08 of 2023 - HUD $3.5 Million One-time HOME-ARPA Grant Funding1
1. That the City hereby adopts and ratifies the 2021-2022 Annual Action Plan.
2. That the City hereby adopts as a substantial amendment to the 2021-2022
Annual Action Plan, the HOME-ARP Allocation Plan for HOME-ARP funds,
which is attached hereto as Exhibit “B”.
3. That the Mayor, as the official representative of Salt Lake City, or her designee,
is hereby authorized to submit for the HOME-ARP funds with such additional
RESOLUTION NO.____08____ OF 2023
A resolution adopting an amendment to the One-Year Action Plan for 2021-2022
to include the American Rescue Plan (ARP) Act of 2021 Housing and Urban Development
HOME Investment Partnerships Program funding.
WHEREAS, Salt Lake City Council approved Resolution No. 14 of 2021, an
appropriations resolution adopting the funding for the One-Year Annual Action Plan for 2021-
2022, which includes HOME Investment Partnerships Program funding received from the U.S.
Department of Housing and Urban Development (HUD), and is attached hereto as Exhibit “A”;
and
WHEREAS, Salt Lake City Corporation (City) is eligible under Code of Federal
Regulations (CFR) Title 24, Part 91, et. al., to receive ARP Act 2021 U.S. Department of
Housing and Urban Development HOME Investment Partnerships Program (HOME-ARP) funds
in the amount of $3,533,195 from HUD for the program year 2021-2022; and
WHEREAS, it is in the best interests of the people of Salt Lake City that the City file an
application with HUD for said funds in accordance with 24 CFR Part 91; and
WHEREAS, in order to receive said funds, the City is required to substantially amend the
2021-2022 Annual Action Plan to include a HOME-ARP Allocation Plan; and
WHEREAS, the public notices and other pre-submission requirements as set forth in 24
CFR Part 91 have been accomplished by the City, including but not limited to the following: The
first public comment period was held on the substantial amendment and draft allocation plan
May 22 through June 8, 2022, and an Administration public hearing on June 1, 2022. A second
public comment period was held on February 7 through March 21, 2023, and a City Council
public hearing on February 21, 2023; and
WHEREAS, the City Council does now meet on this day of _______March 14________, 2023
to adopt a “substantial amendment” to the 2021-2022 Annual Action Plan to include the HOME-
ARP Allocation Plan.
NOW, THEREFORE, be it resolved by the City Council of Salt Lake City, Utah, as
follows:
March 21
2
information and certifications as may be required under 24 CFR Part 91 to
HUD.
4.That the Mayor, as the official representative of the City, or her designee, is
hereby authorized to sign and execute a grant agreement with HUD (the “HUD
Grant Agreement”) regarding the HOME-ARP funds, and any and all
subsequent agreements between the City and other public entities resulting
from and consistent with the HUD Grant Agreement, subject to final approval
as to form by the City Attorney.
SALT LAKE CITY COUNCIL
By _____________________________
CHAIR
Approved as to form: __________________________
Kimberly K. Chytraus
Salt Lake City Attorney’s Office
Date: ___________________________
ATTEST:
_________________________________
CITY RECORDER
Passed by the City Council of Salt Lake City, Utah, this day of March 14____________, 2023. March 21
Kimberly Chytraus (Apr 3, 2023 10:54 MDT)
Apr 3, 2023
EXHIBIT “A”
One-Year Annual Action Plan for 2021-2022
See attached.
