Wyoming Winds
September/October 2004
A publication of
The Wyoming Coalition for the Homeless
NASNA member
907 Logan Avenue
Cheyenne, WY 82001-5247
307-634-8499
fax: 307-634-9089
© 2004
email:  wch@vcn.com

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Wyoming Winds is published by the Wyoming Coalition for the Homeless, 907 Logan Avenue, Cheyenne, WY 82001-5247. phone: 307-634-8499; fax: 307-634-9089. email: wch@vcn.com Editors for this edition of Wyoming Winds is Virginia Sellner.

Views expressed in this publication are not necessarily those of the Wyoming Coalition for the Homeless, its staff or board.

Copyrights revert back to the author upon publication.

WCH is a 501(c)(3) all volunteer non-profit agency depending upon the community, foundation and corporate grants for funding. Donations may be mailed to 907 Logan Avenue, Cheyenne, WY 82001-5247. If you would like your donation to be used for a specific need please indicate this on your check. © 2003

**In accordance with Title 17 U.S.C. section 107, this material is distributed without charge or profit to those who have expressed a prior interest in receiving this type of information for non-profit research and educational purposes only.**

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October 8, 2004 Spaghetti Dinner and Chinese Auction

The first Spaghetti Dinner/Chinese Auction was a hugh success. We thank all of those that attended the dinner and particiated in the auction.

Special thanks go to
Dave Montoya, Capitol City Super Foods, Cole Center Safeway, Jo-Ed Produce, SouthWest Bingo Supply,

Thanks to those that cashiered, set up, cleaned up and ran the auction:
Betty Ann and Woody Absher, Bess Arnold, David McNulty, David Morea, Deborah Zimbelman, Ed Atchison, JoAnne Zimmerman, Kary Mack, Katherine Flandera, Millie Patzke, Montgomery Richards, Steve Eixenberger, Glenn and Denise Martin, and MOST OF ALL the kitchen crew Jim McKinnon and Rick Gano.

Thanks to the artisans donating to the auction:
Ann Leininger, Bess Anold, Brett Axel, C. F. Kelley, C. J. Box, Chip Carlson, Chip Rawlins, Christina Alexander, David Montoya, Dominick Parlapiano, Earl Janack, Ed Warsaw, Eric Lee, Gary Crook, Jeanne Mould, Jim Cathcart, Jim Rolf, Katherine Flandera, Larry Brwon, Melanie Alexander, Michael DeGreve, Michael Riversong, Rick Sellner and Todd Dereemer.

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Homebuying Q's and A's
U.S. Department of Housing and Urban Development
John Carson, Region VIII Director
Office of Public Affairs,
1670 Broadway, Denver, Colo. 80202
www.hud.gov
For further information contact:
Jane Goin (Phone: 303-672-5440)

HOW DOES THE LENDER DECIDE THE MAXIMUM LOAN AMOUNT THAT I CAN AFFORD? The lender considers your debt-to-income ratio, which is a comparison of your gross (pre-tax) income to housing and non-housing expenses. Non-housing expenses include such long-term debts as car or student loan payments, alimony and/or child support. According to the FHA, monthly mortgage payments should be no more than 29% of gross income, while the mortgage payment, combined with non-housing expenses, should total no more than 41% of income. The lender also considers cash available for down payment and closing costs, credit history, etc. when determining your maximum loan amount.

HOW DO I SELECT THE RIGHT REAL ESTATE AGENT? Start by asking family and friends if they can recommend an agent. Compile a list of several agents and talk to each before choosing one. Look for an agent who listens well and understands your needs, and whose judgment you trust. The ideal agent knows the local area well and has resources and contacts to help you in your search. Overall, you want to choose an agent who makes you feel comfortable and can provide all the knowledge and services you need.

HOW CAN I DETERMINE MY HOUSING NEEDS BEFORE I BEGIN THE SEARCH? Your home should fit the way you live, with spaces and features that appeal to the whole family. Before you begin looking at homes, make a list of your priorities-such as location and size. Should the house be close to certain schools? Your job? To public transportation? How large should the house be? What type of lot do you prefer? What kinds of amenities are you looking for? Establish a set of minimum requirements and a "wish list". Minimum requirements are things that a house must have for you to consider it, while a "wish list" covers things that you would like to have but are not essential.

HOW CAN I FIND MORE INFORMATION? Check HUD's web site at www.hud.gov. Another option to obtain more details is to call HUD's Home Ownership Center at 1-800-543-9378 and request customer service at extension 1005. Press partners, join our mailing list and receive news releases and other important information from HUD via e-mail. To subscribe, go to: Press Partners

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Ward Family Foundation to Conduct Survey of Safe Haven Programs

The Ward Family Foundation is preparing a survey to be distributed to safe haven providers this fall to collect information on the various components associated with operating these programs.

