User:L1Mason/Southeast Rural Community Assistance Project, Inc.

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Southeast Rural Community Assistance Project, Inc. (SERCAP)

Southeast Rural Community Assistance Project, Inc. (SERCAP) is a nonprofit organization based in Roanoke, VA who focuses on bringing water, wastewater, housing rehabilitation, technical assistance, training, and financial assistance to rural communities and low-income rural residents throughout the southeastern United States.

Mission Statement[edit]

SERCAP's mission is to improve the quality of life for low income residents by promoting Affordable Water and Wastewater Facilities, Community Development, Environmental Health, and Economic Self-Sufficiency.

History[edit]

Founded in Roanoke, VA in the 1960's, Southeast Rural Community Assistance Project, Inc. or SERCAP began as the Demonstration Water Project and operated as a program of TAP (Total Action Against Poverty). Low-income families in the TAP service area were bailing water from contaminated creeks and springs, catching rainwater in buckets, and buying water from local general stores in pop bottles. TAP sent outreach workers into rural communities surrounding the Roanoke Valley to survey and identify the areas most lacking in adequate access to water. They identified a minimum of 500 low-income families without ready access to clean, safe drinking water determining that access to water was still indeed a critical issue in the area.

In 1969 the Demonstration Water Project (DWP) was approved for a grant from the federal Office of Economic Opportunity (OEO) and spun off into it's own independent agency. From 1970 to 1975 DWP developed water systems in 10 rural communities using a simple methodology. Communities in need of assistance were identified and groups of community residents were organized to address their water issues. These groups of community residents went on to form a nonprofit community water company and were trained by the staff of DWP. DWP staff assisted these communities to develop water projects, including: obtaining financing, gathering the requisite official approval, and contributing engineering services. Once the water systems were completed, officers of the nonprofit corporation would manage, operate, and maintain the systems. They read meters, prepared and sent bills, and collected fees to assist with running the water company and repaying their loan to the Farmers Home Administration (FmHA). This was designed to keep rates low enough to be affordable to the low-income residents. In addition to the community facilities developed by DWP, the agency also helped many isolated rural families gain access to a safe water supply with individually owned wells.

Begining in 1974 DWP went into a transition period. The Community Service Administration (CSA) was urging the organization to begin additional projects and to expand its work statewide. This suggestion met with some reluctance on the part DWP. CSA turned once again to TAP and its Executive Director, Bristow Hardin, to make the suggested expansion a reality. In the meantime, Joe Van Deventer retired as DWP's Executive Director and J.C. Reynolds served as Acting Executive Director for several months. Following Van Deventer's retirement TAP became involved for a brief time in the administration of DWP and Hardin engineered the organization's expansion into a statewide agency aptly named the Virginia Water Project, Inc. To create the new statewide agency Hardin travelled with newly hired Executive Director, Don Schumacher, to Norfolk, VA to meet with Harvey Johnson, Executive Director of the Southeastern Tidewater Opportunities Project (STOP). Johnson agreed to assist and loaned Jackson C. Hall, Jr. as VWP staff for the eastern part of the state. Johnson, with Hall's assistance, set up a VWP office in STOP/s Suffolk Outreach Office, staffed by a secretary and Comprehensive Employment Training Act (CETA) workers. Then Hall hit the road, working his way up Route 460, developing projects along the way including: Isle of Wight, Waverly, Wakefield, Courtland as he moved from Norfolk to Petersburg. elaine Stinson, who came to VWP from TAP in 1972, was responsible for projects in the central and southwestern portions of the state. Between Hall and Stinson, the Virginia Water Project was now a statewide program.

A year or two following the completion of the initial 10 water systems, VWP began hearing from the residents of the communities who now wanted to be paid for their work with the water company. With rising energy costs and the need for keeping water rates low, the community water systems could not afford the additional expense. VWP asked the local governments to assume responsibility for the operation and maintenance of the water systems within their jurisdictions. Roanoke County took on the operation of the four systems within its boundaries and Roanoke City agreed to operate one of the systems. Five of the original 10 systems still operate independently today.