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
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TABLE OF CONTENTS
2021-2022 ANNUAL ACTION PLAN
AP-05 EXECUTIVE SUMMARY .................................................................................................................... 4
PR-05 LEAD & RESPONISBLE AGENCIES ............................................................................................... 14
AP-10 CONSULTATION .............................................................................................................................. 15
AP-12 PARTICIPATION .............................................................................................................................. 26
AP-15 EXPECTED RESOURCES ............................................................................................................... 29
AP-20 ANNUAL GOAL & STRATEGIES ..................................................................................................... 35
AP-35 PROJECTS (Summary) .................................................................................................................... 37
AP-38 PROJECTS (Table) .......................................................................................................................... 40
AP-50 GEOGRAPHICAL DISTRIBUTION .................................................................................................. 49
AP-55 AFFORDABLE HOUSING ................................................................................................................ 53
AP-60 PUBLIC HOUSING ........................................................................................................................... 54
AP-65 HOMELESS & OTHER SPECIAL NEEDS ACTIVITIES .................................................................. 56
AP-70 HOPWA GOALS ............................................................................................................................... 61
AP-75 ACTION PLAN BARRIERS TO AFFORDABLE HOUSING ............................................................. 61
AP-85 OTHER ACTIONS ............................................................................................................................ 65
AP-90 PROGRAM SPECIFIC REQUIREMENTS ....................................................................................... 70
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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 targeted 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
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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 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 transitioned 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.
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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 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 vulnerable 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.
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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.
1) Housing: Provide expanded housing options for all economic and demo graphic
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
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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
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
City’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
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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/.
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
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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 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
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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, housi ng 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 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
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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 agenc ies. 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 the 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 ed ucation.
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
allocations. 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
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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.
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
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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.
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
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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.
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
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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
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, 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
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
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outcomes of the consultation or areas for
improved coordination?
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
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
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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.
19 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.
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.
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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 th ese efforts will enhance community resiliency as we
look to improve access to critical services and rebuild from national, state or local emergencies. In Salt
Lake City’s 2020-2024 Consolidated Plan, resiliency was identified in the Build Community Resilie ncy 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.
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
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
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overlap with the goals
of each plan?
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.
9 Name of Plan Housing Affordability Crisis
Lead Organization Kem C. Gardner Policy Institute
How do the goals of
your Strategic Plan
Policy brief regarding the current and projected state of rising housing prices in
Utah and recommendations regarding what to do about it.
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overlap with the goals
of each plan?
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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.
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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 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/At
tendance
Summary of
Comments
Received
Summary of
Comments
not Accepted
Reasons
Internet Outreach Survey – Electronic Minorities;
Non-English
Speaking;
Spanish;
Persons with
Disabilities;
Non-
Targeted/Bro
ad
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
Homelessnes
s, Individuals
Receiving
Detox
Treatment
138 paper
responses
Respondents
ranked
homeless and
affordable
housing
services as
their top
priorities for
City services.
Other
priorities
included
All responses
were taken
into
consideration
as the Annual
Action Plan
developed.
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Mode of
Outreach Effort Target of
Outreach
Summary of
Response/At
tendance
Summary of
Comments
Received
Summary of
Comments
not Accepted
Reasons
transit passes,
affordable
and healthy
food
assistance,
and
behavioral
health
resources.
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/Bro
ad
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
Councilmemb
ers, City staff,
Minorities;
Non-English
Speaking;
Spanish;
Persons with
Disabilities;
Non-
Targeted/Bro
ad
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
All comments
were
accepted and
taken into
consideration
as the Annual
Action Plan
was
developed.
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Mode of
Outreach Effort Target of
Outreach
Summary of
Response/At
tendance
Summary of
Comments
Received
Summary of
Comments
not Accepted
Reasons
fund
requests.
Public Notice Annual Action Plan
Draft Version)
Public Notice
Minorities;
Non-English
Speaking;
Spanish;
Persons with
Disabilities;
Non-
Targeted/Bro
ad
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.
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
DescriptionAnnual
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
Administration
Economic
Development
Homebuyer
Assistance
Homeowner
Rehabilitation
Multifamily
Rental
Construction
Multifamily
Public
Improvements
SALT LAKE CITY 2021-2022 ANNUAL ACTION PLAN
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Uses of
Funding
Expected Amount Available – Year 2 Expected
Amount
Available -
Remainder
of Con Plan
DescriptionAnnual
Allocation
Program
Income
Prior Year
Resources Total
Public Services funds from
previous
years. 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
allocation.