Safe havens fill a critical need in the system that serves people who are homeless and have mental illnesses. Unfortunately, little is known about how these programs operate, who they serve, what services they provide, what they cost to run, and how they are funded.

The survey's results will be summarized in a report that describes these issues and the strategies used to overcome challenges associated with running these programs. The report will be useful to both current safe haven providers and those wishing to start a safe haven program.

To maximize the accuracy and comprehensiveness of the survey's results, the Ward Family Foundation would like to reach as many safe haven providers as possible.

If you operate a safe haven program and want to ensure that your program is included in the survey, please send an e-mail to kjongeling@prainc.com with the program name, name of the operating agency, contact person, address, phone and e-mail address. To learn more see Safe Havens

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Wyoming Housing Network Inc. (WHN)
Executive Director Job Description

Mission of Wyoming Housing Network, Inc.
Wyoming Housing Network, Inc. is a newly incorporated nonprofit organization created to deliver planning, technical assistance and affordable housing services tailored to the needs of local communities. WHN strategies will respond to changing demographics, address gaps in the supply and condition of housing in various parts of the state, and empower and assist communities to create their own housing solutions. WHN will build partner-ships engaging local community leaders with public and private sources of financing and expertise at the local, state and federal level. Partnerships will assess and define the need and create sustainable models and lines of business through which to deliver products and projects. As a nonprofit entity, WHN may flexibly play multiple roles in the future (for example owner, developer, sponsor, funder, planner, technical assistance provider) and undertake varied housing strategies (for example, owner-rehab, multi-family rental, senior, special amenity, employer-assisted, subdivision, tax credit, infrastructure, downtown/second-story, etc.)

Organizational History
Wyoming Community Foundation, in consultation with the Wyoming Fannie Mae Partnership Office and Wyoming Community Development Authority (WCDA), Rural Community Assistance Corporation, along with communities around the state, felt that gaps existed in addressing the supply and condition of affordable housing in various parts of the state. This need was reinforced at the Governor's Conference on Affordable Housing in June, 2003. To enhance the prospects of long-term sustainability, sponsors requested support and technical assistance from Neighborhood Reinvestment Corporation in creating a nonprofit organization to address affordable housing and community development needs throughout the State of Wyoming. An Organizational Development consultant was hired in May, 2004 and a Coordinating Committee met in June to guide formation. On July 29-31, 2004 in Saratoga, Wyoming, a Partnership Formation Workshop brought together 45 leaders from around the state to form a nonprofit that could complement the work of the Wyoming Community Development Authority and the goals of the Wyoming Association of Housing and Redevelopment Officials in addressing affordable housing and community development. Since the Workshop, four development committees have been working to lay groundwork for the operational phase. Those committees focused on Strategy, Governance, Office & Personnel, and Marketing/ Resource Development. A formal incorporation meeting took place on September 28th at which time 40 members elected a 17 member Board of Directors representing the public and private sector in six geographical regions of Wyoming.

Strategic Priorities for Wyoming Housing Network, Inc.
The work of the Executive Director will be guided by four strategic priorities:

  • Finalizing a strategic plan to ensure an adequate, sustainable, and consistent revenue stream for the first three years of operation.
  • Promoting community-specific and requested affordable, accessible owner-occupied rehabilitation, single-family home-ownership, multi-family rental and senior housing.
  • Providing technical assistance and capacity building to enable communities to plan, finance, leverage resources and implement affordable housing.
  • Developing and fostering broad-based, long-term collaborative partnerships within communities across Wyoming.

Role and Relationship of the Start-Up Executive Director
The role of the Executive Director in a 'start-up' corporation is unique and perhaps the most critical decision impacting the sustainability and success of WHN over its first 3-5 years. The job of the first Executive Director is essentially to build an operation from the ground-up. In the course of raising operational and program dollars, building relationships, conducting strategic assessments and creating community strategies, and opening an office, the Executive Director will foster, work in partnership with, and report to an engaged Board of Directors. As the governing body of the corporation, the Board of Directors sets policy, develops and adopts a Strategic Business Plan to guide the organization's work and use of resources, helps leverage funding for operations and program, and evaluates the work of the Executive Director as well as the output of the organization. The Executive Director implements the Strategic Business Plan and is responsible for all matters related to day-to-day operations and the delivery of product and service to local communities. S/he safeguards, protects and promotes the image and interests of the Wyoming Housing Network, Inc.

Illustrative Examples of Executive Director Duties, 1st year
As the chief executive and operating officer of the new corporation, the Executive Director will work closely with board members to get the organization off and running consistent with the vision previously outlined. The Executive Director will communicate and rely upon input and assistance from the business community, local community leaders, local and state public entities and organizations in Wyoming related to the mission of WHN. During the first year, the Executive Director will concurrently assess needs and target program strategies, build revenue, cultivate partnerships, open an office, and plan for implementation of 1-2 projects during the last half of the year, likely focused on owner-rehab. The following illustrates the nature of the executive role in the first year: