
Mission
Prepared Meals & Food
Pantries
1151 S. Redwood Rd. #106,
Salt Lake City, Utah 84104
Serves all homeless
residents
Crossroads Urban
Center Food Pantries 347 S. 400 E., Salt Lake City,
Utah 84111
Serves all homeless
residents
Eagle Ranch
Distribution Center Food Pantries 1899 S. Redwood Rd., Salt
Lake City, Utah 84104
Serves all homeless
residents
Hildegarde’s
Pantry Food Pantries 231 E. 100 S., Salt Lake City,
Utah 84111
Serves all homeless
residents
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Agency/Program Facility Name Address Description
House of Prayer Food Pantries 839 S. 200 W., Salt Lake City,
Utah 84101
Serves all homeless
residents
Volunteers of
America Adult
Detox
Drug/Alcohol
Detoxification
252 W. Brooklyn Ave., Salt
Lake City, Utah 84101
Serves men
suffering from
addiction
VOA Detox Center
for Women and
Children
Drug/Alcohol
Detoxification
697 W. 4170 S., Murray, Utah
84123
Serves adult women
and children under
the age of 10
Wasatch Homeless
Healthcare dba 4th
Street Clinic
Medical Care for
Homeless
409 W. 400 S., Salt Lake City,
Utah 84101
Serves all homeless
residents
Source: Salt Lake County
MA-35 SPECIAL NEEDS FACILITIES AND SERVICES – 91.210(d)
INTRODUCTION
This section provides an overview of the facilities and services that ensure at -risk and special needs
populations, including persons returning from physical and mental health facilities, receive appropriate
supportive housing.
TABLE MA-35.1
HOPWA ASSISTANCE BASELINE
Type of HOPWA Assistance Number of People Receiving Services
Tenant-Based Rental Assistance (TBRA) 58
Permanent Housing in Facilities NA
Short-Term Rent, Mortgage, Utility Assistance (STRMU) 52
Short Term or Transitional Housing Facilities NA
Permanent Housing Placement 24
Source: HOPWA CAPER and HOPWA Beneficiary Verification Worksheet, 2018-2019
INCLUDING THE ELDERLY, FRAIL ELDERLY, PERSONS WITH DISABILITIES (MENTAL,
PHYSICAL, DEVELOPMENTAL), PERSONS WITH ALCOHOL OR OTHER DRUG ADDICTIONS,
PERSONS WITH HIV/AIDS AND THEIR FAMILIES, PUBLIC HOUSING RESIDENTS AND ANY
OTHER CATEGORIES THE JURISDICTION MAY SPECIFY AND DESCRIBE THEIR SUPPORTIVE
HOUSING NEEDS.
Salt Lake City’s housing and supportive service network addresses the needs of the elderly, persons with
disabilities, persons with substance addictions, persons with HIV/AIDS and their families, and public
housing residents through the following efforts. Efforts are typically coordinated through a case
management and referral format to link services and opportunities.
• Physical healthcare programs
• Mental healthcare programs
• Emergency daycare services
• Youth day centers
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• Homeless day centers
• Emergency food pantries
• Tenant-based rental assistance (TBRA) programs
• Project-based rental assistance (PBRA) programs
• Transitional housing programs
• Rapid re-housing programs permanent supportive housing programs
• Housing accessibility programs homelessness prevention services
• Substance addiction treatment programs
• Life skills training programs
• Employment training programs
• Transportation assistance programs
• Fair housing advocacy programs
Even with the multitude of diverse services available in Salt Lake City, there are still gaps in services. For
example, substance addiction treatment centers that serve homeless and low-income individuals,
including First Step House, St. Mary’s Center for Recovery, and The Haven, have considerable waiting lists.
Similarly, programs that provide physical healthcare, rental assistance, homelessness prevention,
employment services, and life skills training do not have enough funding to meet demand.
DESCRIBE PROGRAMS FOR ENSURING THAT PERSONS RETURNING FROM MENTAL AND
PHYSICAL HEALTH INSTITUTIONS RECEIVE APPROPRIATE SUPPORTIVE HOUSING.
Programs that provide supportive housing opportunities for persons dealing with mental and physical
health recovery are available in Salt Lake City. However, supportive housing opportunities for these
populations are in high demand with limited resources available.
The Valley Behavioral Health’s Safe Haven program provides homeless individuals with severe mental
illness housing and personalized assistance programs. It also provides comprehensive mental health
support and treatment for temporary and lifelong issues caused by traumatic life events. The program
offers treatments for psychiatric conditions, behavioral issues, autism, addiction, and other health
conditions.
In addition, Salt Lake City partners with the local housing authorities, Utah Community Action Program,
the Salt Lake Continuum of Care, local homeless resource centers, Salt Lake County and the State of Utah
to determine the housing and supportive services need of non -homeless population who require these
services.
SPECIFY THE ACTIVITIES THAT THE JURISDICTION PLANS TO UNDERTAKE DURING THE NEXT
YEAR TO ADDRESS THE HOUSING AND SUPPORTIVE SERVICES NEEDS IDENTIFIED IN
ACCORDANCE WITH 91.215(e) WITH RESPECT TO PERSONS WHO ARE NOT HOMELESS BUT
HAVE OTHER SPECIAL NEEDS. LINK TO ONE-YEAR GOALS 91.315(e).
Please refer to section AP-20 and AP-35 of the Salt Lake City 2020-21 Annual Action Plan for specific one-
year goals to address housing and supportive service needs of non-homeless, special needs populations.
FOR ENTITLEMENT/CONSORTIA GRANTEES: SPECIFY THE ACTIVITIES THAT THE
JURISDICTION PLANS TO UNDERTAKE DURING THE NEXT YEAR TO ADDRESS THE HOUSING
AND SUPPORTIVE SERVICES NEEDS IDENTIFIED IN ACCORDANCE WITH 91.215(e) WITH
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RESPECT TO PERSONS WHO ARE NOT HOMELESS BUT HAVE OTHER SPECIAL NEEDS. LINK
TO ONE-YEAR GOALS. (91.220(2))
The City will continue to provide tenant-based rental assistance, project-based rental assistance, short-
term rental assistance, housing placement, and supportive services for persons with HIV/AIDS and other
special populations through the HOPWA, HOME, and ESG programs.
MA-40 BARRIERS TO AFFORDABLE HOUSING – 91.210(e)
Various market barriers can limit the preservation, improvement, and development of housing, especially
in regard to affordable housing for low and moderate-income residents. Both market and regulatory
factors affect the ability to meet current and future housing needs. Barriers have been identified by
previous task force groups organized by Salt Lake City’s Housing and Neighborhood Development
Division, as well as through extensive interviews with local brokers, developers, housing representatives,
planners, etc.
Identified barriers to the preservation, improvement and development of housing of affordable to low
and moderate-income households include the following:
Economic Conditions
• While incomes have increased significantly in the Salt Lake Valley since 2010, they have not kept
pace with increases in construction costs and housing values. Consequently, the gap between
incomes and housing has increased.
• Select neighborhoods in Salt Lake City spend significantly more on transportation costs than
others. This results in less income available for housing.
Land Regulations and Permitting Process
• Salt Lake City’s Zoning Ordinance (similar to other cities) contains regulations that establish
standards for residential development including minimum lot size, density, unit size, height,
setback, and parking standards. Some of these regulations can inhibit the ability for affordable
housing development feasibility (i.e., profitability), including the following:
o Density limitations
o Lack of multifamily zoning
o Stringent parking requirements (reducing cost feasibility)
• The process to waive/reduce impact fees for affordable housing is reportedly difficult to navigate
for some developers.
• Permitting and environmental review processes are often time consuming and reduce possible
profits for developers, thereby discouraging development and/or encouraging development of
higher-margin product (i.e., market-rate units).
Land Costs
• High land costs in certain areas do not allow for adequate profit in the development of lower-
income housing product, particularly in desirable neighborhoods that have experienced growth
and new construction over the past decade. Most affordable land is located on the west side of
Salt Lake City, furthering the concentration of affordable housing in select areas, and inhibiting
the dispersal of housing options throughout the City.
• Land costs restrict the ability to place affordable housing in closer proximity to necessary
services, particularly near transit options and employment centers. Consequently, new housing
often is constructed in areas that result in high percentages of income being spent towards
transportation. Ultimately, these developments further exacerbate traffic issues.
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Construction Costs
• Construction costs, particularly labor costs, have experienced notable fluctuations in the recent
past. This has caused upward pressure on rent and limited what type of product developers are
able to provide. Consequently, the profit margin in providing affordable housing is typically
limited, or altogether non-existent without the presence of incentives and tax credits.
• Rehabilitation of existing product has increased in cost due to overall labor shortages.
Furthermore, the gained value of improvements is often not more than the costs of construction,
resulting in limited or no profit for undertaking such renovation. This limits the desire to
undertake such endeavors unless incentives can be provided.
Development and Rehabilitation Financing
• Affordable housing projects with complex layered finance structures can experience increased
land holding costs because of additional due diligence and longer timelines. This is partially
alleviated with City incentive programs that reduce some financing pressures.
• There is strong competition for local funding tools, such as the State of Utah’s Olene Walker
Housing Loan Fund.
Neighborhood Market Conditions
• Negative public perception and community opposition (“NIMBYism”) can limit affordable hous ing
development when a zoning approval process is required.
• Some neighborhoods that have access to transit options do not have the appeal for large -scale
housing developments, due primarily to low-quality surrounding improvements, higher crime
rates, and limited employment diversity.
For a discussion on current and proposed efforts to reduce or barriers to affordable housing, please see
section SP-55 Barriers to Affordable Housing in this Plan.
MA-45 NON-HOUSING COMMUNITY DEVELOPMENT ASSETS
– 91.215(f)
INTRODUCTION
Salt Lake City is on the pathway to becoming one of the most diverse, sustainable, and innovative
economies in the nation. The City links together unsurpassed outdoor recreation opportunities;
internationally acclaimed technology and research facilities; competitive higher education institutions;
industry-leading healthcare facilities; a light rail and streetcar transit system; an international airport; and
cultural opportunities. Strong economic activity is enhanced by culturally rich neighborh oods that
intermix diverse housing opportunities with locally owned businesses.
Although Salt Lake City’s economy is strong, economic inequality is escalating within the community.
Between 2000 and 2017, homeowner incomes increased by 52.7% while renter incomes only increased by
40.9%. The individual poverty rate increased between 2000 and 2017 rising from 13.7% to 17.8%. There
are high social and economic costs for increasing economic inequality and allowing families to remain in
poverty.
TABLE MA-45.1
BUSINESS BY SECTOR
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Business by Sector Number of
Workers
Number of
Jobs
Share of
Workers
Share of
Jobs
Jobs Less
Workers
Agriculture, Mining,
Oil & Gas Extraction 678 687 1% 0% -1%
Art, Entertainment,
Accommodations 13,079 23,121 12% 11% -1%
Construction 5,115 8,507 5% 4% -1%
Education and
Health Care
Services
28,729 38,374 27% 18% -9%
Finance, Insurance,
and Real Estate 7,492 17,007 7% 8% 1%
Information 2,558 6,896 3% 3% 0%
Manufacturing 9,295 24,775 9% 12% 3%
Other Services 5,637 6,718 5% 3% -2%
Professional,
Scientific,
Management
Services
14,898 19,470 14% 9% -5%
Public
Administration 3,764 17,111 4% 8% 4%
Retail Trade 10,702 17,854 10% 9% -1%
Transportation &
Warehousing 4,448 16,600 4% 8% 4%
Wholesale Trade 2,147 12,071 2% 6% 4%
TOTAL 108,542 209,191
U.S. Census Bureau: 2014-2018 ACS 5-Year Estimates, 2017 Longitudinal Employer-Household Dynamics (Jobs)
TABLE MA-45.2
LABOR FORCE
Labor Force
Total Population in the Civilian Labor Force 113,308
Civilian Employed Population 16+ Years 108,542
Unemployment Rate 4.1%
Unemployment Rate for Ages 16-24 N/A
Unemployment Rate for Ages 25-65 N/A
Source: U.S. Census Bureau: 2014-2018 ACS 5-Year Estimates, Selected Economic Characteristics
TABLE MA-45.3
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OCCUPATIONS BY SECTOR
Source: U.S. Census Bureau: 2014-2018 ACS 5-Year Estimates, Selected Economic Characteristics
Tables MA-45.4 and Figure MA-45.1 break down the travel trends and commute distances for Salt Lake
City residents. Table MA-45.4 shows that nearly half of the workers living in the City travel 15 to 29
minutes for work. The majority of City residents work relatively close to home with four of every five
workers experiencing a daily commute under 30 minutes.
TABLE MA-45.4
TRAVEL TIME
Travel Time Number of People Percentage
< 15 Minutes 36,473 35.1%
15-29 Minutes 47,383 45.6%
30-44 Minutes 14,236 13.7%
45-59 Minutes 2,806 2.7%
60 or More Minutes 3,013 2.9%
Mean Travel Time to Work (Minutes) 19.1 Minutes
Source: U.S. Census Bureau: 2014-2018 ACS 5-Year Estimates, Means of Transportation to Work by Selected Characteristics
Figure MA-45.1 shows how the usage rate of public transportation and carpooling decreases as the level
of income increases with those making higher incomes electing to drive to work alone.
FIGURE MA-45.1
MEANS OF TRANSPORTATION TO WORK BY INCOME LEVEL
Occupations by Sector Number of People Percentage
Management, Business, Science, and Arts
Occupations 49,312 45.4%
Service Occupations 17,568 16.2%
Sales and Office Occupations 21,804 20.1%
Natural Resources, Construction, and
Maintenance Occupations 6,829 6.3%
Production, Transportation, and Material Moving
Occupations 13,029 12.0%
Total 108,542 100.00%
Below the Poverty Level 100% to 149%
of the Poverty Level
At or Above 150%
of the Poverty Level
64%
21%
15%
73%
14%
13%
81%
12%
7%
Drove Alone
Carpooled
Public Transportation
(Excludes Taxi)
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Source: U.S. Census Bureau: 2014-2018 ACS 5-Year Estimates: Means of Transportation to Work by Selected Characteristics
TABLE MA-45.5
BUSINESS BY SECTOR
Educational Attainment Civilian Employed Unemployed Not in Labor Force
Less Than High School Graduate 9,112 655 3,605
High School Graduate (Includes
Equivalency) 12,712 712 4,165
Some College or Associates Degree 21,771 712 5,117
Bachelor's Degree or Higher 42,345 963 6,738
Source: U.S. Census Bureau: 2014-2018 ACS 5-Year Estimates: Educational Attainment by Employment Status for the
Population 25 to 64 Years Old
TABLE NA-45.6
EDUCATIONAL ATTAINMENT BY AGE
Age
18-24 25-34 35-44 45-64 65+
Less than 9th Grade 2546 3,834 3,340 5,543 2,170
9th to 12th Grade, No Diploma 6,124 6,335 4,403 6,851 4,383
High School Graduate (Includes
Equivalency) 13,620 10,994 6,659 9,958 5,652
Some College, No Degree 3,924 21,070 12,228 16,804 8,962
Associates Degree 2546 3,834 3,340 5,543 2,170
Bachelor's Degree 6,124 6,335 4,403 6,851 4,383
Graduate or Professional Degree 13,620 10,994 6,659 9,958 5,652
Source: U.S. Census Bureau: 2014-2018 ACS 5-Year Estimates: Educational Attainment by Employment Status for the
Population 18 Years Old
TABLE MA-45.7
BUSINESS BY SECTOR
Educational Attainment Median Earnings in the Past 12 Months
Less than High School Graduate $25,114
High School Graduate (Includes Equivalency) $27,493
Some College or Associate Degree $31,981
Bachelor's Degree $42,626
Graduate or Professional Degree $67,029
Source: U.S. Census Bureau: 2014-2018 ACS 5-Year Estimates: Earnings in the Past 12 Months (In 2018 Inflation-Adjusted
Dollars)
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BASED ON THE BUSINESS ACTIVITY TABLE ABOVE, WHAT ARE THE MAJOR EMPLOYMENT
SECTORS WITHIN YOUR JURISDICTION?
Table MA-45.1 shows that the major employment sectors within this jurisdiction are: 1) Education and
Health Care Services; 2) Professional, Scientific, Management Services; 3) Arts, Entertainment,
Accommodations; and 4) Retail Trade. The largest employers in the County are the University Hospital,
Salt Lake County, and the University of Utah.
DESCRIBE THE WORKFORCE AND INFRASTRUCTURE NEEDS OF THE BUSINESS COMMUNITY:
Salt Lake City has been known as the “Crossroads of the West” for over 150 years. The term originated
when the Transcontinental Railroad was completed in 1869 at Promontory, Utah and is still true as the
Salt Lake International Airport is one of the busiest airports in the western United States. It facilitated over
330,000 flights in 2018. These flights connect cargo, passengers, and international business opportunities
to the area and these factors have played a large role in many businesses choosing to use Salt Lake City
as their corporate headquarters. Two major interstates – I-15 and I-80 – intersect in Salt Lake City, thus
providing significant distribution accessibility and economic opportunity. The n ewly-designated Inland
Port, located in the northwest quadrant of Salt Lake City, will provide further opportunities for industry
and job growth. Due to rapid growth, the City needs better east-west connections between residential
development and employment centers.
DESCRIBE ANY MAJOR CHANGES THAT MAY HAVE AN ECONOMIC IMPACT, SUCH AS
PLANNED LOCAL OR REGIONAL PUBLIC OR PRIVATE SECTOR INVESTMENTS OR INITIATIVES
THAT HAVE AFFECTED OR MAY AFFECT JOB AND BUSINESS GROWTH OPPORTUNITIES
DURING THE PLANNING PERIOD. DESCRIBE ANY NEEDS FOR WORKFORCE DEVELOPMENT,
BUSINESS SUPPORT, OR INFRASTRUCTURE THESE CHANGES MAY CREATE.
Salt Lake City International Airport Expansion
The expansion of the Salt Lake City International Airport is expected to be completely finished by 2025,
but it is anticipated that the first phase will open in September of 2020. The expansion focuses on utilizing
new and sustainable practices that will increase space, comfort, and convenience for passengers. This
includes a complete technological and artistic redesign of the current airport which will allow Utah’s
natural outdoor beauty to be displayed to millions of airport visitors each year. A recent economic impact
analysis conducted by GSBS Consulting projected that the rebuild will inject $5.5 billion into the local
economy and create more than 3,300 jobs.46 Between July 2018 and June 2019, the Salt Lake City
International Airport served over 26.2 million passengers and had 341,152 Total Aircraft Ops.47 The
airport ranks as the 23rd busiest airport in North America and the 85th busiest in the world with over 340
flights departing daily. It is located about 15 minutes from downtown Salt Lake City and is serviced by a
direct light rail line to the downtown area including the Salt Palac e Convention Center. The proximity of
these create opportunities for training and workforce housing.
Inland Port Authority
46 GSBS Consulting, Salt Lake City International Airport Redevelopment Program: Economic Impact Analysis,
https://www.slcairport.com/assets/pdfDocuments/The-New-SLC/Airport-EIA-Final-Report.pdf
47 Salt Lake City Department of Airports, Elevations, Summer 2019, https://www.slcairport.com/assets/pdfDocuments/
Elevations-Newsletter/Elevations-Summer-Edition-August-2019.pdf
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The Inland Port, located in the northwest quadrant of Salt Lake City, covers approximately 16,000 acres,
sits at the intersection of two interstate freeways, major national railways and an international airport.
This puts the area in high demand for expanding warehouse, distribution and manufacturing facilities.
The Inland Port Authority was created to engage with interested organizations and individuals to establish
a strategic plan to maximize the economic benefits of the Inland Port.
Due to these and other large-scale projects and an overwhelming need for more skilled workforce, Salt
Lake City Community College created a brand new, cutting edge campus that focuses primarily on
building our skilled labor workforce. This effort and many more will work to help support large scale
projects as our community evolves.
HOW DO THE SKILLS AND EDUCATION OF THE CURRENT WORKFORCE CORRESPOND TO
EMPLOYMENT OPPORTUNITIES IN THE JURISDICTION?
The percentage of residents with at least some higher education is higher than the national average with
over 71% of residents reporting they’ve received some college education. The national average is 60%. As
demonstrated in Table MA-45.8, Salt Lake City also has a much higher percentage of residents with
bachelor’s degrees and graduate degrees than the rest of the nation.
TABLE MA-45.8
EDUCATIONAL ATTAINMENT, SALT LAKE CITY AND UNITED STATES
Educational Attainment Salt Lake City
% of Population
United States
% of Population
Less Than High School Graduate 11.2% 12.4%
High School Graduate (Includes
Equivalency) 18.1% 27.6%
Some College or Associates Degree 30.2% 31.0%
Bachelor's Degree or Higher 23.7% 18.4%
Graduate or Professional Degree 19.4% 10.6%
Source: U.S. Census Bureau: 2014-2018 ACS 5-Year Estimates: Educational Attainment by Employment Status for the
Population 25 Years and Over
The Bureau of Labor Statistics estimates quarterly underemployment through alternative measures of
labor utilization. The measure used for underemployment is U-6 which not only measures
unemployment, but also includes those who are willing to work and have recently looked for work, as well
as those working part-time but who want to work full-time. This means this categorization includes
current employees who feel underutilized in their current employment. The national U -6 rate between
the fourth quarter of 2018 and the third quarter of 2019 was 7.3. In Utah, this rate was 5.5%.48
48 U.S. Department of Labor, Bureau of Labor Statistics, https://www.bls.gov/lau/stalt.htm
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DESCRIBE ANY CURRENT WORKFORCE TRAINING INITIATIVE INCLUDING THOSE
SUPPORTED BY WORKFORCE INVESTMENT BOARDS, COMMUNITY COLLEGES AND OTHER
ORGANIZATIONS. DESCRIBE HOW THESE EFFORTS WILL SUPPORT THE JURISDICTION’S
CONSOLIDATED PLAN.
The 2020-2024 Consolidated Plan emphasizes providing opportunities to help build healthy
neighborhoods. This can be supported by efforts and organization with job training initiatives. Salt Lake
City already has several community programs that provide job training. These organizations typically
assist clients in learning how to search for jobs, write resumes, and interview in addition to key life skills
that are necessary to be successful in the workplace. By highlighting these initiatives in the Consolidated
Plan, the City can assist these programs in increasing their capacity to provide services.
Many of these programs focus on assisting vulnerable populations and a few are listed below:
• Advantage Services (non-profit that employs homeless people with disabilities)
• Refugee and Immigration Center - Asian Association of Utah (refugees and immigrants)
• The Columbus Foundation (individuals with disabilities)
• English Skills Learning Center (teaching English as a 2nd language)
• Odyssey House (alcohol and drug rehabilitation)
• First Step House (substance use disorders and mental health)
DOES YOUR JURISDICTION PARTICIPATE IN A COMPREHENSIVE ECONOMIC DEVELOPMENT
STRATEGY?
No, Salt Lake City does not participate in a Comprehensive Economic Development Strategy.
IF SO, WHAT ECONOMIC DEVELOPMENT INITIATIVES ARE YOU UNDERTAKING THAT MAY BE
COORDINATED WITH THE CONSOLIDATED PLAN. IF NOT, DESCRIBE OTHER
LOCAL/REGIONAL PLANS OR INITIATIVES THAT IMPACT ECONOMIC GROWTH.
Salt Lake City does not currently have a Comprehensive Economic Development Strategy; however, the
City does have a variety of local plans and initiatives that impact economic growth. In addition to the job
training initiatives listed above, here are a few of the City’s plans and projects designed to stimulate
economic development:
Economic Development Loan Fund
The Economic Development Loan Fund (EDLF) is designed to stimulate business development and
expansion, create employment opportunities, encourage private investment, promote economic
development, and enhance neighborhood vitality and commercial enterprise in Salt Lake City by making
loans available to businesses that meet City objectives. Loans are available for:
• Startup and existing businesses
• Revenue producing non-profit ventures
• A business expanding or relocating to Salt Lake City
• Energy-efficient (e2) equipment upgrades and building retrofits
• Businesses impacted by construction
• Construction/tenant improvement and/or real estate acquisition
• Signage, retail presentation, and display work
• Fixtures, furnishings, equipment and inventory
• Working capital and marketing
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The EDLF fills a gap in economic development by lending to high-tech and manufacturing businesses that
would not otherwise be eligible for a traditional bank loan yet have strong potential for growth. Loans are
considered a bridge loan and not meant to be long-term financing.
Salt Lake City Emergency Loan Program
During the recent COVID-19 crisis, Salt Lake City launched an Emergency Loan Program to assist business
with funding to support them through a short-term community crisis. This Program is designed as a
bridge to ensure that business can stay afloat including making rent/mortgage payments, keep staff
employed, cover utility and ongoing costs during a time of crisis and significantly decreased revenues.
While it is not anticipated that this program will continue in this exact form throughout the entire
Consolidated Plan, it is important to note that the City has the ability to react quickly and provide
additional resources when necessary.
Master Plans
Salt Lake City’s Master Plans provide an outline of community and economic development goals for
specific areas of the City. Planning efforts since 2010 include the planning documents:
• Central Community
o 400 South Livable Communities Project - 2012
• Downtown
o Downtown Plan – 2016
• East Bench
o Existing Conditions Report – 2014
o East Bench Master Plan – 2017
o Parley’s Way Corridor – 2017
• Northwest Community
o North Temple Boulevard Plan - 2010
• Northwest Quadrant
o Northwest Quadrant Master Plan – 2016
• Sugar House
o Sugar House Streetcar Update to Master Plan – 2016
o Circulation and Streetcar Amenities for Sugar House Business District – 2014
o 21st and 21st Neighborhood Plan – 2017
o Sugar House Circulation Plan – 2013
o Sugar House Phase 2 Alternative Analysis – 2013
• Westside Master Plan
o Westside Master Plan – 2014
o 9-Line Corridor Master Plan - 2015
Redevelopment Agency Programs
The Redevelopment Agency of Salt Lake City (RDA) works to revitalize Salt Lake City’s neighborhoods and
business districts to improve livability, spark economic growth, and foster authentic communities, serving
as a catalyst for strategic development projects that enhance the City’s housing opportunities, commercial
vitality, and public spaces. The RDA accomplishes this through the following tools:
• Property acquisition, clearance, re-planning, sale, and redevelopment
• Planning, financing, and development of public improvements
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• Providing management support and tax increment reimbursement for projects that will revitalize
underutilized areas
• Gap financing in the form of loans, grants, and equity participation to encourage private
investment
• Relocation assistance and business retention assistance to businesses.
Improved redevelopment areas contribute to the overall health and vitality of the City by reversing the
negative effects of blight, while increasing the tax base from which taxing entities draw their funds. In Salt
Lake City, Redevelopment Project Areas’ tax bases have historically grown at twice the rate of surrounding
areas that are not designated as RDA project areas.
National Development Corporation
Since 1969, the NDC has carried out its mission to create jobs and promote commu nity development
opportunities in economically-disadvantaged neighborhoods. NDC raises equity through its Corporate
Equity Fund and invests in affordable housing. NDC also creates jobs in underserved areas through its
New Markets Tax Credit Program and through its Small Business Lending Program, NDC Grow America
Fund. The City uses the expertise and knowledge of NDC to continue to develop, finance, and market
community development and affordable housing.
Façade Grant Program
The Housing and Neighborhood Development Division utilizes federal funding to support local businesses
by offering up to $25,000 in grants to improve their façades. These improvements could include items
such as door upgrades, window improvements, paint or stucco updating, installing of garages, security
lighting, fascia/soffit work, etc. Increasing the street appeal of small businesses located within the City
positively affects the surrounding neighborhoods through increasing the visual appeal of neighboring
commercial areas and boosting the economy on a local level.
City Transportation Plans
In 2020, the City will update its Transportation Plan which was prepared in 1996. As the Plan unfolds,
efforts will continue to be made to coordinate and leverage resources in low-income neighborhoods. At
the current time, the City’s Transit Master Plan (2017) and the Pedestrian/Bike Master Plan (2015) are the
most recent and relevant.
The City is currently committing $5.3m to improved bus service, $1.1m for capital investments related to
bus service (bus stops, transit hubs, first/last mile improvements such as sidewalks and bike lanes), and
$800,000 for a pilot on-demand ride hailing service. This provides an opportunity to leverage CDBG funds
in disadvantaged neighborhoods to improve access to transportation and facilitate multimodal
transportation options. At the time the Transit Master Plan was completed, 83% of bus stops did not have
shelters or benches, effectively discouraging potential riders. The study further found th at access to
transit in Salt Lake City is challenging because of the large blocks and wide streets, as well as lack of ADA
improvements and access to stations.
Finally, the Transit Master Plan found that the “cost of transit is particularly burdensome on large families,
youth, and transit-dependent populations – low-income, older adults, persons with disabilities, and zero
car households.”49
49 Salt Lake City Transit Master Plan 2017 Executive Summary
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The City’s anticipates spending $1-2m per year in capital improvement projects such as traffic signal
upgrades, safety projects, and bike/pedestrian enhancements. Again, there is the opportunity to provide
better access to transportation and leverage funds from several sources.
New Market Tax Credits (NMTC)
Capital is attracted to eligible communities (where the poverty rate is at least 20% or where the median
family income does not exceed 80% of the area’s median income) by providing private investors with a
credit on their federal taxes for investments in qualifying areas. NMTC investors receive a tax credit equal
to 39% of the Qualified Equity Investment (QEI) made in a Community Development Entity (CDE) over a 7-
year period.
MA-50 NEEDS AND MARKET ANALYSIS DISCUSSION
ARE THERE AREAS WHERE HOUSEHOLDS WITH MULTIPLE HOUSING PROBLEMS ARE
CONCENTRATED?
Salt Lake City has neighborhoods that are more likely to have housing units with multiple housing
problems. These neighborhoods generally contain an older housing stock occupied by low -income
households. Many of these neighborhoods are located in the Central City, Ballpa rk, Rose Park, Fairpark,
Poplar Grove, and Glendale.
ARE THERE ANY AREAS IN THE JURISDICTION WHERE RACIAL OR ETHNIC MINORITIES OR
LOW-INCOME FAMILIES ARE CONCENTRATED?
In the 2015-2019 Consolidated Plan there were three racially/ethnically concentrated areas of poverty
(RCAP/ECAP) in Salt Lake County, two of which were in Salt Lake City. The number of racially/ethnically
concentrated areas of poverty in the County has dropped to only one, and this area is located just south
of the City’s boundaries. An RCAP/ECAP is defined as a census tract with a family poverty rate greater than
or equal to 40%, or a family poverty rate greater than or equal to 300% of the metro tract average, and a
majority non-white population, measured at greater than 50%.
The absence of RCAP/ECAPs does not mean that there aren’t areas where there is a substantial
concentration of minorities with reportedly low incomes. Most census block groups to the west of I -15
reported a population composed of more than 50% minorities. These block groups also report some of
the lowest incomes in the City as well. Most of these areas are located in the Glendale and Poplar Grove
neighborhoods.
WHAT ARE THE CHARACTERISTICS OF THE MARKET IN THESE AREAS/NEIGHBORHOODS?
The City has been experiencing increasing housing costs and wages have failed to increase at the same
rate which can influence the ability for income mobility. Salt Lake City is focusing efforts to mitigate the
negative externalities of poverty by increasing economic opportunities, improving neighborhood
infrastructure, expanding services in distressed neighborhoods, improving the housing stock, and
increasing access to public transit and multi-modal transportation options. The City is also making steps
to incentivize affordable housing development in opportunity areas in order to expand housing choices
through the City.
In general, median sales prices and rents are significantly lower in areas of concentrated poverty than in
the rest of the City. Households located in neighborhoods on the west side of I-15, such as Poplar Grove
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and Glendale have higher homeownership rates than the City average. The Ballpark and Central City
neighborhoods have a much higher rental rate than the City average. Other housing market and
demographic data points can be found in Table MA-50.1.
TABLE MA-50.1
AREAS WITH HIGHER POVERTY LEVELS
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Central City
1019 2,470 23% 34% 24% 50% 1.51 $31,852 $172,500 10% 90% 43%
1020 2,382 22% 21% 23% 16% 1.91 $40,395 $208,500 26% 74% 46%
1023 2,931 33% 24% 8% 17% 1.82 $22,568 $186,100 17% 83% 43%
1021 1,460 21% 27% 14% 31% 1.29 $24,815 $173,100 12% 88% 46%
Ballpark 1029 4,514 22% 42% 47% 81% 2.01 $22,203 $147,100 23% 77% 54%
Glendale
1028.01 5,319 57% 35% 28% 49% 4 $43,750 $164,700 43% 57% 67%
1028.02 6,704 54% 35% 28% 53% 3.73 $42,891 $142,100 70% 30% 66%
Poplar Grove
1026 3,658 51% 28% 26% 44% 2.92 $40,133 $145,900 57% 43% 64%
1027.01 5,209 62% 29% 25% 46% 3.13 $35,465 $133,700 49% 51% 75%
1027.02 4,128 76% 29% 29% 32% 3.56 $33,359 $129,400 31% 69% 51%
Salt Lake City All 194,188 26% 18% 11% 22% 2.45 $54,009 $266,800 48% 52% 46%
Note: Cost-Burdened Renters spend 30% or more of monthly income on housing costs.
