NAHRO 2010 - HACSBww2.hacsb.com/files/pdf/news-reports/press...that demands “green” building materi-als and practices. A beautiful, creative design that is both green and universal,

AlAbAMA1 :: 21st Century Affordable Housing RenovationsThe 76 units were small townhouses,

with no washer/dryer connections,

forced air gas heaters, no original

air conditioners, and no parking. By

demolishing a few buildings, adding

parking, gutting to the exterior walls,

reconfiguring apartment sizes, adding

washer/dryer rooms, and HVAC, we

used a combination of single and

townhouse floor plans to accom-

modate elderly residents including five

handicap apartments. The results were

larger apartments with closet space

and HVAC. The vacancy problem of

10%-25% was solved as the apart-

ments stay 99% - 100% occupied.

Ms. Judy S. Hare PHMExecutive DirectorHousing Authority of the City of

Phoenix CityPost Office Box 338Phenix City, AL 36868-0338(334) 664-9991 | FAX: (334) [email protected]

ARizonA2 :: Camp PRoS Summer Youth ProgramTo supplement reduced hours at the

City of Phoenix public housing recre-

ation centers, a proposal to provide

services to pre-teens and young teens

was submitted to VISTA. As a result,

the Camp PROS Summer Youth Pro-

gram was implemented to provide a

safe environment for youth ages 12-15,

who live in public housing, to learn and

practice lifelong wellness. The VISTA

volunteers and Housing Department

staff planned and implemented activi-

ties that helped youth learn to make

healthy and responsible choices now

and throughout their lives.

Ms. Lou Ann SmithResident Services SupervisorCity of Phoenix Housing Department251 West Washington, 4th floorPhoenix, AZ 85003-1611(602) 534-2585 | FAX: (602) [email protected]

3 :: Central City South Community Action Team*The Central City South Community

Action Team was started in April 2006.

Previously, there were 10 separate Fight

Back, Block Watch and neighborhood

groups conducting similar activities.

Staffing these meetings strained police

and resources. Coordinating events

was difficult and attendance was low.

Crime rates were high, and there were

no united efforts. Many groups did not

participate in meetings or activities held

outside their immediate area due to

safety concerns. By combining meet-

ings into one meeting conducted in a

safe and neutral location, people feel

safe, and are attending the groups. Fur-

ther, the neighborhoods have united,

and crime rates have decreased.

Ms. Kim DorneyHousing DirectorCity of Phoenix Housing Department251 West Washington, 4th floorPhoenix, AZ 85003-1611(602) 261-8954 | FAX: (602) [email protected]

4 :: McCarty on Monroe*McCarty on Monroe apartments is

a newly constructed senior housing

complex located within a transit

oriented district preserving public

housing and creating additional af-

fordable housing for seniors in our

community. The structure is an 85,450

sq. ft. four-story building with two

elevators, secured parking, administra-

tive offices, common area amenities

including a large community room with

kitchen, a computer/activity room and

an inner courtyard with walking and

seating areas for senior residents. The

sizeable 69 residential units are located

on the second through fourth floors

with private balconies, high ceilings,

spacious kitchens and washer and

dryer hook-ups.

Mr. James WallochModernization ManagerCity of Phoenix Housing Department251 West Washington, 4th floorPhoenix, AZ 85003-1611(602) 262-7834 | FAX: (602) [email protected]

5 :: Process innovations to Promote Program EfficiencyThe City of Phoenix Housing Depart-

ment simultaneously implemented a

new business system and process

analysis program that has delivered

dramatic increases in productivity and

efficiency. This effort, taking place

during most of 2009, has seen staff de-

velop new opportunities for improve-

ment in existing processes and craft

new processes that leverage the new

system’s capabilities.

Ms. Kim DorneyHousing DirectorCity of Phoenix Housing Department251 West Washington, 4th floorPhoenix, AZ 85003-1611(602) 261-8954 | FAX: (602) [email protected]

CAlifoRniA6 :: Shinsei Gardens — A Design for Everyone*Shinsei Gardens Apartments is a ser-

vice-enriched, tax-credit development

with 39 units for very-low and low-

income families on former military land.

