Connecting People to Homes, Hope and Opportunity. - Housing ...

1 downloads 145 Views 273KB Size Report
May 15, 2016 - o Create a new logo and branding materials by March, 2016. o Develop a ..... HPC. City of Longview Histor
“Connecting People to Homes, Hope and Opportunity.” Strategic Plan December 2015 – September 2020

Approved 01/11/2016

Page 1

Table of Contents Executive Summary ...................................................................................... 3 Mission, Vision and Values .......................................................................... 7 5 Year Goals and Objectives ......................................................................... 9 Appendices ................................................................................................. 15

Approved 01/11/2016

Page 2

Executive Summary Housing Opportunities of S.W. Washington (Housing Opportunities), formerly doing business as the Longview Housing Authority has recognized that to best leverage its decades of strength and success the agency must evolve to meet the increasing and changing housing needs in S.W. Washington. The Board and the staff have spent several months working together to review the lay of the land, better understand the changing and expanding needs of all of the communities served, and explore how best to adapt their work to support clients in achieving success – however that is determined for them.

The Housing Authority of the City of Longview, the official name of the agency, was chartered in 1975 by the City of Longview with the goal of providing safe and sanitary housing within the City for medium and low income people. At this time the six member Board of Directors is appointed by the Longview City Council. Over the past several years the agency has taken the lead in developing affordable housing in Cowlitz, Pacific, Wahkiakum, and Lewis counties to meet the growing need. Housing Opportunities has been providing staffing and development services in these critically underserved areas. A significant goal of this strategic planning process was to encourage the board and staff to work together to develop a plan that more accurately reflects how the agency is currently working, to address how to have the biggest impact, and to prioritize what is necessary to facilitate the change the agency is seeking.

This process incorporated an extensive information gathering process including over 100 interviews/surveys from across service areas and stakeholders, data gathering and review of the status of housing and homelessness in the counties served by the agency, and in-depth work with the board and staff on the future directions and priorities.

From this process two major themes emerged that will have a significant impact on how the organization will approach its work going forward.

1) Geography: The agency is now serving jurisdictions encompassing a broad area of SW Washington and far beyond the original boundaries of the City of Longview. This recognition was important to ensure the plan properly reflects all of the opportunities available to the agency and associated demands on staff and existing relationships. In addition to the

Approved 01/11/2016

Page 3

City of Longview and Cowlitz County, the agency serves Lewis, Pacific, and Wahkiakum counties. Each body of work the agency engages in will require balancing the needs and goals of these communities, as well as assessment of the capacity of staff. This acknowledgement led to: a. An agreement to change the name of the agency to better reflect its work and jurisdictions; b. The desire to develop a communications/marketing campaign to help rebrand the newly named agency; and c. Increasing participation of other community partners in the process.

2) Expansion of Services: An additional theme agreed upon in this planning process is a shared desire to not just focus on housing, but to creating systems and programs that will help constituents thrive. The agency is committed to leveraging existing programming and seeking additional funding and staff capacity to provide new and improved supportive services to clients. There is agreement across the board and staff that the agency is well suited to this dual focus. A newly stated goal of the agency is to help those clients achieve self-sufficiency whenever possible. This will require the following:

a. Nurturing existing partnerships and cultivating new partnerships to expand the reach and impact of supportive services across communities; b. Increasing staff capacity and expertise in the development and implementation of supportive service programs; c. Expanding the funding base to include program development to provide supportive services.

A number of key decisions emerged from these themes that led to direct action including:

1) Updating the mission, vision, and values; 2) Creating the plans and process to better align the goals, structure and staffing of the agency to more accurately reflect the actual work taking place and to position the agency to succeed in the future. This includes: a. New name that more accurately reflects the jurisdictions and services provided; b. Creation of a communications plan/branding effort that will build community knowledge of both the agency and issues related to housing and homelessness; c. Review of options for creating a structure that would provide advisory or voting positions to allow broader representation from other jurisdictions; d. Development of mechanisms to expand and diversify the funding base of the agency.

Approved 01/11/2016

Page 4

3) Prioritizing into the agency’s work and partnerships the incorporation of the services necessary to encourage clients to thrive; and 4) Agreement on the need to develop additional housing and programs across jurisdictions.

The Need/Context

 The four counties served by Housing Opportunities of S.W. Washington have consistently struggled compared to the rest of the state. They are economically depressed with high-unemployment, few family wage jobs, little economic growth, infrastructure challenges, and all of the by-products of a poor economy – drug use and alcoholism, homelessness/housing challenges/generational poverty, mental illness, aging populations, lack of services, etc. The historic reliance on resource extraction industries without the replacement by different types of industry and job creation have led to generational poverty and significant need for housing and programming to help people thrive.

 Although there are glimmers of hope and opportunity - the four counties consistently rank near the bottom of Washington’s 39 counties for length and quality of life and health factors such as physical environment (including housing), social and economic factors, clinical care and health behaviors. (Cowlitz 32, Lewis 26, Pacific 38, Wahkiakum 39)  There has been a consistent increase in homelessness and housing shortages across the four county area served.

o There has been a 105% increase in unsheltered homeless population in Cowlitz County since 2014. o Wahkiakum County needs an additional 729 housing units to meet growth by 2025. o Pacific County needs 1064 additional units to accommodate future growth at all income levels. o In the 3rd Congressional District which encompasses all four counties plus Clark County there is a gap of 29,412 affordable and available rental units for households earning at or below 50% AMI.  The rental market is tightening across the jurisdiction. Rents are increasing rapidly. Competition for rental units in Cowlitz County is heavy due to the lack of availability and rapidly increasing housing costs in Vancouver and Portland. It is becoming progressively difficult to fully utilize existing rental subsidy programs. The problem is expected to worsen without additional affordable rental housing.  Not only is the inventory of housing low, but the quality of housing for lowincome families is also a significant issue across the counties. Approved 01/11/2016

Page 5

 Reliance on scarce and competitive local, state, and federal funding for housing and services increases competition and uncertainty for those agencies working to provide low-income housing.

 There are a number of organizations that provide housing and social services, although the number, capacity, and services vary dramatically across the four counties. The degree of collaboration and coordination is also maturing at different rates, impacting efficiency and effectiveness of these efforts.

Approved 01/11/2016

Page 6

Updated Vision, Mission, and Values Vision We envision strong, vibrant and healthy communities created by providing housing, hope and opportunity.

Mission We promote and provide stable, affordable housing, and supportive services in an environment that nurtures individuals and families while encouraging personal responsibility.

Values At Housing Opportunities of S.W. Washington we are committed to the highest standards of ethics and integrity. These are the core values that inspire our organization and individual employees to keep us focused on meeting our mission and celebrating our successes. We Put People First We acknowledge and honor the fundamental value and dignity of all individuals. We believe in the ability of people to improve their own lives and our responsibility to support them on this journey. We seek to partner with clients to foster accountability and success. We are committed to the development of the full potential of each person and to the achievement of economic independence when possible. Our employees are professionals who take pride in their accomplishments and the progress of our clients and programs. Our work environment is built on honesty, trust, mutual respect and open communication. We Believe Housing is the Foundation We believe housing is a basic need and a foundation for people to thrive. Everyone should have the opportunity to live in a safe, healthy, affordable home. We Pursue Excellence Approved 01/11/2016

Page 7

We are dedicated to a shared vision of excellence, continuous improvement in all operations and thoughtful stewardship and cultivation of our assets. We embrace change. We are committed to innovation; driven to challenge the status quo and anticipate changing needs. The quality of what we do is measured by the progress, success, and satisfaction of those we serve. Our agency is strengthened by the value we place on diversity. We honor the unique backgrounds and talents of our staff, clients, board and community partners and our combined ability to effectively reach out to all of those we serve. We foster strong external partnerships and collaboration with governmental, educational, business, nonprofit, neighborhood and faith-based community partners to the benefit of our clients. We Act with Integrity We conduct our professional duties with the utmost standards of ethics, transparency, professionalism, and respect for our clients. New Tag Line: Connecting People to Homes, Hope and Opportunity.

Approved 01/11/2016

Page 8

5-Year Goals and Objectives Goal 1: Provide Homes The agency will provide greater access to affordable housing by increasing the number of homes available to low and medium income families across jurisdictions. Housing Opportunities of SW Washington will protect and expand existing rental assistance programs. The organization will also preserve and protect the existing portfolio by increasing marketability, quality, and value. Inventory will be increased across the income spectrum (up to 100% ami). Housing Opportunities of SW Washington will focus on mixed income communities where possible and expand housing options for vulnerable populations including but not exclusive to seniors, homeless, disabled and veterans.

Currently Available Target

Vouchers Tenant-based rental assistance 1392 47 1500

50

USDA 151

Other (LIHTC, Bonds, etc) 56

250

Total

150

1646 1950

Objective 1: Protect and fully utilize available resources and efficiently manage all existing rental assistance programs to sustain current programming. o Monitor leasing and program status monthly and adjust business practices as needed to assure full occupancy and utilization. o Research new funding to address gaps. March 2016 and on-going o Create a disaster plan to reduce risk to tenants and properties and ensure continuity of business. August 2016 Objective 2: Expand availability of affordable housing. Acquire and/or develop new affordable rental housing to address identified gaps utilizing all available resources including public/private partnerships and mixed use development where appropriate.  Target: 50 units per year. o Populations prioritized: 250 units in 5 years in the following focus areas: Approved 01/11/2016

Page 9

• • •

Emergency support/rapid re-housing Permanent supportive housing vulnerable populations (families, homeless youth/foster care, people with disabilities, seniors, veterans, chemically dependent, farm worker, chronically homeless) Workforce housing (above 50% AMI)

Objective 3: Preserve and protect existing subsidized rental housing within the jurisdiction. Conduct research to identify existing subsidized rental units with approaching contract expiration dates by June 2016. o Engage with owners to determine feasibility of acquisition. Objective 4: Encourage and create additional homeownership opportunities including Section 8, rehabilitated units for sale and foreclosed homes if available that enable clients to be successful over the long-term. o Target: 3 units per year for a total of 15.

Goal 2: Evolve, Expand, and Diversify the Agency Housing Opportunities of SW Washington will prioritize the necessary steps to continue to grow the agency, serve a broad range of clients, and support both the staff and clients of the agency to thrive by strengthening and diversifying the projects, funding, and populations served. Objective 1: Rename organization to clarify purpose and passion. (Completed) Objective 2: Create a robust communications/branding plan to maximize outreach and effectiveness. Recruit and train volunteer ambassadors for community outreach – including board members and active stakeholders in each jurisdiction served. o Create a new logo and branding materials by March, 2016. o Develop a draft communication plan for Board approval by May, 2016. o Plan and execute launch of new brand May 15, 2016 (International Day of Families). Objective 3: Review and affirm or adjust both the strategic plan and the organizational chart to build organizational efficiency, synergy and capacity by March, 2016 and annually thereafter as needed. Objective 4: Create a viable succession plan to ensure future sustainability and growth. o Up-to-date Job descriptions for current positions by January, 2016. o Research consulting firms to assist with development of a succession plan by January, 2016. o Choose consulting firm to work with by March 2016. o Plan completed by December, 2017.

Approved 01/11/2016

Page 10

Objective 5: Develop staff retention plan, including training, and growth opportunities by July, 2016. Include: o o o o o

A review of the benefits package annually; Identification of training needs and development of annual training schedule; Identification of staffing gaps; Annual staff reviews; and Maintenance of a nurturing work environment by: • Providing growth opportunities; • Providing opportunities for staff engagement; and • Providing fair pay and benefits.

Objective 6: Explore administrative and/or structural changes and opportunities for providing regional services that increase efficiency, staff capacity, and organizational clarity of mission. o Create a regional advisory council that will help develop an action plan for creating a more inclusive agency by July, 2016. Objective 7: Advocate for resources to support acquisition, preservation, and development of new housing options and supportive services. Work is on-going. Objective 8: Expand property management/development functions to include new acquisitions and development projects as well as partnerships with outside agencies and contract management for other non-profit agencies. Units currently owned/and/or managed:

HOUSING OPPORTUNITIES: 382 JPCHA: 38 Lewis: 0 Wahkiakum 17 Goal: 600 units (including tax credit projects) o Identify non-profit agencies to determine potential contacts for property management by August, 2016. Objective 9: Seek out opportunities to diversify, acquire or develop income producing assets and funding sources to support operations and future growth. Work is on-going. Potential opportunities include: o Property development – See Goal 1, Objective 2 o Administrative services business – research related non-profits to determine potential business opportunities (accounting, administration, HR, non-profit management). August 2016 o Explore and develop alternative funding sources to support client work. Start March 2016 – ongoing.

Approved 01/11/2016

Page 11

Housing Opportunities of SW Washington is seeking to expand its strategic focus to increase its profile and capacity in the communities it serves. It will grow and develop strategic partnerships and increase the agency’s capacity to provide supportive services and case management that will enhance the client’s ability to thrive. The following goals are priority focus areas that will be worked on as possible within existing resources. Since they are not currently funded or staffed within the existing structure, the agency will seek additional funding and staffing resources to build out this body of work within the first year of the plan.

Goal 3: Actively leverage partnerships and community engagement Increase the profile of the agency and grow and develop strategic partnerships to improve outcomes, increase effectiveness, and expand opportunities. Objective 1: Inventory existing relationships/partnerships/advocacy needs and prioritize by July, 2015 and on-going. o Based on relationship inventory, create/enhance partnerships to ensure case management, opportunities for those in need and a more coordinated delivery of services to clients. Objective 2: Create and execute an advocacy and community engagement plan for the agency to increase advocacy effectiveness and provide education about housing and related services in SW Washington by January, 2016. o Build an advocacy network of elected/opinion leaders from all communities serviced by Housing Opportunities of SW Washington by September, 2018 with 100 leaders. o Work with community coalitions to create an education campaign about the need for additional housing resources, policies and procedures that increase efficiency and effectiveness of the agency. Identify activities and prioritize by July, 2016. o Identify and actively participate with efforts to create housing policy and plans in the counties the agency serves. o Develop tools and an action plan to educate communities about all levels of our work by July, 2016.

Goal 4: Create and implement tools to thrive Work across education, health & wellness, economic stability, and housing to incorporate pathways to success. Create programs that help people develop faith in their own potential and worth and provide access to tools and services that will help them thrive. Objective 1: Develop/expand case management/health and wellness programming and other supportive services for new and existing housing to help clients thrive.

Approved 01/11/2016

Page 12

o Inventory needs/goals for case management and service enrichment for existing units by June, 2016. o Identify potential service partners and most effective service delivery system. o Develop sustainable plans for homeownership and maintenance to ensure success as a homeowner. June 2016. Objective 2: Create program development framework or structure for assessing feasibility and sustainability of new programs. o Create program development assessment tool by August, 2016. This will include the identification of funding, staff leadership and desired outcomes. o Research industry best practices, FSS/Section 8/aging in place models, alternative funding sources, creative partnerships/collaborations (ex. educators, employers, other service providers). Start February 2016 – ongoing. o Identify gaps in existing services - (ex. Financial counseling). June 2016 See Objective 1. o Prioritize service development and staffing goals. July 2016. o Develop definitions of success and data systems to capture program performance, while recognizing that success will be defined differently for each family. Success outcomes will include graduation from programs, access to benefits, obtaining a job or promotion, involvement in or graduation from educational programs, access to benefits, family reunification, and housing stability. Start March 2016 – ongoing. Objective 3: Identify alternative staffing models and resources to support programming goals. o Research use of nonpaid internships by July, 2016. o Seek alternative funding sources to support identified programming goals and necessary staff support. July, 2016. Objective 4: Work with Clients to achieve self-identified goals. Collect data and stories to measure progress. o Establish qualitative and quantitative goals – May, 2016. o Collect stories and track the number of clients experiencing success with:  educational attainment  employment progress  reuniting with family  purchasing a home  successful completion of drug court  access to stable housing  access to benefits Approved 01/11/2016

Page 13

  

graduation from subsidy programs paid off fines other recognized steps to success

Approved 01/11/2016

Page 14

Housing Opportunities of SW Washington – 2015 Strategic Planning Appendices

Appendix 1 Background information People are aging in our jurisdiction (Aging Well, Living Well Forum, “Housing America’s Older Adults”) Currently 1 in 6 residents in Cowlitz 65 yrs of age or older. By 2030 this will be 1 in 4 Wahkiakum County Currently 1 in 4 1 in 2 by 2030 Conventional housing not easy to adapt to the changing needs over a lifetime Recommendations: retrofit existing housing and develop better universal design Develop more choices of congregate housing, accessory dwelling units and continuum care retirement communities. Develop accessible housing which reduces the number of falls and is vital to aging and living well in any community. Health (2015 County Health Rankings) Our counties consistently rank near the bottom of the 39 counties for length and quality of life and health factors such as physical environment (including housing), social and economic factors, clinicalcare and health behaviors. (Cowlitz 32, Lewis 26, Pacific 38, Wahkiakum 39) 2015 Community Report Card Promote healthy eating High rate of poverty(30% receive some type of state benefit) especially among single female head of household families Homeless children (homeless Students data OSPI and “Homeless and Unstably Housed K-12 Students in Washington State) There are significant numbers of homeless school children across our jurisdiction and this number is rising. - More likely to be involved with the DSHS Children’s Administration - Alcohol and drug problems more prevalent among homeless students and those staying with family and friends higher rates of identified mental illness - Higher rates of criminal justice involvement (4X as high) - Higher rates of TANF (Temporary Assistance for Needy Families) - Highest rates of Basic Food receipt

Approved 01/11/2016

Page 15

-

-

Schools identify a large number of students who qualify for services under the McKinney Vento Act but who might not be eligible for homeless housing assistance under the HEARTH Act. Almost half of homeless students experienced at least one school change during the year 18% of older homeless youth and 23% of youth staying with friends or family had not progressed to the next grade as expected. (6% for non-homeless) Less likely to meeting the standard in reading, math, science and writing Students living in doubled up housing are at higher risk for future homelessness

Housing Problems and Affordability Cowlitz County CHAS data 2/2015 report 13,010 Renters 74% at 30% for rent and utilities, 27% >50% 26,780 Owners27% cost burdened although only 11% 1 person per room, paying over 50% AMI for housing costs) 2015 Community Report Card Need for Permanent Supportive Housing for people with mental illness Minor home repairs and retrofitting for seniors Housing suitable for all generations Need new housing for workers at all income levels – mixed use developments desired 2015 Cowlitz County Point In Time Count (homeless) Large increase in homeless population(sheltered and unsheltered): 80 households, 119 family members 105% increase in unsheltered homeless population since 2014 341 homeless in Cowlitz County. 170 in emergency shelter, 56 in transitional housing, 115 unsheltered 74 chronically homeless – 68% unsheltered individuals Need 100 additional shelter beds – 80% for singles Gap of 1900 units available and affordable to Renter HH in the 0-30% AMI bracket 2010 Cowlitz County Homeless Housing Needs Report Need for 555-1250 units of affordable housing for very low income persons Need for 175 units of permanent supportive housing Emergency shelter, transitional housing and permanent supportive housing lacking for people with special needs who are hard to serve (physically disabled, mentally ill, chronically homeless, youth and those with medical treatment needs) Outreach and shelter for homeless youth transitioning from foster care, substance abuse treatment, hospital discharge and release from juvenile justice system lacking. Approved 01/11/2016

Page 16

Longview/Kelso 2014-2018 Consolidated Plan Overall goals: 1. Retain and expand safe and affordable housing resources for extremely low, very low, and low-to-moderate income households 2. Promote economic prosperity so that low and moderate income persons have expanded opportunities to improve their standard of living and quality of life. 3. Promote healthy, balanced neighborhoods through the provision of community facilities, infrastructure, public safety, affordable housing, recreational opportunities, and appropriate public services. The focus of this plan has changed from previous plan in key ways regarding housing: - Targeted neighborhoods have been identified in Longview and Kelso; o Broadway neighborhood o Downtown Longview o Highlands o Olympic West - A focus on homeowner housing quality is the focus in Kelso; - A focus on the quality of the housing stock and rental affordability are the primary focal points in Longview. A series of community meetings identified housing needs across neighborhoods including: - Emergency shelter & transitional housing for homeless persons - Affordable rental housing - Fair housing education - Rental assistance - Security deposits - Housing for people with disabilities - Senior housing - Cottage housing for appropriate groups, e.g. seniors, special needs, ethnic preference, work/live units - Homeowner maintenance program - Down payment/closing cost assistance - Weatherization improvements 3 Priority Needs were identified: Improve the quality of the Housing stock – High Provide needed public improvements – High Reduce extreme cost burdens and increase housing – Low Increase opportunities for homeownership – Low Expand economic opportunities for self-sufficiency - Low Wahkiakum County Comprehensive Plan Needs 729 additional housing units to meet the growth in 2025 7% of housing stock in need of major repair Approved 01/11/2016

Page 17

Need additional supportive housing Need more permanent housing for farmworkers Need additional affordable housing accessible to services for the aging population

Lewis County Planning Commission Public Hearing – 2014 Preserve existing affordable housing stock Encourage public/private partnerships to build affordable housing for low-income and special needs populations. Pacific County Comprehensive Plan Need 1064 additional dwelling units to accommodate future growth at all income levels Need owner/renter rehab program Training and Education 2015 Community Report Card Debt management and asset building Basic employment skills training Encourage and support education Growing interest in lifelong learning among seniors 3rd District Housing Profile Renters make up 32% of all households in the district. 69% of renters at or below 30% AMI are severely cost burdened (paying >50% AMI for housing costs). 32% of renters earning between 31% and 50% AMI are severely cost burdened. There is a gap of 29,412 affordable and available rental units for households earning at or below 50% AMI.

Approved 01/11/2016

Page 18

Appendix 2 – Qualitative Research - Interview/Survey summary and questions Over the course for the past several weeks 23 community leader interviews and responses to 75 surveys have been gathered to inform the strategic planning process for the Longview Housing Authority. A total of 98 participants the process represented local elected officials in each county served by LHA, all LHA board members and several JPCHA board members, staff, allied non-profit directors, business leaders, landlords, school board member, other local government staff. Both activities sought to build a body of data in three areas: 1) General lay of the land – questions about the issue, community and financial information for SW Washington; 2) status of the low income housing /homelessness community and their work in SW Washington; 3) specific questions about the work of LHA. General summary of findings from interviews and survey •



• • •





Consistency and agreement on the issues in SW WA across the board – unemployment/poverty, housing/homelessness, community health, lack of family wage jobs, poor economy, lack of economic opportunity, kids leaving and not coming back, health, access to health care, drugs, mental illness, lack of housing. The issues are all of the things that are impacts of poverty, lack of opportunity. A few organizations were mentioned consistently as effective – EES, CAP, Churches, LHA, LCC, Pathways, Cascade Mental Health, The Homeless Coalition, Crisis Support, PPN, DSHS, County health, Rebuilding together, Pearl.

Individual leadership, advocacy, passion, and collaboration, mission discipline were some of the responses to what makes those groups effective.

Funding, costs, affordability, availability and quality are the primary concerns related to housing and homelessness in S.W. Washington.

Successes are defined as the new projects that got built (Lilac Place, Love Overwhelming, Phoenix House, and services provided by existing organizations.

A consistent theme of failures or missed opportunities across the process is the lack of coordination across organizations, competition for resources, failure to address the broad range of needs, not enough case work to get people on their feet, lack of funding, lack of services for people.

LHA has a very low profile and even those who have a close relationship know very little about what the agency actually does.

Approved 01/11/2016

Page 19

• • •



• • •

• •

• • •

Funding is seen as a major threat/challenge to the agency. Increasing need is also see as a challenge.

Opinions were primarily limited to housing, those surveyed or interviewed had limited knowledge of the mission, programs, or activities of LHA. Very little knowledge of the Vets program.

Very few of those interviewed mentioned the vets program, over 70% of those surveyed identified it as currently the highest priority, with service to low income families coming in at 66%, Seniors at 46%, disabled people at 41% and homeless at 38%. The interviews garnered a more general response about low income families, seniors and disabled people.

Depending on the community – the availability of affordable housing varies – but a consistent theme was the quality, accessibility, and affordability. The vast majority of people across the board favored changing the name to reflect the area of work.

One significant area of improvement was to have a higher profile in all of the communities the agency works – look at having satellite offices, better communications, branding, educational programs. The excellent staff is seen as the agencies most significant strength.

Uniform agreement that LHA should be doing whatever it can to provide/partner to ensure that case management/wrap around services are provided to encourage self-sufficiency for those who are able. Movement to prioritize moving those people capable out of the system was highly supported Mixed responses to doing more property development

Very little support for prioritizing developing for-profit services

Survey/interview questions Questions asked in interviews/survey (Structured differently but sought same information) General questions: 1.What are the major issue concerns in Southwestern Washington? 2. Who are the most effective organizations serving the community? 3. What makes those groups effective? Approved 01/11/2016

Page 20

4. What are the major issues related to housing and homelessness in play in S.W. Washington? 5. What do you view as the successes of the organizations addressing housing/homelessness in SW Washington in the past five years? 6. What organizations do you feel make up the housing/homelessness community in S.W. Washington? 7. What do you view as the major failures or missed opportunities of the organizations working to address housing/homelessness in SW Washington in the past 5 years? LHA specific questions Review information sent prior to call 8. What is the mission of the Longview Housing Authority? 9. What does the agency do? 10. Who does the agency serve? 11. What jurisdictions does the agency serve? 12. What are the major strengths of the agency? 13. What are the major weaknesses of the agency? 14. What specific opportunities, if any, do you see emerging in the near future for the LHA? 15. What do you see are the three greatest challenges facing LHA now and in the next 3 to 5 years? 16. Looking 2 to 3 years into the future, what specific things would you like to see the LHA doing that is not currently happening? 17. Based on the information that you have on about the agency, the scope of work and jurisdictions covered, do you feel it would be appropriate for the agency to consider changing its name and possibly the structure? What do you think would be the pros? Cons? 18. What specific programs or activities should the LHA be focusing on?  Who would be served?  What would be the geographic focus?  How would it be organized? o Including case management o Property development o For-profit services 19. Do you have any other thoughts or advice that you feel would help this process?

