NACCED 2009 Award Winners
Affordable Housing Award
Greenville County Redevelopment Authority
Energy Star Construction Program
In September 2007, Greenville County Redevelopment Authority Board and staff were
concerned about the high cost of utilities and operating a homes for GCRA homeownership
applicants. In March 2008, the GCRA Board approved that new and rehab homes would be built
or improved to the Energy Star standard. GCRA and its partners have built over 30 new homes in
the past year that meet the standard and homeowners and tenants report lower utility bills in
comparison to other homes in the area.
Also in September 2007, gas prices was continuing to rise at a steady pace increasing to as high
as over 3.50 per gallon of regular fuel oil in the fall of 2007. The gas prices at the pump had an
immediate effect on families meeting GCRA's affordability criteria. Families were spending
more on fuel cost to get to work, purchase groceries, and limited income for basic living
expenses. The affordability of homeownership began to be out of reach for most families
because of the increase in utility and basic living cost.
The GCRA Board and staff began to discuss the long-term affordability of owning a home.
Included in the discussion was the need to create homes that were more sustainable and less
costly to own and operate. The agency then began to explore methods for reducing the
construction cost of homes to reduce the mortgage amounts. Efforts to reduce the construction
cost were limited and rising construction cost was fueled by material demand and increasing fuel
cost. It was decided after reviewing several options, including attempts to reduce the
construction, to review making newly constructed homes more energy efficient.
One of the challenges reviewed was the ability of contractors to build homes according to the
new energy efficiency standard if adopted and explaining the requirements of maintenance to
The initial results of the program were presented to the GCRA Board in March 2008. The initial
success of the program prompted the GCRA Board to require that all newly constructed homes
and all owner-occupied rehabilitation meet or exceed the Energy-Star standard. The Board was
aware that owner-occupied and purchase-rehabilitation and resale units would be difficult to
retrofit and meet the standard. The GCRA Board requested that staff make every effort to meet
the standard with any new products or construction process installed in the homes that were
owner-occupied or purchase-rehab for resale. The GCRA Board also required that all new units
constructed, by partner organizations, with funding from GCRA meet the Energy-Star
requirement as well.
Since the initial approval by the Board, GCRA has built over 30 new Energy-Star certified
homes. Staff noticed an immediate effect in the attic areas were foam insulation and heat barrier
was installed. In most homes, the attic space daytime temperatures can reach up to 120 degrees
Fahrenheit. In all homes constructed, the attic temperatures did not exceed 80 degrees Fahrenheit
or no more than 10 degrees above the temperatures in the insulated bedrooms rooms with no air
condition system in operation.
HOME Investment Partnership Program Award
Fairfax County Department of Housing and Community Development
Partnership for Permanent Housing Program
Fairfax County's Partnership for Permanent Housing (PPH) is a successful model for moving
homeless households into permanent housing by creating a foundation of sustainable self-
sufficiency. The objective of PPH is to assist homeless families living in shelters address
challenges that can prevent them from attaining stable housing and self-sufficiency with the goal
of moving them into homeownership. PPH is a collaboration between Fairfax County's
Departments of Family Services, Housing and Community Development and three local non-
profits: New Hope Housing, Northern Virginia Family Service and Reston Interfaith. PPH serves
as a component to Fairfax County's Plan to Prevent and End Homelessness.
In January 2009, there were 1,730 homeless persons in Fairfax County, more than
60% of those persons were in families, and 64% of adults in those homeless families were
employed. Monthly average rent for a one-bedroom apartment in the county is $1,134, requiring
a family to earn approximately $22 an hour to be able to afford the rent. 82% of homeless
families in the county earn less than $14.74 an hour.' Low incomes and high housing costs make
it difficult for homeless families to secure stable housing in the county. Homeless families often
face other challenges as well such as domestic
PPH provides a comprehensive package of services to assist those in greatest need in the Fairfax
community: homeless families faced with several challenges to overcome before achieving self-
sufficiency and breaking the cycle of poverty. PPH focuses on all contributing factors to
homelessness and addresses those issues each in turn with an aggressive supportive approach
that is producing highly successful results. At program entry, close to half the participating
families (42%) cited domestic violence as their main reason for homelessness. Several families
were struggling with learning disabilities and/or depression. Past traumatic relationships also
made it difficult, initially, for some participating families to open up to their case managers in
sharing sensitive information or deferring to them on financial matters.