Priority goes to homeless families,

including veterans. Problems included

transitioning to civilian use, contamina-

tion and other site constraints, a settle-

ment agreement involving a homeless

accommodation, extremely expensive

construction costs, and a community

that demands “green” building materi-

als and practices. A beautiful, creative

design that is both green and universal,

community outreach efforts, and a col-

laboration among several organizations

allowed Shinsei Gardens to become a

reality. The project meets demanding

community standards and is a candi-

date for LEED Platinum certification.

Mr. Michael T. PucciExecutive DirectorHousing Authority of the City of

Alameda701 Atlantic AvenueAlameda, CA 94501-2161(510) 747-4325 | FAX: (510) [email protected]

NAHRO2010 4 Agency Awards of MeritiN HOusiNg ANd cOmmuNity develOpmeNt

* Titles followed by an asterisk indicate Merit Award Winners that have been nominated for NAHRO National Awards of Excellence.

7 :: fresno Housing Homeless Pilot ProgramA homeless encampment had formed

on a vacant lot, which belonged to

Union Pacific Railroad. They wanted

to reclaim their property and sought

the assistance from the City of Fresno.

In addition to the deplorable living

conditions not fit for human beings,

the crime level and drug use was high,

specifically underneath the overpass.

The Housing Authority, in collabora-

tion with the City, rented apartments

and subleased them to the homeless

while providing case management.

An opportunity for housing and self-

sufficiency was provided.

Mr. Preston PrinceExecutive DirectorHousing Authority of the City and

County of FresnoPost Office Box 11985Fresno, CA 93776-1985(559) 443-8475 | FAX: (559) [email protected]

8 :: Sierra Pointe*With HOPE VI funding, 53 lots were

identified for homeownership opportu-

nities for first time buyers, with income

levels not to exceed 80% of the Fresno

AMI. The real estate market became

depressed during this project and

first mortgage loans were unable to

be obtained for these buyers. Fresno

Housing Authority and its Board of

Directors stepped up, approving fund-

ing through their Housing Relinquished

Fund Corporation. With this funding

source, Buyers are being financed for

their first mortgages by the Housing

Authority and HOPE VI and AHP Grant

money are used to assist with their

down payment and closing costs.

Mr. Preston PrinceExecutive DirectorHousing Authority of the City and

County of FresnoPost Office Box 11985Fresno, CA 93776-1985(559) 443-8475 | FAX: (559) [email protected]

9 :: Metro loma ApartmentsIt all started with a blighted property, a

need for large affordable housing units,

a vision, and a partnership, which then

led to a proposed Metro Loma project,

construction, and finally a new com-

munity for 44 families. In December

2008 the Metro Loma Apartments

opened its doors to 44 very grateful

families. This 44-unit, low-income

family rental project is where you will

see children, parents and grandparents

sharing their lives, not just as neigh-

bors, but also as a community.

Mrs. Sona MooradianAdministrative AnalystCity of Glendale Housing Authority141 North Glendale Avenue, Suite 202Glendale, CA 91206-4975(818) 550-4527 | FAX: (818) [email protected]

10 :: Parkview Apartments Substantial Rehabilitation*The Housing Authority of the County

of Santa Barbara (HACSB) acquired

Parkview Apartments in June 2007.

Parkview consisted of two 10-unit run

down, poorly managed apartment

buildings adjacent to the UCSB cam-

pus. The residents of these units were

living in substandard, overcrowded

conditions and paying an inordinate

amount of their income to live there.

Through substantial and appealing

restoration and dramatically improved

housing management presence, the

HACSB converted a former community

embarrassment into a high quality, eye

catching example of what is possible

for the provision of housing for low

income families.

Mr. Frederick C. Lamont CPA SPHMExecutive DirectorHousing Authority of the County of

Santa BarbaraPost Office Box 397Lompoc, CA 93438-0397(805) 736-3423 | FAX: (805) [email protected]

11 :: building Employment Services SuccessThe Housing Authority is the only

agency in the nation that operates a

certified WorkSource Center Portal.

This has provided a program innova-

tion for HACLA by opening doors to

funding available to other housing

agencies. By being a certified Work-

Source Center Portal, and achieving

the top rating of "4-Star Perfomer",

a distinction gained from surpass-

ing all WorkSource Center Program

goals, HACLA has gained additional

funding for youth and self-sufficiency

programs in the amount of $2.01 mil-

lion to help meet residents increased

employment challenges during the

current recession.

Mr. Rudolf Montiel P.E.President and CEOHousing Authority of the City of Los

Angeles2600 Wilshire Boulevard, Suite 500Los Angeles, CA 90057-3400(213) 252-1810 | FAX: (213) [email protected]

12 :: Community Skate Plazas and futsal CourtThe Imperial Courts and Nickerson

Gardens public housing developments

and the surrounding communities lack

adequate outdoor recreation facilities

for 1,600 youth. HACLA recognizes

that youth need recreational facilities to

participate in enriching sports activities

that have physical, social, and personal

benefits. In recent years, there has

been a surge in the number of youth

participating in skateboarding and soc-

cer. As a result, the Gang Reduction

and Youth Development (GRYD) unit

at the office of Mayor Antonio Villarai-

gosa, HACLA, and its partners, The

LA84 Foundation and Nike, installed

two skate plazas and a futsal (or mini

soccer) court.



13 :: HAClA Educational Tour*To provide public housing youth with

more meaningful activities during the

summer vacation months, The Hous-

ing Authority of the City of Los Angeles

(HACLA) implemented the "HACLA

Educational Tour". The goal of the

program was to reward youth who did

well in school with fun and rewarding

activities with a stronger emphasis

on learning and education. In its

inaugural year, the HACLA Educational

Tour brought participants to the Getty

Museum, the Museum of Tolerance,

the California Science Museum, the

Ronald Reagan Presidential Library,

Griffith Park Observatory, and took

them on a fishing trip.




614 :: imperial Courts Community beautification*Due to funding shortfalls in previous

years, the Housing Authority had to

defer and curtail community beautifica-

tion projects at the Imperial Courts

public housing development. As a

result, many site improvements were

needed to restore hope and pride in

the community. HACLA completed

eight beautification projects and co-

ordinated with the City to renovate

the baseball field in 2009. Although

HACLA has completed numerous

beautification projects at various hous-

ing developments at various times, the

synchronicity of eight beautification

projects at one site within one year

required meticulous planning, project

management, and execution.



15 :: light Up the night: improving Community SafetyHACLA has made great strides to

reduce crime in its public housing

developments, and it continues to

implement new strategies to improve

residents safety. With the Light Up

the Night Program, HACLA sought to

improve safety at each of its 14 public

housing developments by repairing, re-

placing, and adding outdoor lighting to

increase public space visibility. HACLA

partnered with the City of Los Angeles

Department of Water and Power to

accomplish this goal using Crime

Prevention through Environmental

Design principles which identified that

good lighting may be the single, most

cost-effective way to deter crime.



16 :: San fernando Health and Safety fairOn October 27, 2009, The Housing

Authority of the City of Los Angeles

(HACLA) sponsored the San Fernando

Gardens Health Fair. The health fair

represented an expansion of services

not typically seen in health fairs spon-

sored by HACLA. By bringing in 52

vendors, HACLA was able to bring

new services and provide valuable in-

formation to residents. Approximately

600 residents attended the Health Fair

and received free on-site drug testing,

referrals to free or low-cost health

services, and gained important knowl-

edge about health and safety.



17 :: Summer night lightsThe Housing Authority of the City of

Los Angeles (HACLA) collaborated in

an anti-gang initiative of the City of Los

Angeles called Summer Night Lights

(SNL). The program keeps parks open

after dark, during the peak hours for

gang activity. SNL provides job op-

portunities and organized activities for

at risk youth, including athletic leagues,

art initiatives, family programs, and

free food and drinks. In 2008, Summer

Night Lights' first year, the program

contributed to a dramatic decrease

in violent crime, helping to secure the

safest summer since 1967.