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
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)
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Uses of
Funding
Expected Amount Available – Year 2 Expected
Amount
Available -
Remainder
of Con Plan
DescriptionAnnual
Allocation
Program
Income
Prior Year
Resources Total
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
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
SALT LAKE CITY 2021-2022 ANNUAL ACTION PLAN
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Uses of
Funding
Expected Amount Available – Year 2 Expected
Amount
Available -
Remainder
of Con Plan
DescriptionAnnual
Allocation
Program
Income
Prior Year
Resources Total
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
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
SALT LAKE CITY 2021-2022 ANNUAL ACTION PLAN
33 | P a g e
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 and 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 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 foundati ons; 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
SALT LAKE CITY 2021-2022 ANNUAL ACTION PLAN
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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
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. In addition, the City will support the proposed community development initiatives
outlined in this Plan through strategic initiatives, policies, and programs.
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AP-20 ANNUAL GOAL & STRATEGIES
TABLE: GOALS, PRIORITY NEEDS AND OUTCOME INDICATORS
Sort Order Goal
Star
t
Year
End
Year Category
Geogra
phic
Area
Priority
Needs
Addressed
Funding
Goal
Outcome
Indicator
1 - Housing Expand housing
options
2021 2022 Affordable
Housing
Citywid
e
Affordable
Housing
CDBG $2,087,652
ESG $82,022
HOME $1,552,303
HOPWA $604,431
1,149
Househol
ds
assisted
2 –
Transportati
on
Improve access
to transportation
2021 2022 Transportati
on
Citywid
e
Transporta
tion
CDBG $560,950 271
Househol
ds
assisted
3 –
Community
Resiliency
Increase
economic and/or
housing stability
2021 2022 Economic
Developme
nt/Public
Services
Target
Areas/C
itywide
Communit
y
Resiliency
CDBG $694,700 551
Individual
s or
businesse
s assisted
4 –
Homeless
Services
Ensure that
homelessness is
brief, rare, and
non-recurring
2021 2022 Public
Services/Ho
meless
Services
Citywid
e
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/Be
havioral
Health
Citywid
e
Behavioral
Health
CDBG $48,000
HOPWA $50,000
259
Househol
ds
assisted
6 –
Administrati
on
Administration 2021 2022 Administrati
on
Citywid
e
Administra
tion
CDBG $703,733
ESG $22,445
HOME $97,486
HOPWA $20,240
N/A
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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
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Goal Name Goal Description
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 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 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
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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
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; chronical ly 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 experiencing homelessness with
permanent housing and supportive services
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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
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
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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
SALT LAKE CITY 2021-2022 ANNUAL ACTION PLAN
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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 inclu de 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
SALT LAKE CITY 2021-2022 ANNUAL ACTION PLAN
45 | P a g e
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
SALT LAKE CITY 2021-2022 ANNUAL ACTION PLAN
46 | P a g e
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
address 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
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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 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:
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1. Direct funding to local target areas to build capacity and expand resources within
concentrated areas of poverty.
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
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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.1
Discussion
The City’s west side and central corridor continue 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 targ et 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 affordabil ity 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 of 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;
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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Rapid re-housing;
Homeowner housing rehabilitation; and
Direct down payment assistance for eligible homebuyers.
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.
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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; 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.
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.
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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.
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 o rganizations 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.
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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.
Salt Lake City recognizes that not every homeless individual is alike and because of that, there is no one
size 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 (keeping
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 housi ng 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
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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 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 adopted 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 inclusive, 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.
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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
County 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 Ho melessness. 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.
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.
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Salt Lake City has also funded the creation of new permanent supportive housing units and programs
which 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 member s 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.
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 hel p 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
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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 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.
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
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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
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, during 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.
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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
investments, 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.
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 affordab le 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
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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 residenti al 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.
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.
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Utilize Federal Funding to Expand Affordable Housing Opportuniti es: 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
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
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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.
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.
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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 h azards. 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:
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.
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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.
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.