Source: U.S. Census Bureau, 2013-2017 American Community Survey
These 10 Census tracts identified above as having some of the highest poverty levels in the City are
generally located within RDA project areas.
ARE THERE ANY COMMUNITY ASSETS IN THESE AREAS/NEIGHBORHOODS?
• Education
Numerous schools are located in the target area, including the Dual Immersion Academy, the City
Academy and Salt Lake Arts Academy. The Pete Suazo Business Center is also located in the area.
• Health Services
There are 23 clinical services/programs offered in Glendale/Poplar Grove, provided by a host of
clinics including Donated Dental, Friends for Sight, Concentra Urgent Care, the University of Utah
Clinic, First Med and the Glendale/Mountain View Community Learning Center, among others.
Eight programs providing health education were found in the neighborhood. These programs
are offered through Communidades Unidas, Sunday Anderson Senior Center, Mexican Consulate,
Glendale Senior Housing, and the Boys and Girls Club. A total of six mental health services were
identified in West Salt Lake. Four of the six programs are family and school -based mental health
counseling offered through Valley Behavioral Health.
• Cultural Arts
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The Sorenson Unity Center has a theatre and hosts performances within the community. The
Utah Cultural Celebration Center has three different opportunities for youth specifically to enjoy
ethnic performances as well as Shakespeare performances. Both venues also have art galleries
that are open to the public.
• Community Centers and Gardens
The Hartland Partnership Center is located in the Glendale Neighborhood. This center offers
resources such as English language instruction, mental health support, citizenship classes, and
employment workshops.
There are several community gardens in the target area. These gardens provide an opportunity
for community interaction and allow for households to grow their own produce. Of special note
are the International Peace Gardens which presents gardens and festivals from around the world,
as well as a Farmer’s Market and Seed Swap event.
• Parks, Recreation and Open Space
One of West Salt Lake’s greatest assets is the abundance of parks and open space. Of Glendale
and Poplar Grove residents, 83% live within a quarter mile of some form of green space. This is
the highest percentage in the City. There are 14 parks, including the notable International Peace
Garden, located in these neighborhoods and comprising over 100 acres. All green spaces are
managed by Salt Lake City Parks and Public Lands.
The Jordan River Parkway offers outdoor boating opportunities.
The Jordan River Parkway and 9 Line trails provide recreational opportunities and connectivity to
natural environments. They also provide additional community connectivity and transportation
options.
• Fitness
The Glendale/Poplar Grove neighborhoods, located within the target area, offer 77 total health
and fitness programs. The largest facility is the Sorenson Multicultural Center which offers a wide
variety of youth programs including aquatics. Two fitness centers are targeted for seniors – the
Sunday Andersen Senior Center and the Westside Center.
• Public Transit
The TRAX light rail line runs through the Ballpark and Poplar Grove neighborhoods. The light rail
also runs within one block of the Central City neighborhood. These transit lines connect these
neighborhoods to the rest of the Salt Lake Valley and allow for greater employment
opportunities.
• Redevelopment Project Areas
Redevelopment project areas cover the entire target area. This means that incremental tax
revenues can be used to improve their respective project areas through a wide variety of projects
including but not limited to infrastructure improvements (water, sewer, transportation, etc.),
beautification, economic development incentives, façade renovation, grant funds, parks
development, signage and wayfinding, etc. Specific objectives identified by the RDA for uses of
funds within its existing project areas include:
o Emphasize transit and connections to multi-modal transportation means
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o Create high-quality pedestrian environments
o Promote infill development
o Support high quality, diverse and affordable housing
o Support public art in public places
o Encourage innovative sustainability practices and limit carbon emissions
o Promote transit-oriented development at key sites located at TRAX stations
o Foster growth of small and new businesses
o Participate in streetscape enhancements
• Opportunity Zones
As shown in the map below, a large percentage of the target area is also located in an
opportunity zone. Opportunity zones were established under the Investing in Opportunity Act as
a way to revitalize economically-distressed communities using private investment. Tax benefits to
investors include the deferral and reduction of tax gains, thereby making these zones more
attractive to investors and increasing the potential of leveraging private funds with public
investment.
FIGURE MA-50.1
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SLC RDA PROJECT AREAS AND OPPORTUNITY ZONES
MA-60 BROADBAND NEEDS OF HOUSING OCCUPIED BY
LOW- AND MODERATE- INCOME HOUSEHOLDS – 91.210(a)(4),
91.310(a)(2)
DESCRIBE THE NEED FOR BROADBAND WIRING AND CONNECTIONS FOR HOUSHOLDS,
INCLUDING LOW- AND MODERATE-INCOME HOUSEHOLDS AND NEIGHBORHOODS.
A dependable broadband network provides many benefits. These networks attract businesses, provide
social connections, increase educational opportunities, and improve the quality of life for citizens.
According to Broadbandnow.com/Utah, 11.6% of Utah residents are un derserved by broadband service
providers. However, most of these underserved communities are in rural areas of the state and only 0.6%
Salt Lake County is reportedly underserved.
While service is provided to most households in Salt Lake County, that doesn’t mean all households can
afford access to the internet. The 2018 ACS 5-year Estimate reported that there were 9,249 households in
Salt Lake City without an internet connection. This represents almost 12% of the City’s households. A
household which doesn’t have access to internet services through a broadband connection is at a
significant disadvantage economically when seeking new employment and educationally if children or
adults in the household are attending school. If these households are also low- or moderate-income
households then a lack of internet connection could prove to be one of the largest barriers to economic
growth for the household.
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DESCRIBE THE NEED FOR INCREASED COMPETITION BY HAVING MORE THAN ONE
BROADBAND INTERNET SERVICE PROVIDER SERVE THE JURISDICTION.
Competition is a basic economic principal that states that when there are multiple providers of a service
then the prices of that service will be lower as the providers attempt to gain more market share through a
more favorable price offered to the consumer. By providing more options, if a consumer feels they are
being charged too much for a service then the consumer can look to an alternative provider. This
movement in the market encourages providers to produce services at a competi tive rate and protects
consumers from unfair prices.
MA-65 HAZARD MITIGATION – 91.210(a)(5), 91.310(a)(2)
DESCRIBE THE JURISDICTION’S INCREASED NATURAL HAZARD RISKS ASSOCIATED WITH
CLIMATE CHANGE.
According to the Salt Lake County Multi-Jurisdictional Multi-Hazard Mitigation Plan the main natural
hazards identified and investigated for Salt Lake County include:
• Earthquake
• Flood
• Wildland Fire
• Slope Failure
• Severe Weather
• Dam Failure
• Avalanche
• Pandemic
• Drought
• Infestation
• Radon
• Problem Soils
Of these natural hazards, Salt Lake County identified Salt Lake City as being high risk for only
earthquakes, floods, and wildfires while being at moderate risk for severe weather.
DESCRIBE THE VULNERABILITY TO THESE RISKS OF HOUSING OCCUPIED BY LOW- AND
MODERATE-INCOME HOUSEHOLDS BASED ON AN ANALYSIS OF DATA, FINDINGS, AND
METHODS.
Many low- and moderate-income households would suffer a greater financial impact from these risks
than other households as repairs from earthquake, severe weather, flooding, or wildfires could cause
serious financial stress. This negative effect could be compounded if these households could not afford
additional insurance coverage.
The Salt Lake County Multi-Jurisdictional Multi-Hazard Mitigation Plan identifies areas west of I-15 as a
potential flood risk due to the Jordan River. In the plan, the area directly surrounding the Jordan River
State Parkway is listed as a low- to moderate-risk with flood risk increasing at nearer proximity to the
river. There is also low-risk of flooding on the west side of the Rose Park neighborhood. These two flood
areas are significant because they are areas with low- and moderate-income households.
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STRATEGIC PLAN
The Strategic Plan identifies Salt Lake City’s priority needs and describes strategies that the City will
undertake to serve priority needs over a five-year period. The plan focuses on building Neighborhoods of
Opportunity to promote capacity in low-income neighborhoods and to support the City’s most vulnerable
populations.
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SP-05 OVERVIEW
The 2020-2024 Strategic Plan is based on an assessment of community needs as identified in this
Consolidated Plan, in City planning documents, and on the ability of federal funds to meet the identified
needs. Within this context, the 2020-2024 Strategic Plan focuses on building Neighborhoods of
Opportunity to promote capacity in low-income neighborhoods and to support the City’s most vulnerable
populations. The five-year plan provides a strategy for maximizing and leveraging the City’s block grant
allocations with other funding sources, including the City’s Redevelopment Agency, to build healthy and
sustainable communities that connect and expand opportunities for housing, education, transportation,
behavioral health services and economic development. Strategic plan goals call for Consolidated Plan
funds to focus on the following:
Housing
To provide expanded housing options for all economic and demographic segments of Salt Lake City’s
population while diversifying the housing stock within neighborhoods.
• Support housing programs that address the needs of aging housing stock through targeting
rehabilitation efforts and diversifying the housing stock within neighborhoods
• Expand housing support for aging residents that ensure access to continued stable housing
• Support affordable housing development that increases the number and types of units available
for income eligible residents
• Support programs that provide access to home ownership via down payment assistance, and/or
housing subsidy, and/or financing
• Support rent assistance programs to emphasize stable housing as a primary strategy to prevent
and end homelessness
• Support programs that provide connection to permanent housing upon exiting behavior al health
programs. Support may include, but is not limited to supporting obtaining housing via deposit
and rent assistance and barrier elimination to the extent allowable to regulation
• Provide housing and essential services for persons with HIV/AIDS
Transportation
To promote accessibility and affordability of multimodal transportation options.
• Improve bus stop amenities as a way to encourage the accessibility of public transit and enhance
the experience of public transit in target areas
• Support access to transportation prioritizing very low-income and vulnerable populations
• Expand and support the installation of bike racks, stations, and amenities as a way to encourage
use of alternative modes of transportation in target areas
Build Community Resiliency
Build resiliency by providing tools to increase economic and/or housing stability.
• Provide job training/vocational training programs targeting low-income and vulnerable
populations including, but not limited to; chronically homeless; those exiting treatment
centers/programs and/or institutions; and persons with disabilities
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• Economic Development efforts via supporting the improvement and visibility of small businesses
through façade improvement programs
• Provide economic development support for microenterprise businesses
• Direct financial assistance to for-profit businesses
• Expand access to early childhood education to set the stage for academic achievement, social
development, and change the cycle of poverty
• Promote digital inclusion through access to digital communication technologies and the internet
• Provide support for programs that reduce food insecurity for vulnerable population
Homeless Services
To expand access supportive programs that help ensure that homelessness is rare, brief, and non-
recurring.
• Expand support for medical and dental care options for those experiencing homelessness
• Provide support for homeless services including Homeless Resource Center Operations and
Emergency overflow operations
• Provide support for programs providing outreach services to address the needs of those living an
unsheltered life
• Expand case management support as a way to connect those experiencing homelessness with
permanent housing and supportive services
Behavioral Health
To provide support for low-income and vulnerable populations experiencing behavioral health concerns
such as substance abuse disorders and mental health challenges.
• Expand treatment options, counseling support, and case management for those experiencing
behavioral health crisis
The City intends to leverage all potential funding resources to achieve its goals, recognizing the need to
maximize participation from a variety of resources. The City has also established specific measurement
criteria by which to measure its progress in meeting its goals.
SP-10: GEOGRAPHIC PRIORITIES 91.215(a)(1)
GEOGRAPHIC AREAS
For the 2020-2024 program years, Salt Lake City has designated one local CDBG target area to
concentrate and leverage funding to stimulate comprehensive neighborhood revi talization that expands
housing opportunities, economic opportunities and neighborhood livability. Our selected target area
corresponds with the City’s existing RDA project areas. If the RDA project areas change, the target area
will adjust to continue to correspond to the RDA project areas. Throughout the duration of this Plan, the
CDBG target area will represent any RDA project area. The combined RDA project areas were chosen as
the target area for the following reasons:
• The RDA areas generally overlap the lower-income areas of the City and areas that scored lower
on the Opportunity Index. The Opportunity Index measures 16 factors including education,
health, environment, social, and economic that indicate the relative opportunity in various
geographic locations.
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• Tax increment funds are already being generated in RDA areas. While some funds are currently
committed, there is the potential for additional tax increment revenues as new development
occurs in these areas. These funds can then be spent within their respective RDA areas for a wide
variety of purposes, including housing, beautification, revolving loan funds, public infrastructure,
etc.
• Most of the RDA areas were established with a required, designated set-aside (usually 10-20%) for
housing. This provides an opportunity to leverage other funds with RDA funding.
• Some of the redevelopment areas also included a finding of blight which indicates rundown
conditions, with poor visual appearance. This is a deterrent to economic development and
funding is needed to mitigate these conditions.
• The RDA areas overlap with designated Opportunity Zones and by design will see an increase in
private market investments.
FIGURE SP-10.1
WEST SIDE TARGET AREA
TABLE SP-10.1
LOCAL TARGET AREAS
1 Area Name CDBG Target Area
Area Type West Side Target Area
Revital Type Comprehensive
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1 Area Name CDBG Target Area
Identify the neighborhood boundaries
for this target area.
Beginning at 2100 South and State Street, the Target
Area follows the Salt Lake City Redevelopment Agency’s
State Street Project Area’s eastern boundary going
north until 900 South. It then continues north along
State Street to 600 South. The boundary then continues
west on 600 South to 500 West. It then goes north on
500 West to 300 North. The boundary continues west
on 300 North to Redwood Road. It then continues south
on Redwood Road until 2100 South. The boundary then
continues east on 2100 South until it reaches State
Street where it ends at the intersection of 2100 South
and State Street.
Include specific housing and
commercial characteristics of this area
44% owner occupied
The neighborhood poverty rate as determined by the
ACS information within Census Block Groups within the
area ranges from 4 to 38%. The block groups average a
poverty level of 27% compared to 17.8% in Salt Lake
City.
The average household size is 3.02, compared to 2.47
citywide.
36% of the area’s residents identify as Hispanic,
compared to 22.3% of Salt Lake City.
How did your consultation and citizen
participation process help you to
identify this neighborhood as a target
area?
Our Citizen Participation Plan included an online survey
and public outreach with over 4,000 responses.
Neighborhoods in the RDA areas consistently ranked
high in the survey results. As such, Council prioritized
the RDA areas in the most vulnerable sections of the
City, resulting in the current West Side Target Area.
Identify the needs in this target area. Many of the existing housing units are old and
rundown. Therefore, rehabilitation of existing housing
stock is key for this area. Poverty levels are higher in
this area than in other areas of the City. A reduction in
poverty levels could be accomplished through the
encouragement of mixed-income housing. Improving
streetscapes and the visual appearance of the area
could also attract more mixed-income development.
There is a lack of bus and rail lines in large portions of
the target area resulting in higher transportation costs
for much of the target area.
What are the opportunities for
improvement in this target area?
Opportunities exist to enhance business districts and
neighborhood nodes to promote economic
development, job creation, and overall community
revitalization. Several arterials cross through the target
area with high traffic counts suitable for economic
development that could bring jobs to these lower-
income areas. Housing rehabilitation and the
development of strategic mixed-income housing will
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Salt Lake City Consolidated Plan
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1 Area Name CDBG Target Area
promote housing stability and economic diversity within
the target area.
Are there barriers to improvement in
this target area?
Many residents do not speak English as their first
language.
High renter levels often make for a more transitory
population with less investment in the community.
GENERAL ALLOCATION PRIORITIES
Locally-defined target areas provide an opportunity to maximize impact and align HUD funding with
existing investment while simultaneously addressing neighborhoods with the most severe needs.
According to HUD standards, a Local Target Area is designated to allow for a locally targeted approach to
the investment of CDBG and other federal funds.
The target area for the 2020-2024 program years has been identified in Figure SP-10.1. CDBG and other
federal funding will be concentrated (not limited) to the target area. Neighborhood and community nodes
will be identified and targeted to maximize community impact and drive further neighborhood
investment. On an annual basis, internal city divisions/departments including the Redevelopment Agency,
Salt Lake City Transportation, and Economic Development will strategize if specific areas of the CDBG
target area are in need of additional focus/resources as it relates to CDBG eligible projects. This type of
flexibility will ensure that the focus within the target area can move around as per the needs of the
community. Activities will be coordinated and leveraged, and can include an increase of marketing and
outreach for housing programs, transportation improvements, and commercial façade improvements.
FIGURE SP-10.2
TARGET AREA AND SLC NEIGHBORHOODS
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Source: Salt Lake City Redevelopment Agency Target Areas
The Target Area was identified through an extensive process that analyzed local poverty rates, low - and
moderate-income rates, neighborhood conditions, citizen input, and available resources.
A recent fair housing equity assessment (May 2018) completed by the Kem C. Gardner Policy Institute at
the University of Utah states that there is a housing shortage in Utah, with the supply of new homes and
existing “for sale” homes falling short of demand. While the impact of higher housing prices is
widespread, affecting buyers, sellers, and renters in all income groups, the report concludes that those
households below the median income, and particularly low-income households, are disproportionately
hurt by higher housing prices. In fact, households with incomes below the median have a 1 in 5 chance of
a severe housing cost-burden, paying at least 50% of their income toward housing, while households with
incomes above the median have a 1 in 130 chance.50
Targeting area resources are necessary to expand opportunity for the West Side Target Area as well as
the impacted RDA Project Areas. The following area ways that investments will be realized:
• Concentrating resources geographically will provide a way to help stabilize and improve
distressed areas in these neighborhoods.
50 James Wood, Dejan Eskic and D. J. Benway, Gardner Business Review, What Rapidly Rising Prices Mean for Housing
Affordability, May 2018.
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• Connectivity between the target area and other areas of the Salt Lake Valley will reduce
transportation costs and reduce financial burdens on households.
• Neighborhood and/or community nodes will be targeted for commercial façade improvements,
public transit enhancements and amenities that support non-motorized modes of transit.
• Economic development and transportation projects can be located throughout the target area.
• Housing rehabilitation projects can be located throughout the City, with a focus on the target
area.
• Support to microenterprises and for-profit businesses can be offered to qualified business across
the City, however, additional focus and marketing efforts will occur within the target area.
In an effort to expand community engagement in the local target area, HAND will reach out to residents,
business owners, property owners, community councils, non -profit organizations, and other stakeholders
to gather input on housing and community development needs. City departments and divisions will
collaborate to leverage resources and efforts within the target area. HAND and the Department of
Economic Development will create an inventory of eligible commercial buildings to target for façade
improvements and/or interior code deficiencies and will engage property owners and entrepreneurs in
outreach efforts.
RATIONALE FOR THE PRIORITIES FOR ALLOCATING INVESTMENTS GEOGRAPHICALLY
Salt Lake City’s Housing and Neighborhood Development Division, along with internal and community
stakeholders, identified the target area through an extensive process that included data analysis,
identification of opportunities/barriers, a citizen survey, and an evaluation of potential resources.
Through this process, the RDA neighborhoods were identified as areas where a concentration of
resources would make significant impacts within the community. This approach would also allow for
ongoing leveraging of resources and efforts in these areas.
Of particular importance is to direct resources to expand opportunity within areas where poverty levels
are higher. According to HUD, neighborhoods of concentrated poverty isolate residents from the
resources and networks needed to reach their potential and deprive the larger community of the
neighborhood’s human capital. In another study, it was found that there were significant physical health
improvements from reducing concentrated areas of poverty.51
Opportunity zones are also located within the target area. This affords an opportunity to further leverage
private investment within these economically-distressed areas. Opportunity zones attract private capital
because of the ability to defer and reduce taxes associated with capital gains. The tax savings that can be
realized are significant. Only 46 geographic areas in Utah have been designated as opportunity zones by
the federal government, making these highly attractive sites. Further, other funding resour ces, such as
low-income housing tax credits (LIHTC) and tax increment can also be realized in these zones, making for
extremely competitive investment opportunities in areas that were previously overlooked.
Salt Lake City intends to expand opportunity within the target areas to limit intergenerational poverty,
increase access to community assets, facilitate upward mobility, and provide safe, affordable housing.
51 Third Way, Moving to Opportunity: The Effects of Concentrated Poverty on the Poor, August 2014.
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SP-25 PRIORITY NEEDS 90.215(a)(2)
Salt Lake City has determined the following priority needs after broad stakeholder outreach and analysis
of community needs:
TABLE SP-25.1
PRIORITY NEEDS
1 Priority Need: Homeless Services
Priority Level High
Population Extremely low-income
Homeless large families
Homeless families with children
Unaccompanied youth
Homeless individuals
Elderly
Chronic homeless
Mentally ill
Chronic substance abuse
Veterans
Persons with HIV/AIDS
Persons with disabilities
Survivors of domestic violence
Geographic Areas
Affected
Citywide
Associated Goals Goal:
Expand access to supportive programs that help ensure that
homelessness is rare, brief, and non-recurring.
Focus Areas:
• Expand medical and dental care programs
• Increase outreach programs
• Support homeless resource centers & emergency overflow
operations
• Provide essential supportive services including case
management for homeless
Description Support the operating cost of homeless resource centers, day centers,
emergency sheltering systems, and supportive services for the
homeless. Increase access to critical health systems such as medical
and dental care. Increase case management support for those working
directly with homeless populations.
Basis for Relative
Priority
According to the 2019 Point-in-Time Count, Salt Lake County has 1,844
homeless individuals, 193 of whom are unsheltered.
Results of the Citizen Online Survey and public outreach with over
4,000 responses listed this as the top priority.
PRIORITY NEEDS
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2020-2024
2 Priority Need: Affordable Housing
Priority Level High
Population Extremely low-income
Low-income
Moderate-income
Large families
Families with children
Elderly
Public housing residents
Released jail inmates
Refugees
Geographic Areas
Affected
Citywide
Associated Goals Goal:
Provide Expanded housing options for all economic and demographic
segments of Salt Lake City’s population while diversifying housing
stock within neighborhoods.
Focus Areas:
• Preserve and rehabilitate existing, aging affordable housing
stock through improving the condition of housing throughout
the City
• Support anti-displacement strategies, prioritizing the target
area identified in the plan. This may include strategies such as
supporting Community Land Trust programming, historic
preservation and others.
• Improve and expand the affordable housing stock including
lifecycle housing, including special needs housing, elderly, and
ADA accessible housing. As applicable, this should explore the
ability to place housing in high opportunity areas and/or
within walking distance of transit stations
• Increase homeownership opportunities
• Provide rent assistance to emphasize stable housing
• Provide housing and essential supportive services for persons
with HIV/AIDS
Description Provide loans, grants, and other financial assistance for the
acquisition, preservation and development of affordable rental and
homeownership opportunities. Provide financial assistance to stabilize
low-income renters and homeowners. Explore and support strategies
that ensure long-term affordability. Evaluate the relationship of
housing and transit as a way of reducing overall housing costs.
Basis for Relative
Priority
• According to the 2017 ACS data, 45.6% of Salt Lake City renter
households and 25.5% of households with a mortgage are
cost-burdened, spending over 30% of their monthly income on
housing costs. 22.3% of renter households spend over 50% of
150
Salt Lake City Consolidated Plan
2020-2024
2 Priority Need: Affordable Housing
their monthly income on housing.52 Families who are cost-
burdened have limited resources for food, childcare,
healthcare, transportation, education, and other basic needs.
• The Housing Authority of Salt Lake City currently administers
Housing Choice (Section 8) vouchers for 3,000 households,
with 5,188 households on the waiting list. Countywide there
are 15,981 households on a Housing Choice waiting list. A
family on the waiting list can expect to wait 6 years before
receiving a Housing Choice voucher. Between 2000 and 2018,
the cost of housing increased significantly for both renters
and homeowners. The median contract rent increased by
81.8% and home values increased 89.8%. During the same
time period, the median household income only increased by
52.6%. Since incomes did not keep up with increases in
housing costs, it has become more difficult for residents to
buy or rent a home. The homeownership rate decreased from
56.9% in 2000 to 48.4% in 2018.
Results of the Citizen Online Survey and public outreach with
over 4,000 responses listed this as the top priority
PRIORITY NEEDS
3 Priority Need: Transportation
Priority Level High
Population Extremely low-income
Low-income
Moderate-income
Large families
Families with children
Elderly
Persons with disabilities
Geographic Areas
Affected
Citywide (Public Service) & CDBG Target Area (Infrastructure)
Associated Goals Goal
Promote accessibility and affordability of multimodal transportation
options
Focus Areas:
• Provide increased access to and cost assistance for public
transportation services for vulnerable populations
• Install bus stop improvements, including coordination with
multi-modal transit needs – limited to CDBG Target Area
• Improve bus stop shelters and sidewalk access to transit to
increase mobility, especially for persons in wheelchairs or with
disabilities – limited to CDBG Target Area
52 U.S. Census Bureau, American Community Survey 2014-2018 5-Year Estimates
151
Salt Lake City Consolidated Plan
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3 Priority Need: Transportation
• Install bike racks and stations in key areas to encourage
alternative modes of transportation – limited to CDBG Target
Area
Description Support improvements to transit that will improve affordability and
increase access and safety
Basis for Relative
Priority
Transportation services ranked high on the citizen participation survey
and public outreach that received more than 4,000 responses. Annual
household transportation costs are high in much of the target area.
PRIORITY NEEDS
4 Priority Need: Build Community Resiliency
Priority Level High
Population Extremely low-income
Homeless large families
Homeless families with children
Unaccompanied youth
Homeless individuals
Elderly
Chronic homeless
Mentally ill
Chronic substance abuse
Veterans
Persons with HIV/AIDS
Survivors of domestic violence
Geographic Areas
Affected
Citywide
Associated Goals Goals:
Provide tools to increase economic and/or housing stability
Focus Areas:
• Support job training and vocational rehabilitation programs
that increase economic mobility
• Improve visual and physical appearance of deteriorating
commercial buildings - limited to CDBG Target Area
• Provide economic development support for microenterprise
businesses
• Direct financial assistance to for-profit businesses
• Expand access to early childhood education to set the stage
for academic achievement, social development, and change
the cycle of poverty
• Promote digital inclusion through access to digital
communication technologies and the internet
• Provide support for programs that reduce food insecurity for
vulnerable population
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Salt Lake City Consolidated Plan
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4 Priority Need: Build Community Resiliency
Description Expand opportunities for individuals and households living in poverty
or in the cycle of intergenerational poverty. Activities include services
to expand accessibility to employment opportunities, improve and
enhance small businesses, promote access to early childhood
education, expand the availability of digital technologies, and reduce
food insecurities.
Basis for Relative
Priority
As our community faces challenges that hinder economic mobility,
education, access to technology and increase food insecurity. Service
providers, industry experts, data analysis, community members, and
elected officials all agree that providing support for these efforts will
enhance community resiliency as we look to improve access to critical
services, rebuild from national, state or local emergencies.
PRIORITY NEEDS
5 Priority Need: Behavioral Health Services to Expand Opportunity and Self-
Sufficiency
Priority Level High
Population Extremely low-income
Homeless large families
Homeless families with children
Unaccompanied youth
Homeless individuals
Elderly
Chronic homeless
Mentally ill
Chronic substance abuse
Veterans
Persons with HIV/AIDS
Victims of domestic violence
Refugees
Geographic Areas
Affected
Citywide
Associated Goals Goal:
Provide support for low-income and vulnerable populations
experiencing behavioral health concerns such as substance abuse
disorders and mental health challenges.
Focus area:
• Provide supportive services such as treatment, case
management and counseling to expand opportunity and self-
sufficiency for vulnerable populations
• Support programs that provide connections to permanent
housing upon exiting behavioral health programs
Description Expand opportunities and counseling services for individuals with
behavioral health issues. Activities include counseling and treatment
services for opioid and other substance abuse and mental health
issues.
153
Salt Lake City Consolidated Plan
2020-2024
5 Priority Need: Behavioral Health Services to Expand Opportunity and Self-
Sufficiency
Basis for Relative
Priority
Stakeholder meetings, City departments and public feedback from an
online survey and public outreach with over 4,000 responses
prioritized behavioral health issues as there is an apparent link
between behavioral health issues, homelessness, and the ability to
maintain housing and sustain employment.
SP-30 INFLUENCES OF MARKET CONDITIONS 91.215 (a)(2)
Market Characteristics that will influence the use of funds available for housing type :
As the needs assessment and market analysis have demonstrated, just over 22,500 Salt Lake City
households are cost-burdened, spending 30% or more of their monthly income on housing (including
utility costs) and are in need of housing that is affordable. Of these households, just over 10,000
households are severely cost-burdened, spending more than 50% of their monthly income on housing.
These households are at risk of homelessness. Market conditions influencing the production,
rehabilitation, and assistance of affordable housing are as follows:
Tenant-Based Rental Assistance (TBRA)
Incomes are not keeping up with rising rental costs. The median income rose 52.6% between 2000 an d
2018 while rent rates increased by 81.8% over the same time period. Based on CBRE’s Real Estate Market
Outlook 2019, vacancy rates are low (4.0%) placing upward pressure on rents. Strong population growth is
also projected to continue, placing additional pressure on rents. Salt Lake County average monthly rents
have increased from an average of $1,087 per month in 2017 to $1,153 in 2018.
Market conditions have increased demand for Housing Choice vouchers, which currently have a gap of
approximately 6,177 units for low-income households.
Research also indicates that there is a lack of affordable units in close proximity to service providers to
assist at-risk populations with housing and other needs. In addition, there is a need for additional
partnerships between affordable housing landlords, property, and social services organizations.
TBRA for Non-Homeless Special Needs
Low rental vacancy rates and incomes not keeping up with rising rental costs lead to increasing housing
cost-burden rates and very high demand for Housing Choice vouchers. There is a gap of approximately
10,000 units for severely cost-burdened households. Funds are also needed for transitioning participants
with HOPWA-funded housing to other housing subsidies and affordable housing units in closer proximity
to transportation and essential services. There is a need for additional partnerships between affordable
housing landlords, property managers, and social service organizations.
New Unit Production
According to CBRE’s Real Estate Market Outlook 2019, “the market continues to expand at an above-
average rate, adding a record 7,467 units along the Wasatch Front during 2018 (a growth rate of 4.6%).
Approximately 6,244 units were slated for 2019. As rental rates rise, the question of rent al affordability is
of top concern. Renters coming from more expensive Tier 1 markets will continue to absorb many of
these new units, and many locals will not be accustomed to paying higher rates. Rental rates are pushing
upward due to a variety of factors including a construction industry stretched thin due to labor supply
154
Salt Lake City Consolidated Plan
2020-2024
issues and rising costs. In addition to increasing construction costs, land costs are also rising, thereby
driving up rents even further.
This results in increasing cost-burden rates, very high demand for Housing Choice (Section 8) vouchers,
and a gap of approximately 10,000 units for severely cost-burdened households. There is a need for
additional partnerships between affordable housing developers/providers, property managers and social
service organizations. Additional affordable units are needed in high -opportunity neighborhoods as well
as units in close proximity to transportation and essential services.
Rehabilitation
Lower interest rates have somewhat improved the cost of constru ction and home ownership. However,
many low-income households are still unable to qualify for loans for home ownership or home
improvement financing. The share of elderly homeowners is projected to increase as the median age
increases in the Salt Lake Valley. Salt Lake City has an older housing stock, with about 30.1% of units built
prior to 1940. Older housing stock located in concentrated areas of poverty and RDA project areas are at
risk for deterioration. Incomes are not keeping up with rising costs. Affordable units are at risk of being
replaced with newer housing stock or that with revitalization the rents will convert to market rate.
Stabilization of existing housing in the target area is imperative.
Acquisition, Including Preservation
According to CBRE’s Real Estate Market Outlook 2019, a robust market performance resulted in a historic
$1.4 billion in multifamily sales across the Wasatch Front. Salt Lake City is increasingly viewed as a
preferred, Tier 2 market. CAP rates have stayed low, suggestin g confidence in the multifamily market
outlook. The strong rental market-rate rental market shows the increasing need to preserve affordable
rentals, as converting substandard rental housing to market-rate can be very desirable for property
owners.
