Ask the Scholar
Document scope · 1 page
Scholar
Ask about this object, its catalog metadata, its source description, or the page inventory.
For page-specific OCR and visual context, open one of the page chats.
Scholar Source Context
Document identity
localId
24493060
label
Agency Submissions: Department of Housing and Urban Development
core
doc
dtoType
document
citationUrl
pageCount
1
Source metadata
id
24493060
sourceUrl
contentType
document
title
Agency Submissions: Department of Housing and Urban Development
citationUrl
collections
Records of the First Lady's Office (Clinton Administration)
Shirley Sagawa's Files
imageCount
1
hasImages
yes
source
import
hasTranscription
no
Source extras
naId
24493060
levelOfDescription
fileUnit
otherTitles
42-t-7763274-20130124S-031-005-2015
recordType
description
ocrSource
nara-archive
Single page context
seq
1
pageIndex
0
type
document
mediaId
d58dcde979256e4c
ocrText
Center for Community and Interfaith Partnerships
This exciting new Center
Community organizing networks
Work to solve problems through new
provides a direct HUD
Other nonprofit groups
and stronger partnerships
link to grassroots groups
Maximize the use of available resources
confronting poverty
By working together, we can maximize the use
Serve as a referral source to HUD
and housing needs in
and impact of our mutual resources in building
our communities.
information, programs, and technical
strong communities for the 21st century.
-Secretary Andrew Cuomo
assistance
Th
Under Secretary Cuomo's leadership, the
Identify and promote "best-practice"
he U.S. Department of Housing and
models of innovative, effective programs
Urban Development long has been
overarching mission of the "new HUD" is to
and partnerships with community and
involved in efforts relating to community
restore the public trust and empower communi-
faith-based groups
and faith-based groups. In fact, many of
ties-not from the top down, but from the
HUD's current programs grew out of the
bottom up. Although not a new funding source,
vision and activities of such groups.
the Center, in working with community/faith-
As we move toward the millennium, HUD is
based groups, will:
committed to helping empower those who
are poor, powerless and, often, homeless.
Broaden and intensify HUD outreach efforts
It is from this commitment that HUD's new
Offer greater access to HUD's "table"
Center will work with community-based and
interfaith partners.
Center for Community and Interfaith Partnerships
The mission of the Center is to focus,
Center for Community and Interfaith Partnerships
integrate, and intensify HUD's efforts in
U.S. Department of Housing and Urban Development
working with:
Office of the Secretary
451 Seventh Street, SW, Room 10139
Community development corporations
Washington, DC 20410-3800
Director: Fr. Joseph R. Hacala, S.J.
Interfaith organizations
Tel: 1-800-308-0395
E-mail: [email protected]
TDD: 1-800-483-2209
or visit our Web site
Fax: 202-619-8257
at www.hud.gov/cdc.html
Service hours from 8:30 a.m. to 5:30 p.m. Eastern time, Monday through Friday.
U.S. Department of Housing
and Urban Development
FIRST-CLASS MAIL
POSTAGE & FEES PAID
Permit No. G-795
Andrew Cuomo, Secretary
HUD
us DEPARTMENT OF HOUSING
*
1
HUD administers a variety of programs relating
to community and economic development.
The agency assists communities in providing
housing, creating jobs and business opportuni-
ties, and helping homeless persons transition to
permanent housing.
To obtain further information on how
the Center for Community and Interfaith
Partnerships can assist your efforts, address
Center for
correspondence to:
Partnerships
U.S. Department of Housing and Urban Development
Community
Center for Community and Interfaith
U.S. Department of Housing and Urban
Development
Washington, DC 20410-3800
Office of the Secretary
451 Seventh Street, SW, Room 10139
Washington, DC 20410-3800
and Interfaith
Office of the Secretary
451 Seventh Street, SW, Room 10139
Official Business
Penalty for Private Use $300
Partnerships
Center for Community and Interfaith Partnerships
This exciting new Center
Community organizing networks
Work to solve problems through new
provides a direct HUD
Other nonprofit groups
and stronger partnerships
link to grassroots groups
Maximize the use of available resources
confronting poverty
By working together, we can maximize the use
Serve as a referral source to HUD
and housing needs in
and impact of our mutual resources in building
our communities.
information, programs, and technical
strong communities for the 21st century.
-Secretary Andrew Cuomo
assistance
Th
Under Secretary Cuomo's leadership, the
Identify and promote "best-practice"
he U.S. Department of Housing and
models of innovative, effective programs
Urban Development long has been
overarching mission of the "new HUD" is to
and partnerships with community and
involved in efforts relating to community
restore the public trust and empower communi-
faith-based groups
and faith-based groups. In fact, many of
ties-not from the top down, but from the
HUD's current programs grew out of the
bottom up. Although not a new funding source,
vision and activities of such groups.
the Center, in working with community/faith-
As we move toward the millennium, HUD is
based groups, will:
committed to helping empower those who
are poor, powerless and, often, homeless.
Broaden and intensify HUD outreach efforts
It is from this commitment that HUD's new
Offer greater access to HUD's "table"
Center will work with community-based and
interfaith partners.
Center for Community and Interfaith Partnerships
The mission of the Center is to focus,
Center for Community and Interfaith Partnerships
integrate, and intensify HUD's efforts in
U.S. Department of Housing and Urban Development
working with:
Office of the Secretary
451 Seventh Street, SW, Room 10139
Community development corporations
Washington, DC 20410-3800
Director: Fr. Joseph R. Hacala, S.J.
Interfaith organizations
Tel: 1-800-308-0395
E-mail: [email protected]
TDD: 1-800-483-2209
or visit our Web site
Fax: 202-619-8257
at www.hud.gov/cdc.html
Service hours from 8:30 a.m. to 5:30 p.m. Eastern time, Monday through Friday.
U.S. Department of Housing
and Urban Development
FIRST-CLASS MAIL
POSTAGE & FEES PAID
Permit No. G-795
Andrew Cuomo, Secretary
HUD
US DEPARTMENT OF
*
URBAN
24
HUD administers a variety of programs relating
to community and economic development.
The agency assists communities in providing
housing, creating jobs and business opportuni-
ties, and helping homeless persons transition to
permanent housing.
To obtain further information on how
the Center for Community and Interfaith
Partnerships can assist your efforts, address
Center for
correspondence to:
Center for Community and Interfaith
U.S. Department of Housing and Urban
U.S. Department of Housing and Urban Development
Community
Partnerships
Development
Washington, DC 20410-3800
Office of the Secretary
451 Seventh Street, SW, Room 10139
Washington, DC 20410-3800
and Interfaith
Office of the Secretary
451 Seventh Street, SW, Room 10139
Official Business
Penalty for Private Use $300
Partnerships
HUD
"Jennifer M. Quinn" <[email protected]>
06/19/2000 05:37:39 PM
Record Type:
Record
To:
MaryEllen C. McGuire/WHO/EOP
CC:
Subject: Re: NonProfit Task Force
Here are our nominations
I'm happy to help w/selection
(See attached file: Center.doc)(See attached file: Coc.doc)(See attached file:
SUperNOFA.doc)(See attached file: Ncdi.doc)
[email protected] on 06/19/2000 05:35:54 AM
To: [email protected], [email protected], [email protected],
[email protected], [email protected], [email protected],
[email protected], [email protected],
[email protected] [email protected],
[email protected], [email protected], [email protected], Jennifer
M. Quinn/SECY/HHQ/HUD@HUD, [email protected], [email protected],
[email protected], [email protected], [email protected],
[email protected], [email protected], [email protected],
[email protected], [email protected],
[email protected],[email protected],
[email protected], [email protected], [email protected],
[email protected], [email protected],
[email protected], [email protected], [email protected],
[email protected], [email protected],
[email protected], [email protected],
[email protected], [email protected], [email protected], Jennifer
M. Quinn/SECY/HHQ/HUD@HUD, [email protected], [email protected],
[email protected], [email protected], [email protected],
[email protected], [email protected], [email protected],
[email protected], [email protected],
[email protected], [email protected],
[email protected],[email protected]
CC:
Subject: NonProfit Task Force
[email protected] @ inet
[email protected] @ inet
MaryEllen C. McGuire/WHO/EOP@EOP
Malcolm Richardson/WHO/EOP@EOP
Ellen M. Lovel/WHO/EOP@EOP
J. Eric Gould/OPD/EOP@EOP
Eugenia Chough/OPD/EOP@EOP
- ModelPrtnrshpCatgs.doc
- Center.doc
- Coc.doc
- SUperNOFA.doc
- Ncdi.doc
HUD
Center for Community and Interfaith Partnerships (Center)
Contact Info:
Director: Fr. Joseph Hacala
451 7th St., SW Room 10286 - Washington, DC 20410
phone 202-708-2404 fax 202-708-1160
e-mail [email protected]
V. Sharing information
The Center for Community and Interfaith Partnerships, established by Secretary
Andrew Cuomo in 1997, is the first office in a federal agency created to address the
specific needs of faith-based organizations (among others), that participate or are
interested in federal grant programs. The Center has a mission to focus, integrate and
intensify HUD's involvement with community and faith-based organizations,
predominantly nonprofits, in an effort to maximize the use and impact of our mutual
resources in building strong communities. In essence, the Center is a designed to serve as
a "seat at HUD's table" for community and faith-based nonprofits. The Center is not
currently a funding source and therefore does not provide direct financial assistance to
nonprofits. Instead, the Center fulfills its mission by serving as:
1. An information clearinghouse. The Center provides information about the whole range
of HUD programs available to fund the community building efforts of community
and faith-based nonprofits. In addition, the Center publicizes best practices by
community and faith-based groups in implementing HUD programs. The Center
performs its education and outreach activities primarily through 10 "Commitment to
Justice" conferences for community and faith-based groups being held across the
country during 1999-2000, speaking engagements at HUD and other conferences, and
direct meetings and communications with constituents. The Center's education and
outreach activities are particularly targeted at fledgling nonprofits that either have
never received grant assistance or are interested in expanding their activities in under-
served communities.
2. A troubleshooter. The Center assists nonprofits in navigating the HUD system,
resolving problems (particularly for nonprofit grantees), and responding to constituent
inquiries. In order to make HUD more "customer-friendly" for community and faith-
based groups, the Center serves as a central point of contact for responding to
constituent inquiries and concerns. Rather than requiring constituents to locate the
appropriate program office, department, and employee capable of addressing their
needs, the Center performs this function.
3. A policy advocate. The Center serves as a policy advocate for community and faith-
based groups within the department. It does this in two ways: (1) by ensuring that the
interests of community and faith-based nonprofits are considered in development of
HUD policies and programs; and (2) by ensuring that community and faith-based
groups are included in the initiatives, outreach and educational activities conducted by
HUD and its specific program areas, such as conferences (like the Appalachian
Summit held in the summer of 1999), Community 2020 Forums for forward-looking
discussions of policy issues, and New Markets (e.g., events at the Pine Ridge Indian
Reservation in July, 1999).
The Center's holistic approach to educating and serving community and faith-based
nonprofits, particularly fledgling groups, has been so successful that the proposed FY
2001 budget includes a "Community and Interfaith Partnerships Initiative," which would
provide $20 million in competitive grants and targeted technical assistance to increase the
role of faith-based and community-based organizations in supplying and maintaining
affordable housing, creating economic opportunity, providing assistance for families to
become self sufficient, and participating in the wide range of HUD programs in high
poverty areas.
HIUD
HUD's Continuum of Care
Contact Info: Office of Community Planning & Development
Deputy Assistant Secretary for Economic Development
Office of Community Planning & Development
U.S. Dept of Housing & Urban Development
451 Seventh St. SW, Rm. 7204 - Washington, DC 20410
phone (202) 708-1506 fax (202) 401-0805
In the 1980s and 1990s, many government and nonprofit agencies provided emergency
shelter and food. However, it soon became apparent that a quick meal and a place to
sleep for the night were just "band-aid" solutions. Without attacking the many social
problems that contribute to homelessness-such as mental illness, domestic violence,
substance abuse-the people who took refuge in emergency shelters would find
themselves back on the streets repeatedly. It was clear that a single solution would not
resolve the multi-faceted homelessness issue, yet government services lacked the
cohesion and coordination necessary to tackle it.
An innovative solution
In 1994, as a solution to breaking the cycle of homelessness, HUD created the
Continuum of Care. The Continuum of Care consists of two key elements:
a coordinated community-based process of identifying needs and building a
system to address those needs, and
a doubling of the HUD homelessness assistance budget to provide communities
with resources to carry out these tasks.
The Continuum of Care is designed to encourage localities to develop a comprehensive,
long-term approach to addressing homelessness. The primary goal of the Continuum of
Care approach is to assist homeless individuals and families to move to self-sufficiency,
to the extent possible, and to permanent housing.
1999 Innovations in American Government Award
To recognize and celebrate this creative solution to the problem of homelessness, the
Ford Foundation and Harvard University named Continuum of Care program a 1999
winner of the Innovations in American Government Award.
Collaboration and local autonomy
While most sites experienced some degree of initial difficulties in developing
collaborative planning efforts, considerable rewards have emerged from the process of
working through differences, including:
The Continuum of Care promoted a process of compromise and consensus-building to
resolve problems and address differences of opinion and philosophy.
The incentive structures of the application process helped change attitudes and behavior,
creating opportunities to move beyond long-standing concerns about preserving
"turf."
Local autonomy was encouraged with enough flexibility for communities to identify
particular local resources and needs, and to implement policy and program priorities
appropriate to the needs of their homeless populations.
Leveraging funds
Leveraging public and private dollars has been essential to creating more coordinated
and comprehensive approaches to homelessness across sites, with the following lessons
learned about the process:
The Continuum of Care application process created an incentive to think more broadly
about how to create new sources of funding for homeless services and housing, and
how to access considerable sources of private dollars for new collaborative ventures.
The efforts to match private dollars and federal spending has raised public awareness of
the scope of homelessness and the need for diverse and extensive funding to
adequately address the problem.
The Continuum of Care approach has created an opportunity to develop mechanisms for a
more efficient and coordinated use of the total pool of federal, state, local and private
dollars designated for homelessness initiatives.
Impact
The impact has been dramatic. Five years ago, America's national strategy on
homelessness was characterized by no unified approach, no national partners, no
coordinated planning and little money being leveraged. Today, 78 percent of the U.S.
population resides in communities with Continuum strategies, and the program is helping
as many as 14 times more people move from the streets and shelters to self-sufficiency
with just twice the federal resources.
HUD
HUD's SuperNOFA
Contact Info:
Barbara Dorf
Special Actions Office: Office of the Director
U.S. Dept of Housing & Urban Development
451 Seventh St. SW, Rm. 7204 - Washington, DC 20410
phone (202) 708-2046 x4637 e-mail [email protected]
V.
Sharing information
HUD's Super Notice of Funding Availability (SuperNOFA) is an unprecedented
initiative to streamline the competitive grant process for federal funds. The SuperNOFA
is a key element in HUD's Management 2020 Reform Plan to help communities make
better and more effective use of HUD's resources.
Prior to 1998 when HUD issued its first SuperNOFA, HUD had conducted as many as
40 separate annual grant competitions-each with its own application deadline,
processing requirements and selection criteria. This made it almost impossible for
communities to bring together the wide range of HUD resources to intelligently serve
their needs. And it meant that grant applicants were burdened with duplicative
paperwork requirements and had to respond to different publication schedules that were
often in conflict with local needs.
Strategies to disseminate information through nonprofit partners
Innovative uses of the internet
All of that changed with the SuperNOFA. HUD provides program requirements in
plain language. HUD has established uniform policies for acceptable applications,
criteria for award, curable deficiencies and deadline dates. HUD has eliminated the
unnecessary paperwork. And HUD has made it easier for communities to combine their
applications into a coordinated strategy that addresses housing, economic development,
special housing needs of the disabled, the elderly or homeless children and families in a
comprehensive way. Now communities know that HUD issues its SuperNOFA of
funding opportunities for the majority of its grant programs each year between January
and March. All SuperNOFA materials are available at the HUD web site along with
complete instructions and up to date information on the SuperNOFA process.
Promotion of formal and informal communication channels
What the SuperNOFA does is allow communities to view HUD programs as a menu of
options that they can use to plan what is best for their community. The design of the
SuperNOFA, and the basis by which applications are scored, encourages applicants to
work together to coordinate and implement programs in a seamless and comprehensive
program of assistance to those most in need.
As part of the SuperNOFA process, HUD has also expanded how it communicates with
potential applicants. Training is provided via satellite simulcast on HUD's Internet
homepage, allowing people to tune in the broadcast from anywhere. In addition, the
training is archived on the web site and made available 24 hours a day, 7 days a week to
anyone interested in HUD's programs. HUD has reached out to all members of the
community, including nonprofit organizations and those faith-based community
organizations involved in assisting members of their community.
HUD
The National Community Development Initiative (NCDI)
Contact Info:
HUD
Rev. Joseph R. Hacala, S.J.
451 7th St., SW
Washington, DC 20410
NCDI
James Pickman, Program Secretary
330 West 108th Street, Suite 1 - New York, NY 10025
phone 212-662-6650 fax 212-662-1369 e-mail [email protected]
I. Providing better services
The National Community Development Initiative (NCDI) is an innovative
unprecedented partnership that provides financial and technical support to
nonprofit community development corporations engaged in locally-driven efforts
to improve physically and economically distressed inner city neighborhoods.
NCDI combines resources from 15 major national corporations and foundations,
the United States Department of Housing and Urban Development, and scores of
local public and private organizations. Together, these entities give a major boost
to community development groups working to build housing, spur economic
revitalization and provide employment opportunities and other essential services
that will help restore a decent quality of life in these neighborhoods. The national
funders have made a ten year commitment investing grant and loan funds from
1991-2001.
Technical assistance and training to improve service provision
NCDI creates a mechanism through which major corporations, foundations and
the federal government can invest in the revitalization of urban neighborhoods.
NCDI combines the resources of fifteen major national corporations and
foundations, and the U.S. Department of Housing and Urban Development. The
NCDI funders make grants and low-interest loans to the Local Initiatives Support
Corporation (LISC) and The Enterprise Foundation (Enterprise) - the leading
national community development support organizations which work with local
foundations, banks, corporations and state and local governments to bolster
Community Development Corporation (CDC) efforts in 23 cities. The
community-based organizations use these resources to build houses, develop
health and day care centers and other neighborhood facilities, create jobs and
business opportunities, and help residents gain a decisive voice and economic
stake in their own communities.
The investments and contributions are managed by LISC and Enterprise in 23
cities. These organizations are leading national nonprofit lending and
grantmaking institutions, which offer a range of financial and technical assistance
to CDCs and other neighborhood-based organizations. They act as intermediary
mechanisms that assemble and invest national resources in local community
renewal efforts.
Innovative approaches to grantmaking and monitoring
Using NCDI resources, LISC and Enterprise work with CDCs and other
neighborhood-based organizations, local foundations, banks, corporations, and
state and local governments to bolster the institutional growth of CDCs, support
concerted, coordinated efforts of local partnerships, and attract resources and new
funders to the field.
Core funders are providing a total of $103 million. Funders include: United
States Department of Housing & Urban Development, J.P. Morgan & Co.
Incorporated, the Prudential Insurance Company of America, Bank of America,
Metropolitan Life Insurance Company, Duetsche Bank, the Rockefeller
Foundation, the Pew Charitable Trusts, Chase Manhattan Bank, John S. and
James L. Knight Foundation, John D. and Catherine T. MacArthur Foundation,
W.K. Kellogg Foundation, the Robert Wood Johnson Foundation, Surdna
Foundation, the Annie E. Casey Foundation, and the McKnight Foundation.
About 57 percent of funding will be in low-interest loans; the balance will be
grants. For three rounds, core funders will have provided a total of $253 million.
This core funding is expected to generate more than $2 billion in total funding for
community revitalization when it is coupled with financial resources committed
by over 250 local partners, including state and local governments, local
foundations, banks and other corporations.
Coordinating provision of services at the local level
Replicability and impact
The cities targeted for this investment and partnership development are:
Atlanta, Baltimore, Boston, Chicago, Cleveland, Columbus, Dallas, Denver,
Detroit, Greater Miami, Indianapolis, Kansas City, Los Angeles, Newark, New
York, Philadelphia, Phoenix, Portland, St. Paul, San Antonio, San Francisco Bay
Area, Seattle, and Washington, DC.
To further bolster these local partnership efforts and the field generally, NCDI
and The Ford Foundation have joined to support a major Human Capital
Development Initiative (HCDI) designed to create a "talent pipeline" that will
increase the number and build the leadership skills of people dedicated to working
at CDCs. HCDI is managed by the National Congress for Community Economic
Development.
NCDI is administered by James Pickman, a Washington, DC-based attorney and
consultant, who serves as Program Secretary. He is assisted by Reese Fayde from New
York City and Sandra Presswood in Washington, DC. They may be reached by e-mail at
[email protected].
HUD
Survey Questions for Federal Departments and Agencies
Executive Summary
HUD's Relationship With Its Nonprofit Partners
Partnership with nonprofits is a critical element of HUD's mission to provide a decent,
safe, and sanitary home and suitable living environment for every American. This
mission has been crystallized into six strategic objectives:
fighting for fair housing;
increasing affordable housing and home ownership;
reducing homelessness;
promoting jobs and economic opportunity;
empowering people and communities; and
restoring the public trust.
Under Secretary Cuomo, HUD has dramatically reinvented itself to become more
"customer" friendly to all of its partners, particularly nonprofits. As part of the 2020
Management Reforms designed to make HUD a value-added player for the twenty-first
century, HUD has changed the way it does business. HUD has moved to bottom-up
community-driven partnerships based on results rather than process.
HUD's 2020 Management Reform Plan includes the following goals that particularly
impact nonprofits:
To reorganize and consolidate HUD activities by function rather than program
"cylinders."
To modernize and integrate HUD's financial management and information
systems.
To replace HUD's top-down bureaucracy with a new customer-friendly
structure.
To refocus and retrain HUD's workforce to carry out HUD's revitalized
mission.
The responses to the Interagency Task Force on Nonprofits Questionnaire provided
below demonstrate that HUD is attaining the ambitious goals set out in its 2020
Management Reform Plan and that those reforms are providing tremendous
benefits for HUD's nonprofit customers. While the evidence of HUD's comprehensive
reinvention of itself to meet the 2020 Management Reform goals is pervasive in this
Questionnaire response, a few highlights deserve special mention.
HUD's Super Notice of Funding Availability (SuperNOFA) is an unprecedented
initiative to streamline the competitive grant process for federal funds. Prior to 1998
when HUD issued its first SuperNOFA, HUD had conducted as many as 40 separate
annual grant competitions-each with its own application deadlines, processing
requirements and selection criteria. The SuperNOFA dramatically changed this
process, by largely consolidating the applications for HUD grants, providing
requirements in plain language, and reducing the burden of monitoring the
announcements of funding availability that was overwhelming for some nonprofits.
The SuperNOFA process has made it substantially easier for nonprofits to apply for
HUD grants.
HUD is more accessible to nonprofits than ever before.
The Community Builder program provides HUD personnel with localized
expertise to provide holistic information about HUD and other resources and
to facilitate partnerships between and among nonprofits and other partners at
the local level. A recent analysis of the Community Builder program
conducted by Ernst & Young LLP, an independent consulting firm, found that
the Community Builders have increased HUD's customer service and
responsiveness as well as expanded HUD's outreach to new, and in some
cases, previously underserved partners.
In addition, HUD has opened nine "HUD Storefront" offices across the
country, so that nonprofits can literally "knock on HUD's door" and interact
with HUD Community Builders and access HUD's information resources like
Community 2020 software.
HUD's Community Builders and the Center for Community and Interfaith
Partnerships (Center) represent innovative, cross-cylinder approaches to providing
services and information related to the whole range of HUD programs to nonprofits.
A significant number of Community Builders working as generalists provide this
service in the field, while the Center provides "a seat at HUD's table" and a
centralized point of contact for nonprofits at headquarters.
By instituting the Consolidated Planning Process, HUD has established a process
through which nonprofits play a key role in identifying local needs and setting
priorities, which in turn, provides a framework for funding decisions at the local level.
For grantees, including nonprofits, it simplifies the steps needed to receive funds
under the four HUD block grant programs: the Community Development Block Grant
(CDBG), the Emergency Shelter Grant (ESG), HOME Investment Partnerships
Program (HOME), and Housing Opportunities for Persons with AIDS (HOPWA).
The Consolidated Plan process, developed by Secretary Cuomo when he was
Assistant Secretary for CPD, won a prestigious Innovations in American Government
2
Award, sponsored by Harvard University's John F. Kennedy School of Government
and the Ford Foundation, in 1996.
HUD has made a tremendous amount of user-friendly information about its activities
and programs available to the public, including nonprofits.
HUD's Homes and Communities Web Site has a vast array of resources for
nonprofits, conveniently consolidated in a Nonprofit Center, available right
from the front page of the web site (http://www.hud.gov/nonproft.html).
HUD's Nonprofit Center was used as the model for other agencies to follow in
developing the Nonprofit Gateway. HUD's Homes and Communities Page
has been recognized by leading web reviewers including USA Today, Dow
Jones, Excite, and Yahoo. Government Executive Magazine named it one of
the "Best Feds on the Web" for two consecutive years. Last fall, HUD's
Homes and Communities Web Page was lauded by the Intergovernmental
Advisory Board, part of GSA's Office of Intergovernmental Solutions, in its
report on "Integrated Service Delivery: Governments Using Technology to
Serve the Citizen - International, Federal, State, and Local Experiences."
The report called HUD's web site, "wonderful an excellent example of how
to exploit the web to better serve citizens."
HUD's Community 2020 software is a multi-faceted planning, mapping, and
communications package. Not only can it provide geographic information
that allows citizens to see where their tax dollars are being spent locally, it can
provide citizens and individuals with HUD program information in a format
that facilitates greater citizen participation. Using Community 2020,
community-based organizations, state and local governments, housing
authorities, and nonprofits can design their own projects with easy-to-use
planning and application computer screens. The 2020 software was part of the
Consolidated Plan program that won a prestigious Innovations in American
Government Awards, sponsored by Harvard University's John F. Kennedy
School of Government and the Ford Foundation, in 1996.
Finally, as part of the overhaul of HUD's financial systems, HUD is in the process of
implementing the Departmental Grants Management System (DGMS), which will be
rolled out in July, 2000 and should be completed by the end of 2001. The DGMS
system will capture the grants processing activity in a consolidated system and
provide one source for all grant information in support of discretionary, formula, and
other grant programs of the Department. Currently, HUD has 104 grant programs,
each with its own operating procedures. This environment created duplications of
effort, both in the development of support systems, and in the submission of
application forms and information required of grantees. As part of the DGMS
development process, HUD streamlined its grant processing and standard
administrative rules for its grant programs.
3
Even with these and other successes described below, HUD continues to explore new and
better ways to work with its nonprofit partners.
Structure of HUD's Questionnaire Response
HUD solicited responses to this questionnaire from all of the offices believed to have
working relationships with nonprofits, including all of the major program areas at HUD:
Office of Community Planning and Development
Office of Fair Housing and Equal Opportunity
Office of Housing/Federal Housing Administration
Office of Policy Development and Research
Office of Public and Indian Housing.
In addition, HUD sought input from the Office of Lead Hazard Control, which oversees
HUD's lead-based paint initiatives, and the Office of Field Policy and Management. The
Office of Field Policy and Management in turn solicited input from all of the 81 HUD
field offices that it oversees. Though valuable, the input from the field offices was
voluminous and at times, repetitive. As a result, a sample of the responses submitted by
the field offices is included to provide a flavor of HUD's activities at the local level.
Other HUD offices were consulted for specific questions that fell within their areas of
expertise, such as the Office of the Deputy Secretary, which oversees HUD's web team,
and the Office of the Chief Procurement Officer.
For the most part, the responses from each HUD office are conveyed in the same order
for each item on the questionnaire, unless there is an office with overarching
responsibility that impacts HUD's overall response to the question, in which case, that
office's response is presented first. If an office did not respond to a particular question, it
is omitted.
Introduction
A. Define your relationship to nonprofits - in what ways does your agency interact
with nonprofit organizations?
Office of the Secretary
Center for Community and Interfaith Partnerships (Center)
The Center for Community and Interfaith Partnerships has a mission to focus, integrate
and intensify HUD's involvement with community and faith-based organizations,
predominantly nonprofits, in an effort to maximize the use and impact of our mutual
4
resources in building strong communities. In essence, the Center is a designed to serve as
a "seat at HUD's table" for community and faith-based nonprofits. The Center is not
currently a funding source and therefore does not provide direct financial assistance to
nonprofits. Instead, the Center fulfills its mission by serving as:
1. An information clearinghouse. The Center provides information about the whole
range of HUD programs available to fund the community building efforts of
community and faith-based nonprofits. In addition, the Center publicizes best
practices by community and faith-based groups in implementing HUD programs.
The Center performs its education and outreach activities primarily through 10
"Commitment to Justice" conferences for community and faith-based groups being
held across the country during 1999-2000, speaking engagements at HUD and other
conferences, and direct meetings and communications with constituents. The
Center's education and outreach activities are particularly targeted at fledgling
nonprofits that either have never received grant assistance or are interested in
expanding their activities in under-served communities.
2. A troubleshooter. The Center assists nonprofits in navigating the HUD system,
resolving problems (particularly for nonprofit grantees), and responding to constituent
inquiries. In order to make HUD more "customer-friendly" for community and faith-
based groups, the Center serves as a central point of contact for responding to
constituent inquiries and concerns. Rather than requiring constituents to locate the
appropriate program office, department, and employee capable of addressing their
needs, the Center performs this function.
3. A policy advocate. The Center serves as a policy advocate for community and faith-
based groups within the department. It does this in two ways: (1) by ensuring that the
interests of community and faith-based nonprofits are considered in development of
HUD policies and programs; and (2) by ensuring that community and faith-based
groups are included in the initiatives, outreach and educational activities conducted by
HUD and its specific program areas, such as conferences (like the Appalachian
Summit held in the summer of 1999), Community 2020 Forums for forward-looking
discussions of policy issues, and New Markets (e.g., events at the Pine Ridge Indian
Reservation in July, 1999).
The Center's holistic approach to educating and serving community and faith-based
nonprofits, particularly fledgling groups, has been so successful that the proposed FY
2001 budget includes a "Community and Interfaith Partnerships Initiative," which would
provide $20 million in competitive grants and targeted technical assistance to increase the
role of faith-based and community-based organizations in supplying and maintaining
affordable housing, creating economic opportunity, providing assistance for families to
become self sufficient, and participating in the wide range of HUD programs in high
poverty areas.
5
Office of Intergovernmental Relations (OIR)
HUD's Office of Intergovernmental Relations works closely with many national
nonprofits. OIR's mission is to establish and maintain a two-way communications
network between HUD's Secretary and nonprofits working on HUD-related issues.
This communication network or interaction functions in many ways in order to educate
and inform the interest groups that represent HUD's constituents. The Office of
Intergovernmental Relations regularly organizes Interest Group meetings to provide
information on key HUD initiatives and programs. Interest Group meetings are led by
the Secretary, the Deputy Secretary, or other HUD Principles. In addition to providing
information, interest group meetings provide HUD's industry partners direct access to
HUD.
Many of HUD's national industry groups have a designated OIR staff person assigned to
their organization in order to provide direct and personal interaction. The role of the
staff person is to build a working relationship with the group and make sure that it is
linked to HUD by serving as their liaison.
In addition, the Office of Intergovernmental Relations interacts with nonprofits by
providing information via fax, email, newsletters, and OIR's web site. OIR's web site
provides information on HUD programs, OIR contacts, and links to many of the interest
groups OIR works with.
Office of Community Planning and Development (CPD)
Partnerships with nonprofit organizations provide one of the fundamental means for
achieving the goals of the Office of Community Planning and Development (CPD). CPD
works with nonprofit organizations in a wide variety of ways, including the following:
The Office of Special Needs Assistance Programs (SNAPS) implements all of the
Stewart B. McKinney homeless assistance programs administered by HUD. In that
role, CPD has extensive relationships with hundreds of nonprofit organizations who
are sponsors of the majority of the nearly 5,000 approved McKinney Act projects
currently active in the United States.
The Housing Opportunities for Persons with AIDS (HOPWA) Program provides a
cadre of housing and supportive services to persons and their families who are living
with HIV/AIDS. Nonprofit organizations are the networking elements that assist
CPD in carrying out its mission to provide a decent, safe, and sanitary home
environment for persons with HIV/AIDS.
The Community Development Block Grant (CDBG) funds Cities and Counties
(directly or through states) which in turn carry out activities. Local governments
6
often choose to fund nonprofits to carry out activities to benefit low and moderate
income persons.
The Empowerment Zones & Enterprise Communities (EZ/EC's) work directly with
nonprofits to implement their projects and activities as they pertain to their specific
Strategic Plan. Additionally, some EZ/EC's are structured as nonprofit organizations.
The Rural Housing and Economic Development Program (RHED) funds technical
assistance to be performed by eligible grantees for three purposes: (1) to create or
enhance capacity of new or existing nonprofit organizations; (2) to encourage the
development of innovative projects and activities by nonprofits; (3) to provide seed
support to nonprofits in sparsely populated rural areas where there is little activity or
capacity to generate such.
Nonprofits comprise the bulk of the organizations CPD uses to provide technical
assistance to grantees in the program areas. Nonprofits with HUD program knowledge
and skills provide their expertise to HUD grantees either as trainers or as one-on-one
consultants assisting grantees with specific problems or issues.
Office of Fair Housing and Equal Opportunity (FHEO)
FHEO works with nonprofits on many different levels.
For example:
(1) Through the Fair Housing Initiatives Program (FHIP) competitive grant
making process, FHEO awards grants to a broad cross section of organizations
including nonprofit fair housing and civil rights organizations.
(2) FHEO provides grants to public organizations (i.e., public housing agencies)
to perform specific services. The public housing agencies sub-grant to
nonprofits to conduct mobility counseling services to help Section 8 families
make informed choices about where they want to live.
(3) FHEO maintains ongoing working relationships with community/advocacy
groups such as Legal Services and other legal advocacy organizations, local
chapters of the American Civil Liberties Union, disability rights advocacy
organizations, NAACP chapters, and groups whose advocacy activities focus
on specific issues, such as the Center for Budget Priorities.
Office of Housing/Federal Housing Administration (FHA)
The Office of Housing works with nonprofits in several different ways. First,
Housing/FHA engages housing-related national nonprofits through regular meetings and
7
by establishing working groups to solicit input from them in the development of policies
and programs.
Second, in order to increase homeownership opportunities and affordable housing in
America's communities, the HUD provides nonprofit agencies with the ability to
participate in certain Office of Housing/Federal Housing Administration activities. These
activities are:
The HUD Homes Program. The Office of Housing/FHA obtains properties through
foreclosure actions on FHA-insured mortgages. These properties, frequently referred to
as "HUD homes," can be purchased at a discount by approved nonprofits prior to public
offering. Nonprofit organizations must obtain their own financing for the acquisition of
these properties.
Nonprofit Agencies as Mortgagors. The Office of Housing/FHA allows nonprofit
organizations to obtain FHA financing at the same attractive terms as owner/occupants.
These owner/occupant terms include a low down payment requirement. This low down
payment requirement can assist a nonprofit in leveraging the organization's funds to
achieve maximum results. Nonprofits may use FHA mortgage insurance to acquire
properties under Section 203(b), 203(I), 203(k), and 234 of the National Housing Act.
Secondary Financing. The Office of Housing/FHA approves nonprofits' requests to
provide secondary financing. A nonprofit agency may provide secondary financing in the
form of second mortgages, forgivable second mortgages or "soft" second mortgages. In
order for a nonprofit to provide secondary financing for the borrower's entire cash
investment, the nonprofit agency must be considered an instrumentality of the
government.
Grant Programs. In addition, nonprofits are eligible for funding provided by several
grant programs administered by the Office of Housing/FHA. Nonprofits are eligible for
grants to provide subsidized housing to the poor elderly (Section 202 Supportive Housing
for the Elderly) and people with disabilities (Section 811 Supportive Housing for Persons
with Disabilities). The Office of Housing/FHA also provides grants to nonprofits to
provide housing counseling services to first time homebuyers, as well as grants for
Multifamily Housing Service Coordinators, which coordinate services for the frail elderly
and disabled.
Office of Policy Development and Research (PD&R)
PD&R works with nonprofit national organizations on a variety of research and
demonstration activities For example, HUD partners with non-profits on welfare-to-
work and workforce development initiatives, such as the Welfare-to-Work Partnership,
8
Goodwill Industries International, the National Center on Addictions and Substance
Abuse.
PD&R includes HUD's Office of University Partnerships (OUP), which supports,
through grant programs, publications, conferences and other means, the creation and
operation of local collaborations for community development involving institutions of
higher education. Some of these institutions are themselves nonprofits, like private
universities, others are affiliated with state or local governments. In addition to the
universities themselves, many types of nonprofit organizations are key participants in
these local partnerships. Thus, even though the nonprofits are not always the direct
grantees of OUP, they are central to OUP's work.
Within PD&R, the Office of Policy Development, Office of Research, Evaluation and
Monitoring, executes grants or contracts with nonprofits, usually national interest or
professional organizations, for the conduct of research, demonstrations, evaluations, or
monitoring. Depending upon the contractual relationship, the work may be performed on
a cost share basis or with 100 percent government funding. PD&R does not fund
technical assistance delivery.
Examples of grants to nonprofits include:
The Housing Assistance Council- HAC is the single national repository of policy
research, and technical assistance to rural non-profits for the development of
affordable housing.
The American Planning Association -- preparation of model state statutes for
planning and the management of urban development.
The National Alliance to End Homelessness -- study of the causes and recovery of
homeless persons from the client's point of view.
The Urban Institute -- analysis and preparation of findings from the National Survey
of Homeless Assistance Providers and Clients.
Public Private Ventures -- management of the Bridges to Work Demonstration to link
central city, work ready, but underemployed persons with suburban jobs, including
assistance and oversight to five demonstration sites and an impacts evaluation.
In the building Technology and standards area, PD&R contracts with the National
Institute of Building Standards (NIB) and the NAHB Research Center for much of
PD&R's technology research.
Depending upon the project, products may include research findings, program
evaluations, recommendations for program policies, new "how to" guidance materials.
9
Office of Public and Indian Housing (PIH)
Most PIH relationships are with public housing authorities (PHAs), typically nonprofit,
government-affiliated entities that receive funds to develop, operate and maintain housing
for low income families in accordance with the U.S. Housing Act of 1937. PIH also has
relationships with numerous other nonprofit organizations that are recipients of HUD/PIH
grant funds either as direct recipients themselves, for example in the Resident
Opportunity and Self-Sufficiency (ROSS) Program (formerly the EDSS and TOP) and
the Section 8 Mainstream Program, or as service providers working with PHAs on a sub-
contractual basis, for example in the Public Housing Drug Elimination Program
(PHDEP).
ROSS funding links public and Indian housing residents with supportive services,
resident empowerment activities, and assistance in becoming economically self-
sufficient. Funds are made available to several categories of applicants, including:
PHAs; nonprofit entities supported by residents; Indian Tribes and Tribally Designated
Housing Entities; site-based resident associations; resident management corporations;
resident councils or organizations; and nonprofit entities operating as associations or
networks that administer programs benefiting public, assisted and tribal housing resident
organizations.
Section 8 Mainstream vouchers are provided along with supportive services to enable
very low-income households consisting of adults with disabilities to rent affordable
private housing of their choice in a non-segregated environment. The Mainstream
Program also assists persons with disabilities who often face difficulties in locating
suitable accessible housing on the private market.
In implementing provisions of the Public Housing Reform Act, PIH has invited several
nonprofits to participate in the three negotiated rule-making committees convened to
address new requirements for the public housing operating fund allocation system, the
Capital Fund, and the renewal of contracts under the Section 8 Tenant Based Program.
Office of Lead Hazard Control (LHC)
LHC awards grants to nonprofits directly through programs such as the Lead Hazard
Awareness Grant Program and the Healthy Homes Initiative Grant Program. It also
works with nonprofits indirectly by providing funding to states and cities through the
Lead Hazard Control Grant Program, which in turn, subcontract to nonprofit
organizations.
10
Office of Field Policy and Management (FPM)
The Office of Field Policy and Management (FPM) oversees the Community Builders
that work from the 81 HUD field offices. The Community Builder Program was
conceived in the HUD 2020 Management Reform Plan as part of HUD's goal to
"[r]efocus and retrain HUD's workforce to carry out our revitalized mission." The
Community Builder Program was implemented in the Spring-Fall of 1998. The
Community Builders are comprised of both career HUD employees and "Community
Builder Fellows" hired for limited terms and work primarily for other civil service
managers throughout HUD's 81 field offices.
Designed to function as an "urban peace corps," the Community Builders serve as HUD's
"front door" or "face" to the community, serving as the access point to HUD programs
and services. Community Builders are facilitators in cross-program planning and dispute
resolution in local communities. They provide information about HUD programs, and
educate customers, many of which are nonprofits, about how to leverage HUD resources
and how HUD programs work in conjunction with other federal, state, and local
programs. Because nonprofits are one of HUD's primary customer constituencies,
nonprofits are a primary focus of Community Builders' efforts. Community Builders'
responsibilities include:
coordinating and facilitating meetings between HUD program specialists, resource
partners, and customers;
helping customers resolve disputes and disseminate program information; and
providing alternative solutions to community groups.
Since the Community Builders work with nonprofits at the local level to address local
community and economic development needs, it is difficult to make generalizations about
the kinds of relationships they have with nonprofits. A broad list of examples taken from
case studies gives a better sense of the Community Builders' activities. These examples
include:
Helping local communities in Nevada assess their economic development needs;
Forming a partnership between a Community Development Corporation, HUD and a
local high school to assist with a crime mapping initiative;
Facilitating the participation of a local chapter of the United Way in the Department
of Justice's weed and seed program;
Bringing together a group of tenants and their landlord to help resolve maintenance
and safety issues;
11
Leading a collaborative effort that included the Federal Emergency Management
Agency to respond to freezing weather that destroyed crops that were an important
part of the local economy;
Helping a non-profit organization in Galveston, TX find funding for a training
program for young inner city entrepreneurs;
Providing technical assistance to a local non-profit housing development organization
to help it become a designated Community Housing Development Organization;
Organizing first-time home buyer training for local lenders who were interested in
targeting the community's under served minority first-time home buyer population;
Presenting information on HUD's housing programs, including eligibility
requirements and rent calculations to an AIDS Task Force to help them educate their
clients; and
Working with the Philadelphia Housing Authority to inform public and assisted
housing residents about new "Welfare-to-work" reform rules and regulations.
An independent study conducted by Ernst & Young LLP in the Fall of 1999 made the
following key findings relevant to HUD's nonprofit customers:
Community Builders are providing increased customer service and responsiveness to
community needs and requests.
Community Builders are expanding outreach to new and in some cases previously
under served partners.
Community Builders are facilitating working partnerships furthering the
Department's mission.
Community Builders are utilizing valuable private sector experience and skills to
benefit the public sector.
Community Builders are furthering the Department's strategic objectives.
Technical Assistance/Training
A. What types of technical assistance/training do you provide nonprofit
organizations (e.g., management support)?
Office of the Secretary
Center for Community and Interfaith Partnerships (Center)
12
The Center provides technical assistance/training as part of its education and outreach
activities.
Most importantly, in 1999-2000, the Center is sponsoring 10 conferences, one in each
region of the country, for community and faith-based nonprofits. The conferences,
entitled "Commitment to Justice," are targeted to the needs of community and faith-based
organizations, which Secretary Cuomo has recognized are "the voice of conscience in the
struggle for economic rights." The conferences highlight resources and successful
approaches to developing employment and affordable housing opportunities, and explore
ways in which grassroots groups can contribute to greater social, economic, and racial
justice in economically distressed areas.
The "Commitment to Justice" conferences provide a variety of technical assistance. Most
specifically, the conferences typically include a workshop on how to access technical
assistance at the local level, featuring panelists affiliated with local TA providers. Other
workshops highlight the resources provided by national intermediaries that also provide
technical assistance. In addition, the conferences typically include a plenary session on
"Separation of Church and State in HUD programs," conducted by HUD attorneys. This
information is critical for faith-based groups interested in participating in HUD programs
for two reasons: (1) to let them know that faith-based nonprofits can partner with HUD;
and (2) what the legal requirements are for using federal funding - i.e., prohibition against
religious proselytizing. Other workshops focus on HUD's SuperNOFA and strategies for
writing successful grant applications, and effective participation in the Consolidated
Planning Process, the vehicle used by local jurisdictions to distribute Community
Development Block Grants. Finally, the conferences make HUD personnel from each of
HUD's program areas who participate as panelists available for direct interaction with
community and faith-based nonprofits.
In addition, the Center generates written materials designed to provide technical
assistance to nonprofits, such as information on how to form a 501(c) (3), guidance on
separation of church and state requirements, and information on alternative funding and
other educational resources. This information is disseminated at conferences, on the
Center's web site, and directly to constituents in response to inquiries.
Finally, Center staff frequently participate in direct meetings with fledgling nonprofits to
provide advice about organizational structure and funding options, potential partnership
opportunities, and information about HUD and other funding resources.
Special Actions Office
As part of the SuperNOFA rollout each winter/spring, training is provided via satellite
simulcast on HUD's Internet homepage, allowing people to tune in the broadcast from
anywhere. In addition, the training is archived on the web site and made available 24
hours a day, 7 days a week to anyone interested in HUD's programs.
Office of the Deputy Secretary (DS)
13
HUD has just begun an exciting new technical assistance initiative to help nonprofits and
other HUD grantees (and potential grantees) learn how to use the web to do their work.
The idea for HUD's "Web Clinics for HUD Partners" grew out of conversations between
HUD's Web Team and several of the participants at HUD's 1999 Best Practices
Conference in Kansas City. A number of the participants said they didn't have a web site
because they didn't know how to begin or that they have a web site, but don't know how
to use it to accomplish their missions. With 5 years of managing HUD's award-winning
Homes and Communities Web Page under its belt, HUD's Web Team felt it could share
some lessons learned.
Nonprofits and other HUD partner groups are being invited to attend free, one-day Web
Clinics that focus on developing the content of web sites - not on technical skills. Web
Clinics address 5 management issues at the foundation of every web site:
Why do you need a web site?
How can you use your web site to do work?
How can you create a web site on a limited budget?
How are other organizations, like yours, using the web?
How can you market your product?
Eight Web Clinics have been scheduled, as a pilot. To date, two Clinics have been held,
in San Francisco and Phoenix. Some 25 nonprofit organizations attended, and the
response was heartening:
- "You pulled the curtain away from Oz and made the web and web site design much
easier."
- "This information is so powerful!"
- "Please, please, please - these beginning web site lessons are going to be a huge hit;
start planning now for the follow-up intermediate and advanced courses."
By helping nonprofits and other partner groups create well-conceived, well-constructed
web sites, HUD hopes to foster a whole network of web-based resources for America's
communities.
Office of Community Planning and Development (CPD)
The Community Development Technical Assistance programs administered by CPD are
designed to improve the effectiveness of HUD grants which support the goals of good
homes and supportive living environments for people of all income groups in viable and
sustainable American communities. These technical assistance programs related to
Community Development Block Grants (CDBG), HOME, Supportive Housing (SHP),
and Community Housing Development Organizations (CHDO) help HUD program
14
participants design and implement programs by providing specialized technical expertise
and training.
CPD's Community Development Technical Assistance Programs have a unique purpose.
Unlike other HUD-sponsored technical assistance programs, which provide assistance to
specific grantees to perform specific tasks such as community development or senior
citizen's housing, CPD's Community Development Technical Assistance is specifically
designed to help HUD grant recipients/grantees, many of which are nonprofits,
implement those grants better and more effectively. CPD's Community Development
Technical Assistance provides grantees with a way to obtain training, expertise, advice
and skills which may not be available their communities. CPD identifies these unmet
technical assistance needs by consulting with grantees, through monitoring grantee
performance, and with the assistance of the local HUD field offices. Each HUD field
office analyzes the needs of grantees in its jurisdiction and develops a business plan to
meet those needs. Over the years, CPD has secured the services of consultants and
others who have the proven expertise needed to assist community development program
grantees. CPD directly contracts, enters cooperative agreements, provides grants, or
purchases the needed services.
The Housing and Community Development Act of 1974, which created the Community
Development Block Grant Program, authorized the use of a small percentage of program
funds for technical assistance. The Home Investment Partnership Act, which created the
HOME program, also permitted a small percentage of program funds to be used to build
the capacity of HOME recipients and develop Community Housing Development
Organizations (CHDO) in communities. Likewise, the Stewart B. McKinney Homeless
Assistance Act authorized technical assistance for the homeless and supportive housing
programs.
Beginning in 1992, again in 1994, and through the 1998 SuperNOFA, HUD has
permitted technical assistance providers to compete in each field office jurisdiction for
funding by demonstrating their knowledge of the local technical assistance needs and the
expertise they possess to address those needs. The SuperNOFA covered four types of
technical assistance for which funds were being made available. Each has a slightly
different focus.
1. The CDBG technical assistance is designed to increase the effectiveness with which
states and units of general local government plan, develop, and administer their
CDBG programs through the Consolidated Plan, the process of consultation with
local nonprofits and service providers to reach a consensus concerning local needs
and funding priorities. Furthermore, CDBG technical assistance can also be provided
directly to nonprofits and other subrecipients of CDBG funds so that they can more
effectively run their programs and participate in the Consolidated Planning process.
15
2. HOME technical assistance for participating jurisdictions. This form of
technical assistance helps HOME participating jurisdictions (PJs) design and
implement their local programs. Technical assistance can help these jurisdictions
implement statutory priorities to improve their ability to design and implement
housing strategies and incorporate energy efficiency into affordable housing, facilitate
the exchange of information, help establish efficient employer assistance housing
programs and land bank programs, and encourage private lenders and for profit
developers to participate in public private partnerships to produce affordable housing.
3. HOME technical assistance for CHDOs. The HOME program authorizing
legislation requires that at least 15 percent of a PJ's funds is reserved for housing to
be owned, developed, or sponsored by experienced community-driven nonprofit
groups designated as Community Housing Development Organizations (CHDOs). In
order to develop CHDOs, CHDO technical assistance provides educational and
organizational support to build local nonprofits' capacity to function as a CHDOs.
CHDO TA providers can "pass through" TA funds to support a nonprofit's
organizational costs. The purpose of CHDO TA is to promote CHDOs' ability to
maintain, rehabilitate and construct housing for low income and moderate income
families; to facilitate the education of low income homeowners and tenants; and to
help women who reside in low and moderate income neighborhoods to rehabilitate
and construct housing in those neighborhoods.
4. Technical assistance for the Supportive Housing Program provides program
recipients, which include nonprofits, with the help and know how needed to develop
supportive housing projects. In addition, the TA promotes the development of
supportive housing as part of the Continuum of Care approach, including innovative
approaches to assist homeless persons in transition from homelessness and the
provision of supportive housing to homeless persons enabling them to live as
independently as possible.
In addition to the technical assistance described above, the Department's FY 1999
Appropriations Act authorized the use of up to one percent of HOPWA Program funds
for technical assistance activities. CPD issued as part of the 1999 SuperNOFA up to
$2.25 million in technical assistance funds for the HOPWA Program to address these
national goals: (1) Comprehensive Strategies for HIV/AIDS Housing;(2) Sound
Management of HOPWA Programs; (3) Use of HUD information Management Tools;
and (4) National HOPWA Information.
Finally, the Rural Housing and Economic Development (RHED) Program funds technical
assistance to be performed by eligible grantees for three purposes: 1) to create or enhance
capacity of new or existing nonprofit organizations; 2) to encourage the development of
innovative projects and activities by nonprofits; 3) to provide seed and support to
nonprofits in sparsely populated rural areas where there is little activity or capacity to
generate such.
16
Office of Fair Housing and Equal Opportunity (FHEO)
TA is provided:
To the FHIP Agencies through the SuperNOFA, classroom training, and
monitoring grant activities. The NOFA explains FHEO policies and
procedures. The classroom training covers general Title VIII enforcement
issues (e.g., conducting fair housing investigations, testing, conciliation, report
writing, theories of discrimination and standards of proof), and the general
principles of grants management. FHEO government technical
representatives (GTR) and government technical monitors (GTM) conduct on-
going monitoring of all grants and provide TA as needed or when requested.
(2) For Regional Opportunities Counseling (ROC) nonprofit grantees, through
written guidance, performance measures, and classroom training. PIH has
contracted with consultants, such as the Urban Institute (which is a nonprofit)
and Abt Associates to provide training and TA to ROC nonprofits. FHEO
staff is also available to provide TA as needed.
In addition, FHEO provides informal technical assistance to nonprofit disability advocacy
organizations, and other non-profit organizations, answering questions about the fair
housing and disability rights laws, directing persons to publications, how to file a
complaint, and other related issues.
Office of Housing/Federal Housing Administration (FHA)
The Office of Housing provides technical assistance to nonprofits to educate them about
the application process for the Notice of Funding Availability (SuperNOFA). HUD staff
provide information on regulatory and administrative requirements, as well as issue
policy documents to applicants. Field staff, when able, conduct training sessions for
prospective applicants. Field staff also meet with Section 202/811 recipients during
development and operation of new assisted housing. Under Section 202/811, field staff
provide workshops to potential applicants to explain the application requirements for that
fiscal year.
Office of Policy Development and Research (PD&R)
Through publications and conferences, PD&R's Office of University Partnerships (OUP)
provides information and guidance to nonprofit organizations, such as community
development corporations and human service providers, on how to work effectively with
colleges and universities.
17
Otherwise, PD&R does not fund the delivery of technical assistance for ongoing
programs. That is usually an operating program function. However, in demonstration
programs, technical assistance is often provided to non-profits. For example, in the
PATH program, the Administration's initiative to advance housing technology, there are
a series of demonstrations in Detroit, New Jersey, Colonias areas and Texas, Harlem and
other locations where non-profits are demonstrating the latest innovations. In these cases
PD&R is providing engineering and architectural technical assistance.
Office of Public and Indian Housing (PIH)
PIH staff provide technical assistance and training on an ongoing basis to PHAs related to
various aspects of PHA policy, management, and assessment. In addition, PIH provides
technical assistance to public housing industry nonprofit organizations at their regional
and national conferences and meetings. These industry groups include: the National
Association of Housing and Rehabilitation Officials (NAHRO), the Conference of Large
Public Housing Agencies (CLAPHA), the National Association of Housing Information
Mangers (NAHIM), the Public Housing Authorities Directors Association (PHADA), etc.
The technical assistance and/or training is provided in various PIH programmatic areas;
including: Public Housing Reform Act requirements, Public Housing Drug Elimination
Program (PHDEP), Section 8 policy, Public Housing Admittance and Occupancy Policy,
resident services and involvement, economic self-sufficiency, HOPE VI policy and
management. Likewise, PIH staff provide technical assistance at regional meetings of the
various State Tenant Unions (Massachusetts, Rhode Island for example), and at meetings
of the National Association for Resident Management Corporations and other similar
groups.
The Office of Lead Hazard Control (LHC)
LHC Government Technical Representatives (GTRs) monitor the progress of nonprofit
awardees of HUD contracts and assistance agreements through the review, analysis, and
the evaluation of periodic progress and financial reports.
Office of Field Policy and Management (FPM)
MID-ATLANTIC REGION:
The Pittsburgh office reports that it has provided TA for several purposes, including,
using Community Development Technical Assistance grants to hire housing development
consultants to provide targeted real estate development assistance. The Pittsburgh office
has used these grants to help provide organizational development and well as community
organizing expertise. For example, using a team of HUD Community Builder and
Community Planning and Development Staff, HUD provided TA resources to assist a
YWCA in creating a business and operating plan for a regional CHDO to produce
18
affordable family housing near employment opportunities. The success of this
partnership grew out of HUD's engaging The Community Builders, Inc., which in turn
used HUD TA dollars to contract a team of technical experts to provide the full array of
services necessary to develop a viable start-up and operating strategy.
PACIFIC/HAWAII REGION:
The California State office provides training on grant applications, assistance on funding
availability, and mentoring through the HUD process. Technical assistance is provided
by HUD staff. In some cases, contractors play a role in arranging special conferences and
workshops. Recently, the HUD Web Team provided a one-day workshop for HUD
partners, including nonprofit agencies, on establishing a web page for client assistance
and public information. This was viewed as a strong success, providing practical skill-
sets and resources that allowed nonprofits to immediately move toward implementation
of the goals they established for themselves in the workshop. The primary characteristics
that made this successful were: tailoring the training to the audience, and providing
practical skill-enabling knowledge and sufficient support for immediate implementation
steps. As for suggestions for additional TA, it would be useful to provide regular training
for nonprofits' Boards of Directors, including information on HUD requirements.
ROCKY MOUNTAINS REGION:
The Wyoming State Office, because of the rural nature of the state and large distances
between stakeholders, uses innovative technology such as video conferencing to ensure
interested parties from all parts of the state have the opportunity to provide input. Using
this technique, providers throughout the state are now working to improve and increase
the benefits of homeless programs.
The Utah State Office reports the following training efforts:
Grantsmanship Development
Over 50 participants have attended grant writing workshops, many of whom
represented nonprofit agencies.
Grant Assessment
Applications for competitive HUD funding, once awarded, are obtained by the field
office. The rating and ranking scores are analyzed for trends in the strengths and
weaknesses found in the applications. Feedback is offered to applicants so that they
can improve their program planning and application packages.
Homeless Services
A one day training on Continuum of Care Plan development was provided to over
28 participants representing a broad array of nonprofits.
Section 8 - Fair Housing
19
Community Builders partnered with the Salt Lake City Police Department to
enhance their existing Landlord/Tenant training workshops. Training now includes
presentations by HUD Community Builder staff promoting the benefits of Section
8 tenancy as well as information on Fair Housing regulatory requirements.
First Time Homebuyer Training
Community Builders have offered a series of first time homebuyer training for local
nonprofits that work with clients in self sufficiency programs. Over 100
participants, including people who are working to achieve self sufficiency, have
participated. Participating agencies include, but are not limited to: Community
Action agencies, NHS organizations, Housing Counseling agencies, faith-based
organizations, CHDOs, CDCs and local nonprofit housing development
organizations.
B. Who provides the assistance? Provide some examples of technical assistance
providers who your agency views as models for successful TA design and
delivery. What are some of the characteristics that make these providers
successful? What are the limits of these providers?
Office of the Secretary
Center for Community and Interfaith Partnerships (Center)
Because the Center is not a funding source, it provides technical assistance directly
through its staff or as a facilitator, bringing other partners from within HUD and the
private sector "to the table" as resources for community and faith-based nonprofits. The
Center acts as a facilitator by including public and privately funded TA providers as
conference participants and by referring Center constituents to those resources.
The Center works closely with a number of foundations and other nonprofits that
administer TA, particularly those that focus on the growing constituency of faith-based
nonprofits engaged in community development activities. The Center's many partners
that provide technical assistance include: the National Congress for Community
Economic Development, the Enterprise Foundation, and the Local Initiatives Support
Corporation.
Office of Community Planning and Development (CPD)
In general, CPD provides most of its technical assistance through contractual
relationships with various Technical Assistance providers and local field offices. Most of
the work in the recent past has been with a contractor, Aspen Systems, Inc. of Rockville,
Maryland. CPD has also used ICF Kaiser as a contractor and the College of Experts.
20
During the course of the first round of EZ/EC competition, Price Waterhouse played a
large role as a contractor to provide various types of technical assistance to the EZ/EC's
and HUD.
CPD's most successful TA providers are those with experienced personnel, many of
whom have years of experience in the particular program areas in which they are
providing technical assistance. Good curriculum designers and trainers are also important
in a technical assistance effort, as are well-managed, responsive contractors who are
connected with HUD's mission.
CPD is especially pleased with its use of technical assistance in implementing the
HOPWA program. For example, for the past six years, AIDS Housing of Washington
(AHW) has provided project specific technical assistance to HIV/AIDS housing providers
in dozens of communities in more than forty states. AHW offers viable models from
around the country as examples for HIV/AIDS housing providers in urban to rural
settings, minority based, mentally ill, homeless, and families with children.
In addition, Computer Sciences Corporation (CSC), a contractor, works with
Headquarters HOPWA staff to provide technical assistance to helping grant recipients
make use of HUD Information Management Tools. CSC assists nonprofit organizations
and State/local governments in using HUD information technology resources to meet
HOPWA performance reporting requirements. The CSC activities include: program
information collection, training on computer systems, management tools and compilation
of performance data.
AHW and CSC are successful TA providers because their staff is familiar with the
HOPWA Program operations and their contacts on a national level create the resources to
produce quality products for conducting training and seminars. The providers are not
limited in their performance because specific work activities have been agreed upon and
accepted by them under a fixed price contract. These National TA providers have brought
great ideas and a wealth of expertise to the HOPWA Program.
Office of Fair Housing and Equal Opportunity (FHEO)
FHEO Office of Programs and Field Office staff provide much of the TA to the FHIP and
ROC grantees. In addition, FHEO has contracted with outside consultants, when
appropriate to train grantees on specific topics such as Title VIII enforcement (e.g., with
the John Marshall Law School), grants management principles (USDA Graduate School)
and other financial issues such as establishing indirect cost rates (US Department of
Labor). These consultants are selected because of their demonstrated record of subject
matter expertise. Their limitations: They may not be fully versed in FHEO policies and
programs.
Office of Housing/Federal Housing Administration (FHA)
21
Office of Housing/FHA staff provide technical assistance through FHA Home Ownership
Centers (HOCs) and Multifamily Hubs and Programs Centers, as well as from
headquarters.
Office of Policy Development and Research (PD&R)
PD&R's Office of University Partnerships (OUP) provides technical support materials
through the University Partnerships Clearinghouse. A recent example is the OUP
publication, Building Effective University-Community Development Corporation
Partnerships. Six thousand of these books have been distributed, free of charge, to
nonprofits and institutions of higher education. Another recent example is the Mid-
Atlantic Regional Conference on campus-community partnership at Howard University
in Washington, D.C., on January 28, 2000, which was attended by many leaders of
nonprofit organizations. OUP's web site (www.oup.org) and extensive mailing lists are
the principal forms of outreach, complemented by presentations at conferences of many
organizations serving the nonprofit sector.
Office of Public and Indian Housing (PIH)
The technical assistance/training is provided both by PIH managers and staff as well as
by contractors funded with PIH technical assistance grant funds. Key PIH for-profit TA
providers include: EDTEC, Aspen Systems, Inc., KPMG, Johnson Basin and Shaw, etc.
An example of technical assistance that can serve as a model is the Twenty/20 Education
Communities (TEC) Program which was recognized as a FY 1999 PIH best practice.
TEC is operated by EDTEC, Inc., a PIH for-profit technical assistance provider. The
program provides residents of public housing with the necessary tools to increase their
skills and job marketability. The TEC model integrates technology, education,
community resources, and other private and public services. There is no HUD funding
provided to establish the TEC centers; therefore, a crucial component of the program is
the effective use of partnerships in the establishment of community-wide collaborations
to match community resources with resident needs.
The Office of Lead Hazard Control (LHC)
Either a GTR or Government Technical Monitor (GTM) provides the technical
assistance. Familiarity with procurement procedures and knowledge of the subject matter
or service that the nonprofit grantee or contractor is providing makes GTRs and GTMs
effective TA providers. In some cases, GTRs and GTMs may have a limited knowledge
of certain characteristics of nonprofit organizations (e.g. organizational structure,
management, financial capacity) that separate them from their for-profit counterparts.
This may lead to barriers to the provision of effective technical assistance.
22
Office of Field Policy and Management (FPM)
NORTHEAST REGION:
The Corporation for Supportive Housing has provided an outstanding series of workshops
on developing housing for the providers of services to homeless people under a national
contract. Acting directly for the Hartford office, the Corporation for Supportive Housing
provides TA to homeless providers on an as-needed basis, to help them over the hump on
a variety of issues. Some TA takes only an hour or two. The ability and willingness to
be flexible and to coach clients when they need help, or when the field recognizes there is
a need, is a very useful characteristic. The Hartford office has contractors in HOME,
CDBG and Shelter Housing that are willing to operate this way. Other providers present
training in large group settings only, with off-the-shelf training. This has the advantage
of experience in techniques of training, of knowing the subject matter thoroughly, and of
pulling people together who might not otherwise meet. The disadvantage is that these
contractors are somewhat inflexible and unresponsive to the specific requests by the field
office. They are also expensive.
NORTHWEST REGION:
Successful technical assistance providers in Alaska include the Alaska Housing Finance
Corporation, Janet Mitson and Associates, Kim Stalder and Crossroads Leadership
Institute. In Washington, Oregon and Idaho, these include Aids Housing of Washington,
Common Ground, Low Income Housing Institute, Local Initiatives Support Corporation,
Rural Communities Assistance Corporation and Northwest Regional Facilitators.
The Neighborhood Reinvestment Corporation has held well-received quarterly training
institutes. Common Ground has been especially successful, as evidenced by the their
construction and project management of new farm worker housing in Mattawa,
Washington. Characteristics of successful TA providers include: thorough
understanding of local laws, policies and conditions; ample staff and resources to perform
their work; strong general organizational capacity; and prior experience, both in the field
and in training.
SOUTHEAST REGION:
In the Southeast Region, examples of TA successes include the assistance being provided
to the City of Memphis as it restructures its management of Community Housing
Development Organizations (CHDO). CPD, in its monitoring of the City, found that the
City had failed to manage its CHDOs to insure compliance to HOME regulations. ICF
went onsite, examined the City's CHDO procedures, and provided training and TA on
how to effectively and efficiently manage CHDOs. The City has developed written
procedures, goals/workplan and staff has been trained. In addition, a major
23
reorganization is underway at the City to effectively manage all Consolidated Planning
programs.
Another example is the assistance and pass through funding provided to CHDOs, as they
began providing affordable housing opportunities. Within the last six months, Douglas
Cherokee, Inc. has awarded a total of $52,441 in pass-through funding to four CHDO's:
1) New Chicago Community Development Corporation, $20,000; 2) Jonah Affordable
Housing Organization, $7,441; 3) Wilson County Civic League, $5,000; and 4) Eastern
Eight Community Development Corporation, $20,000. All are key organizations for
providing affordable housing.
Another timely example would be the assistance being provided to the City of
Chattanooga. It has a completely new staff preparing its FY2000 Consolidated Plan. TA
was provided by Douglas Cherokee to the new staff persons on the entire process and it
appears that the Plan will be submitted on time.
Another example would be the TA provided by ICF to the New Chicago area in
Memphis. Due to the TA provided to the residents, the local community organization
and the other agencies working in the area, New Chicago is now accomplishing many of
the objectives of the EC area. Murfreesboro was interested in economic development,
particularly microenterprises. Onsite training was provided to the City staff as it
considers planning microenterprise activities to foster self sufficiency.
SOUTHWEST REGION:
Exemplary Models for the delivery of TA services include: Texas Homeless Network,
Fort Worth SER, National Development Council, Consumer Credit Counseling Services,
Enterprise Foundation, and the Neighborhood Reinvestment Corporation. Characteristics
that make TA providers successful include: commitment to service, high level of
expertise, accessibility/availability, and low cost of services. Limitations that impact
providers include: funding restrictions, excessive demand, extensive coverage area, and
limitations on the ability to provide in-depth services.
Examples of TA assistance excellence include: the Cooperative Extension Service of
Prairie View A&M University, the Affordable Housing Management Association of East
Texas (AHMA) and Southeast Texas Housing Finance Association (SETH). Each of
these providers is accessible with newsletters, 800 numbers and/or web pages, each has
customer service as one of its main priorities and each provides expertise in training,
communication and follow-up. Each is limited primarily by funding availability and time
constraints.
C. What types of technical assistance or training are not currently being provided
but should be?
24
Office of the Secretary
Center for Community and Interfaith Partnerships (Center)
The Center has played a critical role in HUD's overall effort to engage new partners in
the nonprofit community, particularly fledgling groups. This Center worked with the
Office of Community Planning and Development, which set aside 40 percent of future
technical assistance grants to be reserved for new organizations, thereby expanding the
opportunities for community and faith-based nonprofits. In 1998, 22 of 88 organizations
receiving Technical Assistance funds were new recipients. Most were nonprofits and
some 12 had faith-based connection.
The Center will be able to increase its technical assistance efforts substantially if the $20
million "Community and Interfaith Partnerships Initiative" in the proposed FY 2001
budget is ultimately enacted by Congress.
Office of Community Planning and Development (CPD)
Nonprofits could benefit from the following types of technical assistance: Accessing
Capital, Capacity Building, Market Feasibility, Grant Writing, Leadership Training, and
Board Training.
Technical assistance could be increased by continued cooperation with the Headquarters
HOPWA staff with the Department of Health and Human Services, the Veterans
Administration, the Centers for Disease Control, medical providers and other HUD
program offices.
Office of Fair Housing and Equal Opportunity (FHEO)
For FHIP nonprofits, there is a need to provide TA to help the nonprofits understand the
FHIP competitive process. Nonprofits occasionally misunderstand how HUD awards
FHIP grants, even though guidance is provided in the NOFA. We need to conduct more
TA to interested applicants to increase the number of competitive applications.
Many consumers with disabilities are in need of training about their fair housing rights.
Some training is provided through FHEO's FHIP program, by FHIP grantees, as well as
by FHEO in both HQ and the field. Rural areas are in considerable need of technical
assistance and training in this area.
For ROC subgrantees, TA is needed on how to work with housing agencies in the
metropolitan statistical area so that housing opportunities are provided throughout the
region. In addition, ROC subgrantees need assistance on how to work with communities
to reduce community tension when ethnic and/or racial minorities move into non-
traditional neighborhoods (i.e., non-minority impacted neighborhoods).
25
FHEO could help the nonprofits to be even more effective if we are able to communicate
with them through web sites (i.e., Chat Rooms, web-based training, etc.).
Office of Housing/Federal Housing Administration (FHA)
Typically, Congress only authorizes TA funding for the first year that a program is
initiated. For example, no TA funding has been provided for the 202 Supportive Housing
for the Elderly Grant program since it was initiated in 1991. Since then, HUD has sought
funding to provide training to Section 202/811 nonprofit providers to help them improve
and strengthen their funding requests; however, no funding has been provided for this
purpose. The Office of Housing/FHA believes that additional technical assistance
funding for this purpose would greatly assist HUD in engaging more nonprofits to help
meet the growing affordable housing needs of elderly and disabled Americans.
Office of Lead Hazard Control (LHC)
Currently, prospective grantees are notified of the availability of HUD funding through
the Federal Register, satellite broadcasts, and other information dissemination methods.
To the extent that nonprofit organizations do not routinely receive information about
HUD grants through these methods, efforts should be made to ensure that they are among
the recipients of this information.
Office of Field Policy and Management (FPM)
MID-ATLANTIC REGION:
Practical experience has highlighted the need for customized capacity building that can
help organizations define organizational objectives and then form sound operating plans
that can balance mission with the market and capital realities of their operating
environment. To provide this type of assistance, HUD and other agencies will need to
increase the amount of programmable capital for TA, available through pools like the
highly successful CDBG/HOME/CHDO/SDHP TA Program. In many instances, this
resource provides the lead necessary to attract other private investors to commit TA
money to emerging non-profits. The Gap Analysis which will be completed by the TA
Working Group Research project, will help us to better understand how organizations are
currently forming and funding their TA teams, what is already being provided, by whom,
and how extensively and successfully it is being used.
The Community Builders program has resulted in substantially more direct technical
assistance being provided to nonprofits.
26
Other possible areas for expanded technical assistance include:
Organizational Capacity - locally, some nonprofits that have developed rapidly have
limited ability to assess their internal organizational capacity.
Funding - many local nonprofits also have limited understanding as to how to
access non-federal funding or to manage the marriage of federal and non-federal
dollars for project development.
Nonprofit Board of Directors - Board expansion, development and control is weak in
some smaller nonprofits.
Technical Capacity and Technological Limitations - many smaller nonprofits also
face technical capacity and access limitations. Staff cannot afford either the time or
the cost to become better skilled to perform more efficiently.
NORTHEAST REGION:
Training for nonprofits on how to use Community 2020 is currently provided on an
annual basis. This software provides substantial assistance to nonprofits in preparing heir
their needs assessments, project development, long and short range planning and
community organizing. As a result, more frequent training sessions on use of the
software would be useful.
NORTHWEST REGION:
Capacity building for nonprofits is a critical need, especially for small, marginally funded
organizations that are highly effective because of their close community associations.
Support to self-selected community groups that convene to solve local problems on their
own is an overlooked area of potential assistance.
Depth of technical assistance is another issue; that is, how long and meaningful is the
relationship between TA provider and recipient? A mentorship often provides longer
term, more empowering support than a short term infusion of assistance.
Technical assistance is not provided consistently across the whole geographic region.
Some areas receive much and others none. This is, again, an issue of capacity; some
areas do not have TA providers in place to provide local services.
SOUTHWEST REGION:
To be most effective, training and TA activities must be tailored to the specific needs of
individual organizations and entities. Within the Fort Worth jurisdiction, some of the
most critical needs include training for PHA Board members, financial management of
small organizations, neighborhood organization, resource development, and agency
operation and management. Technical training needs have also been identified in loss
mitigation procedures and operations.
27
D. If applicable, list other ways your agency improves the efficacy of the nonprofit
organizations it works with?
Office of the Secretary
Center for Community and Interfaith Partnerships
The Center provides faith-based nonprofits with a centralized point of contact to HUD
that was not previously available to community and faith-based nonprofits. The Center
has a unique mission which allows it to listen, educate, coordinate and assist in creating
partnerships between community and faith-based organizations and government agencies.
The Center has made HUD more accessible to nonprofits and increased their impact on
HUD policy, initiatives, and budget proposals.
Office of Community Planning and Development (CPD)
Many of CPD's TA efforts are directed to nonprofit organizations with the purpose of
improving their skills and management so that they can more effectively provide
community development services or engage in economic development activities. For
example, technical assistance to CHDOs helps them to develop and manage housing for
low income households in their communities.
Headquarters and Field staff work continuously with the designated HUD Public Trust
Officers throughout the country so that issues and concerns that arise on the local level
can be quickly resolved. Open forum meetings are also held in mutual localities for
urban and rural grantees.
HUD's Empowerment Zone & Enterprise Communities Initiative is currently working to
improve its existing Web Site and create one for the Community Empowerment Board
(CEB) to provide more current and updated information to the recipients of both round I
& II EZ/EC competitions. Also, another way the EZ/EC office works to improve the
efficacy of its relationships with nonprofits and EZ/EC's is in providing weekly Flash
Faxes to inform them of applicable program resources and funding opportunities of which
they may want to take.
Office of Fair Housing and Equal Opportunity (FHEO)
GTRs and GTMs in the Field Offices have regular contact with the FHIP agencies. The
responsibility for monitoring the FHIP Agencies has devolved to the Field, so that the
GTRs and GTMs in the Field Offices are able to respond to grantee questions quickly.
Once the Agency is using the planned Departmental Grants Management System
(DGMS), the efficacy will be even greatly improved: DGMS will standardize all grant-
making and monitoring so FHIP grants can be tracked in relation to other HUD grants. In
addition, since all filing will be electronic (from grant applications, monitoring to grant
close outs), the entire process will be more efficient.
28
Office of Housing/Federal Housing Administration (FHA)
The Office of Housing/FHA initiates meetings and conferences designed to provide
technical assistance. In addition, Housing/FHA provides speakers and staff at events
sponsored by its partners. Staff have recently participated in the American Association of
Service Coordinators conference, GSE Affordable Housing Forum, and the Eyes and Ears
meeting with the National Alliance of HUD Tenants, to name just a few.
Office of Lead Hazard Control (LHC)
LHC issues a newsletter and sponsors a toll-free hotline through which nonprofit
organizations can gain access to more information about lead poisoning and other
children's health issues.
Relationship With Nonprofits
A. What types of services do nonprofits that you partner with provide (health,
human services)?
Office of the Secretary
Center for Community and Interfaith Partnerships (Center)
The Center's constituency consists of community and faith-based nonprofits which
include HUD's key partners in community development. They express value systems
that provide a framework for action; they make helping people the highest priority. They
provide the motivation to launch new projects and because of their values and
commitment, they can help motivate partners during the ups and downs of making a
project successful. They have history, experience, and expertise. They provide a
structure to become the home for many projects. They know their local communities, and
particularly know the poor in those communities. They have access to volunteers who
provide needed resources. Clearly, faith-based nonprofits bring a credibility to the
community development process.
Several types of nonprofits make up the community-based side of the Center's
constituency; these nonprofits are engaged in a wide range of community development
activities.
Community development corporations (CDCs). Community Development
Corporations are self-help organizations, governed by residents, business people, and
other leaders of the communities they serve. CDCs engage in many activities
including: construction of affordable housing, job training and linkage, child care,
29
youth counseling and programming, cultural arts projects, and community advocacy
and organizing.
Not-for-profit organizations. An amazing array of nonprofits are involved in
housing and community development. They include organizations devoted to
children, health, community safety, education, the environment, welfare reform, or a
host of other causes. Ethnic groups like the National Council of La Raza, trade
associations, and civic associations have all been successful partners in community
development.
Community organizing networks. Community organizations ask their members to
identify priority issues and seek creative solutions, often by working with local
institutions. Community organizations have been behind many significant changes,
including passage of the Community Reinvestment Act which has led banks to
provide billions of dollars in new mortgages in inner cities. Three major community
organizing networks use local religious congregations as a base: the Industrial Areas
Foundation (IAF), the Pacific Institute for Community Organization (PICO), and the
Gamiliel foundation. In addition, ACORN (Association of Communities Organized
for Reform Now) organizes individuals around a variety of neighborhood issues.
With respect to faith-based groups, the Center's constituency includes faith-based CDCs
(The National Congress for Community Economic Development (NCCED) reports that
15 percent of community development corporations are faith-based); nonprofits affiliated
with individual congregations; interfaith coalitions and faith-motivated service initiatives
like Habitat for Humanity; and the charitable/social service arms affiliated with major
denominations like Catholic Charities, Lutheran Social Services, and the Religious
Action Center of Reform Judaism.
Thousands of faith-based organizations are involved in many aspects of community
building; 89 percent of faith-based organizations are involved in some sort of social
service or housing work. A Gallup survey conducted for Independent Sector in 1994
found that two in five congregations were involved in help for the homeless, while one in
five were involved in affordable housing or senior housing. According to the National
Catholic Housing Survey, Catholic organizations had produced more than 51,000
affordable housing units by 1997, housing more than 70,000 residents. In 1997, Lutheran
Services of America served over 45,000 elderly in nursing facilities and nearly 19,000
elderly in independent living facilities. The Presbyterian Committee on the Self
Development of People provided over $2 million to grassroots community development
organizations in 1997. During its 27 year history, the Catholic Campaign for Human
Development has funded more than 3,000 self-help projects developed by grass roots
organizations. Evangelical Christians, working through World Vision, supported 176
community development projects across the country in 1997.
30
Office of Intergovernmental Relations (OIR)
The majority of the nonprofits OIR works with provide services to their constituents
related to housing, community planning and development, and fair housing.
Office of Community Planning and Development (CPD)
CPD's nonprofit partners provide a myriad of services related to housing, community
development and social service needs. A small sketch of those services includes:
housing, education, case management, medical or psychological counseling, child care,
drug and alcohol rehabilitation, transportation, job training, workforce development,
homeless services, homebuyer assistance (loans, grants), homebuyer/credit counseling,
housing rehabilitation assistance, rental assistance, housing counseling, workforce
preparedness and training, micro and small business development, retail and industrial
development, neighborhood revitalization, housing development, and economic
development capital funding.
Office of Fair Housing and Equal Opportunity (FHEO)
Services provided by FHEO nonprofits include:
(1) FHIP Agencies provide education and outreach on fair housing issues and
assist in enforcing the Fair Housing Act by taking complaints of allegations
of housing discrimination, conducting testing to determine if complaints can
be substantiated, evaluating testing results, providing other investigative
support, and mediating or otherwise voluntarily resolving allegations of fair
housing discrimination.
(2) ROC Agencies provide counseling to help Section 8 voucher recipients
recognize their complete housing choices and to build and maintain the
confidence and skills necessary to exercise those choices. The agencies also
outreach to landlords in low-poverty and non-minority concentrated areas to
expand the housing choices available to low-income families.
(3) Advocacy groups outreach and educate families to help them find solutions
to their housing problems. Many also advise HUD of regulatory issues
which should be addressed. The nonprofit advocacy groups FHEO
frequently works with include disability advocacy organizations, model
building code organizations, centers for independent living, fair housing
organizations, trade organizations, research centers, and others.
31
Office of Housing/Federal Housing Administration (FHA)
The local nonprofits that work with the Office of Housing/FHA provide housing and
economic development for distressed communities. The national nonprofits typically
include advocacy organizations that work with FHA on behalf of their membership across
the country.
Office of Policy Development and Research (PD&R)
PD&R's direct partners provide job readiness, training, placement, retention, building
technology, rural housing and human services.
Indirectly, PD&R's Office of University Partnerships' (OUP) university grantees partner
with nonprofits that are developers of housing and neighborhood commercial properties
in low- and moderate-income areas. These nonprofits are providers of educational, health
care, and recreational services to children and youth, welfare clients, the unemployed, the
elderly, the homeless, and other vulnerable populations.
Other, direct nonprofit grantees or contractors provide research, evaluation, monitoring
and demonstration management functions to improve the understanding of individual and
community needs; the effective enforcement of key laws such as fair housing; the
provision of housing, social service; and other key urban development and redevelopment
functions.
Office of Public and Indian Housing (PIH)
The nonprofit organizations that partner with PIH provide a range of services, including:
resident counseling and training, referral for and the delivery of social services, housing
development, drug counseling, crime prevention strategies, etc.
Furthermore, in developing the Mental Health Action Plan required by the Section 517 of
the Public Housing Reform Act, PIH has established an Interagency Working Group with
the U.S. Departments of Health and Human Services and Labor. The Working Group
will convene a session to solicit the input of a variety of nonprofit organizations working
at both the federal and local levels to deliver services to the mentally ill, as well as
nonprofit housing providers, as part of the process of developing the Action Plan.
Office of Lead Hazard Control (LHC)
Nonprofits working with LHC provide community education, lead hazard control
services and other health and safety-related activities to reduce childhood lead poisoning
and other housing-related disease and injury.
32
B. Are there any model relationships that are particularly effective in achieving the
critical goals of your department/agency?
Office of Administration
The Office of Administration is responsible for HUD's Best Practices Program, an
institutionalized effort to identify and publicize best practices in the use of HUD
resources, from all of the HUD program areas, so that information about model
partnerships, including those with nonprofits, is available to everyone. By lifting up
model partnerships, the Best Practices Program effectively leverages HUD's resources,
providing partners and potential partners with the knowledge needed to elevate service
delivery and ultimately improve the quality of life for all beneficiaries of HUD programs.
The Best Practices Program highlights model relationships with HUD partners, which
include nonprofits, in several ways:
Bestowing Best Practices Awards;
Organizing Best Practices Conferences that enable other grantees and potential
grantees to learn from HUD's model partners;
Maintaining a Best Practices Database on HUD's web site;
Publishing Best Practices 2000, a monthly newsletter containing, among other things,
feature stories on the 1999 best practices winners and successful strategies that they
implemented; and
Working with the Secretary's Representatives to develop geographically-tailored
newsletters.
In addition, the Office of Administration has developed an innovative and ambitious
program for soliciting feedback about HUD programs from nonprofits and other partners
identified as best practices. The Office of Administration has already brought together
some of the 1999 Best Practice Winners, many of which were nonprofits, as well as
public interest groups (frequently also nonprofits), to obtain their suggestions for
improving the FY 2000 Best Practices program.
More importantly, the Best Practices Program is in the process of convening a series of
program-specific, weekly focus groups. Each week, Best Practices Program staff sit
down with best practice nominees and winners and critique HUD program models that
identify and set standards of quality for HUD's partners to replicate, and thus improve,
the quality of their services to the communities they serve. These focus groups also
identify opportunities for technical assistance workshops at the upcoming best practices
conference. Thus far, three focus groups (Economic Development and Self Sufficiency;
Continuum of Care; Multifamily Housing Programs) have been held. The models
generated during those focus groups will be published in future newsletters.
33
Office of the Secretary
Center for Community and Interfaith Partnerships (Center)
The Center has developed strong working relationships with the national intermediaries
(Enterprise, LISC, NCCED, etc.) and foundations such as the Chase Manhattan Bank
Foundation and the Ford Foundation. Each has initiatives specifically targeted to funding
and providing technical assistance to faith-based organizations. The Center has had at
least one representative from one of the national intermediaries and a foundation at each
of its regional "Commitment to Justice" conferences. This partnership has enabled the
Center to convey a "big picture" view of the many different types of funding sources,
both governmental and private sector, available to community and faith-based groups.
In the same vein, the Center took a lead role in organizing the Appalachian Summit,
which involved four federal agencies (HUD, DOT, USDA, DOL) and two state
governments (West Virginia and Kentucky) and provided nonprofits, including
community and faith-based groups, with comprehensive information about federal and
state resources and partnership opportunities available for community development
activities.
Furthermore, the Center has developed relationships with several nonprofits, including
the Congress of National Black Churches, to explore the ways in which nonprofits,
particularly faith-based organizations, can help make Section 8 vouchers more effective
by working with landlords to encourage acceptance of the vouchers and with voucher
recipients to mentor and assist them on the road to self-sufficiency.
Office of Intergovernmental Relations (OIR)
OIR, on behalf of HUD, has entered into Memoranda of Understandings (MOU's) with
many of HUD's interest groups, such as the National Urban League, the National
Association of Realtors, the US Conference of Mayors and the National Association of
Homebuilders, to name a few.
Office of Community Planning and Development (CPD)
In 1996, HUD, through CPD, and the Department of Health and Human Services (HHS)
collaborated on the design and implementation of the HIV Multiple Diagnoses Initiative
(MDI). The initiative was planned as a specialized effort by nonprofit organizations to
outreach to persons who are living with HIV/AIDS who are homeless and have chronic
alcohol and/or other drug abuse issues, as well as serious mental illness conditions for the
purpose of testing methods of outreach, housing and services for this population. These
efforts were designed with an evaluation component and the goal of understanding the
lessons learned from operating new programs and disseminating knowledge to other
communities. The outcome/findings from this partnership between government and
34
nonprofits has been extremely valuable in projecting budget requests and tailoring
training courses to the needs of CPD's clients.
Office of Fair Housing and Equal Opportunity (FHEO)
Following are examples of model relationships between FHEO and its nonprofits. Each
of the nonprofits received Best Practices awards during HUD's first Best Practices
Summit in the Summer of 1999:
Housing Opportunities Made Equal (HOME) of Buffalo. HOME is the only agency in
western New York that provides comprehensive services for victims of housing
discrimination. The nonprofit investigates claims and provides legal assistance and
landlord-tenant counseling. In addition, HOME's program activities include providing
Fair Housing Act information, housing services referrals, technical assistance to
government and housing providers, compliance monitoring, and a range of educational
services.
National Fair Housing Alliance (NFHA). NFHA has a membership of more than 80
private nonprofits in 30 states. The operating members' primary goals are to conduct
investigations of alleged violations of the Fair Housing Act and to provide legal and
administrative resources to people who experience housing discrimination when renting
or buying a house or applying for a mortgage or homeowners insurance. In addition,
each operating member of NFHA specializes in fair housing education, outreach, and
enforcement in its metropolitan area. NFHA presents an annual "State of Fair Housing in
America" report, which is an important resource for government, housing providers, and
fair housing advocates.
Housing Opportunity Made Easy (HOME) of Cincinnati. HOME of Cincinnati, as
subgrantee of the Cincinnati Housing Agency, uses ROC funds to assist families who are
opting to use Section 8 certificates or vouchers in finding housing. The ROC program
provides job search assistance and networking for persons interested in employment. To
date, 54 families have been counseled; ten families have purchased homes.
Office of Housing/Federal Housing Administration (FHA)
The National Partners in Homeownership is an unprecedented public-private partnership
working to increase dramatically homeownership opportunity in America. Under the
directive of President Clinton, the Partnership was formed in 1995 by nearly 60 national
organizations that care about homeownership. Today, the Partnership consists of 66
members representing lenders, real estate professionals, home builders, nonprofit housing
providers, and federal, state and local governments. HUD Secretary Andrew Cuomo leads
the Partnership. The Office of Housing/FHA oversees HUD's participation in the
partnership.
35
The Partnership's goal is to achieve a homeownership rate of 67.5 percent of all
American households by the end of the year 2000, creating up to eight million additional
homeowners since 1995. To reach this ambitious goal, the Partnership has developed a
National Homeownership Strategy, which proposes 100 specific actions. The National
Partners are also working to develop and enhance local homeownership partnerships
across the country. To date, more than 150 local partnerships have signed on to the
National Homeownership Strategy.
Significant strides have been made since the formation of the Partnership. The 1999
homeownership rate reached 66.8 percent the highest annual rate in American history.
Since the formation of the partnership, 8.7 million additional families have become
homeowners.
Office of Policy Development and Research (PD&R)
There are several different types of effective relationships of OUP's higher education
grantees with local nonprofit organizations. Each relationship is based on local
conditions and mutual interests.
Office of Public and Indian Housing (PIH)
On an ongoing basis, PIH, through memoranda of agreement, has established
relationships with the following nonprofits:
Bridges Over Troubled Waters with the Howard University School of Divinity
(BOTW). An educational, training and technical assistance program, BOTW helps
create a safer environment for residents of public and assisted housing communities
by generating partnerships between local faith communities, nonprofit groups and
residents.
NIMO Institute Wellness Program. Established through an interagency agreement
with the U.S. Department of Health and Human Services (HHS) and implemented
through local partnerships among PHAs, the Wellness Program trains resident leaders
and community-based providers of care, social service providers, and qualified
resident leaders to educate people who live in public housing to become self-aware,
motivated, and responsible for their health and to understand that their attitudes and
behaviors ultimately affect their health and lifestyles.
One Church One Addict. This program provides training to teams of volunteers from
faith-based communities to become support groups with the goal of facilitating re-
entry of recovering addicts into a productive society.
36
Girl Scouts of America. Through a Memorandum of Understanding, HUD and
GSUSA have formed a formal partnership to facilitate the planning and
implementation of a nationwide series of innovative youth development initiatives to
foster academic excellence and the prevention of substance abuse, violence, and teen
pregnancy among girls and young women in public housing developments and other
HUD-assisted communities.
Office of Lead Hazard Control (LHC)
LHC has forged a model partnership with the City of Baltimore's Men's Services
Program. As part of a HUD grant awarded to the Baltimore Department of Health, the
Healthy Start Men's Services Program is funded to help economically disadvantaged
males gain employment in the lead hazard control field. With support from the lead
grant, ten counselors go door-to-door enrolling young men into the Healthy Start
program. It provides the more than 170 program participants with support,
encouragement, child-rearing classes and educational training, as well as substance abuse
treatment and family planning. Most importantly, so that the fathers will be able to
provide for their children, there is a direct link to job placement through the grant.
According to the Director of the program, "it provides participants with a viable
alternative to the quick-fix solutions that the streets of Baltimore offer-drugs, guns,
crime and prison." The partnership helps HUD to achieve critical goals such as economic
development and the creation of lead-safe housing for young children.
Office of Field Policy and Management (FPM)
NORTHEAST REGION:
The relationship between the local HUD offices and nonprofits seeking to purchase HUD
REO property has been particularly effective. It relies on proactive outreach by the HUD
staff to make nonprofits aware of constantly changing REO inventories. Additionally,
Maine has a proposal before Commissioner Apgar that would establish a model for
allowing discounted sales to nonprofits in rural jurisdictions.
ROCKY MOUNTAINS REGION:
The Utah State office offers the following examples:
Fair Housing
The Utah Office has a Memorandum of Understanding with the State of Utah Anti-
discrimination Division to share ideas and resources concerning fair housing.
The joint Fair Housing Forum draws participation from some 20 community
partners (several of which are nonprofits, including the Disability Law Center, the
Disabled Rights Action Committee, Utah Issues, the Utah Independent Living
Center and Crossroads Urban Center). They work to address fair housing issues
statewide.
37
Continuum of Care
Utah County - Community Builder staff have worked extensively with homeless
service providers such as United Way of Utah County, the Utah County Food and
Care Coalition and Utah County Community Action Program. Feedback offered on
their Continuum of Care proposals has resulted in a local commitment to
strengthening the Continuum, broaden homeless services and encourage a more
comprehensive and inclusive approach to service delivery
Salt Lake County - Staff regularly meets with the Homeless Coordinating Council
whose membership represents over 30 local nonprofit agencies working on
homeless services. For FY99 the group was unsuccessful in obtaining competitive
funding from the Department. Information and referrals from the staff have
provided the group with a broader understanding of the goals and objectives of the
Continuum program. This will enable them to develop a better overall program for
service delivery.
Davis County - A recently formed group of nonprofits have started assessing the
need for homeless services in Davis. Utah HUD Office staff will provide
assistance to them on the Continuum of Care program.
Rural Utah - The Memorandum of Understanding between the Community Builder
staff and the Community and Economic Development Office of the State of Utah
has provided joint access and information on local agencies and nonprofits
developing programs and projects in remote Utah. Sharing information on rural
community projects has been highly valuable to both agencies.
SOUTHEAST REGION:
The Orlando field office has a local nonprofit collaborative called the Nonprofit Housing
Roundtable of Central Florida which serves as a think tank and information-sharing
organization among local nonprofit affordable housing providers. It has been recognized
as one of HUD's local homeownership partners. Their activities have been emulated in
other parts of our jurisdiction. This organization could possibly serve as a model for
other communities. Similarly, there is a Homeless Services Network which serves the
same purpose for nonprofit homeless service providers.
C. Can you identify any significant obstacles that hinder more effective
relationships between federal agencies and nonprofits?
Office of the Secretary
Center for Community and Interfaith Partnerships (Center)
HUD's ability to partner with more faith-based organizations is hindered by a lack of
knowledge and confusion about requirements related to the separation of church and
38
state. Many faith-based organizations incorrectly believe that they are not eligible for
HUD funding because of their religious affiliation, even though this often is not the case -
faith-based nonprofits are among HUD's primary partners in HUD programs related to
developing housing for the elderly, assisting the homeless, and more. In addition, HUD
personnel in the field occasionally convey incorrect or incomplete information to faith-
based groups about church/state requirements and may even tend to shy away from
assisting such groups because of misperceptions about the appropriateness of HUD
partnering with such organizations. More needs to be done to educate both faith-based
nonprofits and HUD personnel about church/state requirements.
Office of Community Planning and Development (CPD)
A major obstacle for CPD's nonprofit grantees is the lack of understanding the intricacies
of the operations of Federal agencies. Conversely, Federal agencies often fail to realize
the potential fragility of local nonprofits. The high turnover of staff in nonprofit agencies
can impede the progress of existing contracts and the timeliness of work products.
Office of Fair Housing and Equal Opportunity (FHEO)
There are differences in mission and culture between Federal agencies and nonprofits.
But, there are commonalties: shared experiences; shared commitment to provide clients
with quality services; concern for listening to how clients define their own needs and
goals; and the desire to do the job right.
Office of Policy Development and Research (PD&R)
On the research contract/grant side, PD&R has occasionally found national professional
nonprofit organizations' staff to more skilled in information exchange functions and
lacking in adequately skilled or trained research staff to perform research or evaluation
work.
Office of Public and Indian Housing (PIH)
The major obstacle that hinders effective relationships with nonprofits is the lack of
resources to conduct more technical assistance and training. Greater technical
assistance resources would allow PIH the opportunity to assist small nonprofit
organizations with capacity building.
Office of Lead Hazard Control (LHC)
Nonprofits need help navigating the Federal procurement system.
39
Public Policy
A. Do you have a working relationship with nonprofits when it comes to developing
public policy (e.g., regulatory and budgetary matters)?
Office of the Secretary
Center for Community and Interfaith Partnerships (Center)
The Center, which is only two years old, has developed an extensive network of
nonprofits that it works with on policy matters. The Center routinely supplies
educational materials and updates to community and faith-based nonprofits that are
working on budget issues and other HUD initiatives. In addition, the Center routinely
meets with advocacy groups from its constituency in the months leading up to and
immediately following the announcement of the budget, in particular, to obtain input
from these groups about their ideas and priorities.
In addition to this routine working relationship, the Center has initiated several other
events to bring together key groups from its constituency to discuss policy issues and to
receive feedback about HUD's responsiveness and the efficacy of HUD programs.
For example, in October 1998, the Center convened a "Faith-Based Summit," with
representatives from approximately 25 nonprofits, including the social service arms
affiliated with major denominations (Catholic Charities, Lutheran Social Services,
Religious Action Center of Reform Judaism), religious umbrella groups (Congress of
National Black Churches), intermediaries (NCCED, LISC, Enterprise), foundations
(Annie E. Casey, Ford), and educational institutions (e.g., Massachusetts Institute of
Technology and New Hampshire College) to discuss how these groups could partner with
each other and with the Center, and how the Center could best meet the needs of its
constituency of community and faith-based groups.
Second, in November 1999, the Center hosted a Community 2020 seminar entitled: "The
Role of Faith and Justice in Public Policy." The seminar included talks from Secretary
Cuomo and several nationally-recognized leaders in community and economic
development from the Center's constituency. The forum was designed as a forward-
looking policy-oriented discussion on the role that faith and justice play in motivating
community action to promote economic, social and racial justice at both the grass roots
level and in the formulation of public policy. The seminar explored the tremendous
opportunity for partnership between faith-based organizations and government to
overcome poverty and revitalize communities - and the unique challenges presented by
such partnerships.
Office of Intergovernmental Relations (OIR)
OIR provides opportunities for many of its interest groups to discuss policy issues and
concerns. Thanks to these important conversations, interest groups have an opportunity
to help shape and develop HUD's public policy.
40
Office of Community Planning and Development (CPD)
The Consolidated Plan is one of HUD's most effective tools in engaging local
governments, private partners, nonprofit organizations, and other concerned citizens in
developing community plans to utilize CPD's four formula programs, CDBG, HOME,
HOPWA, and ESG. A vital part of this process is the role of community partners,
including nonprofit organizations, in ensuring that the Consolidated Plan sets goals and
objectives to meet the needs of the local community. Through the consolidated planning
process, nonprofit organizations and the constituents they represent can play an active
part in how federal resources will be used in their local community.
CPD recognizes the importance of developing public policy in concert with nonprofit
organizations. This commitment is reflected in CPD's major programs. For example,
HUD solicits input from members of the nonprofit community before making regulatory
changes to the HOME Program that might effect them and the SNAPS office has an
informal relationship with a variety of nonprofit organizations regarding program
implementation issues. CPD meets with AIDS housing providers and consumers to
develop a better understanding of issues faced by people living with HIV/AIDS and their
families throughout each calendar year. In addition, grantees are asked to submit policy
topics for discussion at CPD-sponsored technical assistance meetings held in regional
locations.
Office of Fair Housing and Equal Opportunity (FHEO)
As part of the rulemaking process, FHEO receives comments to proposed rules from
nonprofits. FHEO frequently discusses the comments with the agency providing them.
These consultations with nonprofits often improve the clarity of the proposed rule. In
addition, FHEO has close on-going relationships with the FHIP agencies. The
experiences of the FHIP agencies may assist FHEO in redirecting civil rights and fair
housing policy.
In addition, HUD has played a key role in providing technical assistance to, and working
with the model building code organizations to review the nation's four model building
codes -- example of a particularly effective partnership that will benefit both persons with
disabilities and the housing industry. Model codes that include accessibility provisions
which are consistent with the requirements of the fair housing act will provide the
opportunity for adoption at the state and local level, thereby enabling state and local
review of plans and enforcement at the local level.
The Department's participation in the ANSI A117 Committee, which develops standards
for accessible design and is made up of many nonprofit organizations representing both
disability advocacy groups and the building industry, is another example of particularly
effective ways of coordination and collaboration with nonprofits.
41
Office of Housing/Federal Housing Administration (FHA)
The Office of Housing/FHA has a working relationship with nonprofits related to policy
matters like the budget and regulatory issues.
Office of Policy Development and Research (PD&R)
Through the White House Task Force on Livable Communities, PD&R representatives
have engaged in ongoing discussions with various nonprofit organizations regarding how
federal policies can be modified to better facilitate local efforts to improve their
communities.
Office of Public and Indian Housing (PIH)
PIH has regularly solicited policy input from several nonprofit organizations as full
participants on the three negotiated rulemaking committees (Operating Fund, Capital
Fund, Section 8 Renewals).
In addition, PIH intends to solicit policy input from nonprofits that advocate on behalf of
and deliver services to persons with mental illness to develop the Mental Health Action
Plan required by the Section 517 of the Public Housing Reform Act. This policy
dialogue will take place as part of an Interagency Working Group that PIH has
established with the U.S. Departments of Health and Human Services and Labor.
Office of Lead Hazard Control (LHC)
Nonprofit organizations are frequently involved in public policy decisions made by the
LHC, for example, in new rulemaking initiatives or in implementing new statutory
requirements.
42
Office of Field Policy and Management (FPM)
SOUTHWEST REGION:
Nonprofits are regularly advised of the HUD's proposed budgets and changes to the
budget. The local offices in the region have convened roundtable discussions on certain
subjects to improve services and held a focus group to solicit input on information needs
of nonprofits for the office internet.
A field office's working relationship with Texas Low Income Housing Information
Services has served to catalyze activity from regional non-profit housing organizations in
South Texas to around several state policy issues related to housing and economic
development. In the area of Community Planning and Development, local governments
are required to involve nonprofits in the development of the Consolidated Plan.
B. If so, please provide some examples of collaborative activities and describe what
worked well and why you think it worked well.
Office of the Secretary
Center for Community and Interfaith Partnerships (Center)
The Community 2020 Forum on "The Role of Faith and Justice in Public Policy" was an
especially successful example of collaboration with the Center's nonprofit constituency.
The commitment and expertise of the panelists, combined with the energy of more than
600 observers in the audience, made a strong impression on HUD about the potential for
new and better partnerships with faith-based organizations to further the cause of racial
and economic justice. The Community 2020 event played a critical role in generating the
"Community and Interfaith Partnerships Initiative" in the proposed FY 2001 budget,
which would provide $20 million for capacity building and technical assistance for
community and faith-based groups to be administered by the Center.
Office of Intergovernmental Relations (OIR)
HUD's recent conference titled "Bridging The Divide: Making Regions Work for
Everyone-Shaping the Federal Agenda," Is a recent example of successful collaboration.
This forum was specifically designed for federal officials to discuss particular policy
options with state, city, and county elected officials, business leaders and a group of the
nation's leading experts, which included representatives of nonprofits. This conference
provided an opportunity to address priority issues in the effort to build livable,
sustainable, and equitable metropolitan regions.
This conference was a huge success because it provided an opportunity for over 200
government, business and civic leaders, and nonprofits from around the country to
discuss how cities, suburbs, and the federal government can work together to build better,
43
more prosperous metropolitan areas. It worked because of the collaboration of ideas and
the diversity of the participants.
Office of Community Planning and Development (CPD)
CPD has several examples of productive collaboration with nonprofits.
For example, in Developing the Consolidated Planning process as the mechanism for
implementing CDBG grants, the Department convened meetings with representatives of
nonprofit organizations such as the National Low Income Housing Coalition and the
Center for Community Change to discuss the impact of this initiative and proposed
regulations.
The Consolidated Plans themselves draw their strength from their reliance upon the input
of nonprofits. A good example is the City of Durham, NC, which undertook to develop a
Consolidated Plan that involved citizens and nonprofit organizations, integrated activities,
and could be carried out given expected funding. The City's Consolidated Plan includes a
multipronged strategy to address the City's problems, including poverty. The substantial
antipoverty strategy sets priorities, establishes an investment plan, is mindful of
geographic distribution, and describes services to be delivered. The City planned
activities to address the problems of homelessness, such as a housing conditions study,
relocation assistance, housing rehabilitation, and other means of increasing the supply of
affordable housing. The City also designed a "Nonprofit Agency Survey" to update the
needs section of the 1997 Action Plan with information from more than 30 agencies. This
survey helps the City update information on programs administered, target client groups,
estimated needs, and resources available for the current and next program year.
In addition, over the past several years, the Office of HIV/AIDS Housing has diligently
collaborated with the National AIDS Housing Coalition to explore the impact of potential
changes to formula allocations (regulatory/budget matters) of cities and states. As a
result, the providers, consumers and advocates had effective input into the Department's
proposal to Congress. The extensive web internet sites developed by HOPWA staff and
grantees have proven to be essential in maintaining AIDS educational data for public use
and cost effective for reducing the cost of postage for mailing documents.
Office of Fair Housing and Equal Opportunity (FHEO)
FHEO formed a working group of nonprofits, HUB Directors, and FHIP grantees to
discuss the business re-engineering process developed for the FHIP by a management
consultant. The result was a proposal to devolve the management and administrative
responsibilities for FHIP from headquarters to the field. The Plan received a "Hammer
Award" for Reengineering from the Vice President. The program should be devolved
completely to the field by the end of the current fiscal year (2000).
44
Office of Housing/Federal Housing Administration (FHA)
The Office of Housing/FHA assembles working groups on important and pressing issues
with regard to public policy. For example, the Office of Housing/FHA put together a
working group to have a forum to discuss HUD's role as the regulator for Fannie Mae
and Freddie Mac. Congress gave HUD the responsibility of regulating Fannie Mae and
Freddie Mac because the two companies are Government Sponsored Enterprises (GSEs)
that were chartered by Congress. Housing holds regular partnership meetings with
nonprofits and other business partners to get their input on program design.
Last year, Housing/FHA held a series of Multifamily Accelerated Processing
(MAP)/Development Application Process (DAP) workshops with industry groups,
nonprofits, and lenders when it was developing the MAP/DAP process to systematize and
streamline the process for obtaining insurance for multifamily projects. Housing also
provided technical assistance to Neighborhood Network Coordinators to use in their
efforts to help secure space, hardware, software, and outside expertise to establish
Neighborhood Network Centers. Currently, there are over 600 Centers throughout the
country that serve low-income and elderly tenants, as well as welfare to work tenants, and
children as they learn new skills to help them break the cycle of poverty.
Office of Lead Hazard Control (LHC)
For example, in 1995, HUD convened a national Task Force on Lead-Based Paint Hazard
Reduction and Financing as mandated by Section 1015 of Title X of the Housing and
Community Development Act of 1992. The objective of the Task Force was to reach
broad agreement on a comprehensive approach for controlling lead-based paint hazards in
private housing. Nonprofit organization members of the Task Force included nonprofit
housing developers, low-income housing advocacy organizations, national, State and
local lead-poisoning prevention advocates and community based organizations.
In addition, the Office of Lead Hazard Control has worked closely with the Alliance to
End Childhood Lead Poisoning to implement major lead regulations such as the Lead
Disclosure Rule and new regulation for Federally owned and assisted residential property.
Through this partnership, the Alliance ensures that entities affected by the regulations are
informed of their responsibilities and that HUD is responsive to concerns and questions
regarding the regulations' implementation.
45
Office of Field Policy and Management (FPM)
NORTHEAST REGION:
The Resident Health, Energy Efficiency and Public Housing Program is a project to
identify the indoor environmental causes of disease(s) and consequent uses of the health
care system by public housing residences. Once causation factors are identified, and long
term health costs quantified, a rational basis for improving particular elements of the
physical environment in public housing can be made. This study absolutely has
tremendous public policy potential in that a true cost benefit analysis between housing
conditions and long term health care costs will inform the public debate how best to use
public resources.
PACIFIC/HAWAII REGION:
The San Francisco office offers the following example:
A partnership where nonprofits undertake advocacy on public policy positions, while
HUD provides resource information, has proven useful. In 1999, the California State
Office worked with a number of nonprofits on the issue of restrictive housing covenants
that banned homeownership in some areas to non-whites. Various nonprofits advocated
for a change in state law, while HUD Community Builders provided basic information
that was useful in evaluating this issue. This partnership was satisfactory to everyone.
So long as it is understood that the local office role does not include developing public
policy or advocating specific public policy without approval from headquarters, there are
no barriers to this relationship.
Many issues important to nonprofits in the public policy arena relate positions taken by
Congress, and HUD staff's role in such discussions is limited. On local and state issues,
public policy questions can involve controversial issues that generate strong feelings or
powerful interest groups. In these circumstances, HUD staff must be keenly aware of the
environment in which they operate.
SOUTHEAST REGION:
The Neighborhood Networks Program is an outstanding effort in collaboration. This
program encourages and assists various community players to participate in creating
neighborhood computer learning centers, using HUD funds only marginally but using
HUD personnel extensively (in many cases) to assist with project start-up, provide advice
on technical issues, and, where HUD-mortgaged or - assisted property is the site of such a
center, to help guide the non-profit housing entity to comply with Housing's regulations.
Another example is HUD's initiative in the development of its "distance learning system"
a nationwide satellite broadcast system. Linked to Web-based computer courses it
represents state-of-the-art learning technology, and has been used in several instances to
provide HUD-oriented training to all of HUD's business partners. This is an area where
the word should be spread to non-profit organization in general that in certain
46
circumstances the distance learning network could be used specifically by and for the
non-profit organization - particularly those with multi-state offices and employees.
SOUTHWEST REGION:
Direct assistance from HUD staff has afforded the Abilene Homeless Coalition with the
knowledge and capacity to reach out and partner with the City of Abilene to receive both
political and financial support in the development of the Coalition's operation. There are
many other specific examples, and each has been effective as a consequence of the
increase in knowledge and capacity brought about by the direct interaction and assistance
provided from HUD staff.
C. If not, what are the barriers to developing a working relationship with
nonprofits on public policy matters?
Since HUD has extensive working relationships with nonprofits on public policy matters,
this question is not applicable.
D. What do you think can be done to hurdle the barriers or strengthen the
relationships with nonprofits when developing public policy?
Office of the Secretary
Center for Community and Interfaith Partnerships (Center)
The Center has received valuable input and feedback from its deliberate efforts to engage
its constituency of nonprofits in forward-looking, broad policy discussions that are not
limited to an immediate crisis or issue. HUD strongly supports these kinds of efforts
through programs and educational initiatives like the Community 2020 seminar series.
Office of Community Planning and Development (CPD)
CPD is placing increasing responsibilities in Community Builders at the local level to
interact with community groups. Because of field staff's high level of interaction with
nonprofits, CPD is increasingly relying upon input from Public Trust Officers to
participate in the development of policy. Because educational seminars are a primary
linkage in setting the foundation for developing public policy, nonprofits would benefit
from multi-agency initiatives with funds contributed by all agency partners.
Office of Fair Housing and Equal Opportunity (FHEO)
47
FHEO recommends more open forums with the nonprofits so policy decisions can be
made in an open environment. In this way, pros and cons of various issues, and specific
language can be negotiated before it is written.
Office of Housing/Federal Housing Administration (FHA)
HUD should increase its efforts to reach out to nonprofits on their home field.
Community Builders, in conjunction with program staff are the best resources to do this
work.
Office of Lead Hazard Control (LHC)
It would be useful for Federal agency employees who are responsible for providing
technical assistance or for establishing partnerships, to have clear guidance and/or
training regarding appropriate (i.e. ethical) relationships with nonprofit organizations.
For example, to what extent may nonprofit organizations participate in agency policy
and/or budgetary decisions? What are examples of ways that Federally agencies and
nonprofit organizations might create mutually beneficially partnerships?
Foundations
A. Do you have a working relationship with foundations or other private donors?
Office of the Secretary
Center for Community and Interfaith Partnerships (Center)
The Center has extensive working relationships with Foundations, including the Ford
Foundation, the Enterprise Foundation, the Annie E. Casey Foundation, Chase Manhattan
Bank Foundation, and national intermediaries like LISC and Enterprise.
The Center has collaborated with these private donors in several ways:
By consistently inviting representatives from foundations and private donors to make
presentations at Center conferences and events.
By making information about private resources available to the Center's constituency
and by referring constituents to potentially appropriate private donors.
By including private donors in policy-oriented events and discussions, like the "Faith-
Based Summit."
By serving as HUD's representative to the National Community Development
Initiative (NCDI), an innovative experiment in public-private partnership that has
48
increased the capital available to community development corporations by pooling
foundation, corporate, and government resources. Since 1991, NCDI has invested
more than $250 million in 23 cities. This money was provided in grants and below-
market interest rate loans. Total NCDI-leveraged funding will reach more than $2
billion in 2001.
Office of Intergovernmental Relations (OIR)
Yes. OIR has a few working relationships with foundations.
Office of Community Planning and Development (CPD)
Yes. CPD's foundation partners include the Fannie Mae Foundation and the EZ/EC
Foundation Consortium.
Office of Fair Housing and Equal Opportunity (FHEO)
No.
Office of Housing/Federal Housing Administration (FHA)
No.
Office of Policy Development and Research (PD&R)
In conjunction with the White House Task Force on Livable Communities, HUD is an
active participant in the foundation-led Partnership for Regional Livability. Major
foundations included in this effort include the MacArthur, Irvine, and Turner foundations.
PD&R's Office of University Partnerships (OUP) is in regular communication with many
foundations as part of an informal network of funders of university-community
partnerships.
Office of Public and Indian Housing (PIH)
Yes.
Office of Lead Hazard Control (LHC)
Yes. LHC has made grants to foundations.
49
Office of Field Policy and Management (FPM)
Yes.
B. If so, please provide some examples of collaborative activities and describe what
worked well and why you think it worked well.
Office of the Secretary
Center for Community and Interfaith Partnerships (Center)
The Center's collaboration with private donors as participants at the "Commitment to
Justice" conferences has been extremely useful to Center constituents.
Moreover, the National Community Development Initiative (NCDI), because of the
pooling of substantial private and public resources, has generated significant results in
community development across the country.
Office of Community Planning and Development (CPD)
The Fannie Mae Foundation has a committed relationship with several of the designated
EZ/EC's by providing its services to whoever requests assistance.
Office of Fair Housing and Equal Opportunity (FHEO)
Not applicable.
Office of Housing/Federal Housing Administration (FHA)
Not applicable.
Office of Policy Development and Research (PD&R)
PD&R engages in a joint funding relationship with nonprofits, wherein the government
and one or more foundations provide funds for a nonprofit to conduct research,
evaluations or demonstrations. An example is the performance by the nonprofit, Public
Private Ventures, of the Bridges to Work Demonstration (see earlier mention) which is
approximately equally funded by HUD and a combination of the Ford, MacArthur, and
Rockefeller Foundations.
50
PD&R engages in cooperative research with the NAHB Research Center on technology
in which PD&R covers approximately half the cost. This has resulted in major research
products, particularly in the development of new materials such as the use of steel
framing as an alternative to wood in home construction.
PD&R's Office of University Partnerships (OUP) publishes a guide to foundations for
university-community partnerships, and has panels of funders at all of OUP's
conferences. The Rockefeller Foundation has convened discussions among national
funders of universities and their community partners, and OUP is a central participant in
those discussions.
Office of Public and Indian Housing (PIH)
In an effort to curb youth violence, PIH entered into a cooperative partnership with the
Simon Youth Foundation and the Friends of the United Nations to support the
Peacemaker Corps initiative. The Peacemakers Corps initiative was designed to reduce
youth violence in our nations' communities by teaching youth to become ambassadors of
peace in their neighborhoods. The objective was to improve low income and distressed
communities by teaching youth conflict resolution, peer mediation, tolerance and
diversity techniques. The initiative was carried out over a period of several months
(February 1999 - December 1999) in 13 different, major cities.
Office of Lead Hazard Control (LHC)
In partnership with the U.S. EPA, HUD has funded the Kennedy Krieger Research
Institute to study the short- and long-term effectiveness of interim lead hazard control
approaches. In addition, HUD has funded the Tides Foundation to provide financial
support and technical assistance to parent groups and other community-based
organizations to protect children from poisoning in communities with serious and
extensive lead hazards. This support has increased the effectiveness of these community-
based groups by improving their education and outreach efforts.
Office of Field Policy and Management (FPM)
SOUTHWEST REGION:
In Fort Worth, the HUD Community Builder interacts regularly with a number of local
foundations and participates in local non-profit events which often involve foundations.
Foundations are an essential community partner for HUD Community Builders as
foundations have served as valuable funding resources and partners in local community
and economic development projects. As a partner in the Fort Worth Tarrant County
Housing Consortium, HUD partners with a strong local foundation with a mission to
enhance the quality of life of those in Fort Worth, particularly the poor and
51
disadvantaged. As a consortium member, this foundation has been active in promoting
affordable housing, along with HUD and other local housing partners, and was a catalyst
in holding a region-wide conference with the State of Texas on the need for local
affordable housing in the Fort Worth metropolitan area. Additionally, the foundation
supports HUD's Youthbuild Programs and is working in concert with the HUD
Community Builder to encourage local community development corporations to apply for
HUD funding.
Other area foundations which the HUD Community Builder interacts with include
hospital and children's foundations, which serve many of HUD's clients.
C. If not, what are the barriers to developing a working relationship with
foundations and other donors?
Office of the Secretary
Center for Community and Interfaith Partnerships (Center)
The Center has found foundations and banks extremely receptive to collaboration and
partnership, as evidenced by the participation of these private sector resources in Center-
sponsored events and conferences.
Office of Community Planning and Development (CPD)
Strategic thinking about developing partnerships between foundations and government
agencies often falls to a back burner because of other more immediate issues and
priorities.
Office of Fair Housing and Equal Opportunity (FHEO)
Not applicable.
Office of Housing/Federal Housing Administration (FHA)
Not applicable.
Office of Public and Indian Housing (PIH)
Not applicable.
52
Office of Lead Hazard Control (LHC)
Not applicable.
D. What do you think can be done to hurdle these barriers or strengthen
relationships with foundations and other donors?
Office of the Secretary
Center for Community and Interfaith Partnerships (Center)
HUD should continue its efforts to reach out to these groups and to make these
partnerships a priority. Collaboration with foundations through initiatives like NCDI has
contributed significantly to strengthening HUD's relationships with the national
intermediaries and participating foundations.
Office of Community Planning and Development (CPD)
Some means to strengthen those relationships might include designated staff
representatives and targeted resources to address the potential, as well as marketing
efforts/activities to engage other outside groups.
Office of Fair Housing and Equal Opportunity (FHEO)
Not applicable.
Office of Housing/FHA
While HUD cannot accept funding from foundations or other donors, nothing prevents
the Department from exchanging information or sharing ideas. In fact, more of that
would be helpful, since many foundations have expertise that HUD can use to increase
opportunities for homeownership and affordable housing.
Office of Policy Development and Research (PD&R)
PD&R should continue and expand upon the relationships it has built with national
foundations, and encourage regional community foundations across the country to
become similarly engaged.
53
Office of Lead Hazard Control (LHC)
Foundations, like other nonprofits, need help navigating the Federal procurement system.
Resources
A. What resources do you provide to the nonprofit community (e.g., grants, in-kind
services- if possible give amounts)?
Office of the Secretary
Center for Community and Interfaith Partnerships (Center)
The Center is not a funding source; however, the Center has provided the nonprofit
community with other services. In addition to the technical assistance, events, and
conferences already discussed, the Center, in collaboration with HUD's Office of Policy
Development and Research, commissioned a forthcoming a report entitled, Faith-Based
Organizations in Community Development, prepared by the Urban Institute. The report
surveys the state of existing knowledge about the role of faith-based organizations in
community development and the relative strengths and weaknesses of faith-based, as
opposed to other types of community development organizations. It will provide useful
information to Center constituents and partners.
Office of Intergovernmental Relations (OIR)
OIR is not a funding source. The primary resource that it provides to nonprofits is
information about HUD initiatives and issues of concerns to HUD constituents.
Office of Community Planning and Development (CPD)
CPD makes substantial resources available for nonprofits.
The EZ/EC Initiative provides information services and Technical Assistance for EZ/EC
designees that is often shared with nonprofit service providers. The HOME program
provides grants and loans for development or predevelopment activities, capacity
building funds, technical assistance. Grants are awarded annually to nonprofit
organizations by the SNAPS office totaling in excess of $500 million. The Rural
Housing and Economic Development (REHD) program funded 91 grants for a total
amount of $27 million in 1999 with allocations of an average of $150,000 for capacity
building, $500,000 for innovative projects and activities, $200,000 for seed support
programs. The program will provide a total of $24.75 million funding for similar
activities in 2000.
CPD recently awarded $24.5 million HOPWA funds in FY 99 to programs in 15 states
and the District of Columbia to provide housing and supportive services for more than
5,000 low income HIV/AIDS families. The 22 grants for $22.5 million were awarded to
non profit groups and state/local government agencies in Alaska, California, Colorado,
Delaware, the District of Columbia, Hawaii, Idaho, Illinois, Maine, Maryland,
54
Massachusetts, New Hampshire, New York, Pennsylvania, Rhode Island and Texas.
(Ninety percent of he funds are distributed to cities and states by formula based on the
number of AIDS cases reported. The remaining 10 percent of HOPWA grants are
awarded on a competitive basis). In addition, $2 million in technical assistance funding
was provided to AIDS Housing of Washington ( Seattle, Washington) and the Center for
Urban and Community Services, Inc. (New York, New York) for program operations
technical assistance nationwide.
Office of Fair Housing and Equal Opportunity (FHEO)
FHEO administers the following grants:
(1) FHIP. Congress appropriates funds annually to FHIP. In FY 1999, sixty-two
(62) grants were made to nonprofits, averaging approximately $242,000 per
grant.
(2) ROC. In FY 1997, approximately $34 million was awarded to 15 PHAs to
subgrant to nonprofits on a competitive basis. The grant levels ranged
approximately from $500,000 to $4,900,000.
Office of Housing/Federal Housing Administration (FHA)
The Office of Housing/FHA has several grant programs for nonprofits. There is a grant
program for nonprofits to provide subsidized housing to the poor elderly and people with
disabilities. The Office of Housing/FHA also provides grants to nonprofits to provide
housing counseling services to first-time homebuyers, as well as grants to service
coordinators to help elderly and the disabled elderly.
Specifically, Housing/FHA has provided the following grants to grantees that include
nonprofits:
Housing Counseling Grants:
FY 2000: $13.1 million (plus $1 million for Home Equity Conversion
Mortgage (HECM) counseling) to be awarded.
FY 1999: Awarded $16.6 million to 342 HUD-approved Housing
Counseling Agencies, including 300 local, 10 national intermediaries, and 32
State Housing Finance Agencies.
Section 202 Supportive Housing for the Elderly Grants:
FY 1999: Amount awarded: $633,241,200 to 163 nonprofits.
Section 811 Supportive Housing for Persons with Disabilities Grants:
55
FY 1999: Amount awarded: $153,236,400 to 170.
Congregate Housing Grants:
FY 1999: Awarded: $5,425,208 that provided 12-month extension funding
for 60 grantees.
Service Coordinator Grants (associated with 202/811 programs):
FY 1999: Awarded: $5 million for 51 grants.
Drug Elimination Program
FY 2000: $16.2 million to be awarded.
FY 1999: Awarded: $16.25 million to 124 grantees.
New Approach Anti-Drug Elimination Program:
FY 2000: $27 million to be awarded.
Office of Public and Indian Housing (PIH)
PIH makes grant funds available to nonprofits and other eligible recipients and announces
the availability of these funds through the HUD SuperNOFA and separate stand alone
NOFAs. ROSS Technical Assistance funds will be made available to existing ROSS
grantees, which may include some nonprofits that are experiencing difficulty in
implementing their grants. For FY 2000, $1.5 million in Capital Fund TA will be
awarded.
Office of Policy Development and Research (PD&R)
More than 20 COPC grants are awarded by the Office of University Partnerships (OUP)
each year to institutions of higher education. Although many universities and colleges
have subcontracts with nonprofit organizations for the implementation of their OUP
activities, it is not possible to desegregate that amount at this time.
In addition, PD&R provides grants and contracts for research, evaluations,
demonstrations, and monitoring.
Office of Lead Hazard Control (LHC)
LHC works with nonprofits by awarding them grants directly through programs such as
the Lead Hazard Awareness Grant Program and the Healthy Homes Initiative Grant
Program. It also works with nonprofits indirectly through the Lead Hazard Control Grant
56
Program by providing funding to states and cities, which in turn subcontract to nonprofit
organizations.
B. How can nonprofits find out about the resources that you make available to
them?
Office of the Secretary
Center for Community and Interfaith Partnerships (Center)
The Center maintains a web site and publishes a monthly newsletter highlighting issues
and information of interest to Center constituents. Center staff make speeches and
presentations at dozens of conferences across the country sponsored by and designed for
community and faith-based groups. Center staff frequently meet one-on-one with groups
to help them identify funding sources within HUD and from other sources and to help
them identify potential partners. Periodically, the Center participates in satellite
broadcasts, such as broadcasts related to the SuperNOFA, to inform community groups
about available grants. The Center also maintains a well-utilized 800 number that
responds to frequently asked questions and provides educational materials on request.
Special Actions Office
The majority of HUD's competitive grant programs, which provide direct funding to
nonprofits, are announced through HUD's Super Notice of Funding Availability
(SuperNOFA). Before 1998 when HUD issued its first SuperNOFA, HUD had conducted
as many as 40 separate annual grant competitions-each with its own notice of funding
availability, issued at a different time. The consolidated approach embodied in the
SuperNOFA has dramatically enhanced HUD's ability to educate nonprofits about the
wide array of resources available through HUD programs. HUD has reached out to all
members of the community, including nonprofit organizations and those faith- based
community organizations involved in assisting members of their community. Now more
and more nonprofits know that HUD issues its SuperNOFA of funding opportunities for
the majority of its grant programs each year between January and March, and therefore,
are in a position to obtain comprehensive information about what resources are available.
Office of the Deputy Secretary (DS)
On HUD's Homes and Communities web site, nonprofits can click on "funds available"
to learn about current grant opportunities; visit the "HUD News" page to find out about
new initiatives and plans; or go immediately to their own online "Nonprofit Center," a
page designed especially for them, bringing to them all of the information they might
need from throughout HUD's enormous web site.
Office of Community Planning and Development (CPD)
57
Nonprofits can access Community Connections, CPD's information clearinghouse for the
public, including nonprofit organizations. Community Connections can be reached at 1-
800-998-9999. Additionally, nonprofits can contact their local community builder or
public trust officer, utilize web listings, satellite broadcasts and conferences, and obtain
Notices of Funding Availability in Federal Register.
Office of Fair Housing and Equal Opportunity (FHEO)
Nonprofits should be familiar with the Federal Register and the Commerce Business
Daily because FHEO uses NOFAs and Request for Proposals (RFPs) to announce the
availability of funds for award. The NOFAs and the RFPs are announced in these two
sources of public notices.
Office of Housing/Federal Housing Administration (FHA)
Nonprofits can find out about Office of Housing/FHA resources from staff, HUD's web
site or through the federal register. In addition, headquarters and Field Office staff are
very involved in providing information on HUD programs to nonprofits, through face-to-
face meetings, conferences, and telephone discussions.
Office of Policy Development and Research (PD&R)
As described above, PD&R's University Partnerships Clearinghouse provides
publications, a web site, and conferences that are utilized by nonprofits. The Office of
University Partnerships staff speaks with many other nonprofit organizations in the
course of each year.
Office of Public and Indian Housing (PIH)
Resources available to nonprofits are announced on the PIH web page, in the HUD
SuperNOFA and individual NOFAs, and in written communications with and at
appearances before with various nonprofit organizations.
Office of Lead Hazard Control (LHC)
Currently, prospective grantees are notified of the availability of HUD funding through
the Federal Register, satellite broadcasts, and other information dissemination methods.
To the extent that nonprofit organizations do not routinely receive information about
HUD grants through these methods, efforts should be made to ensure that they are among
the recipients of this information.
58
C. Do you provide any support services to help nonprofits comply with cost
principles and administrative requirements (e.g., Circular A-122, Circular A-
133)? If so, what are these?
Office of the Secretary
Center for Community and Interfaith Partnerships (Center)
No.
Office of Intergovernmental Relations (OIR)
No.
Office of Community Planning and Development (CPD)
Through CPD's technical assistance providers, CPD provides training to its nonprofit
grantees on financial management to include compliance with these administrative
requirements. CPD staff provide support services to nonprofits on cost principles and
administrative requirements by conducting on-site consultation visits and monitoring
reviews. Administrative requirements can be funded within some CPD grants if they are
pertinent to, and in the course of carrying out activities proposed in a grantee's
application.
Office of Fair Housing and Equal Opportunity (FHEO)
FHIP grantees are advised to review these circulars in preparation for negotiating their
grant award. In addition, we have contracted with outside consultants to provide training
on these and other financial matters.
Office of Policy Development and Research (PD&R)
PD&R's Office of University Partnerships (OUP) does not provide support services to
help nonprofits comply with cost principles and administrative requirements.
PD&R does not provide such assistance to its nonprofits research contractors and
grantees.
Office of Lead Hazard Control (LHC)
Yes. LHC assists nonprofits with preparing cost proposals and managing their grants.
HUD staff respond to questions and problems and provide technical direction, including
assistance with regulatory compliance.
59
D. What steps is the department/agency taking to comply with the new Federal
Financial Assistance Management Improvement Act, particularly in regards to
streamlining grant applications and reporting requirements?
Office of the Secretary
Special Actions Office
HUD's Super Notice of Funding Availability (SuperNOFA) is an unprecedented
initiative to streamline the competitive grant process for federal funds. The SuperNOFA
is a key element in HUD's Management 2020 Reform Plan to help communities make
better and more effective use of HUD's resources.
Prior to 1998 when HUD issued its first SuperNOFA, HUD had conducted as many as 40
separate annual grant competitions-each with its own application deadline, processing
requirements and selection criteria. This made it almost impossible for communities to
bring together the wide range of HUD resources to intelligently serve their needs. And it
meant that grant applicants were burdened with duplicative paperwork requirements and
had to respond to different publication schedules that were often in conflict with local
needs.
All of that changed with the SuperNOFA. HUD provides program requirements in plain
language. HUD has established uniform policies for acceptable applications, criteria for
award, curable deficiencies and deadline dates. HUD has eliminated the unnecessary
paperwork. And HUD has made it easier for communities to combine their applications
into a coordinated strategy that addresses housing, economic development, special
housing needs of the disabled, the elderly or homeless children and families in a
comprehensive way. Now communities know that HUD issues its SuperNOFA of
funding opportunities for the majority of its grant programs each year between January
and March.
What the SuperNOFA does is allow communities to view HUD programs as a menu of
options that they can use to plan what is best for their community. The design of the
SuperNOFA, and the basis by which applications are scored, encourages applicants to
work together to coordinate and implement programs in a seamless and comprehensive
program of assistance to those most in need.
As part of the SuperNOFA process, HUD has also expanded how it communicates with
potential applicants. Training is provided via satellite simulcast on HUD's Internet
homepage, allowing people to tune in the broadcast from anywhere. In addition, the
training is archived on the web site and made available 24 hours a day, 7 days a week to
anyone interested in HUD's programs. HUD has reached out to all members of the
community, including nonprofit organizations and those faith-based community
organizations involved in assisting members of their community.
60
Center for Community and Interfaith Partnerships (Center)
This question is not applicable because the Center does not administer any grants.
Office of Intergovernmental Relations (OIR)
This question is not applicable because OIR does not administer any grants.
Office of the Deputy Secretary
In July of 2000, HUD will announce the first phase of production of an enterprise-wide
electronic grants management system called the Departmental Grants Management
System (DGMS). The DGMS system will capture the grants processing activity in a
consolidated system and provide one source for all grant information in support of
discretionary, formula, and other grant programs of the Department. The implementation
of DGMS addresses HUD's mission to Restore the Public Trust by developing an
integrated systems environment that provides HUD with access to up-to-date information
about competitive and entitlement grants while allowing more efficient service to HUD
clients. This integrated systems environment also allows HUD to eliminating unnecessary
or duplicative paperwork burdens on system users.
Currently, the Department has 104 grant programs, each with its own operating
procedures. This environment has created duplications of effort, both in the development
of support systems, and in the submission of application forms and information required
of grantees. As part of the DGMS development process, HUD streamlined its grant
processing and standard administrative rules for its grant programs.
DGMS is being created to ensure that it reflects formula grant requirements and
requirements of the HUD Reform Act for Competitive grant programs, assists grantees in
managing their programs more effectively, and address issues raised by the General
Accounting Office (GAO) and HUD's Inspector General over HUD's management and
oversight of its grant programs.
The first phase of production is July 1, 2000 and all grants will be completed, converted
and available by December 31, 2001.
Office of Community Planning and Development (CPD)
The Department is currently revising its data reporting systems for the issuance of a
consolidated Grant Management Process (GMP) that will retain volumes of data and be
user friendly. Throughout 1999, CPD has worked on drafting a comprehensive risk
management review of the HOPWA Program with guidance and assistance from HUD's
Chief Financial Office staff. Risk elements have been identified and test sites are being
visited for monitoring purposes in February and March 2000. Once verified, this report
61
should provide a new tool in evidencing CPD's solid management of the HOPWA
Program. The SNAPS office has aggressively streamlined the application process and
will be launching an electronic performance reporting system within the next year that
will streamline reporting as well.
Office of Fair Housing and Equal Opportunity (FHEO)
FHEO participates in the SuperNOFA and DGMS. To improve client services, in FY
1998, HUD consolidated 39 program NOFAs into three implementations.
Office of Housing/Federal Housing Administration (FHA)
The Office of Housing/FHA participates in the SuperNOFA and DGMS (pilot stage).
The Housing Counseling Grants program will be part of DGMS. One of the pilot
participants is the Maryland State HCD, who is a Housing counseling grantee.
In addition, to the extent that nonprofits build housing without HUD grant funds, they,
like for-profit entities, benefit from the Multifamily Accelerated Processing
(MAP)/Development Application Process (DAP) that has systematized and streamlined
the process for obtaining insurance for multifamily projects.
Office of Policy Development and Research (PD&R)
PD&R's Office of University Partnerships (OUP) will be part of the Departmental Grants
Management System, and OUP application and reporting procedures will be put on line
and simplified as part of that reform effort. OUP also relies upon the streamlined
SuperNOFA process to make grant announcements.
Office of Public and Indian Housing (PIH)
PIH will participate in the Departmental Grants Management System (DGMS).
Office of Lead Hazard Control (LHC)
Since the enactment of the FFAMI, the Office of Lead Hazard Control has been working
within the SuperNOFA system and the Departmental Grants Management System team to
revise forms, prepare for electronic submission over the Internet, make certain that forms
required for each application only need to be sent once, and revise the basic grant
document. LHC recommends that OMB combine the A-102 and A-110 to create a
standard set of administrative rules for grant programs.
62
Communication
A. How do you reach nonprofits to inform them of departmental/agency
information? Do you have any form of regular communication? If so, what
form does it take?
Office of the Secretary
Center for Community and Interfaith Partnerships (Center)
The Center maintains a web site and publishes a monthly newsletter highlighting issues
and information of interest to Center constituents. Center staff make speeches and
presentations at dozens of conferences across the country sponsored by and designed for
community and faith-based groups. Center staff frequently sit down one-on-one with
groups to help them identify funding sources within HUD and from other sources and to
help them identify potential partners.
The Center uses its newsletter, web site, and regional conferences to publicize successful
projects whose example can help nonprofits deliver a better product and put together
more competitive grant applications.
Office of Intergovernmental Relations (OIR)
The Office of Intergovernmental Relations reaches nonprofits in many different ways.
OIR provides information via email, faxes, mailings, and information posted on OIR's
web site. In addition, OIR organizes interest group meetings to inform and educate OIR
nonprofit partners in-depth on HUD initiatives, programs and special announcements.
Office of the Deputy Secretary (DS)
Nonprofits with web access are encouraged to use HUD's Homes and Communities web
site - specifically, HUD's online Nonprofit Center - to get up-to-date information.
Office of Community Planning and Development (CPD)
CPD staff communicate with nonprofits through the use of conference calls, workshops,
the HUD/CPD web site, and satellite training sessions. Monitoring of grants activities,
reviewing expenditures and the balance of funds are basic responsibilities of CPD staff.
The purpose for these actions is to ensure that the grantee is using its funds consistent
with appropriate regulations and adhering to policy matters.
Some of the communication tools utilized include: Flash Faxes (weekly), the HUD Web
Page (including downloads of various publications from the Web Page and the posting of
the Notice of Funding Availability (NOFA) of grant funds), information packets and
63
other publications (i.e., Federal Programs Guide, What Works, Tax Incentives Guide),
and satellite broadcasts.
Office of Fair Housing and Equal Opportunity (FHEO)
Policy is developed in consultation with the field; field GTRs and GTMs are primarily
responsible for communicating/transmitting policy considerations to the grantees. The
DGMS system will help further this communication.
For the ROC Program, all communication has to be funneled through the PHA which
then communicates the information to the nonprofits. This can be an obstacle to grantee
performance.
Office of Housing/Federal Housing Administration (FHA)
The Office of Housing/FHA regularly updates HUD's web page with current program
and policy information. A publication, Housing Today, is also produced and
disseminated widely.
Office of Policy Development and Research (PD&R)
PD&R contacts Community Builders in all field offices on a welfare-to-work listserve
with information that they then pass to nonprofits with whom they work.
PD&R occasionally conducts satellite broadcasts to field offices, and field offices invite
nonprofit partners to attend.
PD&R's University Partnerships Clearinghouse provides publications, a web site, and
conferences that are utilized by nonprofits. The Office of University Partnerships staff
speaks with many other nonprofit organizations in the course of each year.
Information about PD&R contracts and grants is available on the HUD web site. Notice
of pending research occurs by direct requests for proposals, or general notices places in
the Commerce Business Daily. Notice of recent research findings is provided through
HUD User, accessible through the HUD Web and a number of periodic PD&R
publications.
Office of Public and Indian Housing (PIH)
PIH issues publications, utilizes web pages, sponsors conferences and workshops, and
uses satellite broadcasts to inform nonprofits of funding opportunities and to instruct
them in new PIH policies and procedures.
64
B. Does your web site provide information specifically for nonprofits to use? If so,
what are some examples of how your web site responds to nonprofit needs?
Does your department/agency participate in the Nonprofit Gateway
<http://www.nonprofit.gov>? If so, what types of resources does it take to keep
information current?
Office of the Deputy Secretary (DS)
HUD's web team operates under the supervision of the Office of the Deputy Secretary.
HUD's Homes and Communities Web Site has a vast array of resources for nonprofits,
conveniently consolidated in a Nonprofit Center, available right from the front page of
the web site (http://www.hud.gov/nonproft.html). HUD's Nonprofit Center provides
"one-stop shopping" for nonprofits. It contains announcements of current grants
available; comprehensive descriptions of various funding programs both from HUD and
from other federal and private sources; access to HUD's online compendium of
handbooks, forms, and other official documents; and links to a number of outstanding
web sites for nonprofits. It also features information on corporate/community
involvement, online discussion rooms where nonprofits can share ideas and problems,
and databases and online systems that permit nonprofits to do work. Users can locate
HUD contacts by using the searchable HUD phone book, and they can find good ideas
that might be replicated in their own communities by searching the Best Practices
database, which is comprised of more than 3,000 best practices from around the country.
Office of the Secretary
Center for Community and Interfaith Partnerships (Center)
The Center updates its web site monthly. The Center has one staff person who spends
approximately 30% of her time on web-related activities. The Center's web site includes
past newsletter issues, information on best practices, legal guidance on separation of
church and state issues and HUD programs, and information about Center-sponsored
conferences and other events. The Center's web site is linked to HUD's "Nonprofit
Center" that pulls information of interest to nonprofits throughout the HUD web site onto
one page.
Office of Intergovernmental Relations (OIR)
OIR's web site, accessible from HUD's web page, provides information specifically for
nonprofits to use, such as information on HUD's competitive grant programs, press
releases, Calendar of Industry events, links to several nonprofit sites, HUD daily news,
and information on HUD field offices throughout the country.
65
Office of Community Planning and Development (CPD)
CPD maintains a web site that provides detailed program information. Among other
things, the HOME web page, www.hud.gov/cpd/home/homeweb.html, provides access to
program policy guidance, program model guides, and TA contacts. Web-based HOME
Program training products specifically designed to assist nonprofit housing developers
are currently under development.
Office of Fair Housing and Equal Opportunity (FHEO)
FHEO has a web site, accessible from HUD's main web site, that is available to the
public. It contains general information; e.g., about the FHIP program, how to contact the
document clearinghouse, or how to file a complaint. FHEO does not participate in the
Nonprofit Gateway Site.
Office of Housing/Federal Housing Administration (FHA)
Information about Housing/FHA programs is provided on the web and is available to all.
Office of Policy Development and Research (PD&R)
PD&R's Office of University Partnerships' web site (www.oup.org) is useful to all the
potential partners in university-community partnerships, including local government and
community-based nonprofit organizations, and national nonprofit organizations with local
affiliates.
PD&R does not rely upon the web site to disseminate information concerning the conduct
of research, demonstrations, evaluations, or monitoring.
Office of Public and Indian Housing (PIH)
The information provided by PIH via web pages, broadcasts, publications, etc. is not
provided specifically for nonprofits, but is available to nonprofits and the public at large.
Specific information may be targeted to nonprofits when PIH delivers that information
through the meetings and conferences sponsored by nonprofits.
Office of Lead Hazard Control (LHC)
LHC has a Webmaster who is responsible for keeping web site information current. LHC
has a link to Nonprofit Gateway on its Web site.
66
C. What changes would you suggest to improve communications with nonprofits?
Office of the Secretary
Center for Community and Interfaith Partnerships (Center)
The Center is exploring the ways in which it can increase reliance upon email to reduce
the cost, and thereby, increase the level of communication with Center constituents.
Some technical support in this regard could be useful.
Office of Community Planning and Development (CPD)
HUD could hold more satellite broadcasts and workshops specifically for nonprofits. The
Annual Progress Report (APR) is an excellent tool for identifying the accomplishments
of each grantee. The APR is a reporting system which Field staff tracks supportive
services, the type (s) of housing provided and barriers encountered by the grantee during
its grant funded year (s). Once the report is referred to Headquarters staff, the information
is analyzed and complied for projecting national housing trends, projections for budget
requests to Congress and conducting on site visits to localities where technical assistance
is needed. A suggestion for improving the APR is to award grantees an incentive,
(example: a HUD News Release as Grantee of the Year) for reporting on time, timely
disbursement of funds for the project and state of the art management techniques.
Office of Fair Housing and Equal Opportunity (FHEO)
FHEO has two major programs designed to attack housing discrimination. The Fair
Housing Assistance Program (FHAP) provides Federal funds to support a network of
State and local governmental fair housing enforcement agencies that administer laws
which are substantially equivalent to the federal Fair Housing Act. The Fair Housing
Initiatives Program (FHIP) funds a broad cross section of private/public, for
profit/nonprofit organizations and agencies that carry out enforcement (including private
litigation), provide education and outreach activities, and monitor the activities of
developers and real estate companies for compliance with the Fair Housing Act.
FHEO, in partnership with the Office of Public and Indian Housing (PIH), administers
the regional opportunity counseling program (ROC) where Section 8 voucher recipients
receive counseling on housing opportunities so that they may make an informed choice
on where they want to live. Public Housing Authorities (PHAs) participating in ROC
partner with nonprofit organizations to provide the counseling.
FHEO should join in the Nonprofit Gateway. In addition, FHEO should link its web site
with the Nonprofit Gateway. HUD staff and the nonprofit organizations must be trained
on its use. FHEO also needs to cut through some bureaucracy in order to respond to
67
problems and questions more quickly. DGMS, when fully implemented, will
significantly help in this effort.
Competition
A. To what extent does the department/agency require nonprofit participation in
the delivery of services?
Office of the Chief Procurement Officer (OPC)
HUD contracting activities are conducted under the Federal Acquisition Regulations
(FAR), which require full and open competition. HUD seeks the services of all capable
sources, including nonprofits, to participate in supporting the HUD mission. Nonprofit
organizations are invited to participate along with other sources and are evaluated
according to the merits of their proposals. If a particular organization possesses
capabilities which are unavailable elsewhere and are essential to the performance of the
contract work, contracting may be conducted with that source, without requirement for
competition. Another exception to the requirement for competition is when contracting
with a particular source is required by statute (e.g., National Academy for Public
Administration, or to a qualified nonprofit agency employing people who are blind or
have other severe disabilities, pursuant to the Javits-Wagner-O'Day Act). Nonprofits, as
well as large businesses and other sources, are excluded from competition when the
solicitation has been set-aside for small, or small disadvantaged businesses pursuant to
law and regulation. In some cases, nonprofit organizations are selected as the best source
on the basis of their proposal in response to a competitive solicitation. HUD currently
has 22 active contracts with nonprofits with total obligations in the amount of
$15,716,000 (including 5 contracts with educational institutions with total obligations in
the amount of $385,000).
Office of Community Planning and Development (CPD)
CPD requires extensive nonprofit participation in the delivery of the services funded by
its programs. For example, CPD strongly encourages participation from various groups
to assist EZ/EC's in implementation of their Strategic Plans. These groups include:
Community Development Corporations (CDC's), nonprofit social service providers, etc.
The HOME Program statute requires each State or local grantee to set aside 15% of its
annual HOME allocation for use by nonprofits that qualify as community housing
development corporations (CHDOs). In the Rural Housing and Economic Development
program, the grantees must either be local private nonprofit organizations or state or
regional public nonprofit agencies or organizations.
68
Office of Fair Housing and Equal Opportunity (FHEO)
All grantees must deliver services on schedule in accordance with the Grant Agreement.
If products and/or services are not delivered according to schedule, grantees are asked to
justify the delay and to provide a target date of when products/services will be delivered.
In addition, payments are not made to the grantees until the performance reports are
reviewed to ensure that grantee performance is at the acceptable level and meets the
conditions of the grant.
Office of Housing/Federal Housing Administration (FHA)
The Office of Housing/FHA has several grant programs for nonprofits. There is a grant
program for nonprofits to provide subsidized housing to the poor elderly and people with
disabilities. The Office of Housing/FHA also provides grants to nonprofits to provide
housing counseling services to first time homebuyers.
Office of Policy Development and Research (PD&R)
For the Office of University Partnerships, the level of participation by nonprofit
organizations in OUP grantees' partnerships is the product of local decisionmaking and
local relationships.
Office of Lead Hazard Control (LHC)
As part of the application for lead hazard control and healthy homes initiative funding,
prospective grantees must include a plan to involve community-based organizations in
their approach. They are also rated on their ability to leverage local resources in carrying
out their program. Although these requirements do not specifically require nonprofit
organizations to be a part of the plan, nearly all plans do include such organizations.
Office of Field Policy and Management (FPM)
Each of the field offices maintains its own web site linked to the main HUD web page.
The field offices' web pages include information about local contacts, conferences and
initiatives.
69
B. Please provide examples of contracts/grants/services that your agency formerly
provided through nonprofit contractors/grantees but that are now provided by
for-profit grantees/contractors. Why did this change occur?
Office of the Chief Procurement Officer (OPC)
The Office of the Chief Procurement Officer is not aware of any such instances. If they
do exist, it most likely would have occurred in a situation where a nonprofit incumbent
contractor competed unsuccessfully for a follow-on contract that was then awarded to a
for-profit concern.
70
Sample Invitation List break-out
Co-sponsors
15
Youth/parent diads
20
Speakers
10
National nonprofits
40
Corporations
10
Foundations
15
Religious
5
Educators
15
Researchers/academics
20
Grassroots organizations
20
Internal
VP
10
HRC
10
POTUS
10
Leg
15
Cabinet
5
Intergovt'l
15
Misc.
10
TOTAL
255*
*assumes only limited subs when someone regrets, and that we will have about a 2/3 uptake rate