18 :: Trash bin Replacement ProgramTo reduce overflowing trash, curb

illegal dumping, and minimize labor

hours used for trash pick up, the Hous-

ing Authority of the City of Los Angeles

(HACLA), needed more durable and

larger capacity trash bins that required

minimal maintenance. Between 2007

and 2009, HACLA designed and pur-

chased 326, customized, 6-cubic yard

steel trash bins for 13 public housing

sites serving over 13,000 residents.

The trash bins saved HACLA $96,000

of labor per year, reduced illegal dump-

ing by 62%, and required no trash bin

replacement due to vandalism or fire.



19 :: Welcome Home: lease Up Success*HACLA developed a comprehensive

and integrated approach to use limited

funds to solve an asbestos problem

that caused vacancies to accumulate

to more than 700 by mid-2007 or over

10% of HACLA's 6,514 total. After

initial efforts in 2007 created other

challenges, HACLA sought a more ef-

fective solution, which was developed

and implemented over 2008 and 2009.

This new approach used existing and

new funding, analyzed and improved

a wide range of systems, improved

performance, and emphasized coordi-

nation of efforts. It improved HACLA's

occupancy rate from approximately

89% to 99.1% in November 2009,

and positioned HACLA for future high

performance.



20 :: Xeriscape: Drought Tolerant landscapingEnhancing the aesthetic and ecological

environment of public housing com-

munities can also affect the social

environment in a positive way. In a

pilot program of landscape renova-

tion, the Housing Authority of the City

of Los Angeles (HACLA) wanted to

beautify its grounds, and reduce water

consumption and maintenance time.

In the process, it also succeeded in

boosting a sense of community and

security. With a Southwest-themed

palette of succulents and stone, HA-

CLA's maintenance staff transformed

two small blighted sites into xeriscapes

that show profusion of color, texture,

and form. Xeriscape is landscaping

with drought tolerant plants.



NAHRO2010 Agency Awards of MeritiN HOusiNg ANd cOmmuNity develOpmeNt


21 :: San Marino: innovative financing*The San Marino Senior Apartments in

the City of Montclair is the first afford-

able housing development in California

to combine tax credits and a HUD

202 grant in its finance structure. The

85-unit 100% affordable development

for seniors age 62+ provides deeply

affordable and high quality attractive

senior housing; it revitalized a blighted

parking lot and failed retail structure;

and tested a new finance model that

is already being replicated in other

Southern California communities.

Ms. Marilyn J. StaatsDirector of Redevelopment/Public WorksCity of Montclair5111 Benito StreetMontclair, CA 91763-2808(909) 625-9412 | FAX: (909) 621-1584 [email protected]

22 :: Empowerment zone Section 108 loan Program*The Community Development Com-

mission (CDC) of the County of Los

Angeles’ Empowerment Zone (EZ)

Section 8 Loan Program targets the

County’s unincorporated areas in a

federally designated Empowerment

Zone. Due to high poverty and unem-

ployment rates, blighting conditions,

and the need to provide incentives

for economic development projects

within these communities, the CDC

established this Program to finance

projects that create jobs and sustain

improvement within EZ communities.

The Program delivered a thriving

project by attracting private investment

to develop the La Alameda Shopping

Center, an 18.3 acre national credit

retail commercial center in the EZ

buffet zone.

Mr. Corde CarrilloExecutive DirectorLos Angeles County Community

Development Commission2 Coral CircleMonterey Park, CA 91755(323) 890-7120 | FAX: (323) [email protected]

23 :: The Homework Club*The Homework Club partners local

college students with residents (ages 6

to 16) to create an upbeat and positive

learning environment. The college

students tutor young residents in math,

english, history, along with other top-

ics. Our residents embrace learning

opportunities and strive to improve

their grades while being exposed to

good educational role models. The af-

ter school tutoring program is growing

in both effectiveness and popularity.

Additionally, tutoring at the Homework

Club has become vastly popular with

the college students and the internship

opportunities are highly sought after.

Youth have opportunities to visit junior

colleges and universities to explore

college life.

Ms. Linda Fisher-HeltonCommunity Relations ManagerArea Housing Authority of the County

of Ventura1400 West Hillcrest DriveNewbury Park, CA 91320-2721(805) 480-9991 EXT 850 FAX: (805) [email protected]

24 :: Community Mediation ServicesTo resolve disputes between housing

authority residents, solve issues that

affect the surrounding community, or

to combat continued disturbances,

staff conducts meetings with involved

parties which are designed to fix on-

going problems that plague communi-

ties. The Oakland Housing Authority

enforces strict compliance to lease

agreements, including incidents of

disturbances that decrease the quality

of life in and around Authority-owned

properties. The key to apartment living

is courtesy and consideration for fellow

neighbors. However, short of remov-

ing a family from their residence, the

Authority has engaged families through

the use of mediation as an alternative

dispute resolution method.

Mr. Jon R. Gresley PHMExecutive DirectorHousing Authority of the City of

Oakland1619 Harrison StreetOakland, CA 94612-3307(510) 874-1510 | FAX: (510) [email protected]

25 :: Partnership for Healthy Pets*In what we believe is the first partner-

ship of its kind in the country, the

Oakland Housing Authority (OHA) and

the East Bay Society for the Prevention

of Cruelty to Animals (SPCA) have

joined forces to provide education and

resources to employees, and a host

of services and resources to residents

who have pets to ensure they are well

cared for. Through this partnership

we also now have assistance with

placement of abandoned animals that

we find in and around our sites. Our

goal is to keep residents and their pets

together, and to help pets and strays in

our community.



26 :: Standard operating Procedures ProjectThe Oakland Housing Authority

(OHA) was experiencing rapid change

and lacked current and effective

procedures. OHA needed to develop

a formalized, yet simple and quick,

method of distributing this information

to our internal property management

staff and contracted management

firms. The Office of Property Op-

erations (OPO) created a system that

could be initiated by front line staff and

submitted to a standing review com-

mittee. Changes can be reviewed and

updated regularly. The result has been

the creation of an organized, cross-

referenced system for distributing new

and updated procedures, and training

staff in their implementation.




27 :: Summer Aquatic ProgramOakland Housing Authority (OHA) has

found there are significant challenges

to providing positive summer activities

for youth, their parents and seniors. In

reaching for solutions, OHA partnered

with the Jack London Aquatic Center

(JLAC) to provide a summer kayaking

camp and day outings which introduce

residents to an aquatic sport that was

an experience previously unavailable

to urban families. Evaluations and

results of the program taught OHA

that parents deeply want their children

involved in positive programs, and

that youth, adults, and seniors who

were apprehensive at first, expressed

newly acquired pride and a sense of

achievement after attempting the new

aquatic sport.



28 :: fanoe Vista - Transformation of Public Housing*Gabilan Vista was a 20-unit Public

Housing Development located in the

downtown area of Gonzales, California,

built in 1955. The Housing Authority

partnered with the City to do a “land

swap” which resulted in a new com-

munity center for the City and a new

44 townhouse development for the

residents, which doubled the City’s

affordable housing stock. Displace-

ment of the residents was avoided by

constructing the replacement housing

prior to the relocation. The develop-

ment included solar power to offset

the common area use and 50% of the

tenant load.

Ms. Starla WarrenDirector of Housing DevelopmentHousing Authority of the County of

Monterey123 Rico StreetSalinas, CA 93907-2158(831) 775-5000 | FAX: (831) [email protected]

29 :: Monterey Aff – Transformation of Public HousingThe Housing Authority of the County

of Monterey was asked to assist the

Soledad Housing Authority in rede-

veloping a 26 unit public housing site.

This endeavor included Project Based

Section 8, disposition from public

housing, 9% tax credits, hazardous

material abatement and relocation.

New development doubled the hous-

ing stock on existing site and green

building included solar panels.

Ms. Starla WarrenDirector of Housing DevelopmentHousing Authority of the County of

Monterey123 Rico StreetSalinas, CA 93907-2158(831) 775-5000 | FAX: (831) [email protected]

30 :: Customer Service CampaignIn January 2009, the Housing Author-

ity of the County of San Bernardino

(HACSB) made a concerted effort to

address the quality of service within

the agency. We launched a Customer

Service Campaign and formed a com-

mittee to evaluate existing customer

service practices and identify new

procedures that emphasize training,

teamwork and commitment. Because

of these efforts, HACSB has a renewed

‘customer service culture’ where

employees are skilled, knowledgeable,

and equipped to provide exceptional

service both internally and externally.

Ms. Alison CrawfordDirector, Administrative ServicesHousing Authority of the County of San

Bernardino715 East Brier DriveSan Bernardino, CA 92408-2841(909) 890-0644 | FAX: (909) [email protected]

31 :: Emergency Mortgage impact Program (EMiP)In response to the home mortgage

crisis affecting San Bernardino County,

the Housing Authority established

an “Emergency Mortgage Impact

Program” (EMIP) that provides security

deposit assistance to Housing Choice

Voucher participants displaced due to

foreclosures. The EMIP allows funds

for security deposit assistance to be

loaned at 0% interest to participants

that provide landlord foreclosure

documentation. Participants enter a

repayment agreement with the Hous-

ing Authority and depending on the

amount borrowed participants would

have 12 or 24 months to pay off the

loan.



32 :: Group inspections Program*The Housing Authority (HACSB) has

jurisdiction over the largest county in

the contiguous United States (an area

as large as the states of New Jersey,

Delaware, Massachusetts and Rhode

Island combined). In a proactive effort

to save money, consolidate resources,

and improve overall efficiencies with

staff, HACSB developed a new annual

inspection procedure and created the

Group Inspections Program. Under

this program, HACSB performs annual

inspections on complexes with 20 or

more units, benefiting landlords/own-

ers/participants and HACSB by utiliz-

ing available resources more efficiently.




33 :: HACSb Strategic PlanHACSB employs a workforce of 136

individuals committed to serving their

clients. In an effort to move our agency

to greater efficiency and productivity,

we developed a 30-year Strategic Plan

with a new Vision, Mission, and Core

Values, which was embraced by the

entire agency. The Strategic Plan was

recently fused into our Moving to Work

Plan and for the first time, all employ-

ees have a clear picture of where our

organization is going and that they are

apart of something big!

Ms. Alison CrawfordDirector, Administrative ServicesHousing Authority of the County of

San Bernardino715 East Brier DriveSan Bernardino, CA 92408-2841(909) 890-0644 | FAX: (909) [email protected]

34 :: Housing Quality Standards inspection ReengineeringThe Department conducts approxi-

mately 14,750 Housing Quality Stan-

dards inspections annually throughout

the County. These inspections were

manually scheduled, which took mul-

tiple staff over 25 hours each month.

Inspectors spent time each morning

planning their daily route and using the

Internet to print out driving directions.

HCD implemented TourSolver, a soft-

ware program to reduce the staff time

it takes to schedule and route inspec-

tions. This program schedules and

optimizes inspection routes, saving

the Department an anticipated 10% in

overall transportation costs each year

(miles driven, gas consumed, and staff

time).

Mr. David EstrellaAssistant DirectorCounty of San Diego Dept. of Housing/

CD3989 Ruffin RoadSan Diego, CA 92123-1815(858) 694-4816 | FAX: (858) [email protected]

35 :: Springbrook Grove ApartmentsThe Department faced challenges in

the creation of affordable rental hous-

ing due to the mostly rural nature of

its jurisdiction, the built-out nature and

lack of land zoned for multifamily hous-

ing. The financial market meltdown

compounded HCD's struggles in its

quest for new affordable rental hous-

ing. HCD adapted to the volatility of

the market with flexible, yet prudent,

underwriting practices and increased

financing for projects that suffered

reductions in bond financing and tax

credit equity. HCD was able to fund

the construction of Springbrook Grove

Apartments, a 44-unit development.