SP-35 ANTICIPATED RESOURCES 91.215(a)(4), 91.220(c)(1,2)
INTRODUCTION
Salt Lake City’s funding year 2020-2024 CDBG, HOME, ESG, and HOPWA allocations are estimated to be a
total of $25,000,000 estimating an average of $5,000,000 per year. In addition, Salt Lake C ity anticipates
receiving program income of $7.5 million during the same time period, with an estimated average of $1.5
million of program income available to spend each year. HUD allocations will be utilized to address the
growing housing and community development needs within Salt Lake City. However, funding has declined
over the past decade, making it more difficult to address needs and overcome barriers. Over the course
of the 2020-2024 Consolidated Plan, Salt Lake City will coordinate and leverage HUD allocations to assist
the City’s most vulnerable populations, increase self-sufficiency and address needs in the geographic
target area.
TABLE SP-35.1
ANTICIPATED RESOURCES
Uses of Funding
Expected Amount Available – Year 1 Expected
Amount
Available –
Remainder
of Con Plan
Description Annual
Allocation
Program
Income
Prior Year
Resources Total
CD BG
Acquisition $3,508,582 $0 $35,000 $3,543,582 $13,600,000 Prior year
resources are
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Salt Lake City Consolidated Plan
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Uses of Funding
Expected Amount Available – Year 1 Expected
Amount
Available –
Remainder
of Con Plan
Description Annual
Allocation
Program
Income
Prior Year
Resources Total
Administration unspent
funds from
previous
years. Economic
Development
Homebuyer
Assistance
Homeowner
Rehabilitation
Multifamily
Rental
Construction
Multifamily
Public
Improvements
Public Services
Rental
Rehabilitation
New Construction
for Ownership
TBRA
Historic Rental
Rehabilitation
New Construction
HO
M
E
Acquisition
$957,278 $300,000 $0 $1,257,278 $4,600,000
Program
income is
typically
generated
from housing
loan
repayments
from
nonprofit
agencies.
Administration
Homebuyer
Assistance
Homeowner
Rehabilitation
Multifamily
Rental
Construction
Multifamily
Rental
Rehabilitation
New Construction
for Ownership
TBRA
ES G Administration $301,734 $0 $2,500 $304,234 $1,160,000 Prior year
resources are
156
Salt Lake City Consolidated Plan
2020-2024
Uses of Funding
Expected Amount Available – Year 1 Expected
Amount
Available –
Remainder
of Con Plan
Description Annual
Allocation
Program
Income
Prior Year
Resources Total
Financial
Assistance
unspent
funds from
previous
years. Overnight Shelter
Rapid Re-Housing
(Rental
Assistance)
Rental Assistance
Services
Transitional
Housing
HO
P
W
A
Administration
$600,867 $0 $15,000 $615,876 $1,720,000
Prior year
resources are
unspent
funds from
previous
years.
Permanent
Housing in
Facilities
Permanent
Housing
Placement
STRMU
Short-Term or
Transitional
Housing Facilities
Supportive
Services
TBRA
OT
H
E
R
:
HO
U
S
I
N
G
– TR
U
S
T
F
U
N
D
Acquisitions
$0 $0 $0 $2,000,000 $3,000,000
The Trust
Fund has a
budget of
$2m and
expects to
receive a total
of
approximately
$3m in
revenue over
the next plan
period.
Administration
Conversion and
Rehab for
Transitional
Housing
Homebuyer
Rehabilitation
Housing
Multifamily
Rental New
Construction
Multifamily
Rental Rehab
New Construction
for Ownership
Permanent
Housing in
Facilities
Rapid Re-Housing
Rental Assistance
TBRA
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Salt Lake City Consolidated Plan
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Uses of Funding
Expected Amount Available – Year 1 Expected
Amount
Available –
Remainder
of Con Plan
Description Annual
Allocation
Program
Income
Prior Year
Resources Total
Transitional
Housing
OT
H
E
R
P
R
O
G
R
A
M
IN
C
O
M
E
All CDBG Eligible
Activities per
Housing Program
Rules $0 $1,500,000 $0 $1,500,000 $6,000,000
Salt Lake City
Housing
Programs –
Program
Income
All HOME Eligible
Activities per
Housing Program
Rules
OT
H
E
R
E
C
O
N
O
M
I
C
D
E
V
E
L
O
P
M
E
N
T
L
O
A
N
F
U
N
D
Economic
Development $0 $0 $0 $0 $4.000,000
The fund
currently has
a balance of
approximately
$4m.
OT
H
E
R
F
U
N
D
S
– CA
R
E
S
H
U
D
-CV
HUD and CARES
Act Eligible
Activities
CDBG-CV1
$2,064,298
CDBG-CV3
$999,551
ESG-CV1
$1,040,462
ESG-CV2
$2,946,449
HOPWA-CV1
$87,443
$0 $0 $7,138,203 $7,138,203
CARES HUD-
CV allocations
to respond to
and recovery
from COVID-
19.
158
Salt Lake City Consolidated Plan
2020-2024
EXPLAIN HOW FEDERAL FUNDS WILL LEVERAGE THOSE ADDITIONAL RESOURCES (PRIVATE,
STATE, AND LOCAL FUNDS), INCLUDING A DESCRIPTION OF HOW MATCHING
REQUIREMENTS WILL BE SATISFIED:
Match Requirements
HUD, like many other federal agencies, encourages the recipients of federal monies to demonstrate that
efforts are being made to strategically leverage additional funds in order to achieve greater results.
Leverage is also a way to increase project efficiencies and benefit from economies of scale that often
come with combining sources of funding for similar or expanded scopes.
• HOME Investment Partnership Program – 25% Match Requirement Salt Lake City will ensure that
HOME match requirements are met by utilizing the leveraging capacity of its subrecipients.
Funding sources used to meet the HOME match requirements include federal, state, and local
grants; private contributions; private foundations; United Way; local financial institutions; City
General Fund; and unrestricted donations.
• Emergency Solutions Grant – 100% Match Requirement Salt Lake City will ensure that ESG match
requirements are met by utilizing the leveraging capacity of its subgrantees. Funding sources
used to meet the ESG match requirements include federal, state, and local grants; private
contributions; private foundations; United Way; Continuum of Care funding; City General Fund;
in-kind match and unrestricted donations.
Fund Leveraging
Leverage, in the context of the City’s four HUD programs, means bringing other local, state, and federal
financial resources in order to maximize the reach and impact of the City’s HUD Programs. Resources for
leverage include the following:
• Housing Choice Section 8 Vouchers
The Housing Authority of Salt Lake City and Housing Connect currently administer Housing
Choice (Section 8) vouchers. The City projects the local housing authorities will receive
approximately $173.6 million in funding during the plan period to support public housing units.
• Low-Income Housing Tax Credit (LIHTC)
Created by the Tax Reform Act of 1986, the LIHTC program gives State and local LIHTC-allocating
agencies the equivalent of nearly $8 billion in annual budget authority to issue tax credits for the
acquisition, rehabilitation, or new construction of rental housing targeted to lower -income
households. Federal 4% and 9% tax credits are a major funding source of capital for the
construction and rehabilitation of affordable rental homes. In 2019, the Agency allocated
$10,900,317 in Federal and State Housing Credits.53 At the current funding level, approximately
$55 million will be available for low-income homebuyer programs to developers to build or
renovate affordable apartment housing products over the course of this Plan.
• New Market Tax Credits
New Market Tax Credits are an additional tool utilized to attract private capital investment in
areas in need of job growth and economic development.
• RDA Development Funding
53 https://www.novoco.com/sites/default/files/atoms/files/utah_2019_lihtc_awards_2019.pdf
159
Salt Lake City Consolidated Plan
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The RDA has 12 project areas, nine of which are currently collecting tax increment. Tax increment
funds are required to be reinvested back into the same “project area” from which funds are
generated and to contribute to the overall health and vitality of the City. The purpose of an RDA is
to reverse the negative effects of blight, while increasing the tax base from which the taxing
entities draw their funds. The RDA generated $33,833,404 in tax increment receipts in 2018. The
RDA generally uses a 2% annual growth rate for existing project areas. State legislation governing
RDAs require that 20% of tax increment receipts is set aside for the creation or preservation of
affordable housing. A portion of those funds can be used in the CDBG Target Area. In addition, in
2019 the following two additional project areas will commence generating tax increment for the
RDA:
o Stadler Rail CRA: $180,750
o Northwest Quadrant: $18,873
• Salt Lake City Housing Trust Fund (HTF)
Salt Lake City’s Housing Trust Fund strives to address the health, safety, and welfare of the City’s
citizens by providing assistance for affordable and special needs housing within the City. The
Trust Fund has a 2019 budget of $7,400,023.
• Salt Lake City Economic Development Loan Fund (EDLF)
The City administers the Economic Development Loan Fund which makes loans to small
businesses located in the City for the purpose of stimulating economic development and
commercial and industrial diversity by enhancing business opportunities, providing employment
and promoting neighborhood revitalization. This fund currently has a cash balance of
approximately $4.0m and loans outstanding of $5.6m.
• Salt Lake City General Fund
The City uses excess general funds for homeless services when such funds are available, and
opportunities present themselves. The City has allocated $2.5M of resources for homeless
services in fiscal year 2020.
• Olene Walker Housing Loan Fund
Utah State’s Olene Walker Housing Loan Fund is one of the largest affordable housing loan
funding tools for affordable housing developers working in Salt Lake City. The loan fund had
about $14 million available in fiscal year 2020.
• Industrial & Commercial Bank Funding
Although it is not possible to estimate how much Community Reinvestment Act funding will be
made available locally, there are a large number of industrial and commercial banks that reside in
Salt Lake City and that have requirements to invest in low-income areas.
• Continuum of Care Funding
The Salt Lake Valley Coalition to End Homelessness (Continuum of Care) provides approximately
$7.8 million of annual funding for local homeless housing and service programs.
• Foundations & Other Philanthropic Partners
Charitable establishments and philanthropic partners make up a critical part of the funding
stream used in the State of Utah. It is estimated that during the Consolidated Plan period, over
160
Salt Lake City Consolidated Plan
2020-2024
$100m will be used to support low- and moderate-income residents, with a considerable amount
of the funding being used in Salt Lake City.
IF APPROPRIATE, DESCRIBE PUBLICLY-OWNED LAND OR PROPERTY LOCATED WITHIN THE
JURISDICTION THAT MAY BE USED TO ADDRESS THE NEEDS IDENTIFIED IN THE PLAN:
Salt Lake City intends to expand affordable housing and economic development opportunities through
the redevelopment of City-owned land, strategic land acquisitions, parcel assembly, and disposition. As
per City ordinance, Housing and Neighborhood Development Division will work collaboratively with other
City divisions that oversee or control parcels that are owned by the City to evaluate the appropriateness
for affordable housing opportunities.
DISCUSSION:
Salt Lake City will continue to seek other federal, state, and private funds to leverage entitlement grant
funding. The City has already shown its commitment to leveraging funding through the selection of the
target area which matches the current RDA areas. In addition, the City will support the proposed
community development initiatives outlined in this Plan through strategic initiatives, policies, and
programs.
SP-40: INSTITUTIONAL DELIVERY STRUCTURE 91-215(k)
Explain the institutional structure through which the jurisdiction will carry out its Consolidated Plan
including private industry, non-profit organizations, and public institutions.
TABLE SP-40.1
INSTITUTIONAL DELIVERY ORGANIZATIONS
Responsible Entity Responsible Entity
Type
Role Geographic Area
Served
Advantage Services, Inc. Non-profit organization
Non-homeless special
needs, Homeless
services
Region
Alliance House Non-profit organization Affordable housing:
rental Region
Asian Association of
Utah Non-profit organization Non-homeless special
needs Region
ASSIST, Inc. Non-profit organization Affordable housing:
ownership Region
Big Brothers Big Sisters
of Utah Non-profit organization Non-homeless special
needs Region
Boys and Girls Club of
Salt Lake Non-profit organization Non-homeless special
needs Region
Catholic Community
Services Non-profit organization Homelessness, non-
homeless special needs Region
Community
Development Corp of
Utah
Non-profit organization Affordable housing:
ownership State
Community Health
Centers Non-profit organization Homelessness, non-
homeless special needs Region
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Salt Lake City Consolidated Plan
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Responsible Entity Responsible Entity
Type
Role Geographic Area
Served
Crossroads Urban
Center Non-profit organization Homelessness, non-
homeless special needs Region
Disability Law Center Non-profit organization Non-homeless special
needs Region
English Skills Learning
Center Non-profit organization Non-homeless special
needs Region
Family Promise of Salt
Lake Non-profit organization Homelessness Region
Family Support Center Non-profit organization Homelessness, non-
homeless special needs Region
First Step House Non-profit organization Homelessness, non-
homeless special needs Region
Guadalupe School Non-profit organization Non-homeless special
needs Region
Helping Hands
Association dba The
Haven
Non-profit organization Homelessness, non-
homeless special needs Region
House of Hope Non-profit organization Homelessness, non-
homeless special needs Region
Housing Authority of Salt
Lake City PHA
Public housing,
affordable housing:
rental
Jurisdiction
Housing Authority of the
County of Salt Lake PHA
Public housing,
affordable housing:
rental
Region
Utah Law Related
Education Project Non-profit organization Non-homeless special
needs State
Legal Aid Society of Salt
Lake Non-profit organization Non-homeless special
needs
Region
Literacy Action Center Non-profit organization Non-homeless special
needs
Region
Neighborhood House Non-profit organization Non-homeless special
needs Jurisdiction
NeighborWorks Salt Lake CHDO
Affordable housing:
ownership, economic
development
Region
Odyssey House Non-profit organization Homelessness, non-
homeless special needs Region
People Helping People Non-profit organization Non-homeless special
needs Region
Rape Recovery Center Non-profit organization Non-homeless special
needs Region
Road Home Non-profit organization Homelessness Region
Salt Lake City
Department of
Community and
Economic Development
Departments and
agencies
Affordable housing,
neighborhood
improvements
Jurisdiction
162
Salt Lake City Consolidated Plan
2020-2024
Responsible Entity Responsible Entity
Type
Role Geographic Area
Served
Salt Lake City
Department of Public
Services
Departments and
agencies
Neighborhood
improvements Jurisdiction
Salt Lake City Division of
Planning
Departments and
agencies
Neighborhood
improvements Jurisdiction
Salt Lake City Division of
Economic Development
Departments and
agencies
Neighborhood
improvements Jurisdiction
Salt Lake City Division of
Engineering
Departments and
agencies
Neighborhood
improvements Jurisdiction
Salt Lake City Housing
and Neighborhood
Development Division
Departments and
agencies
Affordable housing,
neighborhood
improvements
Jurisdiction
Salt Lake City Division of
Parks and Public Lands
Departments and
agencies
Neighborhood
improvements Jurisdiction
Salt Lake City Division of
Streets
Departments and
agencies
Neighborhood
improvements Jurisdiction
Salt Lake City Division of
Transportation
Departments and
agencies
Neighborhood
improvements Jurisdiction
Salt Lake City Housing
Trust Fund Government Affordable housing:
homeownership, rental Jurisdiction
Salt Lake City RDA Redevelopment
authority
Affordable housing,
neighborhood
improvements
Jurisdiction
Salt Lake City School
District Other Non-homeless special
needs Jurisdiction
Salt Lake Community
Action Program Non-profit organization Homelessness, non-
homeless special needs Region
Salt Lake and Tooele
Continuum of Care Continuum of Care Homelessness Region
Salt Lake Donated Dental
Services Non-profit organization Homelessness, non-
homeless special needs Region
Sarah Draft Home Non-profit organization Affordable housing;
home ownership Region
Sorenson Unity Center Government Non-homeless special
needs Jurisdiction
Utah AIDS Foundation Non-profit organization Non-homeless special
needs Region
Utah Food Bank Non-profit organization Homelessness, non-
homeless special needs State
Utah Health and Human
Rights Non-profit organization Non-homeless special
needs State
Utah Homeless
Management
Information System
Government Homelessness, non-
homeless special needs State
Utah Housing
Corporation Other Affordable housing
homeownership, rental State
Utah Non-Profit Housing
Corporation Non-profit organization Affordable housing:
rental Region
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Salt Lake City Consolidated Plan
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Responsible Entity Responsible Entity
Type
Role Geographic Area
Served
Utahns Against Hunger Non-profit organization Homelessness, non-
homeless special needs Region
Valley Behavioral Health Non-profit organization Non-homeless special
needs State
Volunteers of America
(VOA) Non-profit organization Homelessness, non-
homeless special needs Region
Wasatch Community
Gardens Non-profit organization Neighborhood
improvements Region
Wasatch Homeless
Healthcare – 4th Street
Clinic
Non-profit organization Homelessness, non-
homeless special needs Region
Welcome Home Salt
Lake City Government Home ownership City
YMCA Non-profit organization Non-homeless special
needs Region
YMCA Non-profit organization Homelessness, non-
homeless special needs Region
ASSESS STRENGTHS AND GAPS IN THE INSTITUTIONAL DELIVERY SYSTEM
Community needs are efficiently and effectively addressed through the knowledge, commitment, and
resources of a broad range of partners. By working closely with governmental partners and private
organizations, Salt Lake City is able to carry out an institutional delivery structure that emphasizes
collaboration and resource leveraging.
Public services for Salt Lake City’s homeless and extremely low-income population are delivered through
a network of integrated public-private partnerships. Coordination meetings are regularly held to manage
service delivery for individuals and families that have multiple and complex problems that require
comprehensive services form more than one organization. Coordination meetings are also utilized to
streamline services and prevent the duplication of efforts.
A significant institutional delivery barrier is that financial resources limit the amount of services provided
in the community. Many service providers have long wait lists. Salt Lake City is working with community
partners to prioritize and restructure services to utilize funding resources more effectively.
TABLE SP-40.2
AVAILABILITY OF SERVICES TARGETED TO HOMELESS PERSONS AND PERSONS WITH HIV
Homelessness Prevention
Services
Available in
the
Community
Targeted
to
Homeless
Targeted to
People with
HIV
Homelessness
Prevention
Services
Counseling/Advocacy X X X
Legal Assistance X
Mortgage Assistance X X
Rental Assistance X X X
Utilities Assistance X X
Street Outreach
Services
Law Enforcement X X X
Mobile Clinics X X
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Homelessness Prevention
Services
Available in
the
Community
Targeted
to
Homeless
Targeted to
People with
HIV
Other Street Outreach Services X X X
Supportive
Services
Alcohol & Drug Abuse X X
Child Care X X
Education X X
Employment/Employment Training X X
Healthcare X X X
HIV/AIDS X X X
Life Skills X X X
Mental Health Counseling X X X
Transportation X
DESCRIBE THE EXTENT TO WHICH SERVICES TARGETED TO HOMELESS PERSONS AND
PERSONS WITH HIV AND MAINSTREAM SERVICES, SUCH AS HEALTH, MENTAL HEALTH AND
EMPLOYMENT SERVICES ARE MADE AVAILABLE TO AND USED BY HOMELESS PERSONS
(PARTICULARLY CHRONICALLY HOMELESS INDIVIDUALS AND FAMILIES, FAMILIES WITH
CHILDREN, VETERANS AND THEIR FAMILIES, AND UNACCOMPANIED YOUTH) AND
PERSONS WITH HIV WITHIN THE JURISDICTION.
Fourth Street Clinic, dba Wasatch Homeless Healthcare, is an AAAHC Patient Centered Medical Home that
provides coordinated medical, mental health, substance abuse, case management, dental, and pharmacy
services. It provides the primary medical services to the homeless community. Other organizations such
as Donated Dental provide complimentary services.
In 1985, the Utah Department of Health reported a total of 17 persons living with AIDS in Utah. At that
time, the state and most citizens were unprepared to address the HIV/AIDS issue. The need for public
information and for assistance for persons living with HIV/AIDS forced a community -based response,
which ultimately became the Utah AIDS Foundation (UAF). Today, a two-fold approach of direct client
services and targeted prevention education still comprises the basis for all UAF programming. UAF works
with Clinic 1A to ensure that those diagnosed with HIV/AIDS are connected to medical case management,
housing case management, employment opportunities, and other services.
Valley Behavioral Health, formerly known as Valley Mental Health, provides services to all residents in Salt
Lake County (including those who are experiencing homelessness) that experience serious mental
illnesses, substance use disorders and behavioral problems. Valley Behavioral Health operates Safe
Haven and Salt Lake Valley Storefront. Located at 550 W 700 S Salt Lake City, Safe Haven is a permanent
supportive housing program for those that meet Valley Behavioral Health’s client criteria. Salt Lake Valley
Storefront is a day center at Safe Haven and is solely for those experiencing serious mental illnesses.
The State of Utah’s Department of Workforce Services has an employment center co-located at the
Weigand Day Center. This offers those using services on Rio Grande or meals at St. Vincent DePaul’s
Dining Hall, a chance to connect with employment without traveling.
Founded in 1958, First Step House is a co-occurring capable, behavioral health treatment and housing
provider. First Step is a Joint Commission-accredited organization and is a consistent leader in the Salt
Lake metro area delivering evidence-based interventions and achieving positive outcomes for individuals,
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Veterans, and families experiencing substance use disorders, homelessness, mental health conditions,
justice system involvement, and primary health concerns. First Step operates two residential treatment
facilities, two outpatient treatment centers, and six transitional housing facilities in Salt Lake County. The
scope of services includes substance use disorder, criminogenic, and mental health assessment and
referral, residential and outpatient treatment, recovery residence services, transitional housing, case
management, employment support, primary health care, peer support services, and long-term recovery
management.
Odyssey House of Utah focuses on addiction recovery services through both in-patient and out-patient
programs. Programs are available for both adults and teens.
Other programs serving our community include Volunteers of America Cornerstone, which provides
substance use treatment for low-income and homeless individuals. In addition, Volunteers of America has
two detox programs including Adult Detox and Center for Women and Children. Both serve low-income,
homeless individuals or families.
DESCRIBE THE STRENGTHS AND GAPS OF THE SERVICE DELIVERY SYSTEM FOR SPECIAL
NEEDS POPULATION AND PERSONS EXPERIENCING HOMELESSNESS, INCLUDING, BUT NOT
LIMITED TO, THE SERVICES LISTED ABOVE.
Homeless services organizations within the Salt Lake and Tooele Counties Continuum of Care work
diligently to coordinate services and place people in housing. Local organizations participate in HMIS,
managed by the State of Utah. Through HMIS, service providers are able to view other services their
clients access and coordinate on a client-by-client basis. The local CoC also uses the VI-SPDAT
(Vulnerability Index – Service Prioritization Decision Assistance Tool) form in the annual Point-in-Time
count. By using the VI-SPDAT at first contact, the clients can be connected to services quicker and receive
help sooner. However, there are always improvements that can be made in coordinating activities.
Meetings with stakeholders revealed concerns that case management loads were too large and that
reductions were necessary for better coordination and provision of services. So, while coordination
occurs, there is often a high level of demand for services in comparison to the availability of needed
treatment and services.
PROVIDE A SUMMARY OF THE STRATEGY FOR OVERCOMING GAPS IN THE INSTITUTIONAL
STRUCTURE AND SERVICE DELIVERY SYSTEM FOR CARRYING OUT A STRATEGY TO ADDRESS
PRIORITY NEEDS.
The Salt Lake and Tooele Counties Continuum of Care continues to implement coordinated access based
on the VI-SPADT form. Salt Lake County is leading efforts to coordinate services for the homeless with the
end goal of providing homeless services as seamlessly as possible.
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SP-45: GOALS
In consideration of priority needs and anticipated resources, Salt Lake City has defined the following five-
year goals:
TABLE SP-45.1
GOALS, PRIORITY NEEDS AND OUTCOME INDICATORS
Sort Order Goal Start
Year
End
Year Category Geograp
hic Area
Priority
Needs
Addressed
Funding
Goal
Outcome
Indicator
1 - Housing Expand
housing
options
2020 2024 Affordable
Housing
Citywide Affordable
Housing CDBG $
6,000,000
ESG $343,750
HOME
$2,500,000
HOPWA
$1,940,000
5075
Households
assisted
2 –
Transportation
Improve access
to
transportation
2020 2024 Transportation Target
Areas/Cit
y Wide
Transportatio
n CDBG $4,000,000
100,300
Households
assisted
3 – Community
Resiliency
Increase
economic
and/or housing
stability
2020 2024 Economic
Development/P
ublic Services
Target
Areas/Cit
y Wide
Community
Resiliency
CDBG $1,250,000 325
Individuals
or
businesses
assisted
4 – Homeless
Services
Ensure that
homelessness
is brief, rare,
and non-
recurring
2020 2024 Public
Services/Homel
ess Services
Citywide Homeless
Services CDBG $1,000,000
ESG $825,000
2050
Persons
assisted
5 – Behavioral
Health
Support
vulnerable
populations
experiencing
substance
abuse and
mental health
challenges
2020 2024 Public
Services/Behavi
oral Health
Citywide Behavioral
Health
CDBG $500,000 400
households
assisted
6 –
Administration
Administration 2020 2024 Administration Citywide Administratio
n CDBG $3,200,000
ESG $103,125
HOME
HOPWA $60,000
N/A
TABLE SP-45.2
GOAL DESCRIPTIONS
Goal Name Goal Description
1 Housing To provide expanded housing options for all economic and demographic
segments of Salt Lake City’s population while diversifying the housing stock
within neighborhoods.
• Support housing programs that address the needs of aging
housing stock through targeted rehabilitation efforts and
diversifying the housing stock within the neighborhoods
• Support affordable housing development that increases the
number and types of units available for qualified residents
• Support programs that provide access to home ownership
• Support rent assistance programs to emphasize stable housing as
a primary strategy to prevent and/or end homelessness
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Goal Name Goal Description
• Support programs that provide connection to permanent housing
upon exiting behavioral health programs
• Provide housing and essential supportive services to persons with
HIV/AIDS
2 Transportation To promote accessibility and affordability of multimodal transportation
options.
• Within eligible target areas, improve bus stop amenities as a way
to encourage the accessibility of public transit and enhance the
experience of public transit
• Within eligible target areas, expand and support the installation of
bike racks, stations, and amenities as a way to encourage use of
alternative modes of transportation
• Support access to transportation, prioritizing very low-income and
vulnerable populations
3 Community Resiliency Provide tools to increase economic and/or housing stability
• Support job training and vocational rehabilitation programs that
increase economic mobility
• Improve visual and physical appearance of deteriorating
commercial buildings - limited to CDBG Target Area
• Provide economic development support for microenterprise
businesses
• Direct financial assistance to for-profit businesses
• Expand access to early childhood education to set the stage for
academic achievement, social development, and change the cycle
of poverty
• Promote digital inclusion through access to digital communication
technologies and the internet
• Provide support for programs that reduce food insecurity for
vulnerable population
4 Homeless Services To expand access to supportive programs that help ensure that
homelessness is rare, brief, and non-recurring
• Expand support for medical and dental care options for those
experiencing homelessness
• Provide support for homeless services including Homeless
Resource Center Operations and Emergency Overflow Operations
• Provide support for programs undertaking outreach services to
address the needs of those living an unsheltered life
• Expand case management support as a way to connect those
experiencing homelessness with permanent housing and
supportive services
5 Behavioral Health To provide support for low-income and vulnerable populations
experiencing behavioral health concerns such as substance abuse
disorders and mental health challenges.
• Expand treatment options, counseling support, and case
management for those experiencing behavioral health crisis
6 Administration To support the administration, coordination and management of Salt Lake
City’s CDBG, ESG, HOME, and HOPWA programs.
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ESTIMATE THE NUMBER OF EXTREMELY LOW-INCOME, LOW-INCOME, AND MODERATE-
INCOME FAMILIES TO WHOM THE JURISDICTION WILL PROVIDE AFFORDABLE HOUSING AS
DEFINED BY HOME 91.315(B)(2):
Over the course of the 2020-2024 Consolidated Plan, the City anticipates that CDBG, ESG, HOME and
HOPWA funds will provide affordable housing and housing subsidy assistance as follows:
• Housing Rehabilitation: 1,000 Households
• Direct Financial Assistance to Home Buyers: 100 Households
• Tenant-Based Rental Assistance/Rapid Re-housing: 2,800 Households
• Homeless Prevention: 500 Persons
SP-50: PUBLIC HOUSING ACCESSIBILITY AND INVOLVEMENT
91.215(c)
NEED TO INCREASE THE NUMBER OF ACCESSIBLE UNITS (IF REQUIRED BY A SECTION 504
VOLUNTARY COMPLIANCE AGREEMENT)
The local housing authorities are in compliance with the Section 504 Voluntary Compl iance agreement.
Activities to Increase Resident Involvement:
• Monthly tenant meetings
• Tenant association meetings with both City and County tenants
• Salt Lake County Aging Services has a center located on site at high rise
• HACSL has a Resident Advisory Board that has representatives from public housing (including the
high-rise), Section 8, and special needs programs. A member of the Resident Advisory Board is
appointed to the Housing Authority’s Board of Commissioners.
IS THE PUBLIC HOUSING AGENCY DESIGNATED AS TROUBLED UNDER 24 CFR PART 902?
No. The Housing Authority of the County of Salt Lake and the Housing Authority of Salt Lake City are both
designated as high performers.
SP-55: STRATEGIC PLAN BARRIERS TO AFFORDABLE
HOUSING 91.215(h)
As discussed in detail in section MA-40, the most critical public policy barriers (direct and indirect) to the
production and preservation of affordable housing include the following:
Economic Conditions
• Housing costs have risen more quickly than incomes over the past 10 years
• Transportation costs are significantly higher in some neighborhoods than others due to a
disparity in the availability of transit and distance from employment centers
Land Regulations and Permitting Process
• Salt Lake City’s Zoning Ordinance (similar to other cities) contains regulations that establish
standards for residential development including minimum lot size, density, unit size, height,
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setback, and parking standards. Some of these regulations can inhibit the ability for affordable
housing development feasibility (i.e., profitability), including the following:
o Density limitations
o Lack of multifamily zoning
o Stringent parking requirements (reducing cost feasibility)
• The process to waive/reduce impact fees for affordable housing is reportedly difficult to navigate
for some developers
• Permitting and environmental review processes are often time consuming and reduce possible
profits for developers, thereby discouraging development and/or encouragin g development of
higher-margin product (i.e., market-rate units)
Land Costs
• High land costs in certain areas do not allow for adequate profit in the development of lower -
income housing product, particularly in desirable neighborhoods that have experienced growth
and new construction over the past decade. Most affordable land is located on the west side of
Salt Lake City, furthering the concentration of affordable housing in select areas, and inhibiting
the dispersal of housing options throughout the city
• Land costs restrict the ability to place affordable housing in closer proximity to necessary
services, particularly near transit options and employment centers. Consequently, new housing
often is constructed in areas that result in high percentages of income being spent towards
transportation. Ultimately, these developments further increase traffic issues
Construction Costs
• Construction costs, particularly labor costs, have experienced notable fluctuations in the recent
past. This has caused upward pressure on rents, and limited what type of product developers are
able to provide. Consequently, the profit margin in providing affordable housing is typically
limited, or altogether non-existent without the presence of incentives and tax credits
• Rehabilitation of existing product has increased in cost due to overall labor shortages.
Furthermore, the gained value of improvements is often not more than the costs of construction,
resulting in limited or no profit for undertaking such renovation. This limits the des ire to
undertake such endeavors unless incentives can be provided
Development and Rehabilitation Financing
• Affordable housing projects with complex layered finance structures can experience increased
land holding costs because of additional due diligence and longer timelines. This is partially
alleviated with City incentive programs that reduce some financing pressures
• There is strong competition for local funding tools, such as the State of Utah’s Olene Walker
Housing Loan Fund
Neighborhood Market Conditions
• Negative public perception and community opposition (“NIMBYism”) can limit affordable housing
development when a zoning approval process is required
• Some neighborhoods that have access to transit options do not have the appeal for large -scale
housing developments, due primarily to low-quality surrounding improvements, higher crime
rates, and limited employment diversity
The City’s recently completed Growing Salt Lake City: A Five-Year Housing Plan 2018-2022 provides the
following goals to remove barriers to affordable housing:
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Goal 1: Reform City practices to promote a responsive, affordable, high-opportunity housing market
• Includes reforming City practices, such as land use and zoning regulations, as well as
impediments in City processes
Goal 2: Increase housing opportunities for cost-burdened households
• Prioritizes stabilizing very low-income renters, the development of more affordable units and
increased home ownership opportunities
Goal 3: Build a more equitable city
• Eliminate incidences of housing discrimination and promote a diversity of housing throughout all
areas of the City
Other strategies employed by the City include the following:
Homeless Strategies
Coordinating with local service providers, municipalities, State of Utah, Continuum of Care, and others
through the Salt Lake Valley Coalition to End Homelessness in an effort to create a system by which
resources, services, data collection, and analysis results in coordination among all stakeholders.
Growing SLC: A Five-Year Plan
The City has formally adopted a new housing plan that will begin to address many of the barriers listed
above and catalyze partners in the city and region to focus on the current housing crisis. Th e plan
provides an assessment of citywide housing needs, with emphasis on the availability and affordability of
housing, housing needs for changing demographics, and neighborhood-specific needs. The updated plan
will serve as a five-year policy guide to address housing needs across the economic and demographic
spectrum of Salt Lake City’s current and future residents.
Affordable Housing Initiative
The City is committed to providing a comprehensive housing initiative to address Salt Lake City’s lack of
housing options affordable to low-wage workers and moderate-income families, persons with disabilities
and those on fixed incomes. By utilizing the Salt Lake City Housing Trust Fund and other community
resources, the City will support the preservation, development, and rental assistance of housing units
over the time period of the Consolidated Plan. The initiative will target these forms of assistance to
extremely low-income renter households as well as expanding homeownership and housing
opportunities for low- to middle-income families and individuals.
Community Land Trust
Salt Lake City has launched a Community Land Trust (CLT) that will allow donated and trusted land to
maintain perpetual affordability while ensuring the structure on the land, the home, is p urchased, owned,
and sold over time to income-qualifying households, just as any other home would be. This provision is
intended to ensure a fair return on investment for the homeowner if a sale occurs during the period of
affordability. By holding the land itself in the trust, the land effectively receives a write down each time
the home is sold, insulating the property for growing land costs but still allowing equity to be built by the
homeowner.
Blue Ribbon Commission
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Salt Lake City Consolidated Plan
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This commission was tasked with identifying how the City can fund and produce 1,000 units of affordable
housing throughout Salt Lake City. This commission has since been sun -setted, but the efforts of creating
affordable housing through the mechanisms identified continue to move forward.
Welcome Home Salt Lake City
Salt Lake City initiated a new homeownership program, Welcome Home SLC, which is aimed at increasing
housing options for low- and moderate-income households. It will help stabilize communities, provide
incentive for neighborhood investments, and allow families to build wealth.
Leverage Public Land
Promote affordable housing development by leveraging public resources with private investments.
Potential tools include the following:
• Development of affordable housing on publicly-owned land
• Utilize proceeds form development of publicly-owned land to fund affordable housing
• Create a policy for prioritizing affordable housing uses when disposing of public land.
Impact Fee Exemption
The City’s recently completed Growing SLC: A Five-Year Housing Plan, 2018-2022 recommends that impact
fees could be reduced by a decision-making body that reviews project transactions and that could only be
accessed by developers who commit to a percentage of units at a specific level of affordability.
Funding Our Future
In 2018, the City Council approved a 0.5% sales tax increase to address several important issues within
the City including transportation, housing, infrastructure, and public safety. This is estimated to provide
an estimated $5 million additional sales tax revenues to support housing needs each year. Revenues may
be shared between development efforts and supporting affordable housing program efforts.
Redevelopment Agency
Salt Lake City’s Redevelopment Agency committed $17 million to address affordable housing efforts, with
a third of that targeted to areas where the City has experienced high land costs.
SLC Housing Trust Fund
The Salt Lake City Housing Trust Fund was created in 2000 to provide financial assistance to support the
development and preservation of affordable and special needs housing in Salt Lake City. Eligible activities
include acquisition, new construction, and rehabilitation of both multifamily rental properties and single -
family homeownership. Additional assistance relating to housing for eligible households also may include
project or tenant-based rental assistance, down payment assistance and technical assistance.
Applications for funding can be accepted year-round and are approved through a citizen’s advisory board,
the Mayor and the City Council.
Funding Targeting
The Housing and Neighborhood Development Division continually evaluates ways to coordinate and
target affordable housing subsidies more effectively, including:
• Coordinate local funding sources – Olene Walker, SLC Housing Trust Fund, County partnerships
• Target soft money to housing units affordable to households with lower AMIs
• Target soft money with low or no interest loans.
Policies
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Salt Lake City Consolidated Plan
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Salt Lake City will work to remove or ameliorate public policies that serve as barriers to affordable
housing through the following efforts:
• Affordable Housing Development Incentives: Zoning and fee waiver incentives will be
implemented and/or strengthened, including the following:
• Refine the Impact Fee Exemption Ordinance to improve user friendliness and refine the range of
application.
• Evaluate the accessory dwelling unit ordinance for a broader range of application.
• Evaluate the transit station area zoning district regulations for a broader range of affordability
requirements and potentially expand the use of that zone.
• Evaluate the feasibility of density bonuses and other development incentives for affordable
housing development and preservation, specifically in Historic Landmark Districts where it is
particularly difficult to add housing.
• Review the City’s Fee Schedule to eliminate added fees for developers of affordable housing.
• Review the City’s Housing Loss Mitigation ordinance to ensure tha t the city’s stock of inexpensive
housing isn’t rapidly being replaced by more expensive units.
• Leverage Public Resources for Affordable Housing Development: Public resources, including City-
owned land, will be leveraged with private resources for affordable housing development.
· Funding Targeting: The Housing and Neighborhood Development Division is evaluating ways to
coordinate and target affordable housing subsidies more effectively, to include the coordination
of local funding sources (Olene Walker Housing Loan Fund, Salt Lake City Housing Trust Fund, Salt
Lake County funding, etc).
• Utilize the Salt Lake City Housing Trust Fund: Funding is focused on acquisition, new construction,
and rehabilitation of both multifamily rental properties and single-family homeownership.
Additional assistance relating to housing for eligible households also may include project or
tenant based rental assistance, down payment assistance and technical assistance. The City has
been very successful in spending down the Trust’s funds over FY17-18 and is resulting in an
increased number of affordable units being built in the city. Applications for funding can be
accepted year-round and are approved through a citizen’s advisory board, the Mayor and the City
Council.
• Implement Fair Housing Action Items: Salt Lake City will work to remove and/or ameliorate
housing impediments for protected classes through action items as identified in the City’s 2015-
2019 Fair Housing Action Plan.
• Utilize Federal Funding to Expand Affordable Housing Opportunities: Utilize CDBG, ESG, HOME,
and HOPWA funding to expand housing opportunity through homeowner rehabilitation,
emergency home repair, acquisition/rehabilitation, direct financial assistance, tenant-based
rental assistance, project-based rental assistance, and rapid re-housing.
In addition to the Action Items listed above, the City aims to tackle some of the larger problems behind
the lack of affordable housing – mainly the lack of a living wage. One way the City is addressing this issue
is through strategic targeting of its CDBG funds to programs that provide job training for vulnerable
populations or to organizations that create economic development opportunities.
SP-60: HOMELESS STRATEGY 91.215(h)
REACHING OUT TO HOMELESS PERSONS (ESPECIALLY UNSHELTERED PERSONS) AND
ASSESSING THEIR INDIVIDUAL NEEDS.
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Salt Lake City’s primary homeless services goal is to help homeless individuals and families get off the
street and eventually into permanent housing. In the short term, Salt Lake City will continue to provide
collaborative services to the homeless population.
Salt Lake City recognizes that not every homeless individual is alike and because of that, there is no one
size fits all solution. There are groups of chronic homeless individuals, veterans, families, women with
children, youth, and homeless-by-choice in the greater community. Each of these groups has different
needs and each stage of homelessness must also be considered. The four stages of homelessness are
prevention (keeping people from dropping into homelessness with jobs and affordable housing),
homelessness (helping with daily needs – lockers, showers, etc.), transcending homelessness (finding
housing, employment), preventing recurrence (offering supportive services to housing). If the four stages
are not considered for each group, efforts will eventually be unsuccessfu l.
Personalized one-on-one outreach to homeless individuals providing information about the specific
services that individual needs (e.g., housing, mental health treatment, a hot meal) is the most effective
outreach approach. Salt Lake City works regularly with various community partners that provide outreach
and assessment of individuals experiencing homelessness including Catholic Community Services;
Volunteers of America, Utah; the Department of Veterans Affairs; The Road Home and others. In 201 6,
Salt Lake City opened the Community Connection Center (CCC) located in the primary homeless services
area of the City. The CCC operates as a drop-in center and employs social workers that assess individuals’
needs and help connect people with available housing and supportive services. The CCC has been
successful in filling the need for additional homeless outreach and case management services in the City.
The Salt Lake City Police Department (SLCPD) is also beginning a new pilot program. When available, while
responding on a call with a person experiencing homelessness, SLCPD will bring with them a social
worker to engage with the client and help assess their service needs and connect them to services.
ADDRESSING THE EMERGENCY SHELTER AND TRANSITIONAL HOUSING NEEDS OF
HOMELESS PERSONS.
Starting with the State of Utah’s Ten-Year Plan to End Chronic Homelessness, most efforts to deal with
homelessness in Utah rely on the Housing First model. Although the ten - year plan has sunset, the
programs and direction are still being implemented throughout the State. The premise of Housing First is
that once homeless individuals have housing, they are more likely to seek and continue receiving services
and can search for employment. The Housing First model has been effective in Salt Lake City, though
meeting the varied housing needs of this population can be challenging. The homeless housing market
needs more permanent supportive housing, housing vouchers, affordable non-supportive housing, and
housing located near transit and services. Salt Lake City is working towards new solutions in these areas
as outlined in the City’s newly-adopted housing plan, Growing SLC.
There is a continued need for day services to meet the basic needs of persons experiencing
homelessness. Needed daytime services include bathrooms, laundry, safe storage for their life’s
belongings, mail receipt, and an indoor area to “hang out.” Salt Lake City addresses these issues by
supporting shelters, day services, and providing a free storage program. Furthermore, Salt Lake City has
constructed two new homeless resource centers that will provide emergency shelter and housing -focused
supportive services. This shift in how homeless services are provided will help the community realize our
goal that homelessness is rare, brief, and non-recurring.
Moving forward, Salt Lake City will aim to assist homeless persons make the transition to permanent
housing, including shortening the period of time that individuals and families experience homelessness,
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Salt Lake City Consolidated Plan
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facilitating access for homeless individuals and families to affordable housing units, and preventing
individuals and families who were recently homeless from becoming homeless again.
The City plays an important role by providing strategic funding for the valuabl e efforts undertaken by
other stakeholders and, at times, filling in gaps in essential services. The City can also lend its voice and
political weight to lobby for changes in policy, regulation, and statutes as needed to facilitate a
comprehensive and effective approach to addressing homelessness and related issues.
Salt Lake City’s newly adopted housing plan, Growing SLC, includes efforts to provide affordable housing
options along the spectrum of housing including permanent supportive housing, transitio n in place,
tenant based rental assistance, and affordable non-supportive housing.
Shelter the Homeless, Collective Impact to End Homelessness Steering Committee, and the Salt Lake City
Continuum of Care voted in support of merging these two entities into a new homeless system structure
called the Salt Lake Valley Coalition to End Homelessness. This Coalition’s primary goals are to prevent
and end homelessness in the Salt Lake Valley through a system-wide commitment of resources, services,
data collection, analysis and coordination among all stakeholders. Salt Lake City staff play a key role in
assisting this effort as it moves forward.
HELPING HOMELESS PERSONS (ESPECIALLY CHRONICALLY HOMELESS INDIVIDUALS AND
FAMILIES, FAMILIES WITH CHILDREN, VETERANS AND THEIR FAMILIES, AND
UNACCOMPANIED YOUTH) MAKE THE TRANSITION TO PERMANENT HOUSING AND
INDEPENDENT LIVING, INCLUDING SHORTENING THE PERIOD OF TIME THAT INDIVIDUALS
AND FAMILIES EXPERIENCE HOMELESSNESS, FACILITATING ACCESS FOR HOMELESS
INDIVIDUALS AND FAMILIES TO AFFORDABLE HOUSING UNITS, AND PREVENTING
INDIVIDUALS AND FAMILIES WHO WERE RECENTLY HOMELESS FROM BECOMING
HOMELESS AGAIN.
Salt Lake City and its service partners work with homeless individuals to help them successfully transition
from living on the streets or shelters and into permanent housing or independent living.
The Salt Lake Valley Coalition to End Homelessness’s primary goals are to prevent and end homelessness
in Salt Lake Valley through a system-wide commitment of resources, services, data collection, analysis,
and coordination among all stakeholders. Salt Lake City staff play a key role in assisting this effort as it
moves forward.
The City’s recently completed Growing Salt Lake City: A Five-Year Housing Plan 2018-2022 provides the
following goals to remove barriers to affordable housing:
Goal 1: Reform City practices to promote a responsive, affordable, high-opportunity housing market
• Includes reforming City practices, such as land use and zoning regulations, as well as
impediments in City processes
Goal 2: Increase housing opportunities for cost-burdened households
• Prioritizes stabilizing very low-income renters, the development of more affordable units and
increased home ownership opportunities
Goal 3: Build a more equitable city
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Salt Lake City Consolidated Plan
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• Eliminate incidences of housing discrimination and promote a diversity of housing throughout all
areas of the City
Coupling along with Growing Salt Lake City, in 2018 City Council and the Mayor increased the sales tax by
.5% in an effort to create funding streams to address several critical needs within the City. Once such
need is affordable housing. Through this mechanism, it is anticipated that over $2m of funding will be
available each year to support low-income individuals and families access to affordable housing. Among
other housing needs, funds will be used to support access of permanent housing opportunities for those
that are exiting homelessness or at risk of becoming homeless.
HELPING LOW-INCOME INDIVIDUALS AND FAMILIES AVOID BECOMING HOMELESS,
ESPECIALLY EXTREMELY LOW-INCOME INDIVIDUALS AND FAMILIES AND THOSE WHO ARE:
BEING DISCHARGED FROM PUBLICLY FUNDED INSTITUTIONS AND SYSTEMS OF CARE (SUCH
AS HEALTH CARE FACILITIES, MENTAL HEALTH FACILITIES, FOSTER CARE AND OTHER
YOUTH FACILITIES, AND CORRECTIONS PROGRAMS AND INSTITUTIONS); OR, RECEIVING
ASSISTANCE FROM PUBLIC OR PRIVATE AGENCIES THAT ADDRESS HOUSING, HEALTH,
SOCIAL SERVICES, EMPLOYMENT, EDUCATION, OR YOUTH NEEDS
The City’s recently completed Growing Salt Lake City: A Five-Year Housing Plan 2018-2022 provides the
following goals to remove barriers to affordable housing:
Goal 1: Reform City practices to promote a responsive, affordable, high-opportunity housing market
• Includes reforming City practices, such as land use and zoning regulations, as well as
impediments in City processes
Goal 2: Increase housing opportunities for cost-burdened households
• Prioritizes stabilizing very low-income renters, the development of more affordable units and
increased home ownership opportunities
Goal 3: Build a more equitable city
• Eliminate incidences of housing discrimination and promote a diversity of housing throughout all
areas of the City
Coupling along with Growing Salt Lake City, in 2018 City Council and the Mayor increased the sales tax by
.5% in an effort to create funding streams to address several critical needs within the City. Once such
need is affordable housing. Through this mechanism, it is anticipated that over $2m of funding through
Funding Our Future will be available each year to support low-income individuals and families access
affordable housing. Among other needs, funds will be used to identify and support households that are at
risk of losing housing due to a variety of reason, including but not limited to ev iction for non-payment,
those that are precariously housed, those that are in fact at risk of becoming homeless, but do not meet
HUD’s definition of homeless, or that are in a judicial process in which mitigation and resolution is
possible.
Salt Lake City, along with other organizations in the Salt Lake Continuum of Care, work to prevent and
divert individuals and families from experiencing homelessness. Salt Lake City, Salt Lake County and the
State of Utah all provide funding to Utah Community Action for short-term rental assistance to families at
risk of falling into homelessness.
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Salt Lake City is reducing and ending homelessness in the community through strong collaborations with
partner organizations throughout the Salt Lake Continuum of Care. Salt Lake City works closely with Salt
Lake County, the State of Utah and service providers to stop families from dropping into homelessness,
reduce the length of time individuals and families experience homelessness, help individuals and families
successfully transition out of homelessness, and keep individuals and families from rescinding back into
homelessness.
The Salt Lake Valley Coalition to End Homelessness’s primary goals are to prevent and end homelessness
in Salt Lake Valley through a system-wide commitment of resources, services, data collection, analysis and
coordination among all stakeholders. Salt Lake City staff play a key role in assisting this effort as it moves
forward.
SP-65: LEAD-BASED PAINT HAZARDS 91.215(i)
Because a high percentage of the housing units in Salt Lake City were built before 1978, outreach and
education efforts about lead-based paint must continue. As such, the City has implemented a plan to
address lead issues in our residential rehabilitation projects. The City’s Housing Rehabilitation Program is
in compliance with HUD’s rules concerning identification and treatment of lead hazards. During the 2018-
2019 program year, Salt Lake City worked in conjunction with our partners on the state and county levels
to educate the public on the dangers posed by lead based paint, including the following:
• Undertake outreach efforts through direct mailings, the Salt Lake City website, various
fairs and public events, and the local community councils.
• Provide materials in Spanish to increase lead-based paint hazard awareness in minority
communities.
• Partner with Salt Lake County’s Lead Safe Salt Lake program to treat lead hazards in the
homes of children identified as having elevated blood levels.
• Emphasize lead hazards in our initial contacts with homeowners needing rehabilitation.
• Work with community partners to encourage local contractors to obtain worker
certifications for their employees and sub-contractors.
HOW ARE THE ACTIONS LISTED ABOVE RELATED TO THE EXTENT OF LEAD POISONING AND
HAZARDS?
Our efforts over the last five years have resulted in a significant increase in the number of children being
tested for elevated blood-lead levels. This has been made possible through improvements in testing
technology which has allowed the City to better detect and protect children and their family members
who might be living in a hazardous environment. The percentage of children testing positive has
continued to remain below 1% despite the action level for blood-lead levels has been reduced from 10
mcg/dl to 5 mcg/dl. Through our rehabilitation and outreach efforts, we hope to continue to maintain
these low testing levels and continue to protect our children from dangerous living conditions.
HOW ARE THE ACTIONS LISTED ABOVE INTEGRATED INTO HOUSING POLICIES AND
PROCEDURES?
The abatement of lead in Salt Lake City’s existing housing stock is an important component of addressing
fair housing impediments for low-income families with children. It is a policy of Salt Lake City’s Housing
Rehabilitation program, as well as other housing programs funded through the City’s federal entitlement
block grants, to employ safe work practices when working to identify and abate lead-based paint in
households.
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SP-70: ANTI-POVERTY STRATEGY 91.215(j)
JURISDICTION GOALS, PROGRAMS, AND POLICIES FOR REDUCING THE NUMBER OF
POVERTY-LEVEL FAMILIES
Similar to cities across the country, Salt Lake City is faced with growing income inequality and must
address poverty in our community. The limited incomes of many Salt Lake City residents have left them
with insufficient means to meet an adequate standard of living – especially in light of the massive increase
in housing, transportation, health care, and many other critical need costs. In a strategic effort to redu ce
the number of households living in poverty and prevent households from falling into poverty, Salt Lake
City is focusing on a multi-pronged approach:
1. Identify strategic opportunities to build capacity, prevent displacement, and expand resources
within the target area that align with other large-scale community investment.
2. Support the City’s most vulnerable populations, including the chronically homeless,
homeless individuals and families, those facing behavioral health concerns, persons living
with HIV/AIDS, disabled, and the low-income elderly.
The City’s anti-poverty strategy aims to close the gap in a number of socioeconomic indicators, such as
improving housing affordability, stabilizing households that may be at risk of losing their housing, deploy
anti-displacement strategies, increase employment skills of at-risk adults, access to transportation for
low-income households, and support behavioral health programs. Efforts will focus on the following
objectives:
• Assist low-income individuals to maximize their incomes.
• Expand housing opportunities.
• Ensure that vulnerable populations have access to supportive services.
• Evaluate the use of anti-displacement strategies and access to high opportunity areas.
• Increase access to public transit systems for vulnerable populations.
Federal entitlement funds allocated through this Consolidated Plan will support the City’s anti-poverty
strategy through the following:
• Provide job/vocational training for vulnerable populations.
• Provide essential supportive services for vulnerable populations.
• Provide housing rehabilitation for low-income homeowners.
• Expand affordable housing opportunities.
• Improve neighborhood/commercial infrastructure in target areas.
• Provide transportation amenities that support multi-modal transportation.
• Increase access to public transit systems for vulnerable populations.
HOW ARE THE JURISDICTION’S POVERTY REDUCING GOALS, PROGRAMS, AND POLICIES
COORDINATED WITH THIS AFFORDABLE HOUSING PLAN:
Anti-poverty efforts outlined in this plan will be leveraged with other City plans, programs, initiatives and
resources to undertake a comprehensive approach to reduce the occurrence of poverty within Salt Lake
City. City programs and initiatives that support anti-poverty efforts include, but are not limited to, the
following:
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Salt Lake City Consolidated Plan
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• Growing SLC: A Five-Year Housing Plan 2018-2022
• Affordable Housing Rehabilitation and Development
• Rental Assistance Programs
• Direct Financial Assistance Programs
• Economic Development Loan Fund
SP-80: MONITORING 91.230
DESCRIBE THE STANDARDS AND PROCEDURES THAT THE JURISDICTION WILL USE TO
MONITOR ACTIVITIES CARRIED OUT IN FURTHERANCE OF THE PLAN AND WILL USE TO
ENSURE LONG-TERM COMPLIANCE WITH REQUIREMENTS OF THE PROGRAMS INVOLVED,
INCLUDING MINORITY BUSINESS OUTREACH AND THE COMPREHENSIVE PLANNING
REQUIREMENTS.
To ensure compliance from the start of a project or program, the Housing and Neighborhood
Development (HAND) Division uses the application process to start the monitoring process of all agencies.
Each application must go through an extensive review process that includes a risk analysis of proposed
activities and ensures that each applicant meets a national objective and that the organizational goals are
aligned with the goals identified in the City’s Consolidated Plan.
Once the applications pass the initial review, each application is taken through an extensive public
process, with the final funding decisions being made by our City Council. At that time, contracts are drawn
up that identify governing regulations, scope of work, budgets and any other Federal requirements and
local requirements of the grant. Once fully executed contracts are in place, HAND’s Capital Planning staff
are responsible for monitoring the agencies through the life of the contract. The agencies are monitored
for compliance with the program regulations as well as the content found in the City contracts.
To ensure sub-grantees are aware of program requirements, each agency that was awarded funds
received an invitation to attend a mandatory grant training seminar. This seminar allows HAND staff to
reiterate Federal regulations, provide guidance on changes for the upcoming grant year, identify Federal
funding concerns, and review expectations of the agencies. The City r equires that at least one attendee
from each agency come to the training. Each person attending the training seminar receives a handbook
that contains important information including contacts, website links, timelines, and a list of documents
that are required to be submitted to the City annually. Agencies that were unable to attend do have the
ability to receive training documents if they contact the City.
The City operates all CDBG, ESG, HOME and HOPWA grants on a reimbursement basis. This ensures that
desk reviews, an important part of monitoring, can be completed before federal funds are utilized for any
program or project. A desk review was completed for every reimbursement request. This allowed HAND
staff to ensure that all requirements of the contract and federal regulations were actively being met prior
to disbursing any funds or drawing funds from HUD’s Integrated Disbursement and Information System
(IDIS). The IDIS system also helps to assist with program/project eligibility requirements, track spending
rates and report performance measurements.
During the program year, the HAND staff works together with sub-grantees to ensure Federal regulations
are followed. This ensures consistent communication between staff and agencies and reduces confusion.
Through the use of a Risk Analysis, coupled with reporting mechanisms, the Division Director and HAND
staff are able to determine which agencies would benefit from a technical training session, and which
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2020-2024
agencies need to have an on-site monitoring visit. The agencies that score highest typically have a
monitoring visit during the following program year. As per Federal regulations, select agencies from each
program (CDBG, ESG, HOME & HOPWA) are monitored on an annual basis.
Because it is a HAND policy that each reimbursement request receives a desk review prior to funds being
disbursed, it is a straightforward process to monitor compliance throughout the term of the contract. In
addition to desk reviews, tailored guidance is given throughout the year via telephone and email
conversations. Many of the agencies receiving funding were for programs that have received grant funds
over a long period of time and had no substantial changes to their programs. As such, the City focused its
efforts on new agencies needing technical assistance, and on working with veteran agencies and their
performance measurements to ensure better data quality for outcomes.
Agencies receiving Tenant Based Rental Assistance funding are highly encouraged to place clients in
multifamily units that meet the City Housing standards. It is the City’s requirement that all residential
rental units must have a current City business license. These units are regularly inspected as per City
Ordinance. However, it is also our understanding that some clients may not be housed in multifamily
units for one reason or another. In an effort to ensure safe, decent housing, a process exists whereby a
Landlord may self-certify that the unit meets City Housing Code. Outside of the City’s incorporated
boundaries, agencies must follow local housing ordinances. In these instances, a Housing Quality
Standard Inspection form must be in the client’s file. All inspections and housing standards must be met
prior to the clients moving into their units.
HAND staff provides year-round technical assistance via phone, email and when needed, in person. This
technical assistance provides the agencies with an opportunity to evaluate programs, policies and
practices in a low stress environment. Continued technical assistance ensures compliance with federal
regulations.
Technical assistance and monitoring visits reveal that, in general, our agencies have well documented
processes and are quick to contact the City when questions arise. If deficiencies are identified and
agencies will work quickly to adjust processes as necessary and move forward with stronger programs.
The City encourages citizens to become active in their communities, providing feedback to the City about
how their neighborhoods could be improved, how funding should be prioritized, and address safety
concerns.
SALT LAKE CITY
2021-2022 ANNUAL ACTION PLAN
MAYOR
ERIN MENDENHALL
CITY COUNCIL
DISTRICT 1: & VICE CHAIR, JAMES ROGERS
DISTRICT 2: DENNIS FARIS
DISTRICT 3: CHRIS WHARTON
DISTRICT 4: ANALIA VALDEMOROS
DISTRICT 5: DARIN MANO
DISTRICT 6: DAN DUGAN
DISTRICT 7: & CHAIR, AMY FOWLER
Prepared by
S A L T L A K E C I T Y
HOUSING and NEIGHBORHOOD DEVELOPMENT DIVISION
COMMUNITY and NEIGHBORHOODS DEPARTMENT
EXHIBIT 3.
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TABLE OF CONTENTS
2021-2022 ANNUAL ACTION PLAN
AP-05 EXECUTIVE SUMMARY ................................................................................................................... 4
PR-05 LEAD & RESPONISBLE AGENCIES .............................................................................................. 13
AP-10 CONSULTATION ............................................................................................................................. 14
AP-12 PARTICIPATION .............................................................................................................................. 24
AP-15 EXPECTED RESOURCES .............................................................................................................. 27
AP-20 ANNUAL GOAL & STRATEGIES .................................................................................................... 33
AP-35 PROJECTS (Summary) ................................................................................................................... 35
AP-38 PROJECTS (Table) .......................................................................................................................... 38
AP-50 GEOGRAPHICAL DISTRIBUTION .................................................................................................. 47
AP-55 AFFORDABLE HOUSING ............................................................................................................... 51
AP-60 PUBLIC HOUSING .......................................................................................................................... 52
AP-65 HOMELESS & OTHER SPECIAL NEEDS ACTIVITIES .................................................................. 54
AP-70 HOPWA GOALS .............................................................................................................................. 59
AP-75 ACTION PLAN BARRIERS TO AFFORDABLE HOUSING ............................................................. 59
AP-85 OTHER ACTIONS ............................................................................................................................ 62
AP-90 PROGRAM SPECIFIC REQUIREMENTS ....................................................................................... 68
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2021-2022 ANNUAL ACTION PLAN
The Annual Action Plan outlines the activities and funding priorities for the second year
of the 2020-2024 Consolidated Plan, covering July 1, 2021 – June 30, 2022.
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AP-05 EXECUTIVE SUMMARY
24 CFR 91.200(c), 91.200(b)
1. Introduction
Salt Lake City’s 2021-2022 Annual Action Plan is the product of a collaborative, strategic process that spans
community partners, service providers, non-profit/for-profit housing developers, housing authorities, internal
divisions/departments, and the input of our residents. The Housing and Neighborhood Development (HAND)
division of Salt Lake City has worked extensively to identify community development needs and establish goals
that align funding streams, community priorities and city initiatives. This plan highlights many of the efforts to
maximize and leverage the City’s block grant allocations with other resources to build healthy and sustainable
communities.
The 2021-2022 Annual Action Plan identifies how the City intends to leverage the Community Development
Block Grant (CDBG), Emergency Solutions Grant (ESG), HOME Investment Partnerships Program (HOME), and
Housing Opportunities for Persons with AIDS (HOPWA) funding. These four resources will provide for over $5.4
million in support for low- to moderate-income households or areas of the city.
As in other cities across the country, Salt Lake City has been grappling with the immediate and long-term
impacts of the Coronavirus pandemic on all aspects of life, from education, employment, housing, and basic
needs. The Coronavirus pandemic exacerbated existing hardships in Salt Lake City such as growing income
inequality, increasing poverty levels, and decreasing affordable housing. This Annual Action Plan works to
address concerns within each of these needs and others by continuing to develop and refine new and
collaborative strategies. The following highlights a few of the initiatives and efforts t hat the City is excited about
in the coming year:
• Salt Lake City underwent a robust community engagement process in the development of the 2020 -
2024 Consolidated Plan (Con Plan). These planning efforts provided the City with a clear vision of the
needs in the community and a framework for strategic and ta rgeted deployment of funding. The Con
Plan will serve as a roadmap as the City implements block grant funding over the next five years.
Although the City’s Con Plan process concluded just before the Coronavirus pandemic, the needs
identified in the Con Plan remain as existing needs in Salt Lake City. Supplemental HUD funding
through the Coronavirus Aid, Relief and Economic Securities (CARES) Act, and the American Rescue
Plan Act (ARPA) have and will provide funding to both further advance the goals of the Con Plan and
address Coronavirus-related needs in Salt Lake City.
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• Each activity identified in the 2021-2022 Annual Action Plan meets one of the five goals as outlined in
the Con Plan, summarized below. Additionally, the activities will serve as the catalyst to implement the
strategies tied to each of the five goals.
o Housing – Provide expanded housing options for all economic and demographic segments of
Salt Lake City’s population will diversifying the housing stock within neighborhoods.
o Transportation – Promote accessibility and affordability of multimodal transportation options.
o Build Community Resiliency – Build resiliency by providing tools to increase economic and/or
housing stability.
o Homeless Services – Expand access to supportive programs that help ensure that
homelessness is rare, brief, and non-recurring.
o Behavioral Health – Provide support for low-income and vulnerable populations experiencing
behavioral health concerns, such as substance abuse disorders and mental health challenges.
• Since taking office in January 2020 Mayor Erin Mendenhall has focused on breaking down equity
barriers within Salt Lake City and providing opportunities of upward mobility for residents regardless of
race, income, age, or ability. In an effort towards understanding the needs of underrepresented
residents, the City’s Community and Neighborhoods Department initiated The Future of Housing: A
Collective Vision for an Equitable Salt Lake City. This vision encapsulates a recognition of the inequities
that are prevalent in Salt Lake City and provides policy recommendations to break down the barriers
that divide the City. As a starting point for this vision the City has embarked on a Gentrification
Assessment and Displacement Mitigation Study to help identify and address systemic inequalities in
housing.
• Salt Lake City’s response to COVID-19 has been a citywide approach to address the various urgent
needs of the community due to the pandemic. Through a COVID-19 declaration of emergency the
Mayor directed all City departments to identify resources to support individuals, households, and small
businesses most affected by COVID-19. From the beginning of the pandemic, Salt Lake City has
coordinated with the State of Utah, Salt Lake County, and our community-based organizations to
collectively understand available resources and opportunities to collaborate with our COVID-19
responses. As the pandemic intensified HAND gathered non-profit service providers, community
representatives, and researchers to help understand the City’s current and future needs, and to help
guide emergency relief funds. In the summer of 2020, the Mayor aligned the City’s general fund
Funding Our Future housing program applications to target COVID-19 needs, additionally the City
Council approved additional emergency general funds towards housing stability rent and mortgage
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assistance programs. During the pandemic, City staff have also continually promoted through the City’s
social media and other electronic distribution sources, information related to COVID related assistance
and resources, such as the Federal Eviction Moratorium.
• The supplemental federal funding that the City received in the form of the CARES Act, greatly assisted
new activities to help the City prevent, prepare for, and respond to COVID-19. To utilize the CARES Act
CDBG-COVID, ESG-COVID, and HOPWA-COVID funds, Salt Lake City completed a Substantial
Amendment on the 2020-2024 Con Plan and conducted an accelerated competitive application
process. Awarded activity categories included: Community Stabilization, Public Service Agencies,
Housing Stability, Small Business Support, Homeless Prevention, Street Outreach, Rapid Rehousing,
and Emergency Shelter. Additionally, the City received Treasury Emergency Rental Assistance Program
funds and joined a collaboration with regional funders for a statewide application process to assist
renters and prevent duplications of services. In 2021, Salt Lake City will receive funding from the
American Rescue Plan Act including HOME funds prioritized for housing and shelter options for
homeless individuals, and a second round of Treasury Emergency Rental Assistance. Salt Lake City
greatly looks forward to utilizing these relief and assistance funds to further address the City ’s
economic recovery needs.