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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 follo wing 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.
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.
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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 fo rmat 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 free 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 radi oactive 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.
AP-90 PROGRAM SPECIFIC REQUIREMENTS
91.220(l)(1,2,4)
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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 settlements. 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.
HOME Investment Partnership Program (HOME)
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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 filed 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 that
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
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than HOME funds) and closing costs. The net proceeds will be divided proportionally on a
pro-rata basis for the time the homeowner has owned and occupied the housing
measured against the applicable affordability period. Owner investment returned first.
The City may choose 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 covenant 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:
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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 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
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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
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. Al l 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 assessment 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.
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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 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 publi c
and private monies, are used by Salt Lake City to implement our short- and long-term homeless service
goals.
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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.
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 brought
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.
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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 funded organizations participate in HMIS. Salt Lake City reviews HMIS data to
ensure grantees are properly using funds as promised in their co ntracts and meeting larger City,
Continuum of Care, and State goals.
EXHIBIT “B”
HOME-ARP Allocation Plan
See attached.
SALT LAKE CITY
HOME-ARP ALLOCATION PLAN
MAYOR
ERIN MENDENHALL
CITY COUNCIL
VICTORIA PETRO, VICE CHAIR
ALEJANDRO PUY
CHRIS WHARTON
ANA VALDEMOROS
DARIN MANO, CHAIR
DAN DUGAN
AMY FOWLER
Prepared by
S A L T L A K E
HOUSING STABILITY DIVISION
C I T Y
DEPARTMENT of COMMUNITY and NEIGHBHORHOODS
1
2
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
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 1 3), 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: Comprehensive Housing Affordability Strategy (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.
TheSoap2Hope Homeless Services,
Human Trafficking
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 Violence
Survivors, Human
Trafficking Survivors,
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 Violence
Services, Human
Trafficking 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 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 Utah Homeless Services,
Domestic Violence
Services, Human
Trafficking 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
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 Violence
Services, Human
Trafficking 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.
11
Utah Domestic
Violence Coalition
Domestic Violence
Services, Human
Trafficking 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 Violence
Services, Human
Trafficking 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.
13
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 1 3), 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: 2/7/2023
Public comment period: start date - 2/7/2023 end date - 3/21/2023
Date(s) of public hearing: 2/21/2023
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. 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 any person to view and comment on. The public notice
can be found here and is an attachment to this plan. More information will be included after the
second public hearing.
Describe efforts to broaden public participation:
The notice of the public comment period and public hearing is posted in the local newspaper,
online at Salt Lake City Housing Stability’s webpage, and through City Council postings. The
posting was 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:
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. More information will be
included after the second public comment period.
16
Summarize any comments or recommendations not accepted and state the reasons why:
There were no comments nor 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 may take time to achieve, and a person will have to utilize a
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 are 461. It is likely
that all permanent supportive housing currently in Salt Lake City is rented at capacity.
17
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 shows 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 seeing.
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
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%.
18
2018 2019 2020 2021 Fall
Unsheltered 136 193 268 306
Sheltered 1668 1651 1690 1502
Total 1804 1844 1958 1808
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
populations. In addition, 97% stated permanent housing should be expanded to meet the needs of
qualifying populations.
19
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 Utah. These organizations serve individuals fleeing, attempting to flee, domestic
violence, dating violence, sexual assault, stalking or human traffickin g, as defined by the HUD
Notice CPD-21-10. 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. There are more data gaps in
our Domestic Violence and Human Trafficking data due to more strict confidentiality rules
surrounding this qualifying population.
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.
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 2 014-2018 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 :
Salt Lake City will solicit applications through a competitive application process. This process
will be similar to that of the annual HUD funding Salt Lake City receives. Agencies and
developers will be able to apply for funding through an application open for a minimum of thirty
days. Eligible projects will then go through the public process which includes going before a
public City review board, the Mayor, and City Council for final recommendations and approval.