In the first two years of the program, one lesson that has been learned is that homeownership
may not be an attainable goal for all participating families within the five-year time frame. Some
will require additional time and services to reach that goal; however, these households are still
successfully moving along the path to maintaining stable housing through rental options and
increasing overall self-sufficiency.
PPH serves as a tested and successful model for public-private partnerships working together to
address complex social issues. The program not only takes on the issue of homelessness, but also
life issues which often prevent a family from achieving selfsufficiency, such as divorce,
domestic violence, cultural assimilation and creditldebt management issues. It is a full-scope
approach to assisting families in achieving and maintaining their household's self-sufficiency.
The program innovatively combines the resources of both the public and private sectors to
empower families in breaking the cycle of poverty.
Homeless Coordination/Assistance Award
Clark County Department of Community Services
Clark County Homeless Engagement Collaboration
The Clark Homeless Engagement Collaboration (CHEC) employs a housing first model to hard-
to-serve individuals living on the streets or in encampments and for individuals re-entering the
community from jail andlor hospitals. The innovative CHEC program is utilizing an evidence-
based practice model (Program for Assertive Community Treatment) to assist individuals living
in encampments and individuals reentering the community obtain immediate housing. The
CHEC program is expanding the housing capacity through landlord outreach and education. In
the first year I0 I individuals who were homeless received housing through CHEC (49
individuals were living in uninhabitable areas, 52 re-entered from jail or hospitals).
According to the Clark County I0 year plan, in the 2007 one-day count, 1,392 people were
homeless in Clark County Washington. Of those people counted in 2007, close to
30 percent were unsheltered - on the streets, in parks, sleeping in cars, or doubled up with family
or with friends. This plan identified providing 'Housing First' and assistance to individuals 'Re-
entering' the community as high priorities. In the fall of 2007 the Clark County Department of
Community Services (DCS) submitted an application for funding to the Homeless Grant
Assistance Program operated under the aegis of the Washington Department of Community,
Trade, and Economic Development (CTED).
The proposal entitled Clark Homeless Engagement Collaboration (CHEC) was designed to
address the needs of the most vulnerable segment of the homeless population in Clark County-
those living on the street and in encampments, those with mental health and or substance abuse
disorders, and individuals coming from jail and state hospitals
During CHEC's inaugural year significant advancements have been made in Clark County's
ability to support homeless individuals to find and maintain housing. Additionally new
relationships have been formed and policies and practices implemented to improve the efficiency
and efficacy of services provided to residents of Clark County who have very low incomes.
Individuals and families are now housed, new rental units for individuals with very low incomes
have been identified and are under contract, and collaboration between formal and informal
stakeholders has occurred. The above is from the Clark Housing and Engagement Collaboration
Evaluation Re~orbty the Institute for Community Inclusion, University of Massachusetts Boston.
The CHEC Outreach Team's collaborative efforts during the first year of the project are
important to highlight. This group was responsible for working directly with residents in the
encampments to target chronically homeless individuals identified by the Vancouver Police
Department and SHARE, Inc. to move into housing. Progress towards the goal of reducing
encampments has been made. All of the individuals who have received housing had moved from
an encampment to housing provided through CHEC. Ten encampments sites have been
identified and residents have been targeted for CHEC services.