• Salt Lake City has been a constant leader in the Salt Lake Valley Coalition to End Homelessness
(Coalition) which is a coordinated coalition of stakeholders working collaboratively to end
homelessness in Salt Lake County. In the fall of 2019, the Coalition transitio ned to a Homeless
Resource Center (HRC) model. The HRC’s provide residents housing stability and case management
services to assist clients in overcoming barriers to self -sufficiency. The HRC’s provide a multitude of
services including diversion, housing navigation, job training, employment services, life skills, and
connection to community resources. The HRC’s will continue to be an important and critical service in
our community and will lift our most vulnerable residents out of homelessness.
• Resembling national trends, Salt Lake City is experiencing an increase in homeless encampments
throughout the city, which has been compounded by COVID-19 occupancy limitations at the
congregant-setting HRCs. The City has diligently worked with community partners to ensure that safety
and basic needs of the campers are met, as well as connecting campers to resources and assistance by
implementing Encampment Resource Fairs at the encampment before scheduled clean ups. To help
inform the public, and those seeking services, in 2021 the City launched a new online Homeless Service
Dashboard to track homeless services and data. This past winter the City also helped with the opening
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of two winter, non-congregant Emergency Shelters. Recently, the State of Utah reorganized its
homeless funding under a new Homeless Services Office directed by a new Homeless Services
Coordinator. Salt Lake City Mayor Erin Mendenhall created a new position in the Mayor’s Office, a
Director of Homelessness Policy and Outreach, to help coordinate homeless services throughout the
City and the region, and the Mayor launched a Tiny Home Village campaign to house homeless
individuals by the winter of 2021.
• Salt Lake City supports the Housing First model, that housing is a right not a privilege. This view shapes
housing policy and program implementation. Salt Lake City is working closely with community partners
to provide opportunities for permanent supportive housing. This model provides the City’s vulner able
residents with critical services to find stability, self-sufficiency, and upward mobility.
• Small community businesses serve as the life blood of Salt Lake City. They not only provide
opportunities for employment but also build the fabric of diversity within the City. Salt Lake City will
continue to support our small, locally owned businesses by providing economic development loan
funding through City resources. The COVID-19 crisis has impacted small, local businesses at a
devastating level. The City is committed to ensuring that small, local businesses can open safely, and
recover from this economic crisis.
While this is just a sampling of many of the exciting efforts the City is undertaking to address the needs in our
community, it is fair to say that while federal funding plays an important role in our ability to leverage and
maximize long-term impact, it is – and will continue to be a struggle as funding continues to be constantly
challenged. As a city we look to other communities’ best practices and innovative approaches to find the most
effective methods of deploying these limited resources.
In an effort to engage and leverage best practices across the nation, HAND participates in training
opportunities, attends in-person or remote national conferences, contributes to regional planning
conversations, and looks for opportunities to advocate not only for affordable housing, but also for addressing
the gaps of funding or services that exist in our community.
2. Summarize the Goals and Strategies identified in the Plan
This Year-2 Annual Action Plan establishes and addressed several goals and strategies as outlined in the 2020-
2024 Consolidated Plan. These goals are briefly outlined below. Greater detail is provided in section AP-20.
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1) Housing: Provide expanded housing options for all economic and demographic segments of
Salt Lake City’s population while diversifying the housing stock within neighborhoods.
Strategies:
• Support housing programs that address the needs of aging housing stock through
targeting rehabilitation efforts and diversifying the housing stock within neighborhoods
• Expand housing support for aging residents that ensure access to continued stable
housing
• Support affordable housing development that increases the number and types of units
available for income eligible residents
• Support programs that provide access to home ownership via down payment assistance,
and/or housing subsidy, and/or financing
• Support rent assistance programs to emphasize stable housing as a primary strategy to
prevent and end homelessness
• Support programs that provide connection to permanent housing upon exiting behavioral
health programs. Support may include, but is not limited to supporting obtaining housing
via deposit and rent assistance and barrier elimination to the extent allowable to
regulation
• Provide housing and essential services for persons with HIV/AIDS
2) Transportation: Promote accessibility and affordability of multimodal transportation
options.
Strategies:
• Improve bus stop amenities as a way to encourage the accessibility of public transit and
enhance the experience of public transit in target areas
• Support access to transportation prioritizing very low-income and vulnerable populations
• Expand and support the installation of bike racks, stations , and amenities as a way to
encourage use of alternative modes of transportation in target areas
3) Build Community Resiliency: Build resiliency by providing tools to increase economic and/or
housing stability.
Strategies:
• Provide job training/vocational training programs targeting low-income and vulnerable
populations including, but not limited to; chronically homeless; those exiting treatment
centers/programs and/or institutions; and persons with disabilities
• Economic Development efforts via supporting the improvement and visibility of small
businesses through façade improvement programs
• Provide economic development support for microenterprise businesses
• Direct financial assistance to for-profit businesses
• Expand access to early childhood education to set the stage for academic achievement,
social development, and change the cycle of poverty
• Promote digital inclusion through access to digital communication technologies and the
internet
• Provide support for programs that reduce food insecurity for vulnerable populations
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4) Homeless Services: Expand access to supportive programs that help ensure that
homelessness is rare, brief, and non-recurring.
Strategies:
• Expand support for medical and dental care options for those experiencing homelessness
• Provide support for homeless services including Homeless Resource Center Operations and
Emergency overflow operations
• Provide support for programs providing outreach services to address the needs of those living
an unsheltered life
• Expand case management support as a way to connect those experiencing homelessness with
permanent housing and supportive services
5) Behavioral Health: Provide support for low-income and vulnerable populations experiencing
behavioral health concerns such as substance abuse disorders and mental health challenges.
Strategies:
• Expand treatment options, counseling support, and case management for those experiencing
behavioral health crisis
6) Administration To support the administration, coordination, and management of Salt Lake C ity’s
CDBG, ESG, HOME, and HOPWA programs.
Salt Lake City's strategy for most effectively utilizing HUD funding is heavily influenced by the City's housing
market study, the City’s Five Year Housing Plan, the annual Utah Comprehensive Report on Homelessness, and
the adopted Salt Lake City Master Plans that highlight strategic neighborhood investment opportunities.
3. Evaluation of past performance
Salt Lake City deliberately monitors the process of advancing the strategic goals outlined in the 2020-2024
Consolidated Plan. This plan, like the previous Consolidated Plan was developed with input from many
stakeholders, and it is our responsibility to report back to the U.S. Department of Housing & Urban
Development (HUD), the residents, the community, and decision makers, the impact of these funds. As we near
completion of the 2020-2021 Annual Action Plan, here is an evaluation of progress during that time.
In preparation for development of the 2021-2022 Annual Action Plan, Salt Lake City’s Housing and
Neighborhood Development (HAND) division reviewed Consolidated Annual Performance and Evaluation
Reports (CAPERs) submitted to HUD under the 2015 -2019 Consolidated Plan, as well as point-in-time data for
the 2020-2021 CAPER, to be submitted to HUD after July 1, 2021. The CAPERs provide an evaluation of past
performance and accomplishments in relation to established goals and priorities. The City’s previous Action
Plans and CAPERs can be viewed at www.hudexchange.info/programs/consolidated-plan/con-plans-aaps-
capers/.
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During the 2015-2019 Consolidated Plan, and to-date for the 2020-2021 Annual Action Plan, the City has been
able to meet the majority of established goals and priorities. In addition, the City was able to comply with
statutes and regulations set by HUD.
SALT LAKE CITY’S FY 2020-2021 ACCOMLISHMENTS
Goal Description Estimated*
Projected**
1 Housing – Expand Housing Options 633 1,033
2 Transportation – Improve Access to Transportation 271 137
3 Community Resiliency – Increase Economic and/or Housing Stability 113 107
4 Homeless Services 630 8,212
5 Behavioral Health 299 877
*Estimated – An estimation of future accomplishments based on award amounts and historical accomplishment data.
**Projected – Presumed final accomplishment based on current trends and point-in-time data.
All the goals surrounding homeownership continued to be a struggle as the City experiences a sustained, rapid
increase in housing prices and land values. These housing market conditions created challenges on two fronts,
1) finding eligible households who can afford housing units long-term, and 2) finding units available to
purchase to utilize for affordable housing. Often, single-family homes are on the market mere moments before
very competitive offers come in. Unfortunately, municipalities are not set up to quickly react as housing
becomes available. This often means that the City ends up paying more for a unit that requires rehabilitation to
bring it up to city code. These increased costs must be carefully weighed as housing can easily out-price
available federal subsidies and regulatory limitations.
In 2016, the City launched a new economic development program to address the façade s of businesses within a
geographic target area of the 2015-2019 Consolidated Plan. The reception of the program and impact has been
overwhelmingly positive, even though our initial projections proved to be optimistic for a new program.
Over the past several years, the City has taken a different approach to homeless services. This includes making a
commitment of over $2 million from general fund sources. As homelessness continues to be an issue that
needs to be addressed, the City took the approach of shifting many of the service providers from this
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competitive annual process to the general fund. Additionally, Salt Lake City has further invested general fund
dollars into homeless services and housing stabilization through the Funding Our Future sales tax increase
initiative. This shift allowed the City to invest significantly more funding, provide local direction, closely monitor
performance measurements, and provide flexibility that makes sense for the local challenges we face. It is
important to reiterate that the City continues to be committed to providing and expanding services for the
homeless population. This also means that federal resources are being diverted to address other Consolidated
Plan goals, while the City is taking the opportunity to leverage local resources.
However, providing public services to our community fell short in previous years. Over the past few years, the
City modified its strategy for spending in this category, providing more services to a smaller group of people
that are in greatest need. While this was a successful strategy, ensuring the most vulnerable were served, COVID
has created a substantial increase in the number of residents served under public services over the past year.
This trend is likely to continue in the coming year, as we move into the recovery phase of the pandemic.
Salt Lake City will soon be receiving final reports regarding program year 2020-2021 funding. This data will
inform future decisions about funding allocations. This data will also be fully reflected in the upcoming
Consolidated Annual Performance Evaluation and Report (CAPER).
4. Summary of citizen participation process and consultation process
Citizen participation is an integral part of the Consolidated Plan & Annual Action Plan planning process, as it
ensures goals and priorities are defined in the context of the community needs and preferences. In addition, the
citizen participation process provides a format to educate the community about the City’s federal grant
programs. To this end, Salt Lake City solicited involvement from a diverse group of stakeholders and
community members during the development of the 2020-2024 Consolidated Plan. A comprehensive public
engagement process included a citywide survey (including 2,000+ respondents), public hearings, public
meetings, one-on-one meetings, stakeholder committee meetings, task force meetings, Salt Lake City internal
technical committee meetings, and a public comment period. In total, over 4,000 residents participated in
providing input into the Consolidated Plan. The City received input and buy-in from residents, homeless service
providers, low-income service providers, anti-poverty advocates, healthcare providers, housing advocates,
housing developers, housing authorities, community development organizations, educational institutions,
transit authority planners, City divisions and departments, among others.
For this 2021-2022 Annual Action Plan, the City conducted a Community Engagement Survey to collect public
input on their top priorities of the goals identified in the 2020 -2024 Consolidated Plan. Due to COVID-19
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precautions, City Staff worked with a range of community partners to collect mostly electronic responses and
targeted safe, in-person responses from vulnerable populations. A total of 879 responses were collected. For
more information on the citizen participation efforts, refer to the AP-10 Consultation section.
The City held public hearings at different points in the Annual Action Plan process. The General Needs Hearing
is an event open to the public to comment on community needs. HAND accepts all comments and looks to
understand how federal funding can address these concerns. The concerns that are not within the prevue of the
federal funding is passed along to the appropriate City Department. The City Council Public Hearing is an
opportunity for the public and non-profit partners to comment on how federal funding may impact their
neighborhoods or the services being provided. More detail about these events are available in the AP-12
Participation section.
5. Summary of public comments
A summary of the public comments for the 2020-2024 Consolidated Plan can be found in the appendix of the
2020-2024 Consolidated Plan. All comments received for the Consolidated Plan were considered while creating
this 2021-2022 Annual Action Plan. On November 5, 2020, HAND staff and members of the Community
Development and Capital Improvement Program resident advisory board conducted a virtual General Needs
Hearing to hear from residents. Although this hearing was publicly noticed, no residents attended. On April 6,
2021, a virtual City Council Public Hearing was held. In general, the comments were very positive and related to
the support of specific agencies. While most comments advocated for a specific organization, many comments
cited current demand and proven service models to assist low-income and vulnerable populations. Topics
included: homelessness, housing, supportive services, domestic violence, and behavioral health services.
Additional public comments addressed the need for more federal or City funding to fully fund the applicant’s
requests and to fund applicants not recommended for funding. These comments have been taken into
consideration for the draft of the 2021-2022 Annual Action Plan. A draft of the 2021-2022 Annual Action Plan
was publicly noticed and made available on HAND’s website for comments April 29, 2021 through May 13,
2021. No comments were received on the draft Plan. A second draft of the 2021-2022 Annual Action Plan was
publicly noticed and made available on HAND’s website for comments May 28, 2021 through June 3, 2021. No
comments were received on the second draft Plan.
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PR-05 LEAD & RESPONISBLE AGENCIES
91.200(b)
1. Agency/entity responsible for preparing/administering the Consolidated Plan and Annual Action
Plan
Describe the agency/entity responsible for preparing the Consolidated Plan and those responsible for
administration of each grant program and funding source.
Agency Role Name Department/Agency
CDBG Administrator SALT LAKE CITY Housing and Neighborhood Development
Division
HOPWA Administrator SALT LAKE CITY Housing and Neighborhood Development
Division
HOME Administrator SALT LAKE CITY Housing and Neighborhood Development
Division
ESG Administrator SALT LAKE CITY Housing and Neighborhood Development
Division
Narrative (optional)
Salt Lake City was the sole agency responsible for developing the Consolidated Plan and is solely responsible
for the subsequent Annual Action Plans. Salt Lake City administers each of the HUD grant programs and the
funding sources.
Annual Action Plan Public Contact Information
• Lani Eggertsen-Goff, Director of Housing and Neighborhood Development, Lani.Eggertsen-
Goff@slcgov.com or 801-535-6240.
• Jennifer Schumann, Deputy Director, Jennifer.Schumann@slcgov.com or 801-535-7276.
• Tony Milner, Policy & Program Manager, Tony.Milner@slcgov.com or 801-535-6168.
• Heather Royall, Community Development Grant Supervisor, Heather.Royall@slcgov.com or 385-977-
0935.
Salt Lake City Housing and Neighborhood Development
451 South State Street, Room 445
P.O. Box 145488
Salt Lake City, UT 84114-5488
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AP-10 CONSULTATION
91.100, 91.200(b), 91.215(l)
Introduction
The City engaged in an in-depth and collaborative effort to consult with City departments, representatives of low -income
neighborhoods, non-profit and for-profit housing developers, service providers, social service agencies, homeless shelter
and service providers, supportive housing and service providers, community stakeholders, community partners, and
beneficiaries of entitlement programs to inform and develop th e priorities and strategies contained within the 2020-2024
Consolidated Plan. Salt Lake City continues to engage these critical partners regularly as we look to maximize our potential
impact on an annual basis.
Provide a concise summary of the jurisdiction's activities to enhance coordination between public and
assisted housing providers and private and governmental health, mental health and service agencies
(91.215(l))
Salt Lake City is in regular communication with our regional funding partners Salt Lake County, Salt Lake County
Continuum of Care, and the State of Utah to coordinate about available funding, and gaps in funding and/or services.
During the State of Utah 2021 Legislative Session, HAND and other City key staff worked closely with regional planning
groups, such as the Utah League of Cities and Towns, Wasatch Front Regional Council, Utah Housing Coalition, and the Salt
Lake Valley Coalition to End Homelessness, as well as local service providers who provide services to individuals
experiencing homelessness and/or behavioral health. New legislation and funding in 2021 included: $50 million in new
State funding for homeless service and affordable housing projects, the creation of a new State Homeless Services Office
and a new Homeless Services Coordinator for the State, rental expenses disclosure requirements, a transit reinvestment
zone, and lead exposure education.
The City is also a key participant in Salt Lake Valley Coalition to End Homelessness and Salt Lake County Continuum of
Care. The Coalition help coordinate the Homeless Resource Centers, homeless supportive services, and affordable housing
for homeless individuals in Salt Lake County with the goal of making homelessness rare, brief, and non-recurring. HAND
staff participate with the Coalition’s Steering Committee, and Housing Inventory, Winter Overflow Shelter, and Vaccine
Coordination sub-committees. HAND staff also participate with the Utah Homeless Management Information Services
(HMIS) Steering Committee, and the HOPWA Steering Committee.
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Describe coordination with the Continuum of Care and efforts to address the needs of homeless persons
(particularly chronically homeless individuals and families, families with children, veterans, and
unaccompanied youth) and persons at risk of homelessness
Salt Lake City representatives actively participated in the Salt Lake Valley Coalition to End Homelessness (SLVCEH), the
entity responsible for oversight of the Continuum of Care (CoC). SLVCEH’s primary goal is to end homelessness in Salt Lake
Valley through a system-wide commitment of resources, services, data collection, analysis, and coordination among all
stakeholders. The Coalition gathers community consensus to create and fulfill established outcomes. Using these goals, the
Coalition partners with key stakeholders to fill the needs of the Salt Lake County Valley community. City representatives
serve on the SLVCEH Steering Committee and sub-committees, and actively participated in meetings and efforts.
Salt Lake City representatives participate in the local Continuum of Care's (CoC) executive board and its prioritization
committee specifically, so the Continuum of Care's priorities are considered during Emergency Solutions Grant allocations.
Also, the three local Emergency Solutions Grant (ESG) funders meet regularly to coordinate ESG and CoC activities to make
sure service are not being over or under funded and services being funded meet the community's needs and goals.
Describe consultation with the Continuum(s) of Care that serves the jurisdiction's area in determining how to
allocate ESG funds, develop performance standards for and evaluate outcomes of projects and activities
assisted by ESG funds, and develop funding, policies and procedures for the operation and administration of
HMIS
Allocate ESG Funds
Salt Lake City representatives participate in the local Continuum of Care's executive board and its prioritization committee
specifically, so the Continuum of Care's priorities are considered during Emergency Solutions Grant allocation s. Also, the
three local ESG funders meet regularly to coordinate ESG and CoC activities to make sure service are not being over or
under funded and services being funded meet the community's needs and goals.
Develop Performance Standards and Evaluate Outcomes
The Salt Lake Continuum of Care and the three ESG funders share common measures to evaluate service providers. The
three entities also share monitoring results of subrecipients.
Develop Funding, Policies and Procedures for the Administration of HMI S
The Salt Lake Continuum of Care contracts with the State of Utah to administer the Homeless Management Information
System (HMIS). All service agencies in the state are under a uniform data standard for HUD reporting and local ESG
funders. All ESG funded organizations participate in HMIS.
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For the City’s 2020 Community Engagement Survey, HAND staff worked closely with a diverse range of community
councils, non-profit service providers and community partners to help distribute and collect survey responses. The survey
was available in English and Spanish, both online and a paper version, and targeted engagement included: low-income
populations, racial and ethnic minority populations, minority Chambers of Commerce, Spanish speaking communities,
CDBG West Side Target Area communities (refer to the AP-50 Geographical Distribution section), vulnerable populations,
and individuals experiencing homelessness. Over 100 community partners were engaged. Listed in the table below is a
sample of the community partners.
TABLE: CONSULTATION AND PUBLIC PARTICIPATION PARTICIPANTS
ENGAGEMENT COMMUNITY PARTNERS
1 Agency/Group/Organization Refugee and Immigration Center - Asian Association of Utah Agency/Group/Organization Type Services - Refugees What section of the Plan was addressed by
consultation?
Non-Homeless Special Needs
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Public Service Organization that assisted in identifying service
gaps within the community. The collaborative effort allowed for
discussion and feedback from the agencies that are the closest to
those we are assisting. From these efforts, the City was able to
determine the overarching priorities and goals of the Plan,
including specific public service focus areas where funding will be
targeted and leveraged community wide.
2 Agency/Group/Organization ASSIST Agency/Group/Organization Type Services - Persons with Disabilities, Housing What section of the Plan was addressed by
consultation?
Housing Needs Assessment, Non-Homeless Needs
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Public Service Organization that assisted in identifying service
gaps within the community. The collaborative effort allowed for
discussion and feedback from the agencies that are the closest to
those we are assisting. From these efforts, the City was able to
determine the overarching priorities and goals of the Plan,
including specific public service focus areas where funding will be
targeted and leveraged community wide.
3 Agency/Group/Organization Columbus Community Center Agency/Group/Organization Type Services - Employment, Persons with Disabilities What section of the Plan was addressed by
consultation?
Non-Homeless Special Needs
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Public Service Organization that assisted in identifying service
gaps within the community. The collaborative effort allowed for
discussion and feedback from the agencies that are the closest to
those we are assisting. From these efforts, the City was able to
determine the overarching priorities and goals of the Plan,
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including specific public service focus areas where funding will be
targeted and leveraged community wide.
4 Agency/Group/Organization Comunidades Unidas
Agency/Group/Organization Type Services – Latinx Health, Community Engagement
What section of the Plan was addressed by
consultation?
Non-Homeless Special Needs
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Public Service Organization that assisted in identifying service
gaps within the community. The collaborative effort allowed for
discussion and feedback from the agencies that are the closest to
those we are assisting. From these efforts, the City was able to
determine the overarching priorities and goals of the Plan,
including specific public service focus areas where funding will be
targeted and leveraged community wide.
5 Agency/Group/Organization Community Development Corporation, Utah Agency/Group/Organization Type Services - Housing What section of the Plan was addressed by
consultation?
Housing Needs Assessment
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Public Service Organization that assisted in identifying service
gaps within the community. The collaborative effort allowed for
discussion and feedback from the agencies that are the closest to
those we are assisting. From these efforts, the City was able to
determine the overarching priorities and goals of the Plan,
including specific public service focus areas where funding will be
targeted and leveraged community wide.
6 Agency/Group/Organization Community Health Center of Utah Agency/Group/Organization Type Services - Health What section of the Plan was addressed by
consultation?
Non-Homeless Special Needs
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Public Service Organization that assisted in identifying service
gaps within the community. The collaborative effort allowed for
discussion and feedback from the agencies that are the closest to
those we are assisting. From these efforts, the City was able to
determine the overarching priorities and goals of the Plan,
including specific public service focus areas where funding will be
targeted and leveraged community wide.
7 Agency/Group/Organization Disability Law Center Agency/Group/Organization Type Services - Law, Persons with Disabilities What section of the Plan was addressed by
consultation?
Non-Homeless Special Needs
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Public Service Organization that assisted in identifying service
gaps within the community. The collaborative effort allowed for
discussion and feedback from the agencies that are the closest to
those we are assisting. From these efforts, the City was able to
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determine the overarching priorities and goals of the Plan,
including specific public service focus areas where funding will be
targeted and leveraged community wide.
8 Agency/Group/Organization Donated Dental Agency/Group/Organization Type Services - Health What section of the Plan was addressed by
consultation?
Homeless Needs - Families with Children, Non-Homeless Special
Needs How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Public Service Organization that assisted in identifying service
gaps within the community. The collaborative effort allowed for
discussion and feedback from the agencies that are the closest to
those we are assisting. From these efforts, the City was able to
determine the overarching priorities and goals of the Plan,
including specific public service focus areas where funding will be
targeted and leveraged community wide.
9 Agency/Group/Organization First Step House Agency/Group/Organization Type Services - Housing, Persons with Disabilities, Homeless, Health What section of the Plan was addressed by
consultation?
Housing Need Assessment, Homeless Needs - Chronically
Homeless, Homeless Needs - Veterans, Homeless Strategy, Non-
Homeless Special Needs How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Public Service Organization that assisted in identifying service
gaps within the community. The collaborative effort allowed for
discussion and feedback from the agencies that are the closest to
those we are assisting. From these efforts, the City was able to
determine the overarching priorities and goals of the Plan,
including specific public service focus areas where funding will be
targeted and leveraged community wide.
10 Agency/Group/Organization Habitat for Humanity Agency/Group/Organization Type Services - Housing What section of the Plan was addressed by
consultation?
Housing Need Assessment
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Public Service Organization that assisted in identifying service
gaps within the community. The collaborative effort allowed for
discussion and feedback from the agencies that are the closest to
those we are assisting. From these efforts, the City was able to
determine the overarching priorities and goals of the Plan,
including specific public service focus areas where funding will be
targeted and leveraged community wide.
11 Agency/Group/Organization Salt Lake County Housing Authority DBA Housing Connect Agency/Group/Organization Type Services - Housing, Homeless What section of the Plan was addressed by
consultation?
Housing Need Assessment, Homeless Strategy
How was the Agency/Group/Organization
consulted and what are the anticipated
Public Service Organization that assisted in identifying service
gaps within the community. The collaborative effort allowed for
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outcomes of the consultation or areas for
improved coordination?
discussion and feedback from the agencies that are the closest to
those we are assisting. From these efforts, the City was able to
determine the overarching priorities and goals of the Plan,
including specific public service focus areas where funding will be
targeted and leveraged community wide.
12 Agency/Group/Organization Maliheh Free Clinic Agency/Group/Organization Type Services - Health, Refugees What section of the Plan was addressed by
consultation?
Non-Homeless Special Needs
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Public Service Organization that assisted in identifying service
gaps within the community. The collaborative effort allowed for
discussion and feedback from the agencies that are the closest to
those we are assisting. From these efforts, the City was able to
determine the overarching priorities and goals of the Plan,
including specific public service focus areas where funding will be
targeted and leveraged community wide.
13 Agency/Group/Organization NeighborWorks Salt Lake Agency/Group/Organization Type Services - Housing What section of the Plan was addressed by
consultation?
Housing Needs Assessment
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Public Service Organization that assisted in identifying service
gaps within the community. The collaborative effort allowed for
discussion and feedback from the agencies that are the closest to
those we are assisting. From these efforts, the City was able to
determine the overarching priorities and goals of the Plan,
including specific public service focus areas where funding will be
targeted and leveraged community wide.
14 Agency/Group/Organization Salt Lake City Housing Authority Agency/Group/Organization Type Services - Housing, Homeless What section of the Plan was addressed by
consultation?
Housing Needs Assessment, Homeless Strategy
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Public Service Organization that assisted in identifying service
gaps within the community. The collaborative effort allowed for
discussion and feedback from the agencies that are the closest to
those we are assisting. From these efforts, the City was able to
determine the overarching priorities and goals of the Plan,
including specific public service focus areas where funding will be
targeted and leveraged community wide.
15 Agency/Group/Organization Salt Lake County Aging and Adult Services Agency/Group/Organization Type Services - Seniors, Aging Services What section of the Plan was addressed by
consultation?
Non-Homeless Special Needs
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How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Public Service Organization that assisted in identifying service
gaps within the community. The collaborative effort allowed for
discussion and feedback from the agencies that are the closest to
those we are assisting. From these efforts, the City was able to
determine the overarching priorities and goals of the Plan,
including specific public service focus areas where funding will be
targeted and leveraged community wide.
16 Agency/Group/Organization Shelter the Homeless Agency/Group/Organization Type Services - Homeless What section of the Plan was addressed by
consultation?
Housing Needs Assessment, Homeless Strategy, Homeless Needs
- Chronically Homeless How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Public Service Organization that assisted in identifying service
gaps within the community. The collaborative effort allowed for
discussion and feedback from the agencies that are the closest to
those we are assisting. From these efforts, the City was able to
determine the overarching priorities and goals of the Plan,
including specific public service focus areas where funding will be
targeted and leveraged community wide.
17 Agency/Group/Organization South Valley Services Agency/Group/Organization Type Services - Domestic Violence What section of the Plan was addressed by
consultation?
Non-Homeless Special Needs
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Public Service Organization that assisted in identifying service
gaps within the community. The collaborative effort allowed for
discussion and feedback from the agencies that are the closest to
those we are assisting. From these efforts, the City was able to
determine the overarching priorities and goals of the Plan,
including specific public service focus areas where funding will be
targeted and leveraged community wide.
18 Agency/Group/Organization Utah Community Action Agency/Group/Organization Type Services - Housing, Food Bank, Early Education What section of the Plan was addressed by
consultation?
Housing Needs Assessment, Homeless Strategy, Anti-Poverty
Strategy How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Public Service Organization that assisted in identifying service
gaps within the community. The collaborative effort allowed for
discussion and feedback from the agencies that are the closest to
those we are assisting. From these efforts, the City was able to
determine the overarching priorities and goals of the Plan,
including specific public service focus areas where funding will be
targeted and leveraged community wide.
19 Agency/Group/Organization Volunteers of America - Utah Agency/Group/Organization Type Services - Housing, Persons with Disabilities, Homeless, Health
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What section of the Plan was addressed by
consultation?
Housing Needs Assessment, Homeless Needs - Chronically
Homeless, Homeless Needs - Families with Children, Homeless
Needs - Veterans, Homeless Needs - Unaccompanied Youth,
Homeless Strategy, Anti-Poverty Strategy How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Public Service Organization that assisted in identifying service
gaps within the community. The collaborative effort allowed for
discussion and feedback from the agencies that are the closest to
those we are assisting. From these efforts, the City was able to
determine the overarching priorities and goals of the Plan,
including specific public service focus areas where funding will be
targeted and leveraged community wide.
20 Agency/Group/Organization Young Women's Christian Association Agency/Group/Organization Type Services - Housing, Children, Victims of Domestic Violence,
Homeless, Victims What section of the Plan was addressed by
consultation?
Homeless Needs - Families with Children, Homeless Strategy,
Non-Homeless Special Needs How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
Public Service Organization that assisted in identifying service
gaps within the community. The collaborative effort allowed for
discussion and feedback from the agencies that are the closest to
those we are assisting. From these efforts, the City was able to
determine the overarching priorities and goals of the Plan,
including specific public service focus areas where funding will be
targeted and leveraged community wide.
Salt Lake City continues to monitor broadband needs and barriers for low- to moderate-income households. In
the City’s 2020-2024 Consolidated Plan, section MA-60: Broadband Needs of Housing Occupied by Low- and
Moderate-Income Households, Salt Lake City identified underserved communities and those without access to
the internet. The accessibility, speed and affordability of devices and connections that facilitate internet
broadband are crucial factors for low-income households in relation to remote work and schooling, access to
health providers, and applications for benefits and resources. In Salt Lake City’s 2020 -2024 Consolidated Plan
goal of Build Community Resiliency, Salt Lake City included the strategy of promoting digital inclusion through
access to digital communication technologies and the internet.
As our community faces challenges that hinder economic mobility, education, access to technology and
increase food insecurity. Service providers, ind ustry experts, data analysis, community members, and elected
officials all agree that providing support for these efforts will enhance community resiliency as we look to
improve access to critical services and rebuild from national, state or local emergenc ies. In Salt Lake City’s 2020-
2024 Consolidated Plan, resiliency was identified in the Build Community Resiliency goal, to expand
opportunities for individuals and households living in poverty or in the cycle of intergenerational poverty.
Strategies around this goal include services to expand accessibility to employment opportunities, improve and
enhance small businesses, promote access to early childhood education, expand the availability of digital
technologies, and reduce food insecurities.
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Identify any Agency Types not consulted and provide rationale for not consulting:
All agency types were invited to participate in the Annual Action Plan process.
Other local/regional/state/federal planning efforts considered when preparing the Plan
TABLE: PLAN CONSULTATION
COMMUNITY PLAN CONSULTATIONS
1 Name of Plan 10-Year Plan to End Chronic Homelessness
Lead Organization State of Utah
How do the goals of
your Strategic Plan
overlap with the goals
of each plan?
Created in 2004, updated in 2013, this plan highlights initiatives centered on using the
Housing First Model to end chronic homelessness. This plan places minimal restriction
on persons to place them into safe housing. Housing goals include promoting the
construction of safe, decent, and affordable homes for all income levels and to put
specific emphasis on housing homeless persons.
2 Name of Plan Annual Point-in-Time Count
Lead Organization State of Utah
How do the goals of
your Strategic Plan
overlap with the goals
of each plan?
This plan highlights an initiative to find homeless persons living on the streets and
gather information in order to connect them with available services. By doing so, this
will help policymakers and program administrators set benchmarks to measure
progress toward the goal of ending homelessness, help plan services and programs to
appropriately address local needs, identify strengths and gaps in a community’s current
homelessness assistance system, inform public opinion, increase public awareness,
attract resources, and create the most reliable estimate of people experiencing
homelessness throughout Utah.
3 Name of Plan Growing SLC
Lead Organization Salt Lake City
How do the goals of
your Strategic Plan
overlap with the goals
of each plan?
Policy solutions over the five year period of this plan will focus on: 1) updates to zoning
code, 2) preservation of long-term affordable housing, 3) establishment of a significant
funding source, 4)stabilizing low-income tenants, 5) innovation in design, 6)
partnerships and collaboration in housing, and 7) equitability and fair housing.
4 Name of Plan Salt Lake City Master Plans
Lead Organization Salt Lake City
How do the goals of
your Strategic Plan
overlap with the goals
of each plan?
Salt Lake City's master plans provide vision and goals for future development in the
City. The plans guide the development and use of land, as well as provide
recommendations for particular places within the City. HAND utilized the City's master
plans to align policies, goals, and priorities.
5 Name of Plan Salt Lake Valley Coalition to End Homelessness
Lead Organization Salt Lake County
How do the goals of
your Strategic Plan
This plan emphasizes the promotion of a community-wide commitment to the goal of
ending homelessness, provide funding for efforts to quickly re-house individuals and
families who are homeless, which minimizes the trauma and dislocation caused by
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overlap with the goals
of each plan?
homelessness, promote access to and effective use of mainstream programs, optimize
self-sufficiency among individuals and families experiencing homelessness
6 Name of Plan State of Utah Strategic Plan on Homelessness
Lead Organization State of Utah
How do the goals of
your Strategic Plan
overlap with the goals
of each plan?
The strategic plan establishes statewide goals and benchmarks on which to measure
progress toward these goals. The plan recognizes that every community in Utah is
different in their challenges, resources available, and needs of those who experience
homelessness.
7 Name of Plan Strategic Economic Development Plan
Lead Organization Salt Lake City Economic Development
How do the goals of
your Strategic Plan
overlap with the goals
of each plan?
The Strategic Plan establishes an assessment of existing economic conditions of Salt
Lake City through analysis of quantitative and qualitative data. This information guided
a strategic framework that builds on existing strengths and seeks to overcome
identified challenges to ensure the City’s fiscal health, enhance its business climate, and
promote economic growth.
8 Name of Plan Housing Gap Coalition Report
Lead Organization Salt Lake Chamber
How do the goals of
your Strategic Plan
overlap with the goals
of each plan?
Initiative that seeks to safeguard Utah's economic prosperity by ensuring home
ownership is attainable and housing affordability is a priority, protecting Utahns quality
of life and expanding opportunities for all.
9 Name of Plan Housing Affordability Crisis
Lead Organization Kem C. Gardner Policy Institute
How do the goals of
your Strategic Plan
overlap with the goals
of each plan?
Policy brief regarding the current and projected state of rising housing prices in Utah
and recommendations regarding what to do about it.
SALT LAKE CITY 2021-2022 ANNUAL ACTION PLAN
24 | P a g e
AP-12 PARTICIPATION
91.105,91.200(c)
1. Summary of citizen participation process/Efforts made to broaden citizen participation
Summarize citizen participation process and how it impacted goal -setting
The City seeks to develop and enhance livable, healthy, and sustainable neighborhoods through robust
planning and actions that reflect the needs and values of the local community. The City has stayed true to its
values of inclusiveness and innovation by embracing opportunities to provide equitable services, offer funding,
and create housing opportunities that improve lives for individuals and families in underserved and under-
resourced communities.
The City recognizes that citizen participation is critical for the development of a Consolidated Plan and Annual
Action Plans that reflects the needs of affected persons and residents. In accordance with 24 CFR 91.105, the
City solicited robust citizen participation.
For the 2020-2024 Consolidated Plan, between May 2019 and May 2020, over 4,000 residents, stakeholders,
agency partners, and City officials participated through proactive, community -based outreach, facilitated
stakeholder engagement, and online surveys. The City involved affected persons and residents through
stakeholder consultation, a community survey, community events, public meetings, public hearings, public
comment periods, and one-on-one consultations. The full details of these efforts can be found in the City’s
2020-2024 Consolidated and 2020-2024 Citizen Participation Plan.
For the 2021-2022 Annual Action Plan, between July 2020 to October 2020, HAND staff conducted a survey to
engage members of the public and receive input on how federal funding could be prioritized. In the past HAND
staff would attend up to 20 in-person community events and collect an average of 1,200 responses per year.
Due to COVID-19 precautions, HAND staff worked with the City’s Civic Engagement team and pivoted to an
online community engagement survey, reaching out electronically to Salt Lake City’s resident, Recognized
Community Organizations, and over 100 non-profits and community partners. The survey was offered in English
and Spanish. Additionally, to hear from vulnerable populations without access to computers, paper versions of
the survey were safely collected at the Homeless Resources Centers, two adult Detox locations, the Homeless
Youth Resource Center, the Sorensen Community Center, and two local food banks. A total of 879 responses
were received.
The public was asked to give input on their top priorities of the goals identified in the 2020 -2024 Consolidated
Plan. Priority ranking for each goal of the Consolidate Plan were provided, as follows: Housing - Build new
SALT LAKE CITY 2021-2022 ANNUAL ACTION PLAN
25 | P a g e
affordable housing and homeownership for low income populations. Transportation - Provide transit passes to
low-income populations. Build Community Resiliency - Provide access to affordable and healthy food.
Homeless Services - Homeless Resources Centers operations and emergency shelter. Behavioral Health -
Resources for individuals with Behvorial health needs. The CD-CIP and HTFAB Boards considered these
priorities and how they align with the goals of the 2020-2024 Consolidated Plan when identifying projects to be
recommended for 2021-2022.
TABLE: CITIZEN PARTICIPATION OUTREACH SUMMARY CHART
Mode of Outreach Effort Target of
Outreach
Summary of
Response/Att
endance
Summary of
Comments
Received
Summary of
Comments
not Accepted
& Reasons
Internet Outreach Survey – Electronic Minorities;
Non-English
Speaking;
Spanish;
Persons with
Disabilities;
Non-
Targeted/Broa
d community;
residents of
Public and
Assisted
Housing
741
Respondents
Respondents
ranked
homeless and
affordable
housing
services as
their top
priorities for
City services.
Other priorities
included
transit passes,
affordable and
healthy food
assistance, and
behavioral
health
resources.
All responses
were taken
into
consideration
as the Annual
Action Plan
developed.
In-Person Outreach Survey – Paper Form Individuals
Experiencing
Homelessness,
Individuals
Receiving
Detox
Treatment
138 paper
responses
Respondents
ranked
homeless and
affordable
housing
services as
their top
priorities for
City services.
Other priorities
included
transit passes,
affordable and
healthy food
assistance, and
behavioral
health
resources.
All responses
were taken
into
consideration
as the Annual
Action Plan
developed.
SALT LAKE CITY 2021-2022 ANNUAL ACTION PLAN
26 | P a g e
Mode of Outreach Effort Target of
Outreach
Summary of
Response/Att
endance
Summary of
Comments
Received
Summary of
Comments
not Accepted
& Reasons
Public Hearing General Needs
Remote Public
Hearing
(Due to COVID-19
precautions, this
Public Hearing was
publicly noticed in
English and Spanish,
held remotely on
WebEx. Options to
submit comments
via phone, email, or
mail, and ADA
accommodations
were offered.)
Minorities;
Non-English
Speaking;
Spanish;
Persons with
Disabilities;
Non-
Targeted/Broa
d community;
residents of
Public and
Assisted
Housing
No members
of the public
attended this
hearing.
No responses
from the
public were
provided.
No responses
from the
public were
provided.
Public Hearing Annual Action Plan
Remote Public
Hearing *
(Due to COVID-19
precautions, this
Public Hearing was
publicly noticed in
English and Spanish,
held remotely on
WebEx. Options to
submit comments
via phone, email, or
mail, and ADA
accommodations
were offered.)
City
Councilmembe
rs, City staff,
Minorities;
Non-English
Speaking;
Spanish;
Persons with
Disabilities;
Non-
Targeted/Broa
d community;
residents of
Public and
Assisted
Housing
16 members of
the public
attended
and/or
provided
comments at
this hearing.
Most
comments
advocated for
a specific
organization
Topics
included:
homelessness,
housing,
supportive
services, DV,
and behavioral
health services.
Additional
comments
addressed the
need for more
federal or City
funding to
fund requests.
All comments
were accepted
and taken into
consideration
as the Annual
Action Plan
was
developed.
Public Notice Annual Action Plan
(Draft Version)
Public Notice
Minorities;
Non-English
Speaking;
Spanish;
Persons with
Disabilities;
Non-
Targeted/Broa
d community;
residents of
Public and
Assisted
Housing
No members
of the public
provided
responses.
No responses
from the
public were
provided.
No responses
from the
public were
provided.
SALT LAKE CITY 2021-2022 ANNUAL ACTION PLAN
27 | P a g e
AP-15 EXPECTED RESOURCES
91.220(c)(1,2)
Introduction
TABLE: EXPECTED RESOURCES
Uses of
Funding
Expected Amount Available – Year 2 Expected
Amount
Available -
Remainder of
Con Plan
Description Annual
Allocation
Program
Income
Prior Year
Resources Total
CD
B
G
Acquisition
$3,570,517 $0 $572,667 $4,091,332 $10,500,000
Expected
Amount is a
rounded
estimation of
the funding
anticipated
to be
received,
based on
current
Program
Year
allocation.
Prior year
resources are
unspent
funds from
previous
years.
Administration
Economic
Development
Homebuyer
Assistance
Homeowner
Rehabilitation
Multifamily
Rental
Construction
Multifamily
Public
Improvements
Public Services
Rental
Rehabilitation
New
Construction
for Ownership
TBRA
Historic Rental
Rehabilitation
New
Construction
HO
M
E
Acquisition
$974,863 $674,926 $0 $1,649,789 $2,900,000
Expected
Amount is a
rounded
estimation of
the funding
anticipated
to be
received,
Administration
Homebuyer
Assistance
Homeowner
Rehabilitation
SALT LAKE CITY 2021-2022 ANNUAL ACTION PLAN
28 | P a g e
Uses of
Funding
Expected Amount Available – Year 2 Expected
Amount
Available -
Remainder of
Con Plan
Description Annual
Allocation
Program
Income
Prior Year
Resources Total
Multifamily
Rental
based on
current
Program
Year
allocation.
Program
income is
typically
generated
from housing
loan
repayments
from
nonprofit
agencies.
Construction
Multifamily
Rental
Rehabilitation
New
Construction
for Ownership
TBRA
ES
G
Administration
$299,267 $0 $9,450 $308,717 $900,000
Prior year
resources are
unspent
funds from
previous
years.
Financial
Assistance
Overnight
Shelter
Rapid Re-
Housing
(Rental
Assistance)
Rental
Assistance
Services
Transitional
Housing
HOP
W
A
Administration
$674,671 $0 $0 $674,671 $2,025,000
Expected
Amount is a
rounded
estimation of
the funding
anticipated
to be
received,
based on
current
Program
Year
allocation.
Prior year
resources are
unspent
Permanent
Housing in
Facilities
Permanent
Housing
Placement
STRMU
Short-Term or
Transitional
Housing
Facilities
Supportive
Services
SALT LAKE CITY 2021-2022 ANNUAL ACTION PLAN
29 | P a g e
Uses of
Funding
Expected Amount Available – Year 2 Expected
Amount
Available -
Remainder of
Con Plan
Description Annual
Allocation
Program
Income
Prior Year
Resources Total
TBRA
funds from
previous
years.
OT
H
E
R
:
HO
U
S
I
N
G
– TR
U
S
T
F
U
N
D
Acquisitions
$2,590,000 $0 $0 $2,590,000 $7,770,000
Between The
Housing
Development
Trust Fund
and Funding
Our Future,
there is an
annual
budget of
$2.59M. This
is expected
to be an
ongoing
annual
allocation.
Administration
Conversion
and Rehab for
Transitional
Housing
Homebuyer
Rehabilitation
Housing
Multifamily
Rental New
Construction
Multifamily
Rental Rehab
New
Construction
for Ownership
Permanent
Housing in
Facilities
Rapid Re-
Housing
Rental
Assistance
TBRA
Transitional
Housing
OT
H
E
R
P
R
O
G
R
A
M
IN
C
O
M
E
All CDBG
Eligible
Activities per
Housing
Program Rules $0 $1,500,000 $0 $1,500,000 $4,500,000
Salt Lake City
Housing
Programs –
Program
Income
All HOME
Eligible
Activities per
Housing
Program Rules
SALT LAKE CITY 2021-2022 ANNUAL ACTION PLAN
30 | P a g e
Uses of
Funding
Expected Amount Available – Year 2 Expected
Amount
Available -
Remainder of
Con Plan
Description Annual
Allocation
Program
Income
Prior Year
Resources Total
OT
H
E
R
E
C
O
N
O
M
I
C
D
E
V
E
L
O
P
M
E
N
T
L
O
A
N
F
U
N
D
Economic
Development $2,000,000 $0 $0 $2,000,000 $$5,000,000
The fund has
a current
allocation of
$2M and an
estimated
remaining
$5M. The ED
program is in
the process
of being
revamped, so
these
numbers
may change
in the future.
Source: Salt Lake City Division of Housing and Neighborhood Development
Explain how federal funds will leverage those additional resources (private, state and local funds),
including a description of how matching requirements will be satisfied
HUD, like many other federal agencies, encourages the recipients of federal monies to demonstrate that efforts
are being made to strategically leverage additional funds to achieve greater results. Matches require
subrecipients to produce a specific amount of funding that will “match” the amount of program funds available.
• HOME Investment Partnership Program – 25% Match Requirement
Salt Lake City will have no HOME match requirements for 2021-2022. In a US Dept of Housing & Urban
Development memo from John Gibbs, Acting Assistant Secretary for Community Planning and
Development (D), dated April 10, 2020, re: Availability of Waivers an d Suspensions of the HOME
Program Requirements in Response to COVID-19 Pandemic, Salt Lake City intends to continue utilizing
the waiver and suspension of HOME match requirements. As per section #4 of the above mentioned
memo, Matching Contribution Requirements, given the urgent housing and economic needs created
by COVID-19, and substantial financial impact the Participating Jurisdiction (PJ) will face in addressing
those needs, wavier of these regulations (24 CFR 92.218 and 92.222(b)) will relieve the PJ from the need
to identify and provide matching contributions to HOME projects
• Emergency Solutions Grant – 100% Match Requirement
SALT LAKE CITY 2021-2022 ANNUAL ACTION PLAN
31 | P a g e
Salt Lake City will ensure that ESG match requirements are met by utilizing the leveraging capacity of
its subgrantees. Funding sources used to meet the ESG match requirements include federal, state and
local grants; private contributions; private foundations; United Way; Continuum of Care funding; City
General Fund; in-kind match and unrestricted donations.
Fund Leveraging
Leverage, in the context of the City’s four HUD Programs, means bringing other local, state, and federal
financial resources to maximize the reach and impact of the City’s HUD Programs. Resources for leverage
include the following:
• Housing Choice Section 8 Vouchers
• Low Income Housing Tax Credits
• New Market Tax Credits
• RDA Development Funding
• Salt Lake City Housing Trust Fund (HTF)
• Salt Lake City Economic Development Loan Fund (EDLF)
• Salt Lake City General Fund
• Olene Walker Housing Loan Fund
• Industrial & Commercial Bank Funding
• Continuum of Care Funding
• Foundations & Other Philanthropic Partners
If appropriate, describe publicly owned land or property located within the jurisdiction that may be
used to address the needs identified in the plan
Salt Lake City intends to expand affordable housing and economic development opportunities through the
redevelopment of City-owned land, strategic land acquisitions, expansion of the Community Land Trust for
affordable housing, parcel assembly, and disposition. The Housing and Neighborhood Development Division
will work collaboratively with other City Divisions that oversee or control parcels tha t are owned by the City to
evaluate the appropriateness for affordable housing opportunities.
Discussion:
SALT LAKE CITY 2021-2022 ANNUAL ACTION PLAN
32 | P a g e
Salt Lake City will continue to seek other federal, state and private funds to leverage entitlement grant
funding. In addition, the City will support the proposed community development initiatives outlined in
this Plan through strategic initiatives, policies, and programs.
SALT LAKE CITY 2021-2022 ANNUAL ACTION PLAN
33 | P a g e
AP-20 ANNUAL GOAL & STRATEGIES
TABLE: GOALS, PRIORITY NEEDS AND OUTCOME INDICATORS
Sort Order Goal Start
Year
End
Year Category
Geogra
phic
Area
Priority
Needs
Addressed
Funding
Goal
Outcome
Indicator
1 - Housing Expand housing
options
2021 2022 Affordable
Housing
Citywide Affordable
Housing
CDBG $2,087,652
ESG $82,022
HOME $1,552,303
HOPWA $604,431
1,149
Household
s assisted
2 –
Transportati
on
Improve access to
transportation
2021 2022 Transportati
on
Citywide Transportat
ion
CDBG $560,950
271
Household
s assisted
3 –
Community
Resiliency
Increase economic
and/or housing
stability
2021 2022 Economic
Developmen
t/Public
Services
Target
Areas/Ci
tywide
Community
Resiliency
CDBG $694,700 551
Individuals
or
businesses
assisted
4 –
Homeless
Services
Ensure that
homelessness is
brief, rare, and
non-recurring
2021 2022 Public
Services/Ho
meless
Services
Citywide Homeless
Services
CDBG $250,300
ESG $164,250
1,862
Persons
assisted
5 –
Behavioral
Health
Support
vulnerable
populations
experiencing
substance abuse
and mental health
challenges
2021 2022 Public
Services/Beh
avioral
Health
Citywide Behavioral
Health
CDBG $48,000
HOPWA $50,000
259
Household
s assisted
6 –
Administrati
on
Administration 2021 2022 Administrati
on
Citywide Administrat
ion
CDBG $703,733
ESG $22,445
HOME $97,486
HOPWA $20,240
N/A
SALT LAKE CITY 2021-2022 ANNUAL ACTION PLAN
34 | P a g e
Goal Descriptions
TABLE GOAL DESCRIPTIONS
Goal Name Goal Description
1 Housing To provide expanded housing options for all economic and demographic
segments of Salt Lake City’s population while diversifying the housing stock
within neighborhoods.
• Support housing programs that address the needs of aging housing
stock through targeted rehabilitation efforts and diversifying the
housing stock within the neighborhoods
• Support affordable housing development that increases the number
and types of units available for qualified residents
• Support programs that provide access to home ownership
• Support rent assistance programs to emphasize stable housing as a
primary strategy to prevent and/or end homelessness
• Support programs that provide connection to permanent housing
upon exiting behavioral health programs
• Provide housing and essential supportive services to persons with
HIV/AIDS
2 Transportation To promote accessibility and affordability of multimodal transportation options.
• Within eligible target areas, improve bus stop amenities to encourage
the accessibility of public transit and enhance the experience of public
transit
• Within eligible target areas, expand and support the installation of
bike racks, stations, and amenities to encourage use of alternative
modes of transportation
• Support access to transportation, prioritizing very low-income and
vulnerable populations
3 Community Resiliency Provide tools to increase economic and/or housing stability
• Support job training and vocational rehabilitation programs that
increase economic mobility
• Improve visual and physical appearance of deteriorating commercial
buildings - limited to CDBG Target Area
• Provide economic development support for microenterprise
businesses
• Direct financial assistance to for-profit businesses
• Expand access to early childhood education to set the stage for
academic achievement, social development, and change the cycle of
poverty
• Promote digital inclusion through access to digital communication
technologies and the internet
• Provide support for programs that reduce food insecurity for
vulnerable population
4 Homeless Services To expand access to supportive programs that help ensure that homelessness is
rare, brief, and non-recurring
• Expand support for medical and dental care options for those
experiencing homelessness
• Provide support for homeless services including Homeless Resource
Center Operations and Emergency Overflow Operations
• Provide support for programs undertaking outreach services to
address the needs of those living an unsheltered life
SALT LAKE CITY 2021-2022 ANNUAL ACTION PLAN
35 | P a g e
Goal Name Goal Description
• Expand case management support to connect those experiencing
homelessness with permanent housing and supportive services
5 Behavioral Health To provide support for low-income and vulnerable populations experiencing
behavioral health concerns such as substance abuse disorders and mental
health challenges.
• Expand treatment options, counseling support, and case management
for those experiencing behavioral health crisis
6 Administration To support the administration, coordination, and management of Salt Lake
City’s CDBG, ESG, HOME and HOPWA programs.
AP-35 PROJECTS (Summary)
91.200(d)
Introduction
The goals and strategies outlined in Salt Lake City's 2020-2024 Consolidated Plan serve as the foundation for
program year 2021-2022 projects and activities. The Consolidated Plan encourages building resiliency in low-
income areas by investing in economic development, and transportation infrastructure. These two categories of
projects/activities will be limited to the West Side CDBG Target Area. The Consolidated Plan also addresses the
need to utilize federal funding to further support housing, transportation, building community resiliency,
homeless services, and behavioral health. The Consolidated Plan goals will be supported through the
following 2021-2022 efforts:
This Year-2 Annual Action Plan establishes and addressed several Goals and Strategies as outlined in the 2020-
2024 Consolidated Plan. It is recognized that not every strategy will be accessed each year, however, each year
there will be projects that move forward each of the goals identified .
Housing: Provide expanded housing options for all economic and demographic segments of Salt Lake
City’s population while diversifying the housing stock within neighborhoods.
Strategies:
• Support housing programs that address the needs of aging housing stoc k through targeting
rehabilitation efforts and diversifying the housing stock within neighborhoods
• Expand housing support for aging residents that ensure access to continued stable housing
• Support affordable housing development that increases the number and types of units available for
income eligible residents
• Support programs that provide access to home ownership via down payment assistance, and/or
housing subsidy, and/or financing
• Support rent assistance programs to emphasize stable housing as a primary strategy to prevent and
end homelessness
SALT LAKE CITY 2021-2022 ANNUAL ACTION PLAN
36 | P a g e
• Support programs that provide connection to permanent housing upon exiting behavioral health
programs. Support may include, but is not limited to supporting obtaining housing via deposit and
rent assistance and barrier elimination to the extent allowable to regulation
• Provide housing and essential services for persons with HIV/AIDS
Transportation: Promote accessibility and affordability of multimodal transportation options.
Strategies:
• Improve bus stop amenities to encourage the accessibility of public transit and enhance the
experience of public transit in target areas
• Support access to transportation prioritizing very low-income and vulnerable populations
• Expand and support the installation of bike racks, stations, and amenities to encourage use of
alternative modes of transportation in target areas
Build Community Resiliency: Build resiliency by providing tools to increase economic and/or housing
stability.
Strategies:
• Provide job training/vocational training programs targeting low-income and vulnerable populations
including, but not limited to; chronically homeless; those exiting treatment centers/programs and/or
institutions; and persons with disabilities
• Economic Development efforts via supporting the improvement and visibility of small businesses
through façade improvement programs
• Provide economic development support for microenterprise businesses
• Direct financial assistance to for-profit businesses
• Expand access to early childhood education to set the stage for academic achievement, social
development, and change the cycle of poverty
• Promote digital inclusion through access to digital communication technologies and the internet
• Provide support for programs that reduce food insecurity for vulnerable population
Homeless Services: Expand access supportive programs that help ensure that homelessness is rare, brief,
and non-recurring.
Strategies:
• Expand support for medical and dental care options for those experiencing homelessness
• Provide support for homeless services including Homeless Resource Center Operations and
Emergency overflow operations
• Provide support for programs providing outreach services to address the needs of those living an
unsheltered life
• Expand case management support to connect those experienc ing homelessness with permanent
housing and supportive services
Behavioral Health: Provide support for low-income and vulnerable populations experiencing behavioral
health concerns such as substance abuse disorders and mental health challenges.
Strategies:
• Expand treatment options, counseling support, and case management for those experiencing
behavioral health crisis
SALT LAKE CITY 2021-2022 ANNUAL ACTION PLAN
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Administration -- To support the administration, coordination, and management of Salt Lake City’s CDBG, ESG ,
HOME, and HOPWA programs.
TABLE: PROJECT NAME
# Project Name
1 CDBG: Public Services: Homeless Service Programs
2
CDBG: Public Services: Build Community Resiliency - Job Training & Educational
Programs
3 CDBG: Public Services: Behavioral Health
4 CDBG: Housing
5 CDBG: Build Community Resiliency - Economic Development
6 CDBG: Public Services: Transportation
7 CDBG: Transportation
8 CDBG: Administration
9 ESG21: Salt Lake City
10 HOME: Tenant Based Rental Assistance
11 HOME: Down Payment Assistance
12 HOME: Salt Lake City Home Development Fund
13 HOME: Administration
14 HOPWA21: Salt Lake City
SALT LAKE CITY 2021-2022 ANNUAL ACTION PLAN
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AP-38 PROJECTS (Table)
TABLE: PROJECT SUMMARY INFORMATION
1
Project Name CDBG Public Services: Homeless Service Programs
Target Area Citywide
Goals Supported Homeless Services
Needs Addressed Homeless: Mitigation, Prevention, Public Services
Funding CDBG: $250,300
Description
Funding for eligible actives that support homeless resource centers, emergency shelters and other
supportive service programs directed to individuals and families experiencing homelessness. Funding
allocations are coordinated with local CoC and ESG efforts.
Target Date
Matrix Code 03T
National Objective LMC
Estimate the number
and type of families
that will benefit from
the proposed activities
415 homeless individuals including chronically homeless, victims of domestic violence, persons with
disabilities and other vulnerable populations are expected to benefit from proposed activities.
Location Description Citywide
Planned Activities
Activities will provide essential day-to-day services for the city's most vulnerable populations. Funding
will be targeted, in accordance with meeting a national objective, to support the chronically homeless,
homeless families, and victims of domestic violence. Funding is projected to be allocated as follows:
The Road Home, Gail Miller Homeless Resource Center, $72,000
Salt Lake Donated Dental Services, Community Dental Project, $44,400
YWCA of Utah, Women in Jeopardy, $33,900
South Valley Services, Domestic Violence Victim Advocate, $100,000
2
Project Name CDBG Public Services: Build Community Resiliency - Job Training & Educational Programs
Target Area Citywide
Goals Supported Build Community Resiliency
Needs Addressed Build community resiliency
Funding CDBG: $194,799
SALT LAKE CITY 2021-2022 ANNUAL ACTION PLAN
39 | P a g e
Description Funding for eligible activities that enhance, expand, and improve job training programs to build resiliency
and self-sufficiency.
Target Date
Matrix Code 05H
National Objective LMC
Estimate the number
and type of families
that will benefit from
the proposed activities
546 individuals are expected to benefit from proposed activities. This includes low income residents that
are working with existing job training programs for those that are homeless, exiting homelessness or
low-income residents and their children.
Location Description Citywide with a focus on assisting residents in racial and ethnic concentrated areas of poverty and local
target areas.
Planned Activities
Activities will provide a cost-effective intervention in increasing self-sufficiency for households for those
that are low income and/or living in poverty. Many adults experiencing intergenerational poverty are
employed but unable to meet the needs of their families. Adults and teenagers experiencing
intergenerational poverty will be connected to resources that assist them with employment and job
training. Funding is projected to be allocated as follows:
Advantage Services, Provisional Support Employment Program, $60,250
International Rescue Committee (IRC), Digital Skills Program, $54,400
First Step House, Employment Preparation & Placement, $41,700
Neighborhood House, Early Education Program, $38,449
3
Project Name CDBG Public Services: Behavioral Health
Target Area Citywide
Goals Supported Behavioral Health
Needs Addressed Public Services: Expand Opportunity/Self-Sufficiency
Funding CDBG: $48,000
Description Public Service activities that provide a behavioral health component for the City.
Target Date
Matrix Code 05M
National Objective LMC
Estimate the number
and type of families
that will benefit from
the proposed activities
299 adults living at or near the poverty level are expected to benefit from proposed activities. This
includes refugees, recent immigrants, homeless individuals, persons with a disability, victims of domestic
violence and other vulnerable adults.
Location Description Citywide with a focus on assisting residents in behavioral health programming.
SALT LAKE CITY 2021-2022 ANNUAL ACTION PLAN
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Planned Activities
Activities will provide access to behavioral health programs, with an added benefit of connection to
stable housing opportunities and building self-resiliency.
First Step House, Peer Support Services, $48,000
4
Project Name CDBG: Housing
Target Area
Citywide
West Side Target Area
Goals Supported Housing
Needs Addressed Affordable Housing Development & Preservation
Funding CDBG: $2,087,652
Description Funding for eligible activities that provide housing rehabilitation, emergency home repair, and
accessibility modifications for eligible households.
Target Date
Matrix Code 14A
National Objective LMH
Estimate the number
and type of families
that will benefit from
the proposed activities
369 low and moderate-income households are expected to benefit from proposed activities. Funding will
be targeted to elderly, disabled, low-income, racial/ethnic minorities, single-parent, and large-family
households. This may include, but is not limited to, multi-family housing or single-family housing.
Location Description Citywide with a focus on assisting residents in racial and ethnic concentrated areas of poverty and local
target areas.
Planned Activities
Activities will provide essential housing rehabilitation, emergency repair, and accessibility modifications
to address health/safety/welfare issues for eligible homeowners. Assistance will be provided as grants or
low-interest loans. Funding is projected to be allocated as follows:
ASSIST Inc. – Community Design Center, Emergency Home Repair; Accessibility and Community
Design, $700,000
Community Development Corp. of Utah, Affordable Housing and Revitalization, $74,800
The Road Home, Palmer Court Rehab., $101,000
SLC Housing and Neighborhood Development, Housing Rehabilitation and Homebuyer Program,
$600,000
SLC Housing and Neighborhood Development, Targeted Repairs Program, $500,000
SLC Housing and Neighborhood Development, Small Repair Program, $60,000
Set Aside Salt Lake City Housing Project, $51,852
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5
Project Name CDBG: Build Community Resiliency - Economic Development
Target Area West Side Target Area
Goals Supported Build Community Resiliency
Needs Addressed Support access to building community resiliency by providing opportunities for small businesses to thrive
Funding CDBG: $502,000
Description Funding for eligible activities that provide commercial rehabilitation in local target areas.
Target Date
Matrix Code 14E
National Objective LMA
Estimate the number
and type of families
that will benefit from
the proposed activities
20 businesses
Location
Description Targeted outreach in West Side Target Area
Planned Activities
Activities will include grants and forgivable loans/grants for businesses located in the West Side target
areas to make exterior façade improvements and to correct code violations. Eligible costs include labor,
materials, supplies, and soft costs relating to the commercial rehabilitation. Planned activities are as
follows:
Salt Lake City Housing and Neighborhood Development: $502,000
6
Project Name CDBG: Public Services: Transportation
Target Area Citywide
Goals Supported Transportation
Needs Addressed Support access to transportation prioritizing very low-income and vulnerable populations, by offering
reduced-fare transit passes to individuals experiencing homelessness. .
Funding CDBG: $34,700
Description Funding will be utilized to promote accessibility and affordability of multimodal transportation options.
Target Date
Matrix Code 05E
National Objective LMC
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Estimate the number
and type of families
that will benefit from
the proposed activities
165 individuals
Location
Description Citywide.
Planned Activities
Support access to transportation prioritizing very low-income and vulnerable populations, by offering
reduced-fare transit passes to individuals experiencing homelessness.
Salt Lake City Transportation, HIVE Pass Will Call, $45,000
7
Project Name CDBG: Transportation
Target Area Citywide
Goals Supported Transportation
Needs Addressed
Support access to transportation prioritizing very low-income and vulnerable populations, by
constructing new bus stops, shelters and related facilities along bus routes through LMI areas of Salt
Lake City.
Funding CDBG: $322,000
Description Funding will be utilized to promote accessibility and affordability of multimodal transportation options.
Target Date
Matrix Code 03Z
National Objective LMC
Estimate the number
and type of families
that will benefit from
the proposed activities
60,350 individuals
Location
Description See map – Selected routes through LMI neighborhoods in Salt Lake City, based on census tracts.
Planned Activities Funding will be utilized to created bus stops, boarding islands, bus shelters and related amenities, with
specific attention to creating accessible bus stops, along routes through LMI areas of the city.
Salt Lake City Transportation, Route 4 Frequent Transit Route – Bus Stops & Shelter, $322,000
8
Project Name CDBG: Administration
Target Area N/A
Goals Supported Administration
Needs Addressed
Funding CDBG: $703,733
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Description Funding will be utilized for general management, oversight, and coordination of Salt Lake City's CDBG
program.
Target Date
Matrix Code 21A
National Objective
Estimate the number
and type of families
that will benefit from
the proposed activities
Location Description
Planned Activities Activities will include program administration and overall program management, coordination,
monitoring, reporting and evaluation.