Mr. David EstrellaAssistant DirectorCounty of San Diego Dept. of Housing/

CD3989 Ruffin RoadSan Diego, CA 92123-1815(858) 694-4816 | FAX: (858) [email protected]

36 :: family Affair: Generational Asset building* Layering asset building and IDAs

under the umbrella of FSS has been

a growing program design approach.

IDAs support low-income families to

acquire assets through education and

matched savings. Often asset building

programs enroll one family member,

traditionally head-of-household, as an

active participant, not engaging the

entire family unit. Housing Commission

participants voiced their desire for

comprehensive family participation

with statements like “I wish my kids

could hear this…If only I knew this

growing up”. These often repeated

phrases were the catalyst to develop

a model to support engagement of all

family members, empowering families

to break the poverty cycle.

Mr. Oscar LaffayeProgram AnalystSan Diego Housing Commission1122 Broadway, Suite 300San Diego, CA 92101(619) 578-7462 | FAX: (619) [email protected]

37:: Workforce and Economic DevelopmentFamily Self-Sufficiency services are

becoming increasingly complex,

as first-time homebuyer and asset

building programs are included in the

mix. Administrative employees play a

critical role in analyzing which tenants

are qualified to participate, monitor

progress and accomplishments, and

report on tenants’ achievements over

the course of several years of par-

ticipation. Get any of this wrong and

qualified tenants do not get a chance

to participate, tenants’ accomplish-

ments are not accurately recorded, and

funders are displeased with the quality

of data reported. Rather than confine

administrative staff to the sidelines,

W&ED rightfully involves them and

celebrates their daily accomplishments

and contributions.

Mr. Oscar LaffayeProgram AnalystSan Diego Housing Commission1122 Broadway, Suite 300San Diego, CA 92101(619) 578-7462 | FAX: (619) [email protected]

38 :: Corde Terra Senior Affordable Housing*There is an urgent need in San José to

expand the housing stock for families

and seniors. The objectives of this

redevelopment project were to make

more appropriate use of the Santa

Clara County Fairgrounds land and to

address the need for quality affordable

housing in the area. Corde Terra Senior

represents the final phase of a multi-

phase development project, which

lays the foundation for revitalizing this

underutilized area and is instrumental

to the future success of the community

by providing housing that is affordable

to everyone. It accomodates 199

extremely low-income seniors.

Ms. Theresa HayesMarketing and Public Outreach ManagerCity of San Jose Department of

Housing200 East Santa Clara Street, Tower 12San Jose, CA 95113-1905(408) 535-8234 | FAX: (408) [email protected]

39 :: Paseo Senter Affordable Housing Development*The challenge was to integrate a new

residential development into an exist-

ing mixed-use neighborhood and build

affordable housing that would create

community. The Rockspring Neighbor-

hood was comprised of duplex to

6-plex apartments in need of mainte-

nance and upkeep. The neighborhood

was surrounded by light industrial and

office buildings. With eye catching de-

sign and colors, Paseo Senter brought

new life to the neighborhood initiating

a transformation as landlords began

improving their properties to compete

with Paseo Senter and owners of

outdated industrial buildings began

to convert properties into residential

uses. The neighborhood grew in size

and started to become a closer knit

community.

Ms. Theresa HayesMarketing and Public Outreach ManagerCity of San Jose Department of

Housing200 East Santa Clara Street, Tower 12San Jose, CA 95113-1905(408) 535-8234 | FAX: (408) [email protected]

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40 :: Transitional Assistance ProgramEach year more than 6,300 people

experience homelessness within Santa

Barbara County. The Housing Authority

of the City of Santa Barbara (HACSB)

is addressing this crisis through its

creation of the Transitional Assistance

Program (TAP). The TAP program

allows HACSB to work directly with

homeless service providers to ensure

that adequate outreach to the home-

less is taking place. TAP ensures that

homeless applicants are accessing the

services necessary to prepare them for

permanent housing; and the program

also provides transitional services to

formerly homeless clients of HACSB,

in an effort to ensure their success and

compliance once they are housed.