Loudon County, Department of Family Services
Loudoun County Emergency Homeless Shelter
The design team consisted of public-input sessions via the CDBG process, the Planning
Department, the Department of Construction and Waste Management, the Department of Family
Services, plus the input of the current program operators (Volunteers of America and the
Salvation Army). Consistent with the CDBG goal to provide and maintain affordable housing
and prevent homelessness, the design team had several objectives:
1. To design, construct and operate a new Emergency Homeless Shelter which serves families,
couples and single individuals 24 hours a day, 7 days a week.
2. To provide holistic/intensive case management services to end the cycle of homelessness.
3. To utilize state of the art energy and maintenance efficiencies to achieve longterm savings.
The efficiencies were ‘designed-in’ vs added-on.
4. To site the facility in a more convenient location to reduce transportation outlays shuttling
clients from downtown to rural facilities.
A careful look at the existing situation, the desire to improve the quality of services, find a more
centrally-located bus-route location, and reap savings and efficiencies both in terms of operating
the programs and achieving maintenance and energy efficiency were also key objectives.
Both the family shelters and the single men’s shelter were lacking capacity. The new facility will
enable the County to serve a minimum of 75 additional clients yearly. The location is along
public bus routes that enables clients to get and hold jobs, utilize community services, attend
schools, social and religious activities.
The total cost of the Emergency Homeless Shelter project was $2.3 million. County tax dollars
were the primary source of funding for this project and resulted from a careful review of many
competing projects typical of a county undergoing rapid population growth (schools, public
facilities, public services, fire and rescue and safety). The urgency of the Emergency Homeless
Shelter came as a result of an expanding landfill within close proximity (across the street on rural
Woods Road) from the existing family homeless shelters coupled with a need for additional bed-
space and a permanent location for a single men’s shelter (which was operating in a non-optimal
leased rural facility) and the day-time drop in center which receives almost 400 visits monthly.
The model for the innovative design and construction of Loudoun County’s new
Emergency Homeless Shelter can be replicated by most communities trying to best serve their
homeless populations. The project was founded on collaboration and the recognition of needs
and opportunities to design an energy-efficient multi-use facility for the long-term best interests
of the community. The project is an excellent example of federal-local partnerships and provides
a maximum return on investment.
Los Angeles County, CA
The Community Development Commission of Los Angeles County launched the Los Angeles
Business Owner Outreach Support and Training (LABOOST) Program to replace an
underperforming business incubation program. LABOOST, an innovative entrepreneurial
training program that assists small businesses succeed through skill development and direct
counseling, is offered in two five-month phases. During phase one, participants plan, then launch
their business concept before the completion of the session. During the second phase,
participants execute a business growth and expansion plan. Each segment starts with an
immersive "BOOST" Camp that provides immediate results. Since the program's inception, 58
participants graduated from LABOOST.
LABOOST provides small business training at LASW delivered by entrepreneurial experts in
incubation. Through LABOOST, emerging small businesses receive professional training,
outreach, counseling, and advisory services.
It was important to devise a program that would make best use of the training dollars. The
program was designed to provide an immediate deep immersion into entrepreneurship as
Two programs are offered: one for new businesses, and a second follow-up program for
businesses entering a growth period.
Each program is limited to only 10 select cohorts.
Each program begins with a hands-on kick-off "BOOST Camp" lasting a day and a half to
immerse the clients and provide information and education that can be used immediately.
Each program is five months long.
During the five months, each participant receives 2 one-on-one sessions with an experienced
small business counselor.
Once a month, there is an education workshop that provides useful business tools that can be
Once a month, all entrepreneurs gather as a community to help each other for a discussion
facilitated by one of the trainers.
One of the key ingredients unique to the LABOOST program is accountability. As a requirement
for the LABOOST program, each participant is given mutually agreed upon homework and goals
to accomplish for the next meeting. Each participant signs a document stating that they agree to
complete this work, or they may be removed from the program.
The cost to operate the AWBC averaged $547,000 per year over the last seven years of
existence. This includes the facility's annual building leasing cost of approximately $195,000.
The total of AWBC expenditures for the life of the project, including tenant improvements and
on-going support, was $4.7 million. Serving the small business, low/moderate-income clientele
meant that the rents charged to AWBC tenants had to be below market. After accounting for rent
and other revenue, the total CDBG subsidy averaged $509,000 per year.
NACCED 2010 Award Winners
Redevelopment Incentive Grant Program
The need to redevelop areas of Dakota County (the third largest county in Minnesota) continues
to grow as its cities become more mature and urban. Financial resources for redevelopment
projects; however, have become more constrained and the costs associated with acquiring
property and cleaning up contamination have increased. To address this need, the Dakota County
CDA Redevelopment Incentive Grant Program was created in 2006 to provide local financial
assistance to cities for their redevelopment goals. The program has a secondary goal of
promoting the development of affordable housing. To date, over $2.5 million has been awarded
to 19 redevelopment projects/plans.
Dakota County, Minn. (pop. 398,487) is comprised of first, second and third ring suburban
communities including 11 major cities, 10 small cities and 13 rural townships. Of the major
cities, three are fully developed, two (the largest cities) are nearly fully developed and four
communities with room to develop have older core areas that are more than 100 years old. While
the need for redevelopment continues to grow, the available resources have declined or have
been eliminated. Funding for the federal Community Development Block Grant (CDBG)
Program had been declining in real and inflated dollars since 2001. At the state level, the story is
very similar for redevelopment initiatives funded by the Minnesota Department of Employment
and Economic Development. Additionally, Tax Increment Financing, a once dominating tool for
redevelopment, became much more difficult and restrictive to use. At the same time, the Dakota
County Community Development Agency (CDA) found it increasingly more difficult to site
affordable housing while the need continued to grow. According to a study on the need for
affordable workforce housing, Dakota County needs to add an additional 8,100 units of
affordable rental workforce housing by 2020 to keep up with job and population growth.
All this combined urged the Dakota County CDA to create the Redevelopment Incentive Grant
Program earmarking $1 million annually from the agency’s general fund. The program was
developed over a period of three months and accepts applications on an annual basis each
December. Funded applicants have 18 months to complete the funded activities. Funding is
available to cities within Dakota County.
The Dakota County CDA developed the program, provides on‐going administration (including
annual Request for Proposals and compliance monitoring of grantees) and considers annual
renewal funding for the program during budget season. Initial approval to create the program
was obtained by the Dakota County CDA Board of Commissioners.
The City of Tucson and Pima County collaborate to offer one Homeless Prevention Rapid Re-
Housing (ARRA) Program for the area called Project Action. Critical elements are accessibility,
utilization of all community resources, coordination of efforts, responsiveness to individuals’
needs and targeted services to rural communities. Intake is held on-site in rural areas,
individuals access information via a web-based portal and on going oversight occurs through
data evaluation and advisory community overview.
Pima County is in the south central region of the state of Arizona. Population is concentrated in
and around the second largest city of Arizona, Tucson. Approximately 600,000 people live in
the urban area of Tucson. Pima County is 9,184 square miles and most is rural, with small
populated towns. Pima County’s rural communities are located up to 140 miles from the major
population areas. Pima County’s unemployment rate has been between 9.3 and 9.8 for the last six
months. Households in Pima County are experiencing a foreclosure rate of 6 to 12 %. Household
members are finding themselves near homeless or living in their cars.
The City of Tucson’s Department of Housing and Community Development received an HPRP
award of $2,534,340. Pima County’s Department of Community Development and
Neighborhood Conservation received an HPRP award of $1,063,430. The City of Tucson and
Pima County decided to collaborate and offer one HPRP program for Tucson and Pima County.