9
Project Name ESG21 Salt Lake City
Target Area Countywide
Goals Supported Homeless Services
Needs Addressed Homeless: Mitigation, Prevention, Public Services
Funding ESG: $308,717
Description
Funding will be utilized for homeless prevention to prevent individuals and families from moving into
homelessness, and for rapid re-housing to move families out of homelessness. In addition, funding will
be utilized for emergency shelter, shelter diversion, outreach and other essential services for homeless
individuals and families.
Target Date
Matrix Code 03T
National Objective LMC
Estimate the number
and type of families
that will benefit from
the proposed activities
Proposed activities will prevent individuals and families from moving into homelessness; provide rapid
rehousing to quickly move families out of homelessness; and provide day-to-day services for individuals
and families experiencing homelessness as follows
Part 1 ESG: Shelter Operations, Outreach, Day-to-Day Services: 1,446individuals
Part 2 ESG: Prevention, Rapid Rehousing, Diversion: 220individuals
Location Description Countywide
Planned Activities
1. Activities will prevent household from moving into homelessness and move homeless families
quickly into permanent, stable housing through the following eligible costs: utilities, rental application
fees, security/utility deposits, rental fees, housing placement fees, housing stability case management,
and other eligible costs. Funding is projected to be allocated as follows:
Utah Community Action, Rapid Rehousing Program, $82,022
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Utah Community Action, Diversion Program, $40,000
2. Activities will provide emergency shelter and other essential services for individuals and families
experiencing homelessness. Services include outpatient health services, homeless resource centers,
and transitional housing. Funding is projected to be allocated as follows:
First Step House, Homeless Resource Center Behavioral Health Treatment Services, $49.250
Volunteers of America, Utah, Geraldine King Women’s Resource Center, $30,000
Volunteers of America, Utah, Homeless Youth Resource Center, $44,000
Catholic Community Services: Weigand Resource Center; Client Intake/Operations, $41,000
3. In addition, $22,445 will be utilized for program administration for general management, oversight,
and coordination of the City's ESG program.
10
Project Name HOME: Tenant Based Rental Assistance
Target Area Citywide
Goals Supported Housing
Needs Addressed Access to affordable housing
Funding HOME: $367,669
Description Funding will be utilized to provide tenant-based rental assistance housing to homeless and at-risk of
homeless individuals and families.
Target Date
Estimate the number
and type of families
that will benefit from
the proposed activities
88 families will benefit from the proposed activities.
Location Description Citywide
Planned Activities
Activities will provide tenant-based rental assistance to homeless, disabled persons and other vulnerable
populations. Funding is projected to be allocated as follows:
Utah Community Action Program, TBRA: $167,669
The Road Home, TBRA: $200,000
11
Project Name HOME: Down Payment and Deposit Assistance
Target Area Citywide
Goals Supported Housing
Needs Addressed Affordable Housing Development & Preservation
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Funding HOME: $200,000
Description Funding will be utilized to provide low-interest loans and/or grants for down payment assistance and/or
closing costs to eligible homebuyers.
Target Date
Estimate the number
and type of families
that will benefit from
the proposed activities
13 households will benefit from proposed activities.
Location Description Citywide
Planned Activities
Direct financial assistance to eligible homebuyers in the form of down payment low-interest loans and/or
grants. Funding is projected to be allocated as follows:
Community Development Corp. of Utah, Down Payment Assistance: $200,000
12
Project Name HOME: Salt Lake City Home Development Fund
Target Area Citywide
Goals Supported Housing
Needs Addressed Affordable Housing Development & Preservation
Funding HOME: $984,634
Description Funds will be used for development activities including acquisition, new construction, and rehabilitation
of existing housing.
Target Date
Estimate the number
and type of families
that will benefit from
the proposed activities
At least 7 households are to benefit from proposed activities.
Location Description Citywide
Planned Activities
Funds will be used for development activities including acquisition, new construction, and rehabilitation
of multi-family properties and single-family homes.
SLC Housing and Neighborhood Dev, HOME Development Fund: $984,634
13
Project Name HOME: Administration
Target Area Citywide
Goals Supported Administration
Needs Addressed
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Funding HOME: $97,486
Description Funding will be utilized for general management, oversight and coordination of Salt Lake City's HOME
program.
Target Date
Estimate the number
and type of families
that will benefit from
the proposed activities
Location Description
Planned Activities Activities will include program administration and overall program management, coordination,
monitoring, reporting and evaluation.
14
Project Name HOPWA21 Salt Lake City
Target Area Metropolitan Statistical Area
Goals Supported Housing
Needs Addressed Access to affordable housing
Funding HOPWA: $674,671
Description
Funding will be utilized to provide housing and related services to persons with HIV/AIDS and their
families. Activities include, TBRA, Housing Information Services, Permanent Housing Placement,
STRMU, and supportive services.
Target Date
Estimate the number
and type of families
that will benefit from
the proposed activities
Persons living with HIV/AIDS and their families are expected to benefit from the proposed activities as
follows:
Supportive Services, 36 households
STRMU/PHP/Supportive Services, 25 households
TBRA, 56 households
Location Description Salt Lake City Metropolitan Statistical Area
Planned Activities
Activities will include project-based rental assistance, tenant-based rental assistance, short-term
rental/mortgage/utility assistance, housing information services, permanent housing placement, and
supportive services for persons living with HIV/AIDS and their families. Funding is projected to be
allocated as follows:
Housing Authority of the County of Salt Lake, TBRA, $489,332
Utah Community Action Program, STRMU, PHP, Supportive Services, $85,099
Utah AIDS Foundation, Supportive Services, $30,000
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Utah AIDS Foundation, Mental Health Services, $50,000
In addition, Salt Lake City will utilize $20,240 in program administration for general management,
oversight and coordination of the Salt Lake City MSA HOPWA program.
Describe the reasons for allocation priorities and any obstacles to addressing underserved needs
As entitlement funding decreased considerably over the past decade, the City is taking a strategic approach to
directing funding. Priorities include expanding affordable housing opportunities throughout the City, providing
critical services for the City’s most vulnerable residents, expanding self-sufficiency for at-risk populations, and
improving neighborhood conditions in concentrated areas of poverty.
The City and partners are unable to fully address needs due to a lack of funding and resources. To addre ss the
lack of resources, the City will continue to engage with community development organizations, housing
providers, housing developers, service providers, community councils, City departments, local businesses,
residents, and other stakeholders to develop strategies for increasing impacts and meeting gaps in services.
AP-50 GEOGRAPHICAL DISTRIBUTION
91.200(f)
Description of the geographic areas of the entitlement (including areas of low -income and
minority concentration) where assistance will be directed
Locally-defined target areas provide an opportunity to maximize impact and align HUD funding with existing
investment while simultaneously addressing neighborhoods with the most severe needs. According to HUD
standards, a Local Target Area is designed to allow for a locally targeted approach to the investment of CDBG
and other federal funds.
The target area for the entirety of the associated Consolidated Pl an period, will be identified as, “West Side
Target Area”, as shown on the map below. CDBG and other federal funding will be concentrated, but not
necessarily limited to, the target area. Neighborhood and community nodes will be identified and targeted to
maximized community impact and drive further neighborhood investment. During this Annual Action Plan
period, infrastructure projects such as transportation projects and commercial façade improvements will be
limited to this target area. Housing activities will happen citywide, however, a more concentrated marketing
strategy for rehabilitation efforts will be deployed in the West Side Target Area as an opportunity to expand
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housing stability.
FIGURE: 2020-2024 WEST SIDE CDBG TARGET AREA
Salt Lake City’s HUD entitlement funds are geographically distributed with the following priorities:
The CDBG program’s primary objective is to promote the development of viable urban communities by
providing decent housing, suitable living environments and expanded economic activities to persons of low-
and moderate-income. To support the CDBG program’s primary objectives, Salt Lake City is taking a two -
pronged approach to the distribution of funding:
1. Direct funding to local target areas to build capacity and expand resources within concentrated
areas of poverty.
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2. Utilize funding citywide, in accordance with meeting a national objective, to support the city’s
most vulnerable populations, including the chronically homeless, homeless families, food -insecure
individuals, the disabled, persons living with HIV/AIDS, victims of domestic violence and the low-
income elderly.
The ESG program’s primary objective is to assist individuals and families regain housing stability after
experiencing a housing or homelessness crisis. ESG funding is distributed citywide to support emergency
shelter, day services, resource centers, rapid re-housing and homeless prevention activities. The majority of
funding is target to Salt Lake City’s urban core, as this is where the highest concentrat ion of homeless services
are located.
The HOME program’s primary objective is to create affordable housing opportunities for low -income
households. HOME funding is distributed citywide to provide direct financial assistance to homebuyers, tenant -
based rental assistance, acquisition, and rehabilitation.
The HOPWA program’s primary objective is to provide housing assistance and related supportive services to
persons living with HIV/AIDS and their families. HOPWA funding is distributed throughout the Salt Lake City
MSA, including Salt Lake, Summit, and Tooele counties, to provide project-based rental assistance, tenant-
based rental assistance, short-term rental assistance, and supportive services. The majority of funding is utilized
in Salt Lake County, as the majority of HIV/AIDS services are located in the Salt Lake area.
TABLE: GEOGRPAHIC DISTRIBUTION
Target Area % of Funds
1 West Side CDBG Target Area 20%
Rationale for the priorities for allocating investments geographically
The Target Area was identified through an extensive process that analyzed local poverty rates, low -and
moderate-income rates, neighborhood conditions, citizen input, and available resources.
A fair housing equity assessment completed in May 2018 by the Kem C. Gardner Policy Institute at the
University of Utah states that there is a housing shortage in Utah, with the supply of new homes and existing
“for sale” homes falling short of demand. While the impact of higher housing prices is widespread, a ffecting
buyers, sellers, and renters in all income groups, the report concludes that those households below the median
income, and particularly low-income households, are disproportionately hurt by higher housing prices. In fact,
households with incomes below the median have a 1 in 5 chance of a severe housing cost -burden, paying at
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least 50% of their income toward housing, while households with incomes above the median have a 1 in 130
chance.1
Discussion
The City’s west side and central corridor continu e to have economic disparities that can be addressed through
investments of CDBG funding. Expanding and building upon the target areas of the 2015 -2019 Consolidated
Plan, will allow the City to continue to focus resources in a meaningful way. The City has increased its
investment in the target area from 12% in the first year, to 20% in the second year. The City will look to grow
investment in the target area in future years, ultimately ended up closer to 35% on an annual basis. While not
limited to the target area, housing rehabilitation efforts will be heavily marketed in the target area. For the
2021-2022 Action Plan, this includes efforts of partners such as ASSIST, NeighborWorks Salt Lake, and Salt Lake
City’s Housing & Neighborhood Development (HAND). Each organization provides housing rehabilitation
services targeted to low-to-moderate income households. Marketing these programs will help ensure that
aging housing stock does not fall into disrepair or become blighted. Throughout this Plan period and beyond,
the City will leverage and strategically target funding for neighborhood improvements, transportation
improvements, and economic development to maximize impact within targeted neighborhoods.
1 James Wood, Dejan Eskic and D. J. Benway, Gardner Business Review, What Rapidly Rising Prices Mean for Housing Affordability, May
2018.
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AP-55 AFFORDABLE HOUSING
Introduction
The Salt Lake City’s Housing and Neighborhood Development Division (HAND) is committed to lessening the
current housing crisis that is affecting Salt Lake City, as in all U.S. cities, through a range of robust policy and
project initiatives to improve housing affordability for all residents, with an emphasis on households earning
40% AMI or below. During the 2021-2022 program year, Salt Lake City will support housing activities through
all four of its federal grant programs: CDBG, ESG, HOME, and HOPWA, but for the sake o f clarify, the numbers
listed below are being derived specifically from the CDBG and HOME program goals.
Second Year Goals for the Number of Households to be Supported
Homeless: 74
Non-Homeless: 707
Special Needs: 123
TOTAL: 904
Second Year Goals for the Number of Households Supported Through
Discussion
To guide Salt Lake City’s affordable housing goals, in December 2017, the City approved Growing SLC, A Five-
Year Housing Plan, 2018-2022, a data-driven strategy for ensuring long-term affordability and preservation,
while balancing the unique need of the City’s neighborhoods.
Salt Lake City will support affordable housing activities in the coming year by utilizing the following federal
community development funding programs: CDBG, ESG, HOME, and HOPWA. Affordable housing activities will
provide subsidies for individuals and families ranging from 0% to 80% AMI. Activities will include:
• Tenant-based rental assistance;
• Short-term rental/utility assistance;
• Rapid re-housing;
• Homeowner housing rehabilitation; and
• Direct down payment assistance for eligible homebuyers.
Rental Assistance: 87
The Production of New Units: 7
Rehab of Existing Units: 635
Acquisition of Existing Units: 13
TOTAL: 742
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An analysis of Salt Lake City’s homebuyer market demonstrates a reasonable range of low -income households
will continue to qualify for mortgage financing assistance:
• US Census data, Salt Lake City, 2000-2018:
o The median home values increased 89.8%, from $152,400 to $289,200
o The median household income increased by 52.6%, from $36,944 in 2000 to $56,370 in 2018
• HUD, HOME Income Guidelines for 2020, Salt Lake County, 80% AMI for a family of 4: $73,750
• ACS data, Salt Lake City, 2015-2019:
o The number of households earning $50,000 - $74,999, under the poverty line: 16.6% of total
population
o The average monthly owner costs with a mortgage, $1,601
• UtahRealEstate.com, from July 2020 to March 2021, number of Salt Lake City homes sold between
$100,000-$299,999: 271.
AP-60 PUBLIC HOUSING
Introduction
The Housing Authority of Salt Lake City (HASLC) is responsible for managing the public housing inventory,
developing new affordable housing units and administering the Housing Choice voucher programs for the City.
The Authority strives to provide affordable housing opportunities throughout the community by developing
new or rehabilitating existing housing that is safe, decent, and affordable – a place where a person’s income
level or background cannot be identified by the neighborhood in which they live.
In addition to the development and rehabilitation of units, the HASLC also manages several properties
emphasizing safe, decent, and affordable housing that provides an enjoyable living environment that is free
from discrimination, efficient to operate, and remains an asset to th e community. The HASLC maintains a strong
financial portfolio to ensure flexibility, sustainability, and continued access to affordable tax credits,
foundations, and grant resources.
As an administrator of the City’s Housing Choice voucher programs, the Housing Choice Voucher Program
provides rental assistance to low-income families (50% of area median income and below). This program
provides rental subsidies to over 2,900 low-income families, disabled, elderly, and chronically homeless clients.
Other programs under the Housing Choice umbrella include: Housing Choice Moderate Rehabilitation; Housing
Choice New Construction; Project Based Vouchers; Multifamily Project Based Vouchers; Vet erans Affairs
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Supportive Housing Vouchers; Housing Opportunities for Persons with HIV/AIDS; and Shelter plus Care
Vouchers. Under these other Housing Choice programs, the HASLC provided rental subsidies to additional
qualified program participants.
Actions planned during the next year to address the needs to public housing
HASLC continues to build a strong portfolio of new properties and aggressively apply for additional vouchers.
As part of a strategic planning process held with Commissioners, staff, and residential leaders, HASLC has also
identified several goals for 2021-2022. Among these goals are increased focus on assisting local leaders and
agencies respond to homelessness in the City as well as developing and attaining more capacity for additional
living units through real estate activities, rehabilitation, pursuing new Shared Housing (previously referred to as
Single Room Occupancy) projects, developing increased relationships and services targeting and attracting
landlords, and sophisticated management of HUD programs. HASLC also utilizes HUD Rental Assistance
Demonstration (RAD) to preserve and improve their many properties. In 2021, HASLC is close to the completion
on Capitol Homes which will provide 62 housing units for individuals and families under 55% AMI with set-
asides for previously homeless, victims of domestic violence, and veterans. HASLC continues to look for ways to
expand their portfolio by identifying challenging properties and continuing to develop catalytic and
transformative projects and programming.
Actions to encourage public housing residents to become more involved in management and
participate in homeownership
Both HASLC and Housing Connect, previously Salt Lake County Housing Authority, have active monthly tenant
meetings and encourage participation in management decisions related to the specific housing communities.
Housing Connect has a Resident Advisory Board that has representatives from public housing, Section 8, and
special needs programs. A member of the Resident Advisory Board is appointed to the Housing Connect’s
Board of Commissioners. HASLC operates Family Self-Sufficiency programs that address areas of improving
personal finances and homeownership preparation for voucher recip ients.
If the PHA is designated as troubled, describe the manner in which financial assistance will be
provided or other assistance
Housing Connect and HASLC are both designated as high performers.
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AP-65 HOMELESS & OTHER SPECIAL NEEDS ACTIVITIES
Introduction
Salt Lake City works with a large homeless services community to reduce the number of persons experiencing
homelessness, reduce the length of time individuals experience homelessness, increase successful transitions
out of homelessness, and reduce the number of instances that clients may return to homelessness.
Salt Lake City representatives participate in the local Salt Lake County Continuum of Care’s (CoC) executive
board and its prioritization committee specifically, so the Continuum of Care’s priorities are considered during
Emergency Solutions Grant (ESG) allocations. The three local ESG funders also meet regularly to coordinate ESG
and CoC activities to ensure an accurate level of funding is provided to match the community’s service needs
and goals. Additionally, the City participates in Salt Lake Valley Coalition to End Homelessness and the State
Homeless Coordinating Council to further coordinate efforts.
The Salt Lake County CoC contracts with the State of Utah to administer the Utah Homeless Management
Information System (HMIS). All service agencies in the region and the rest of the state are under a uniform data
standard for HUD reporting and local ESG funders. All ESG funded organizations participate in HMIS.
Representatives from Salt Lake City sits on the HMIS Steering Committee. HMIS data allows Salt Lake City and
its partners to track the effectiveness of programs and gauge the continuing service needs of the community.
The State of Utah, in coordination with local service providers and volunteers, conduct an annual Point-In-Time
count at the end of January to count sheltered (emergency shelter and transitional housing) and unsheltered
homeless individuals. Unsheltered homeless individuals are counted by canvassing volunteers. The volunteers
use the VI-SPDAT assessment tool to interview and try to connect unsheltered homeless individuals into
services.
Describe the jurisdictions second-year goals and actions for reducing and ending homelessness
including reaching out to homeless persons (especially unsheltered persons) and assessing their
individual needs
Salt Lake City’s primary homeless services goal is to help homeless individuals and families get off the street
and into permanent housing. In the short term, Salt Lake City will continue to provide collaborative services to
the homeless population.
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Salt Lake City recognizes that not every homeless individual is alike and because of that, there is no one si ze fits
all solution. There is a wide variety of homeless subpopulations in the greater community. Each of these groups
have different needs that Salt Lake City focuses on to provide the best services possible.
There are groups of chronic homeless individuals, veterans, families, women with children, youth, and
homeless-by-choice in the greater community. Each of these groups have different needs and each stage of
homelessness must also be considered. The four stages of homelessness are prevention (keepin g people from
dropping into homelessness with jobs and affordable housing), homelessness (helping with daily needs –
lockers, showers, etc.), transcending homelessness (finding housing, employment), and preventing recurrence
(offering supportive services to housing). If the four stages are not considered for each group, efforts will
eventually be unsuccessful.
Personalized one-on-one outreach to homeless individuals providing information about the specific services
that individual needs (e.g., housing, mental health treatment, a hot meal) is the most effective outreach
approach. Salt Lake City is exploring how to introduce lived experience peer support assistance as outreach
teams work with unsheltered homeless individuals. Salt Lake City works regularly with various community
partners that provide outreach and assessment of individuals experiencing homelessness including Catholic
Community Services, Volunteers of America, the Department of Veterans Affairs, The Road Home, and others. In
2016, Salt Lake City opened the Community Connection Center (CCC) located in the primary homeless services
area of the City. The CCC operates as a drop-in center and employs social workers that assess individuals’ needs
and help connect people with available housing and supportive services. The CCC has been successful in filling
the need for additional homeless outreach and case management services in the City.
For the City’s 2020 Community Engagement Survey, HAND staff distributed paper surveys to the three HRCs
and the Homeless Youth Resource Center to collect responses from individuals experiencing homelessness. A
total of 138 responses were collected and taken into consideration in the development of this 2021-2022
Annual Action Plan.
Addressing the emergency shelter and transitional housing needs of homeless persons
Starting with the State of Utah’s Ten-Year Plan to End Chronic Homelessness, most efforts to deal with
homelessness in Utah rely on the Housing First model. Although the ten-year plan has sunset, the programs
and direction are still being implemented throughout the State. The premise of Housing First is that once
homeless individuals have housing, they are more likely to seek and continue receiving services and can search
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for employment. The Housing First model has been effective in Salt Lake City, though meeting the varied
housing needs of this population can be challenging. The homeless housing market needs more permanent
supportive housing, housing vouchers, affordable non -supportive housing, and housing located near transit
and services. Salt Lake City is working towards new solutions in these areas as outlined in the City’s ad opted
five-year housing plan, Growing SLC.
There is a continued need for day services to meet the basic needs of persons experiencing homelessness.
Needed daytime services include bathrooms, laundry, safe storage for their life’s belongings, mail receipt, and
an indoor area to “hang out”. Salt Lake City addresses these issues by supporting shelters, day services, and
providing a free storage program. These things were all considered in the recent creation of the homeless
resource centers. These centers also provide food services and look to be all i nclusive, one stop shop for
services and connection to community resources. This shift in how homeless services are provided will help the
community realize our goal that homelessness is rare, brief, and non-recurring.
Salt Lake City will continue aiming to assist homeless persons make the transition to permanent housing,
including shortening the period of time that individuals and families experience homelessness, facilitating
access for homeless individuals and families to affordable housing units, a nd preventing individuals and families
who were recently homeless from becoming homeless again.
The City plays an important role by providing strategic funding for the valuable efforts undertaken by other
stakeholders and, at times, filling in gaps in essential services. The City can also lend its voice and political
weight to lobby for changes in policy, regulation, and statutes as needed to facilitate a comprehensive and
effective approach to addressing homelessness and related issues.
Salt Lake City’s adopted housing plan, Growing SLC, includes efforts to provide affordable housing options
along with the spectrum of housing including permanent supportive housing, transition in place, tenant based
rental assistance, and affordable non-supportive housing.
The Salt Lake County Collective Impact to End Homelessness Steering Committee, and the Salt Lake C ounty
Continuum of Care voted in support of merging these two entities into a new homeless system structure called
the Salt Lake Valley Coalition to End Homelessness. This Coalition’s primary goals are to prevent and end
homelessness in the Salt Lake Valley through a system-wide commitment of resources, services, data collection,
analysis and coordination among all stakeholders. Salt Lake City staff play a key role in assisting this effort as it
moves forward.
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In response to the COVID-19 pandemic, in 2020 and 2021 the community homeless planning organizations and
the homeless service providers, adeptly pivoted and evolved to the precautions and recommendation from
national and local health officials to mitigate COVID-19 transmission. Coordinated efforts included: physical
barriers, mask enforcement, limited gatherings, enhancing cleaning of facilitates, remote staffing, virtual case
management, and new non-congregant shelter options in the form of an unused senior retirement center and
two hotels. Greatly assisting these efforts was the availability and usage of HUD waivers and CARES Act ESG -CV,
CDBG-CV, and HOPWA-CV funding.
Helping homeless persons (especially chronically homeless individuals and families, families with
children, veterans and their families, and unaccompanied youth) make the transition to permanent
housing and independent living, including shortening the period of time that individuals and
families experience homelessness, facilitating access for homeless individuals and families to
affordable housing units, and preventing individuals and families who were recently homeless from
becoming homeless again
Salt Lake City and its service partners work with homeless individuals to help them successfully transition from
living on the streets or shelters and into permanent housing or independent living. Salt Lake City has been
working with service partners and other governmental agencies through the Salt Lake Valley Coalition to End
Homelessness (SLVCEH). This includes work on various subgroups that focus on specific areas of service,
including housing and coordinated entry. Salt Lake City has the goal to help streaml ine service delivery to the
homeless community with the express purpose of shortening the period that individuals and families
experience homelessness.
Salt Lake City has also funded the creation of new permanent supportive housing units and programs whi ch
serve the most vulnerable members of our community. Progress is being made on both goals. Salt Lake City
and its partner, the Road Home, are continuing to operate the House 20 program. The House 20 program
engages with some of the most vulnerable members of our community, the majority of whom are now in stable
housing. Through the City’s Funding Our Future efforts, the City has funded a variety of housing programs that
aim to fill in gaps in services in our community. These programs include a new shared housing pilot program
and housing programs which target families with children, individuals with substance abuse disorders, refugees,
and victims of domestic violence. Salt Lake City has provided funding to support the creation of a combined
280 new units of permanent supportive housing that are at various stages of development in the City , which
includes the Magnolia, a new construction project of 65 units for homeless individuals scheduled for
completion in in 2021. These permanent supportive housing units have been identified by the Salt Lake
Continuum of Care as a need in the larger homeless services community.
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Salt Lake City continues to make progress on our 5-year housing plan, Growing SLC, which seeks to improve the
housing market in the City by focusing on three primary goals:
• Reforming City practices to promote a responsive, affordable high-opportunity housing
market;
• Increasing housing opportunities for cost-burdened households; and
• Building a more equitable city.
Through implementation of Growing SLC and the funding of housing programs through Funding our Future
and federal dollars, Salt Lake City is working to increase access to affordable housing units for individuals and
families experiencing homelessness. These efforts will help shorten the period of time individuals and families
experience homeless and prevent recently homeless individuals and families from falling back into
homelessness.
Helping low-income individuals and families avoid becoming homeless, especially extremely low-
income individuals and families and those who are: being discharged from publicly funded
institutions and systems of care (such as health care facilities, mental health facilities, foster care
and other youth facilities, and correc tions programs and institutions); or, receiving assistance from
public or private agencies that address housing, health, social services, employment, education, or
youth needs
Salt Lake City, along with other organizations in the Salt Lake County Continuum of Care, work to prevent and
divert individuals and families from experiencing homelessness. Salt Lake City, Salt Lake County and the State of
Utah all provide funding to Utah Community Action for short-term rental assistance to families at risk of falling
into homelessness.
Salt Lake City supports the Salt Lake Valley Coalition to End Homelessness, 2020 Strategic Plan’s goal of
implementing release/discharge best practices and policies, and providing resources to individuals being
discharged from incarceration who are at risk of becoming homeless. Additionally, Salt Lake City has identified
strategies in our 2020-2024 Consolidated Plan goal, Build Community Resiliency, to assist individuals exiting
treatment centers/programs and/or institutions.
Discussion
Salt Lake City is reducing and ending homelessness in the community through strong collaborations with
partner organizations throughout the Salt Lake County Continuum of Care. Salt Lake City works closely with Salt
Lake County, the State of Utah and service providers to stop families from dropping into homelessness, reduce
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the length of time individuals and families experience homelessness, help individuals and families successfully
transition out of homelessness, and keep individuals and families from resc inding back into homelessness.
AP-70 HOPWA GOALS
Second year goals for the number of households to be provided housing through the use of
HOPWA for
Short-term Rent, Mortgage, and Utility Assistance Payments: 25
Tenant-Based Rental Assistance: 51
Units Provided in Permanent Housing Facilities Developed, Leased, or
Operated with HOPWA Funds: 0
Units provided in Transitional Short-Term Housing Facilities Developed,
Leased, or Operated with HOPWA Funds: 0
TOTAL: 76
AP-75 ACTION PLAN BARRIERS TO AFFORDABLE HOUSING
Introduction
As discussed in sections MA-40 and SP-55 of the 2020-2024 Consolidated Plan, several barriers to the
development and preservation of affordable housing exist within Salt Lake City, including the fol lowing:
• Land costs
• Construction costs
• Housing and transportation costs
• Development and rehabilitation financing
• Housing rehabilitation complexities
• Foreclosures and loan modifications
• Neighborhood market conditions
• Economic conditions
• Land use regulations
• Development fees and assessments
• Permit processing procedures
• Environmental review procedures
• Lack of zoning and development incentives
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• Complicated impact fee waiver process
• Competition for limited development incentives
• Landlord tenant policies
• NIMBY’ism
While not all of these barriers can be addressed with federal funding, d uring the 2021-2022 program year, the
City will work to reduce barriers to affordable housing through the following planning efforts and initiatives:
• Growing SLC: A Five-Year Plan, 2018-2022: The City has formally adopted a housing plan that is
addressing the barriers listed above and has served as a catalyst on a local and regional level to focus
on the housing crisis. The plan provides an assessment of citywide hous ing needs, with emphasis on
the availability and affordability of housing, housing needs for changing demographics, and
neighborhood-specific needs. Growing SLC identifies several goals to remove barriers to affordable
housing. Those goals include reforming City practices to promote a responsive, affordable, high-
opportunity housing market; increase housing opportunities for cost -burdened households; and
building a more equitable City.
• Homeless Strategies: Salt Lake City works collaboratively with service providers, local municipalities, the
State of Utah, the Continuum of Care, and other stakeholders through the Salt Lake Valley Coalition to
End Homelessness (Coalition) to ensure a regional and concerted effort to address homeless issues
within the City. The structure of the Coalition provides a succinct network for data collection, resource
deployment, and service implementation. The City will continue to play a critical and visionary role in
the Coalition in the coming year.
• Home Ownership Options: The City has launched a new program for homeownership, Welcome Home
SLC. The program provides low- to moderate-income families the opportunity to purchase a home in
Salt Lake City. It will help stabilize communities, provide incentive for neighborhood investmen ts, and
allow families to build wealth.
• Community Land Trust (CLT): Salt Lake City has launched a Community Land Trust that will allow
donated and trusted land to maintain perpetual affordability while ensuring the structure on the land,
the home, is purchased, owned, and sold over time to income-qualifying households, just as any other
home would be. By holding the land itself in the trust, the land effectively receives a write down each
time the home is sold, insulating the property for growing land costs but still allowing equity to be
built by the homeowner. There have been eleven properties added to the CLT since 2018.
• Funding Our Future: Will provide additional funding during 2021-2022 to increase housing
opportunities in Salt Lake City through a 5% sales tax increase approved by Council in May 2018.
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• Leverage Public Land: The City has been and will continue to look at City owned properties as an
investment in affordable housing. Additionally, proceeds from development on public land could be
used for future affordable housing development.
• Redevelopment Agency: The Salt Lake City Redevelopment Agency has committed over $70 million
since 2010 to address affordable housing efforts in the City, with a specific focus on areas with high
land values.
• Housing Trust Fund: The Housing Trust Fund was created in 2000 to provide financial assistance to
support the development and preservation of affordable and special needs housing in Salt Lake City.
Eligible activities include acquisition, new construction, and rehabilitation of both multifamily rental
properties and single-family homeownership. Additional assistance relating to housing for eligible
households also may include project or tenant-based rental assistance, down payment assistance and
technical assistance.
• Policy: The City is continually evaluating policies that may impede the development of affordable
housing. A few policy changes the City is considering over the coming year include an Affordable
Housing Overlay zoning ordinance, Housing Loss Mitigation ordinance amendment, and a Single
Room Occupancy (SRO)/Shared Housing ordinance.
Actions planned to remove or ameliorate the negative effects of public policies that serve as
barriers to affordable housing such as land use controls, tax policies affecting land, zoning
ordinances, building codes, fees and charges, growth limitations, and policies affecting the return
on residential investment
Salt Lake City will work to remove or ameliorate public policies that serve as barriers to affordable housing
through the following efforts:
• Affordable Housing Development Incentives: Zoning and fee waiver incentives will be implemented
and/or strengthened, including the following:
o Review the City’s Housing Loss Mitigation ordinance to ensure that the city’s stock of
inexpensive housing isn’t rapidly being replaced by more expensive units.
o Develop an Affordable Housing Overlay zone that allows for and provides incentives for the
creation and preservation of affordable housing.
o Evaluate the desire for a Single Room Occupancy (SRO)/Shared Housing ordinance that allows
for SRO’s in single-family neighborhoods throughout the City.
o Off-Street Parking Ordinance update to improve pedestrian-scale development and amenities.
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o Low-Density Multi-Family Residential Zoning amendments to remove local zoning barriers to
housing density and types of housing.
• Leverage Public Resources for Affordable Housing Development: Public resources, including city-
owned land, will be leveraged with private resources for affordable housing development.
• Funding Targeting: The Division of Housing and Neighborhood Development is evaluating ways to
coordinate and target affordable housing subsidies more effectively, to include the coordination of
local funding sources (Olene Walker Housing Loan Fund, Salt Lake City Housing Trust Fund, Salt Lake
County funding, etc.).