Approved 01/11/2016

Page 21

Appendix 3 - Acronyms A&E ADA AHP BAB CAP CC CD CDBG CDE CDFI Treasury) CG CGPD CM CNA COG COO

Architectural and Engineering Assessment Americans with Disabilities Act Affordable Housing Program (Grant program offered by the Federal Home Loan Bank) Build American Bonds (Economic Recovery Act Bond program, includes interest payment subsidy) Lower Columbia Community Action Program Clark County Construction Documents Community Development Block Grants (Longview is entitlement, could by City, County and/or State of Washington) Community Development Entity (US Department of Treasury) Community Development Finance Institution (US Department of

Common Ground of Washington (Development Consultant) US Veteran’s Administration Capital Grant and Per Diem Program Construction Manager Capital Needs Assessment Cowlitz/Wahkiakum Council of Governments Certificate of Occupancy, usually issued by unit of local government, i.e., city DAC City of Longview Downtown Advisory Committee DD Developmental Disabilities DNS Declaration of Non-Significance (Issued by municipalities, required and is a pre-requisite to development) DOC Washington Department of Commerce (CTED was folded into Commerce on July 1, 2009.) DOE United States Department of Energy DOR Washington Department of Revenue DRF County Document Recording Fees (used for low income property acquisition and homeless programs) DSA Development Services Agreement EDI Economic Development Initiative (funds from federal appropriations) ERR Environment Review Requirements (required environmental review for release of Federal funds) ESS Emergency Support Shelter, Service Provider for LilacGardens FHLB Federal Home Loan Bank of Seattle FMR Fair Market Rent GMP Guaranteed Maximum Price HNA Highland’s Neighborhood Association HPC City of Longview Historic Preservation Commission HTC Historic Tax Credits HTF Washington State Housing Trust Fund, major state resource of capital HUD United States Department of Housing and Urban Development Approved 01/11/2016

Page 22

H4H IC ILA JPCHA LAP LCC LHA LIHTC LNI LPLLLP MCHA MFR MFSH MOU NAHRO NED NEF NSP of Kelso) O & Mf PBV PCAP PSA PSH PV RA

RD RE ROW RD SEPA SHI Section 811 SHPO TBA TBI TTP USDA UST VA

Habitat for Humanity, Longview Affiliate Impact Capital (non-profit source of pre-development and development funds) Inter Local Agreement (allows LHA to work with other jurisdictions) JointPacificCounty Housing Authority Land Acquisition Program Lower Columbia Community College Longview Housing Authority Low Income Housing Tax Credits, private tax investment capital Washington State Department of Labor and Industries Lilac Place Limited Liability Limited Partnership Mason CountyHousing Authority Multi-Family Rental (typically income restricted only) Multi-Family Senior Housing Memorandum of Understanding National Association of Housing and Redevelopment Officials Non-Elderly Disabled Voucher National Equity Fund Neighborhood Stabilization Program (Federal $ through WADC and City Operations and Maintenance Subsidy Program (WADC) Project Based Vouchers Parent Child Advocate Program Purchase and Sale Agreement Permanent Supportive Housing Photovoltaic Array(s) Solar panels to produce electricity that can be sold to local utility and/or used on site Rental Assistance, Guaranteed rent payments that is difference between tenants ability to pay and market rate rent, typically tied to a specific project United Stated Department of Rural Development Reliable Enterprises (owner of Reliable Place in Centralia, Washington) Right of Way (A permit is usually needed for a contractor to work on public property, e.g., sidewalks, roads) Rural Development State Environmental Policy Act Supportive Housing Institute HUD program for construction advance and rental assistance for persons with Developmental Disabilities State Office of Archeology and Historic Preservation To be announced To be identified Total Tenant Payment US Dept. of Agriculture Underground Storage Tank Veterans Administration (federal)

Approved 01/11/2016

Page 23

VIP VSC WADC WCC WCRA WLIHA WSDOT WSHFC WWA YFL

Veterans Integration Program Veterans Service Center (local) Washington Department of Commerce (Formerly WACTED) Walsh Construction Company Washington Community Reinvestment Association Washington Low Income Housing Alliance Washington State Department of Transportation Washington State Housing Finance Commission William Wilson Architects Youth and Family Link

Approved 01/11/2016

Page 24