City and County formed a 12-member Design Group made up of experts familiar with low-
income and homeless populations and local services. The Design Group was asked to
recommend a general design for HPRP services in Tucson and Pima County. The group held five
meetings and produced recommendations that were presented at a public stakeholder meeting in
Funding from the American Reinvestment and Recovery Act (AARA) presents an opportunity to
prevent homelessness and re-house the recently homeless. Individuals and households who find
themselves in a sudden and significant financial difficulty and meet the eligibility requirements
receive financial assistance in the form of rent, deposits, utility assistance and deposits,
temporary shelter, and moving and storage assistance. Financial assistance and case management
is provided up to 12 months. Each household defines their goals in order to reach housing and
finance stability. Individuals are required to attend financial education classes and provide a job
seeking log to continue receiving financial assistance.
The Homeless Prevention and Rapid Re-Housing Program local name is Project Action. Services
were design through the combined contributions of community service providers and staff who
implement the program. Project Action is committed to reach rural and isolated populations of
Pima County through a “Circuit Rider” who conducts outreach and provides intake at a
convenient location for the participant. Southern Arizona Legal Aid landlord/tenant attorney
refers clients and intake occurs on their site. Once participant is eligible, direct finance service to
the third party is provided in one to two days. Participants are encouraged to access existing
services through the web site and referrals from Outreach Specialists. All activities are
documented through the Homeless Management Information System (HMIS). HMIS system data
provides an evaluation source, phone logs, web site hits, exit surveys, consumer input and staff
interviews are analyzed for program modification. Project Action oversight committee meets
quarterly to review program activities and process and provide suggestions to improve program
delivery and sustainability.
Chancellor Manor, a 200 unit development originally constructed in 1972 and the largest
Project‐Based Section 8 housing development in Dakota County, Minnesota, was in dire need of
a major facelift and new management. In stepped Community Housing Development
Corporation (CHDC), one of the largest non‐profit providers of affordable housing in the state,
who acquired and substantially rehabilitated the development and in turn preserved this
affordable housing resource until 2029. The overall goals were to improve the development’s
image and create a more positive community for the residents by providing services to support
the diverse population.
Chancellor Manor is located in Burnsville, the largest and nearly fully‐developed city in Dakota
County, Minnesota (pop. 398,487). The development is home to a large immigrant population
and the majority of households (nearly 80%) have incomes below 30% of area median income.
Over 75% are of African descent, 15% are Caucasian and the remainder is African American,
Asian and Native American.
All of the 200 units are income‐targeted, rent‐restricted. Income limits for all units is 60% of area
median income (e.g. $50,400 for a household of four); however, most (186 of the 200 units) have
rents restricted to 50% of area median income ($42,000 for a family of four). Project‐based
rental assistance is provided for 196 of the 200 units through a contract with the U.S. Department
of Housing and Urban Development. Additionally, 10 units have been designated as long‐term
Chancellor Manor had a history of security problems and high volume of police calls which
affected the public’s image of the development. In 2000, City officials put together a plan for
improvements to the quality of life at Chancellor Manor including recommendations for physical
improvements related to site lighting, elimination of some interior garages, landscaping, signage,
better management and enforcement of rules related to curfews and visitor behavior.
Since then, it was the goal of many local units of government to come up with a solution for
Chancellor Manor that would update the exterior of the buildings and ultimately garner a sense
of community from residents to take pride in their homes and feel safe. With scarce rental
assistance resources available in the county, preserving this Project‐Based rent assisted
development was imperative. No new construction of affordable housing would ever be able to
provide 200 units of affordable housing at one location in the county.
On average residents pay $255 towards their rent. In comparison, the average two‐bedroom
private rental unit in Burnsville goes for $921, an amount clearly out of reach for the households
served at Chancellor Manor. The biggest challenge wasn’t in the rehabilitation of Chancellor
Manor, but rather in the ongoing challenge of creating a new public image of a large affordable
housing development. The key in combating the negative public perception was to have new
ownership and management that were committed to providing affordable housing and had a
long‐term track record of being successful.