• Implement Fair Housing Action Items: Salt Lake City will work to remove and/or ameliorate housing
impediments for protected classes through action items as identified in the City’s Fair Housing Action
Plan as outlined in the 2020-2024 Consolidated Plan.
• Utilize Federal Funding to Expand Affordable Housing Opportunities: Utilize CDBG, ESG, HOME, and
HOPWA funding to expand housing opportunity through homeowner rehabilitation, emergency home
repair, acquisition/rehabilitation, direct financial assistance, tenant-based rental assistance, project-
based rental assistance, and rapid re-housing.
AP-85 OTHER ACTIONS
Introduction
This section outlines Salt Lake City’s efforts to carry out the following:
• Address obstacles to meeting underserved needs
• Foster and maintain affordable housing
• Reduce lead-based paint hazards
• Reduce the number of poverty-level families
• Develop institutional structure
• Enhance coordination between public and private housing and social service agencies
• Radon Mitigation Policy
Actions planned to address obstacles to meeting underserved needs
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The most substantial impediment in meeting underserved needs is a lack of funding and resources. Strategic
shifts identified through Salt Lake City’s 2020-2024 Consolidated Plan provide a framework for maximizing and
leveraging the City's block grant allocations better focus funding to address underserved needs. Underserved
needs and strategic actions are as follows:
Underserved Need: Affordable housing
• Actions: Salt Lake City is utilizing federal and local resources to expand both rental and
homeownership opportunities. In addition, the City is utilizing public land to leverage private capital
for the development of affordable housing. These efforts will work to address the affordable housing
gap in Salt Lake City.
Underserved Need: Homelessness
• Actions: Salt Lake City is working with housing and homeless service providers to coordinate and
streamline processes for service delivery. By utilizing the VI -SPDAT pre-screen survey, providers can
access and prioritize services based on chronicity and medical vulnerability. These efforts will assist in
addressing unmet needs by utilizing resources more effectively.
Underserved Need: Special needs individuals.
• Actions: Salt Lake City is working to address underserved needs for refugees, immigrants, the elderly,
victims of domestic violence, persons living with HIV/AIDS, and persons with a disability by providing
resources for basic needs, as well as resources to expand self-sufficiency. For example, federal funding
is utilized to provide early childhood education for refugees and other at-risk children; improve
immediate and long-term outcomes for persons living with HIV/AIDS; and provide job training
vulnerable populations; and provide medical services for at risk populations.
Actions planned to foster and maintain affordable housing
The City is committed to foster and maintain affordable housing throughout our City. This is evident through
identifying specific gaps that exist in the community, and then designing affordable housing efforts specifically
to address these needs. The City aims to target households earning 80% AMI and below, with emphasis on
households earning 40% AMI and below. Through the housing initiatives and efforts identified in the 2020-2024
Consolidated Plan, Salt Lake City aims to:
• Address the City’s affordable housing shortage for those most in need.
• Address housing needs for Salt Lake City’s changing demographics.
• Address neighborhood specific needs, including the following:
o Protect affordability in neighborhoods where affordability is disappearing.
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o Promote affordability in neighborhoods with a lack of affordable housing.
• Preserve the City’s existing affordable housing stock.
• Strengthen the City’s relationship with our housing partners, financial institutions, and foundations.
• Support those who develop and advocate for affordable housing.
Toward this end, Salt Lake City will foster and maintain affordable housing during the 20 21-2022 program year
through the following actions:
• Utilize CDBG funding to support owner-occupied rehabilitation for households at 80% AMI and below.
• Utilize CDBG and HOME funding for acquisition and rehabilitation of dilapidated and blighted housing.
• Utilize ESG, HOME, and HOPWA funding to create housing opportunities for individuals and
households at 30% AMI and below through Tenant-Based Rental Assistance and Rapid Re-Housing.
• Utilize CDBG and HOME funding for direct financial assistance to homebuyers at 80% AMI and below.
• Promote the development of affordable housing with low-income housing tax credits, Salt Lake City
Housing Trust Fund, Olene Walker Housing Loan Fund, Salt Lake City’s HOME Development Fund and
other funding sources.
• Leverage public resources, including publicly owned land, with private capital for the development of
affordable housing.
• Work to ameliorate and/or eliminate housing impediments for protected classes as outlined in the
2020-2024 Consolidated Plan’s Fair Housing Action Plan.
• Work to leverage other city resources such as Redevelopment Agency funding/strategies, maximize
sales tax housing funding, and other sources as they are identified with federal funding where
applicable.
• Salt Lake City launched a Community Land Trust that currently has ten properties, with plans to
increase the number of properties in the coming years.
Actions planned to reduce lead-based paint hazards
Because of the high percentage of the housing units in Salt Lake City that were built before 1978, outreach and
education efforts must continue. As such, the City has implemented a plan to address lead issues in our
residential rehabilitation projects. The City’s Housing Rehabilitation Program is in -compliance with HUD’s rules
concerning identification and treatment of lead hazards. During the 2021-2022 program year, Salt Lake City will
work in conjunction with our partners on the state and county levels to educate the public on the dangers
posed by lead based paint, to include the following:
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• Undertake outreach efforts through direct mailings, the Salt Lake City website, various fairs and public
events, and the local community councils.
• Provide materials in Spanish to increase lead-based paint hazard awareness in minority communities.
• Partner with Salt Lake County’s Lead Safe Salt Lake program to treat lead hazards in the homes of
children identified as having elevated blood levels.
• Emphasize lead hazards in our initial contacts with homeowners needing rehabilitation.
• Work with community partners to encourage local contractors to obtain worker certifications for their
employees and sub-contractors.
Actions planned to reduce the number of poverty-level families
In a strategic effort to reduce the number of households living in poverty and prevent households at risk of
moving towards poverty from doing so, Salt Lake City is focusing on a two-pronged approach:
1. Creating neighborhoods of opportunity to build capacity and expand resources within
concentrated areas of poverty.
2. Support the city’s most vulnerable populations, including the chronically homeless, homeless
families, food-insecure individuals, the disabled, persons living with HIV/AIDS, victims of domestic
violence and the low-income elderly.
The City’s anti-poverty strategy aims to close the gap in a number of socioeconomic indicators, such as
improving housing affordability, school-readiness of young children, employment skills of at-risk adults, access
to transportation for low-income households, and access to fresh foods for food -insecure families. Efforts will
focus on the following objectives:
• Assist low-income individuals to maximize their incomes.
• Reduce the linkages between poor health and poverty.
• Expand housing opportunities.
• Reduce the impacts of poverty on children.
• Ensure that vulnerable populations have access to supportive services.
Federal entitlement funds allocated through this 2021-2022 Action Plan will support the City’s anti-poverty
strategy through the following efforts:
• Provide job training for vulnerable populations.
• Provide early childhood education to limit the effects of intergenerational poverty.
• Provide essential supportive services for vulnerable populations.
• Provide housing rehabilitation for low-income homeowners.
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• Expanded affordable housing opportunities.
• Improved neighborhood/commercial infrastructure in West Side Target Area.
• Enhance support for small businesses and micro-enterprise businesses.
• Reduce food insecurities for low-income households.
Actions planned to develop institutional structure
As outlined in the 2020-2024 Consolidated Plan, Salt Lake City is building upon the 2015-2019 Consolidated
Plan and continuing to take a coordinated and strategic shift in allocating federal entitlement funds to place a
stronger emphasis on community needs, goals, objectives and outcomes. This includes the following efforts to
strengthen and develop institutional structure:
• Geographically target infrastructure and economic development funding to areas of the city with
higher poverty rates, lower incomes, and/or reduced access to transportation.
• Increase coordination between housing and supportive service providers to reduce/eliminate
duplicative efforts, encourage partnerships, increase transparency, and standardize processes.
• Strengthen support for the City’s most vulnerable populations, including the chronically homeless,
homeless families, individuals with disabilities, persons living with HIV/AIDS, victims of domestic
violence and the low-income elderly.
• Support housing efforts that connect residents with supportive services and programs that improve
self-sufficiency.
• Offer technical assistance to agencies implementing projects with CDBG, ESG, HOME, and/or HOPWA
funding to ensure compliance and support of program objectives.
• Support employee training and certifications to expand the internal knowledge base on HUD
programs, as well as housing and community development best practices.
Actions planned to enhance coordination between public and private housing and social service
agencies
Salt Lake City recognizes the importance of coordination between supportive service and housing providers in
meeting priority needs. Stakeholders have been working towards developing and implementing a streamlined
and effective delivery system to include the following efforts:
• Created and implemented a no wrong door approach to accessing housing and other services.
• Increased coordination through the Salt Lake County’s Continuum of Care, Salt Lake Valley Coalition to
End Homelessness, the Utah Homeless Management Information System, and State Homeless
Coordinating Council.
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• Coordinated assessments to help individuals and families experiencing homeless move through the
system faster.
• Coordinated diversion and homeless prevention resources to reduce new entries into homelessness.
• Coordinated efforts to house the highest users of the homeless services and provide trauma informed
case management.
• Improved weekly “housing triage” meetings that provide a format for developing a housing plan for
homeless individuals and families with the most urgent housing needs.
Discussion
Actions planned to mitigate impacts of Radon
Salt Lake City is committed to providing safe, affordable housing opportunities that are f ree of contaminations
that could affect the health and safety of occupants. Section 50.3(i) states that “it is HUD policy that all property
proposed for use in HUD programs be free of hazardous materials, contamination, toxic chemicals and gasses,
and radioactive substances, where a hazard could affect the health and safety of occupants of conflict with the
intended utilization of the property.” To that end, the City created a Radon Mitigation Policy that address the
potential of Radon in homes that are newly constructed or rehabilitated utilizing federal funding issued through
this Annual Action Plan. The City has, and will continue, to provide technical assistance to each agency in an
effort to ensure agencies are properly identifying sites that must be tested, how to test correctly, how to read
test results, and the appropriate mitigation standards that must be followed.
The Radon Mitigation Policy includes specifics on testing and mitigation requirements. The City has also
partnered with the State of Utah to implement the mitigation policy, provide technical assistance, and
outreach/education materials. To leverage resources, the City will refer clients needing financial assistance for
mitigation to other community resources. To ensure that even the most vulnerable and high-risk populations
have an opportunity to mitigate Radon, the City has implemented a grant program whereby residents meeting
a set of criteria, may apply for a grant to bear the costs of mitigation.
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AP-90 PROGRAM SPECIFIC REQUIREMENTS
91.220(l)(1,2,4)
Introduction
Salt Lake City’s program specific requirements for CDBG, HOME, and ESG are outlined as follows.
Community Development Block Grant Program (CDBG)
Reference 24 CFR 91.220(l)(1)
1. Projects planned with all CDBG funds expected to be available during the year are identified in the
Projects Table. The following identifies program income that is available for use that is included in
projects to be carried out
1 The total amount of anticipated program income that will have been
received before the start of the next program year and that has not yet
been reprogrammed.
$1,500,000
2 The amount of proceeds from section 108 loan guarantees that will be
used during the year to address the priority needs and specific
objectives identified in the grantee's strategic plan.
0
3 The amount of surplus funds from urban renewal settlement s. 0
4 The amount of any grant funds returned to the line of credit for which
the planned use has not been included in a prior statement or plan. 0
5 The amount of income from float-funded activities . 0 Total Program Income: $1,500,000
2. Other CDBG Requirements
1 The amount of urgent need activities 0
2 The estimated percentage of CDBG funds that will be used for activities
that benefit persons of low- and moderate-income
90%
Overall Benefit - A consecutive period of one, two or three years may be used to determine
that a minimum overall benefit of 70% of CDBG funds is used to benefit persons of low- and
moderate-income. This Annual Action Plan covers a one-year period.
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HOME Investment Partnership Program (HOME)
Reference 24 CFR 91.220(l)(2)
1. A description of other forms of investment being used beyond those identified in Section 92.205 is as
follows
Salt Lake City does not utilize HOME funding beyond those identified in Section 92.205.
2. A description of the guidelines that will be used for resale or recapture of HOME funds when used for
homebuyer activities as required in 92.254, is as follows
In order to preserve the number of affordable housing units for continued benefit to low -income residents, Salt
Lake City requires that HOME funds used to assist homeownership be recaptured whenever assisted units
become vacant prior to the end of the affordability period that is commensurate with the amount of funding
invested in the activity. Trust deeds or property restrictions are f iled on appropriate properties to ensure
compliance with the period of affordability.
Homeownership Recapture:
Salt Lake City follows the HOME recapture provisions established at §92.253(a)(5)(ii). Any remaining HOME
assistance to the homebuyer must be recovered if the housing does not continue to be the principal residence
of the family for the duration of the period of affordability. The HOME investment that is subject to recapture is
based on the direct subsidy amount which includes the HOME assistance t hat enabled the home buyer to buy
the housing unit. In all cases, the recapture provisions are limited to the net proceeds of the sale. Salt Lake City
requires all sub-recipients and Community Housing Development Organizations (CHDO) to follow the same
recapture guidelines as outlined and required in the HOME rule. This provision is intended to ensure a fair
return on investment for the homeowner if a sale occurs during the period of affordability. The City will utilize
one of the following options:
A) If it was determined that HOME regulations were not adhered to for initial approval of the
homeowner or during the term of affordability, the entire HOME subsidy will be recaptured.
B) In the event of change of title/ownership, the City will reduce the HOME investme nt amount
to be recaptured on a pro-rata basis for the time the homeowner has owned and occupied the
housing measured against the applicable affordability period.
C) If the net proceeds are not sufficient to recapture the appropriate HOME investment plus
enable the homeowner to recover the amount of the homeowner's down payment and any
capital improvement investment made by the owner since purchase, the City will share the net
proceeds. Net proceeds are the sales price minus loan repayment (other than HOME fun ds)
and closing costs. The net proceeds will be divided proportionally on a pro-rata basis for the
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time the homeowner has owned and occupied the housing measured against the applicable
affordability period. Owner investment returned first. The City may cho ose to permit the
homebuyer to recover the homebuyer's entire investment (down payment and capital
improvements made by the owner since purchase) before recapturing the HOME investment.
HOME Funds Provided for Homebuyer Activity
subject to Recapture of HOME Funds
Minimum years
of Affordability
Under $15,000 5 Years
Between $15,000 and $40,000 10 Years
Over $40,000 15 Years
Homeownership Resale:
Resale requirements will only apply to HOME-funded affordable homeownership opportunities provided using
the Community Land Trust model. In that model, Salt Lake City provides funding to a Community Land Trust to
sell homes at an affordable price while placing a 99-year leasehold on the estate. Resale provisions will be
enforced by a recorded covenant signed by the landowner, the homebuyer, and the City, and through a 99 -year
ground lease between the landowner (the trust) and the homebuyer. Under both the c ovenant and the ground
lease, the home may be sold only to an income-qualified buyer who will occupy the home as a primary
residence. The landowner, through the ground lease, shall have an option to purchase to ensure that the home
is sold to an eligible buyer at an affordable price. This provision is intended to ensure a fair return on
investment for the homeowner if a sale occurs during the period of affordability. The Resale Requirement will
limit the sales price, as described below.
Due to the growing costs of homes in the Salt Lake City residential market, the City has opted to implement a
Homeownership Value Limit of $440,800 for a single-family home. Salt Lake City determined 95 percent of the
median area purchase price for single family housing in the jurisdiction in accordance with procedures
established at § 92.254(a)(2)(iii). Specifically, this purchase price was calculated based on a median sales price of
$464,000 (i.e. $464,000× 0.95 = $$440,800) for single family homes. This figure is for both new construction and
existing homes.
An analysis of Salt Lake City’s homebuyer market demonstrates a reasonable range of low -income households
will continue to qualify for mortgage financing assistance:
• US Census data, Salt Lake City, 2000-2018:
o The median home values increased 89.8%, from $152,400 to $289,200
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o The median household income increased by 52.6%, from $36,944 in 2000 to $56,370
• HUD, HOME Income Guidelines for 2021, Salt Lake County, 80% AMI for a family of 4: $73,750
• US Census data, Salt Lake City, 2014-2018:
o The number of households earning $50,000-$74,999: 13,991 households, 17.9% of total
population
o The average monthly owner costs with a mortgage, $1,534
• UtahRealEstate.com, from July 2020 through March 2021, the number of Salt Lake City listings between
$100,000-$449,999: 1,392
3. A description of the guidelines for resale or recapture that ensures the affordability of units acquired
with HOME funds? See 24 CFR 92.254(a)(4) are as follows
As stated above, Salt Lake City requires that HOME funds be recaptured whenever assisted units become vacant
prior to the end of the affordability period that is commensurate with the amount of funding invested in the
activity. In very rare cases, Salt Lake City will use HOME funds as an acquisition source for multifamily projects.
With these rental activities, rental projects must meet the appropriate period of affordability or HOME funds
provided to them will be recaptured by the City. Trust deeds or property restrictions are filed on appropriate
properties to ensure compliance with the period of affordability.
Rental Housing Recapture:
All HOME-assisted units must meet the affordability requirements for not less than the applicable period
specified below regardless of the term of any loan or mortgage, transfer of ownership, or repayment of loan
funds.
Rental Housing Activity Minimum years
of Affordability
Rehab or acquisition of existing housing per unit
amount of HOME funds under $15,000 5 Years
Between $15,000 and $40,000 10 Years
Over $40,000 or rehab involving refinancing 15 Years
New construction or acquisition of newly constructed
housing 20 Years
4. Plans for using HOME funds to refinance existing debt secured by multifamily housing that is
rehabilitated with HOME funds along with a description of the refinancing guidelines required that
will be used under 24 CFR 92.206(b), are as follows
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Salt Lake City does not use HOME, or CDBG, funds to refinance debt secured by multifamily housing
that is rehabilitated.
Emergency Solutions Grant (ESG)
Reference 24 CFR 91.220(l)(4)
1. Include written standards for providing ESG assistance (may include as attachment)
The Emergency Solutions Grant (ESG) Policies include written standards for providing ESG assistance. Salt Lake
City’s updated ESG policies and procedures are attached to this Annual Action Plan.
2. If the Continuum of Care has established centralized or coordinated assessment system that
meets HUD requirements, describe that centralized or coordinated assessment system
The Salt Lake Continuum of Care has developed a collaborative, written coordinated assessment plan.
Consensus exists for a coordinated assessment plan that covers the entire Continuu m of Care with a multi-
access entry point quick assessment method for any homeless individual or family in need of emergency shelter
or service. Our 2-1-1 system, service providers, government agencies, and others publicize all existing access
points, striving to do everything we can to ensure individuals and families in need have clear direction for
accessing appropriate services. After entry into an emergency service, individuals are tracked as they progress
toward housing and/or support interventions. All homeless families and those individuals prioritized for
permanent supportive housing placements are guided toward this centralized process and placed into one of
several housing programs depending on assessment. Standardized assessments include a quick a ssessment for
emergency services and eligibility and enrollment materials for housing placements.
Representatives of the City worked with the CoC, ESG funders, and service providers to improve the
coordinated assessment system to meet requirements set for th in Notice CPD-17-01. The new coordinated
assessment system was approved by the Salt Lake County Homeless Coordinating Committee (aka the Salt Lake
Valley Coalition to End Homelessness) in January 2018. Salt Lake City is continuing to work with the CoC, ESG
funders, and service providers to operationalize these new requirements through the Coordinated Entry Task
Group.
3. Identify the process for making sub-awards and describe how the ESG allocation available to private
nonprofit organizations (including community and faith-based organizations) will be allocated
Granting sub-awards is an intensive, months-long process. It begins with applications being made available and
education workshops held to explain different federal grant programs and eligible activities under each. Staff
SALT LAKE CITY 2021-2022 ANNUAL ACTION PLAN
73 | P a g e
also reaches out to potential applicants through the Salt Lake Homeless Coordinating Council, the local
Continuum of Care, the Utah Housing Coalition, and others.
After the application period closes, a general needs hearing is conducted to help guide how ESG monies should
be spent. Applications are discussed with a rident advisory board in a public forum. Applicants are invited to
meet with the resident advisory board to answer final questions or provide additional information regarding
their programs and their role in the larger homeless services system structure.
The Community Development & Capital Improvement Programs Advisory Board (CDCIP Board) reviews the ESG
applications and makes a recommendation to the Salt Lake City Mayor based on federal guidelines, the 5 Year
Consolidated Plan, and the City’s long-term homeless services strategies. The Mayor then makes a
recommendation on funding to the City Council based on the CDCIP board recommendation, federal
guidelines, the 5 Year Consolidated Plan, and the City’s long -term homeless services strategies.
The City Council holds a public hearing for comment on the programs and proposed benefits of each. The City
Council then makes a funding decision based on public comment, the Mayor’s recommendation, federal
guidelines, the 5 Year Consolidated Plan, and the City’s long -term homeless services strategies.
4. If the jurisdiction is unable to meet the homeless participation requirement in 24 CFR 576.405(a), the
jurisdiction must specify its plan for reaching out to and consulting with homeless or formerly
homeless individuals in considering policies and funding decisions regarding facilities and
services funded under ESG
Before the Salt Lake City Council makes the final funding decisions for ESG funds, there are multiple venues for
public outreach including two public hearings. Efforts are made to include participation from homeless and
formerly homeless individuals. Emergency Solutions Grant funds, along with other public and private monies,
are used by Salt Lake City to implement our short- and long-term homeless service goals.
Individuals experiencing homelessness often help the city craft and implement short-term and long-term
service plans. Below are a few examples of how the city has created the opportunity for homeless persons to
participate:
• Homeless individuals participated in the creation of the long -term homeless services situation
assessment.
• The City interviewed over 100 homeless individuals as part of its Homeless Services Site
Evaluation Commission in 2015.
SALT LAKE CITY 2021-2022 ANNUAL ACTION PLAN
74 | P a g e
• Summer of 2016, the City held a workshop specifically with individuals experiencing
homelessness to draft the criteria used to locate new homeless resource centers.
• February 2017, a workshop was held with homeless individuals to gain feedback on the
design, location, and programming at new homeless resource centers.
• March 2018, Salt Lake City participated in a Homeless Youth Forum, which brou ght together a
wide range of service providers together to discuss service delivery for homeless youth. There
were approximately 20 homeless and formerly homeless youth who were dispersed amongst
the discussion groups and they provided valuable feedback on various service delivery
systems.
• Summer of 2018, the City coordinated with Salt Lake County to collect survey data on funding
priorities from individuals experiencing homelessness on two separate occasions.
• Summer of 2020, the City collected Community Engagement Surveys at the three Homeless
Resource Center and the Homeless Youth Resource Center.
• The City continues to reach out to persons with “lived experience” to help shape the services
being prioritized and funded throughout the homeless services system.
ESG subgrantees and other homeless service providers routinely consult with current and formerly homeless
individuals to make programming and service delivery decisions.
5. Describe performance standards for evaluating ESG
Salt Lake City scores programs receiving Emergency Solutions Grant funding using the performance metrics
required by the U.S. Department of Housing and Urban Development (HUD) and local priorities. To increase
transparency, leverage resources, and maximize efficiencies, Salt Lake City does the following:
• All applications undergo a risk analysis prior to the awarding of funds.
• Standardized quarterly reporting is reviewed for compliance, timeliness, and accuracy.
• Monitoring and technical assistance risk analyses are performed on all subgrantees to
determine which organization would benefit from monitoring or technical assistance visits.
• Collect information that supports the required performance measurement metrics and
provides context on local initiatives.
To ensure consistent performance metrics, the Salt Lake County Continuum of Care contracts with the State of
Utah to administer Utah’s Homeless Management Information System (HMIS). All service agencies in the region
and the rest of the state are under a uniform data standard for HUD reporting and local ESG funders. All ESG
SALT LAKE CITY 2021-2022 ANNUAL ACTION PLAN
75 | P a g e
funded organizations participate in HMIS. Salt Lake City reviews HMIS data to ensure grantees are properly
using funds as promised in their contracts and meeting larger City, Continuum of Care, and State goals.
EXHIBIT 4.
SUMMARY OF PUBLIC COMMENTS
The first Public Comment Period was a hybrid meeting held May 22, 2022, through June 8, 2022, with a Public Hearing on June
1, 2022. There were no comments received during the Public Hearing. This Public Comment Period was an opportunity for
the public to review and give feedback on a draft of the HOME-ARP Community Assessment and Allocation Plan.
All Public Comment Periods are posted in English and Spanish on the State’s Public Notice website, sent to community
partners to post, and provided to the Mayor’s Office and the Council Office for dissemination on social media platforms and
other applicable forms of electronic communication and noticing.
1 | P a g e
EXHIBIT 5.
SP-35, ANTICIPATED RESOURCES
HUD CFR 24, 91.215(A)(4), 91.220(C)(1,2)
Uses of Funding
Expected Amount Available – Year 1 Expected
Amount
Available –
Remainder
of Con Plan
Description Annual
Allocation
Program
Income
Prior Year
Resources Total
CD
B
G
Acquisition
$3,509,164 $0 $35,000 $3,544,164 $13,600,000
Prior year
resources are
unspent
funds from
previous
years.
Administration
Economic
Development
Homebuyer
Assistance
Homeowner
Rehabilitation
Multifamily
Rental
Construction
Multifamily
Public
Improvements
Public Services
Rental
Rehabilitation
New Construction
for Ownership
TBRA
Historic Rental
Rehabilitation
New Construction
HO
M
E
Acquisition
$957,501 $300,000 $0 $1,257,501 $4,600,000
Program
income is
typically
generated
from housing
loan
repayments
from
nonprofit
agencies.
Administration
Homebuyer
Assistance
Homeowner
Rehabilitation
Multifamily
Rental
2 | P a g e
Uses of Funding
Expected Amount Available – Year 1 Expected
Amount
Available –
Remainder
of Con Plan
Description Annual
Allocation
Program
Income
Prior Year
Resources Total
Construction
Multifamily
Rental
Rehabilitation
New Construction
for Ownership
TBRA
ES
G
Administration
$301,734 $0 $2,500 $304,234 $1,160,000
Prior year
resources are
unspent
funds from
previous
years.
Financial
Assistance
Overnight Shelter
Rapid Re-Housing
(Rental
Assistance)
Rental Assistance
Services
Transitional
Housing
HO
P
W
A
Administration
$600,876 $0 $15,000 $615,876 $1,720,000
Prior year
resources are
unspent
funds from
previous
years.
Permanent
Housing in
Facilities
Permanent
Housing
Placement
STRMU
Short-Term or
Transitional
Housing Facilities
Supportive
Services
TBRA
OT
H
E
R
:
HO
U
S
I
N
G
– TR
U
S
T
F
U
N
D
Acquisitions
$0 $0 $0 $2,000,000 $3,000,000
The Trust
Fund has a
budget of
$2m and
expects to
receive a total
of
approximately
$3m in
revenue over
the next plan
period.
Administration
Conversion and
Rehab for
Transitional
Housing
Homebuyer
Rehabilitation
Housing
Multifamily
Rental New
Construction
3 | P a g e
Uses of Funding
Expected Amount Available – Year 1 Expected
Amount
Available –
Remainder
of Con Plan
Description Annual
Allocation
Program
Income
Prior Year
Resources Total
Multifamily
Rental Rehab
New Construction
for Ownership
Permanent
Housing in
Facilities
Rapid Re-Housing
Rental Assistance
TBRA
Transitional
Housing
OT
H
E
R
P
R
O
G
R
A
M
IN
C
O
M
E
All CDBG Eligible
Activities per
Housing Program
Rules $0 $1,500,000 $0 $1,500,000 $6,000,000
Salt Lake City
Housing
Programs –
Program
Income
All HOME Eligible
Activities per
Housing Program
Rules
OT
H
E
R
E
C
O
N
O
M
I
C
DE
V
E
L
O
P
M
E
N
T
L
O
A
N
F
U
N
D
Economic
Development $0 $0 $0 $0 $4.000,000
The fund
currently has
a balance of
approximately
$4m.
4 | P a g e
Uses of Funding
Expected Amount Available – Year 1 Expected
Amount
Available –
Remainder
of Con Plan
Description Annual
Allocation
Program
Income
Prior Year
Resources Total
OT
H
E
R
F
U
N
D
S
– CA
R
E
S
H
U
D
-CV
HUD and CARES
Act Eligible
Activities
CDBG-CV1
$2,064,298
CDBG-CV3
$999,551
ESG-CV1
$1,040,462
ESG-CV2
$2,946,449
HOPWA-CV1
$87,443
$0 $0 $7,138,203 $7,138,203
CARES HUD-
CV allocations
to respond to
and recovery
from COVID-
19.
OT
H
E
R
F
U
N
D
S
– HO
M
E
A
M
E
R
I
C
A
N
R
E
S
C
U
E
PL
A
N
A
C
T
(
A
R
P
)
HUD HOME ARP
Eligible Activities $0 $0 $0 $0
HOME ARP
2021-2022
$3,533,195
HOME
allocation to
respond to
COVID-19
from the
American
Rescue Plan
Act (ARP)
5 | P a g e
AP-15, EXPECTED RESOURCES
HUD CFR 24, 91.220(C)(1,2)
Uses of
Funding
Expected Amount Available – Year 2 Expected
Amount
Available -
Remainder
of Con Plan
Description Annual
Allocation
Program
Income
Prior Year
Resources Total
CD
B
G
Acquisition
$3,570,517 $0 $572,667 $4,091,332 $10,500,000
Expected
Amount is a
rounded
estimation of
the funding
anticipated
to be
received,
based on
current
Program
Year
allocation.
Prior year
resources
are unspent
funds from
previous
years.
Administration
Economic
Development
Homebuyer
Assistance
Homeowner
Rehabilitation
Multifamily
Rental
Construction
Multifamily
Public
Improvements
Public Services
Rental
Rehabilitation
New
Construction
for Ownership
TBRA
Historic Rental
Rehabilitation
New
Construction
HO
M
E
Acquisition
$974,863 $674,926 $0 $1,649,789 $2,900,000
Expected
Amount is a
rounded
estimation of
the funding
anticipated
to be
received,
based on
current
Program
Year
Administration
Homebuyer
Assistance
Homeowner
Rehabilitation
Multifamily
Rental
Construction
Multifamily
6 | P a g e
Rental
Rehabilitation
allocation.
Program
income is
typically
generated
from housing
loan
repayments
from
nonprofit
agencies.
New
Construction
for Ownership
TBRA
ES
G
Administration
$299,267 $0 $9,450 $308,717 $900,000
Prior year
resources
are unspent
funds from
previous
years.
Financial
Assistance
Overnight
Shelter
Rapid Re-
Housing
(Rental
Assistance)
Rental
Assistance
Services
Transitional
Housing
HOP
W
A
Administration
$674,671 $0 $0 $674,671 $2,025,000
Expected
Amount is a
rounded
estimation of
the funding
anticipated
to be
received,
based on
current
Program
Year
allocation.
Prior year
resources
are unspent
funds from
previous
years.
Permanent
Housing in
Facilities
Permanent
Housing
Placement
STRMU
Short-Term or
Transitional
Housing
Facilities
Supportive
Services
TBRA
OT HE R:
HO US
IN G
–
TR US T
FU ND
Acquisitions $2,590,000 $0 $0 $2,590,000 $7,770,000 Between The
Housing Administration
7 | P a g e
Conversion
and Rehab for
Transitional
Housing
Development
Trust Fund
and Funding
Our Future,
there is an
annual
budget of
$2.59M. This
is expected
to be an
ongoing
annual
allocation.
Homebuyer
Rehabilitation
Housing
Multifamily
Rental New
Construction
Multifamily
Rental Rehab
New
Construction
for Ownership
Permanent
Housing in
Facilities
Rapid Re-
Housing
Rental
Assistance
TBRA
Transitional
Housing
OT
H
E
R
P
R
O
G
R
A
M
IN
C
O
M
E
All CDBG
Eligible
Activities per
Housing
Program Rules $0 $1,500,000 $0 $1,500,000 $4,500,000
Salt Lake City
Housing
Programs –
Program
Income
All HOME
Eligible
Activities per
Housing
Program Rules
8 | P a g e
OT
H
E
R
E
C
O
N
O
M
I
C
DE
V
E
L
O
P
M
E
N
T
L
O
A
N
F
U
N
D
Economic
Development $2,000,000 $0 $0 $2,000,000 $$5,000,000
The fund has
a current
allocation of
$2M and an
estimated
remaining
$5M. The ED
program is in
the process
of being
revamped,
so these
numbers
may change
in the future.
OT
H
ER
F
U
N
D
S
– HO
M
E
A
M
E
R
I
C
A
N
R
E
S
C
U
E
PL
A
N
A
C
T
(
A
R
P
)
HUD HOME ARP
Eligible
Activities
HOME ARP
One Time
Funding
$3,533,195
$0 $0 $0
$3,533,195
HOME
allocation to
respond to
COVID-19 from
the American
Rescue Plan
Act (ARP)