During the process Salt Lake City will outreach and collaborate with non -profit agencies, Other
Salt Lake City Divisions, the Redevelopment Agency of Salt Lake, and other loca l municipalities
to maximize the impact of HOME-ARP funding.
Describe whether the PJ will administer eligible activities directly:
Salt Lake City will work with a subrecipient or developer to administer the selected activities.
Salt Lake City will provide oversight, but will not administer eligible activities directly.
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 has not provided any
administrative funds to a subrecipient or contractor. We will provide program oversight and
administration of the HOME-ARP funding. While subrecipients will be selected to undertake
approved activities, Salt Lake City will not be contracting out the administration of our HOME-
ARP grant or program oversight.
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.
26
Use of HOME-ARP Funding
Funding Amount Percent of the
Grant
Statutory
Limit
Supportive Services (Rental Assistance, Case
Management, Victim Services, etc.) $ $0
Acquisition and Development of Non-
Congregate Shelters $ 0
Tenant Based Rental Assistance (TBRA) $ 1,501,608.00
Development of Affordable Rental Housing $ 1,501,608.00
Non-Profit Operating $ 0 # % 5%
Non-Profit Capacity Building $ 0 # % 5%
Administration and Planning $ 529,979.00 15% 15%
Total HOME ARP Allocation $ 3,533,195
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.
City Council previously approved $176,659.75 as administration funds for Housing Stability to
use for the required consultation process and the creation of the allocation plan. Salt Lake City
can use up to $529,979.00 for administration and planning costs which can go to Housing
Stability staff that have been working on the allocation plan and will continue to administer the
HOME-ARP funding until 2030.
To address the need for deeply affordable housing, Salt Lake City will fund the development of
affordable rental housing in the amount of $1,501,608.00. Salt Lake City will prioritize the use
of these funds for developments that incorporate mixed-income and family housing. This
funding can be used in conjunction with a current project, as long as federal requirements are
adhered to, for acquisition, rehabilitation, or new construction of affordable rental housing. All
HOME units must be set aside for qualifying populations as defined in the HOME-ARP Notice
CPD-21-10 to include: individuals or families experiencing homelessness, individuals or families
at risk of homelessness, individuals or families fleeing or attempting to flee domestic violence,
victims of human trafficking, individuals or households at risk of housing instability or requiring
services to prevent homelessness, and veterans or families with a veteran. All qualifying
populations must be considered to comply with HOME-ARP requirements.
In addition to development, and to further increase housing options, Salt Lake City will fund
rental assistance under Tenant Based Rental Assistance (TBRA) in the amount of $1,501,608.00.
TBRA can be used to fund payments to cover insufficient amounts that the qualifying household
cannot pay for housing and housing related costs, such as rental assistance, security deposits, and
utilities deposits for qualifying populations.
27
This funding can be used with one or multiple subrecipient nonprofits in the community. Many
organizations are already providing these resources but are reaching capacity and the need is
much higher than the availability. This would allow for nonprofits to divert other funding
resources to hire or retain staff that are assisting Salt Lake City residents, who meet the
definition of a qualifying population, while also providing needed rental assistance.
Salt Lake City will serve qualifying populations by prioritizing development of affordable
housing and TBRA over the other eligible activities based on the community assessment, local
legislative priority, and other known resources available within the community.
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. There seems to be a gap of 8,935 rental units for individuals and families
making at or below 50% AMI. That gap continues to grow in the current economy of increased
inflation and increased rental rates that wages are not able to keep up with. 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 into consideration, creating deeply
affordable housing would address both the housing inventory gap and the current amount of
people utilizing the homeless resource centers.
The nonprofits that provide rental assistance resources to the qualifying populations state that
their staffing capacity is low, due to recruitment challenges and low retention. Funding TBRA
would allow for nonprofits to divert other funding resources received to hire or retain staff that
are assisting Salt Lake City residents, who meet the definition of a qualifying population, while
also providing needed rental assistance.
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 $1,501,608.00 in funding for affordable housing developments, it
would assist with one to two development projects depending on the need and size of the project.