HOME Investment Partnerships Program
Fox Commons Townhomes and Edgewood Park Improvement
The Fox Commons Townhomes and Edgewood Park Improvement project is an example of how
a residual parcel left over from a highway construction can offer real community development
opportunities in the way of providing 35 affordable townhomes, and a driveway and parking lot
that now allowed for access to a lower level of an existing park, to allow for the construction of
two new youth soccer fields in a community where soccer is an avid community sport.
The need for affordable housing has been apparent in Westchester for decades. The latest
Affordable Housing Needs Assessment for Westchester County, done by the Center for Urban
Policy Research at Rutgers University in 2004 found that there was need to for government to
create 10,768 units of affordable housing to meet the County’s current and expected need
through the year 2015.
New York State law specifically limits the legal authority of Counties to actually build housing.
The County’s only recourse was to provide innovative funding to housing developers and non-
profit housing agencies to provide needed housing production. Prospective homeowners are
frequently priced out of the market. For example, the median home price in the County is well
over $600,000 for the first half of 2010, down from a previous high Median Sales price of
$730,000 in 2007.
Additionally, in a village of only just over 2 square miles, with the second highest per square
mile density in the county (over 11,000 people per square mile), soccer is a very popular sport of
the residents. In 2006-2007, the Village and County worked together in to convert a large
baseball field at nearby Columbus Park to an adult soccer field that is now used by hundreds of
residents each week. But the Village still needed additional resources for youth soccer.
When the Village was able to identify a 2+ acre residual parcel that they owned from when
Interstate 95 was built, the Village was receptive to offering the site by RFQ for affordable
housing, and with the help of the County’s Landscape Architects was able to envision the
improvement of Edgewood Park with access through the housing development.
Senior Safety Grant Program
As our population ages and life expectancy increases, many senior citizens are becoming victims
to the unsafe conditions in their residences, such as a lack of fall prevention devices To address
this growing problem, the Senior Safety Grant Program was created in 2007 as a pilot with the
Cuyahoga County Department of Development, the Cuyahoga County Board of Health and the
City of Garfield Heights As a result, three years later the Program is countywide and has
provided fall prevention upgrades to nearly 500 homes in 20 communities
More than one-third of the elderly (65 or older) fall in the home annually, and by the age of 80
the risk of falling increases to 50% While only 30% of all falls result in physical injury, these
falls are a common occurrence leading to a diminished quality of life, social isolation and
placement into a long-term care institution Unintentional injuries associated with falls are the
fifth leading cause of death in older adults with 75% of the deaths occurring in 13% of the
population aged 65 and older Although the greatest impact of fall-related injury is in human
suffering and loss of life, the financial costs are staggering
The total direct cost of all fall related injuries is expected to reach $32 4 billion by 2020
According to the Centers for Disease Control (CDC), one of the leading causes of deaths for
adults 65 and older is unintentional falls In addition, once an individual falls they develop a fear
of falling, which contributes to an increased risk of falling again in the home Unfortunately, most
falls occur at standing level (tripping on a carpet) and during routine activities
The opportunity to develop the Senior Safety Grant Program became a reality when CDBG funds
became available The collaboration between the Department of Development and the Board of
Health was an extension of the existing collaborations on the Lead Safe Cuyahoga Program and
Cuyahoga County Place Matters Initiative Staff met to discuss the most efficient and effective
manner in managing the program; it was determined that the program would initially be limited
to one community This would allow the agencies to gage the demand Once determined,
replication with other communities could be further explored The objective of the Senior Safety
Grant Program is two-fold: create a safe living environment for the elderly living at home
through providing them with a home safety assessment and necessary home modifications, and
increase awareness of fall prevention in the home by educating homeowners, senior center staff,
and residents The ultimate goal is to reduce falls in the home
The city of Garfield Heights was chosen as the pilot community due to its size, aging population,
and their active involvement and understanding of the Department of Development's programs
The participants, which were identified by the City , were individuals that met the County's low-
moderate income guidelines per CDBG requirements, and individuals the City felt could benefit
most from the program The Program also filled a critical gap between two established aging
programs offered by the Cuyahoga County Board of Health; the Home Injury Prevention
Program (HIPP) and a Matter of Balance The HIPP program takes a diagnostic approach and
provides educational information, a home safety assessment and when possible, home
modifications Due to lack of funding, home modifications were often unable to be made and the
program later became focused solely on risk assessments and fall prevention education The
second program, A Matter of Balance, is an educational class for local agencies or groups that
are interested in learning more about fall prevention Individuals attend two 8-hour training
sessions regarding how they can prevent themselves from falling via exercise andlor simple
changes in the home
NACCED 2011 Award Winners
Dakota County Community Development Agency, MN
Meadowlark Townhomes, an affordable workforce housing development located in Lakeville,
Minnesota, was 10 years in the making after the Dakota County Community Development
Agency acquired a brownfield redevelopment site that was a former city dump. After the
removal of over 27,000 cubic yards of contaminated soil, complete site remediation and
construction, Meadowlark is now home to 40 households with average incomes of $30,000 who
work in the service sector. Brownfield redevelopment can be expensive to finance and funding
from local, state and federal agencies was key in turning an eyesore into a neighborhood jewel.