Ms. Alice Villarreal ReditHousing Management Specialist IIHousing Authority of the City of Santa

Barbara808 Laguna StreetSanta Barbara, CA 93101-1590(805) 965-1071 EXT 136 FAX: (805) [email protected]

41 :: Step Up on fifth Street Apartments*Step Up on Fifth Street Apartments

works to end the cycle of homeless-

ness for individuals affected by

mental illness and assist them with

integration back into the community

by providing Help, Hope, and a Home.

Programs and services of Step Up On

Second assist members in building

self-sufficiency, recovery through

psychosocial rehabilitation, peer

support, and supportive housing at

Step Up facilities throughout the com-

munity. The services include, access

to psychiatrists, case management,

lodging and employment training and

placement. Step Up is responsible for

managing and providing supportive

services at the project, which is based

on the "housing first" model.

Ms. Lila WiggsStep Up On Second1328 Second StreetSanta Monica, CA 90401(310) 394-6889 | FAX: (310) [email protected]

42 :: Scholarship foundationOn February 5, 2009, the Housing

Authority established the San Joaquin

County Housing Authority Scholarship

Foundation. The Foundation’s purpose

is to provide postsecondary scholar-

ships for students receiving subsidized

housing. The competitive scholarships

are for full-time college students pursu-

ing vocational or technical educations.

In order to increase the endowment of

the Foundation, the Housing Author-

ity established a Golf Tournament

Fundraiser program. Local businesses

and individuals either donated in-kind

items for the raffle and silent auctions;

or, participated in the Tournament.

The inaugural event was in September

2009 and nearly $7,000 was raised for

the Foundation.

Ms. Barbara S. KaussExecutive DirectorHousing Authority of the County of San

JoaquinPost Office Box 447Stockton, CA 95201-0447(209) 460-5065 | FAX: (209) [email protected]

43 :: Electronic Master CalendarThe goal of managing the daily, weekly

and monthly tasks and reports relating

to each of the five AMPs and the coor-

dination required within the agency be-

tween each individual department was

becoming problematic. To ensure each

department met its individual tasking,

reporting and submission goals on

time to each other, the agency, to local

and state organizations and to HUD,

the agency created a Web-enabled

electronic Master Calendar. Since

the inception of the program in June

2009, the agency has recorded a 99.5

percent completion rate of all agency

related tasks and reports.

Mr. William RhodesDirector of infromation TechnologyHousing Authority of the City of San

Buenaventura995 Riverside StreetVentura, CA 93001-1636(805) 648-5008 EXT 242 FAX: (805) [email protected]

44 :: Etiquette Plus*Many housing residents lack aware-

ness of cultural diversity and advanced

the personal skills necessary to

succeed in school, social or busi-

ness settings. This limits individuals

from reaching their highest levels

of achievement. The Etiquette Plus

intergenerational program assists

residents through exposure to a world

beyond housing and teaches etiquette,

communication and social skills via a

tailored curriculum, guest speakers,

and field trips. Participant comments

indicate the program has whetted

appetites for “wanting more out of life”,

increased confidence and in some

cases created dramatic personality

changes from timid to confident.

Mr. John R. GarciaDirector of Resident RelationsHousing Authority of the City of San

Buenaventura995 Riverside StreetVentura, CA 93001-1636(805) 648-5008 | FAX: (805) [email protected]

ColoRADo

45 :: broadway East Community*Boulder Housing Partners was one

of the first housing authorities in the

nation to test a model in which public

housing could be converted from an

unreliable and insufficient asset to

a financially feasible, environmen-

tally friendly, service-enriched asset.

Among the primary innovations are the

ability to serve the same demographic

as served in public housing and to

offer the families a broad range of

services, highlighted by the guarantee

of a college, or equivalent, scholarship

to every child who graduates from high

school.

Mr. Lindsey MossPlanning AssistantBoulder Housing Partners4800 North BroadwayBoulder, CO 80304(720) 564-4642 | FAX: (303) [email protected]

Documents

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