HUD waived the maximum per-unit subsidy for HOME-ARP development dollars. It would be
anticipated that a project will be mixed with fair market, high affordability, and low affordability
units to sustain the project for at least 15 years. This mix can also include units of varying size,
from studio to four bedrooms to accommodate individuals and families. According to the HUD
Housing Production Goal Calculation spreadsheet, Salt Lake City estimates producing or
supporting 4-8 units for HOME-ARP qualifying populations. Salt Lake City estimates spending
between $200,000 and $400,000 of HOME-APR dollars on each deeply affordable HOME unit.
That number is based on a recent deeply affordable project as well as accounting for the
increasing material and labor costs in the construction market.
28
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 2020- 2024 Consolidated Plan
under the goal of housing. This goal is to expand housing options, specifically affordable
housing citywide. The 2020- 2024 Consolidated Plan identified 5,075 households assisted over
the four-year timeframe, which is 1,268 annually (Consolidated Plan SP-45, 2020- 2021 Action
Plan AP-20). The number identified includes annual CDBG, ESG, HOME, and HOPWA funding
for projects like rehabilitation, development, home ownership, and rental assistance. Since this
funding would be including development and TBRA it can support the goal of assisting 1,268
household. Based on the 2020-2021 CAPER, it is likely that HOME-ARP will assist in 11 of the
rental housing production 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:
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 defined in the HOME-ARP Notice, according to ESG and CoC. It is proposed that
deeply affordable housing being created would prioritize families and individuals experiencing
homelessness.
TBRA 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 does not consider the increase in population that Utah and Salt Lake
City will likely see over the next five years.
Creating deeply affordable housing units and prioritizing families and individuals currently
experiencing homelessness will address the gap in housing since most individuals and families
experiencing homelessness fall under 30% AMI and are currently priced out of the rising rental
market.
31
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 Sect ion
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):
Local subrecipients will be required to operate HOME-ARP funded programs with no exclusions
in the following way. All TBRA activities will be utilized on a first come, first eligible basis. The
Development projects 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
experiencing homelessness can be prioritized for the HOME units in the project being created.
All subrecipients and projects will be required to have a waitlist for the HOME-ARP program.
Based on the qualifying population, required documentation will be needed to support the
qualifying status. Documentation may include but is not limited to; Utah Homeless Management
Information System (UHMIS), Paystubs/ Tax Returns, Case Manager Verification, State
Assistance Verification (SNAP, TANF, Unemployment), VA Verification.
32
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 effec tive 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,
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.
33
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
EXHIBIT 2: Summary of Public Comment
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 hosted
by Housing Stability on June 1, 2022. There were no comments received during the Public Comment period or the Public
Hearing. This Public Comment Period was an opportunity for the public to review and give feedback on an initial draft of the
HOME-ARP Community Assessment and Allocation Plan.
A second Public Comment Period will be held February 7, 2023, through March 21, 2023, with a second Public Hearing on
February 21, 2023. After this period, received public comments will be reviewed and included in the final submission to HUD
of the HOME-ARP Allocation Plan and Substantial Amendment to the 2021-2022 Annual Action Plan.
All Public Comment Notices are posted in English and Spanish on the State’s Public Notice website, printed in a newspaper of
general circulation, 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.
Resolution 08 of 2023 $3.5 Million One-time
HOME-ARPA Grant Funding (HUD)
Final Audit Report 2023-04-07
Created:2023-04-01
By:Thais Stewart (thais.stewart@slcgov.com)
Status:Signed
Transaction ID:CBJCHBCAABAApl1ZPJirMAnPbkCrWmYY995dRaRVEXcj
"Resolution 08 of 2023 $3.5 Million One-time HOME-ARPA Gran
t Funding (HUD)" History
Document created by Thais Stewart (thais.stewart@slcgov.com)
2023-04-01 - 0:42:24 AM GMT
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Signature Date: 2023-04-03 - 4:54:34 PM GMT - Time Source: server
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Agreement completed.
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