Ramsey County, MN
Birmingham Place Structured Independent Living for Veterans
Ramsey County used Neighborhood Stabilization Program (NSP) funds to acquire and rehab a
foreclosed property that had been functioning as an illegal duplex. The property was ideally
suited for structured independent living with 5-6 bedrooms, large open living areas, 2 kitchens, 2
baths and an expansive back yard. The County worked with the Minnesota Assistance Council
for Veterans to develop Birmingham Place for transitional housing and supportive services for
veterans. Many of the improvements that brought the house up to health and safety codes were
completed with volunteer services of by local trade unions, and electrical and plumbing
King County, WA
Family Village at Issaquah Highlands
King County and the City of Issaquah began partnering many years ago to plan for a sustainable
community that would incorporate affordable housing in this area of the county where only
seven percent of the rental housing stock is affordable to low-income families. The City of
Issaquah donated land for affordable housing, King County was a major funder of the affordable
housing, and the YWCA of King County and a team of talented architects presented a winning
design for a sustainably planned affordable housing community.
HOME Investment Partnership Program
Westchester County, NY
Ossining TB Flats Affordable Condominium Complex
The former Ossining National Bank, built in 1873 and vacant for over 25 years, fraught with
blight and deterioration was an eyesore that impeded the revitalization of downtown Ossining.
The property is one of 37 in the Downtown Ossining Historic District, listed on the National
Register of Historic Places and zoned for mixed and commercial use. Westchester County
facilitated funding to preserve, rehabilitate and restore the building while providing 12 affordable
condominium residences: Ossining TB Flats. The development is a model for other older
communities to emulate, by re-adapting a highly visible and underutilized property to productive
Clark County, WA
Consolidated Diking Improvement District #2 Certification
Clark County, WA provided CDBG funds to Consolidated Diking Improvement District #2 to
meet the United States Army Corps of Engineers requirement that five percent of funding come
from federal sources. Clark County loaned the CDID $20,000 for the USACE to certify that the
levees meet the current standards and that the area is not within the 100 year flood plain. By
having the USACE prepare the certification instead of a private engineering firm, the CDID will
save approximately $1,685,000. Property owners will also save an estimated two million dollars
per year in flood insurance and additional building requirements.
Fairfax County, VA
Fairfax County’s philosophy is that affordable housing needs range from homelessness to
workforce. To refocus limited resources to address the continuum, the county developed The
Housing Blueprint, which has four goals: 1) ending homelessness in ten years; 2) providing
affordable housing for special needs; 3) reducing housing waiting lists by half in ten years; and
4) producing workforce housing to accommodate job growth. In FY 2011, 130 homeless
households received permanent housing; the housing authority constructed 90 senior housing
units; 365 households moved off waiting lists; and 97 units of workforce housing came online or
were sold to first-time homebuyers.