In 1977, Wilma Warren from TAP was hired as Executive Director on a six month contract. Later, she became the permanent Executive Director, a position she held until her retirement in 1992. Warren's mandate was to further expand the statwide agenda and to obtain funding for the many new projects. Thus began VWP's involvement with state government. Warren and others began to educate legislators and government officials baout the problems that existed and to seek state funding to assist alleviate those issues. The agency began providing legislators with statistics and case studies illustrating the seriousness of the rural water / wastewater problems in their districts. Then, in 1978, the Virginia General Assembly appropriated the first ste monies for VWP's work. The $100,000.00 state grants appropriation was administered by the Virginia Department of Housing and Community Development and provided funds to enable individual low income households to drill wells or to connect onto existing community water and / or wastewater systems. In 1986, the General Assembly provided its first appropriations of operating funds for the agency. In 1994, the Commonwealth of Virginia provided more that $890,000.00 for grants and operating funds for the 1994-1996 biennium. To expand it's services, VWP submitted a proposal for training and technical assistance funds to Dr. Astor Kirk, the Region III CSA Director. With this funding, VWP was able to train Community Action outreach workers and community organizations, thereby initiating the continuing working relationship between VWP, local Community Action Agencies, and community-based organizations. VWP's first statewide training workshop was held in Blacksburg, Virginia in September, 1977. From this beginning, VWP has developed a network of organizations concerned with water/wastewater service delivery and related issues. Today that network includes not only Community Action Agencies and other community-based organizations, but local governments, planning district commissions, state departments of social services, and other agencies of state government.

VWP's first RCAP program proposal was funded in 1979. In developing the regional program, VWP brought together the presidents of the state community action associations, the director of each state's Economic Opportunity Office, (which monitored federal OEO programs), and one additional CAA person per state to attend a meeting in Charleston, South Carolina. The states represented were Delaware, Maryland, Virginia, Noarth Carolina, South Carolina, Goergia, and Florida. Each state association designated a lead agency in its state. These lead agencies were responsible for facilitating VWP's technical assistance and training with the state, and also for developing a program to provide water / wastewater services to their state, as VWP had done in Virginia. VWP hired staff to work with the lead agencies throughout the region. Also in 1979, VWP received funding for a Small Town Emphasis Program (STEP). STEP was a federal program focusing on six rural initiatives identified by President Jimmy Carter - transportation, health, housing, economic development, waste / wastewater, and energy. VWP asked Virginia's Community Action Agencies and rural communities to submit a proposal to fund their biggest need, then provided grants of $40,000 - $50,000 to make those needs a reality. Once eastern Virginia CAA received funding for a much needed rural transportation program. A southwest Virginia locality used funds to attract a primary care physician to staff a clinic. The Maryland Rural Development Corporation, the Southeast RCAP lead agency for Maryland, was created with funds from the STEP program.

In his State of the Union Address to Congress in January 1982, President Ronald Reagan ushered in the era of public / private partnerships. The scarcity of government resources and the need to direct those resources to other areas made it imperative to look to business and the private sector to assist in meeting the needs of disadvantaged Americans. VWP took the President's message to heart and began seeking private funding to continue the work of bringing water and wastewater services to the rural residents of the Southeast RCAP region. In the next several years, VWP developed successful partnerships with private foundations and corporations. In 1982, a solid partnership was formed with the Ford Foundation which continues to this day. VWP received funding from the Ford Foundation for the Public / Private Partnerships Initiative. This program enabled VWP staff to develop successful fundraising skills, and to teach these skills to others in their network of organizations. In 1983, The Virginia Environmental Endowment funded VWP to produce A Handbook for Public Notification During Drinking Water Contamination Events a publication which ultimately was distributed to every locality in Virginia. This publication presented the steps that should be taken in notifying residents of drinking water contamination and the procedures to be followed. In 1984, VWP submitted a proposal to the Public Welfare Foundation for a groundwater protection program. The agency received a multi-year grant which was later funded by the Virginia Environmental Endowment and the Mary Reynolds Babcock Foundation. In the late 1980s, the scope of this program broadened to include solid waste management, with funding from Farmers Home Administration. Today the environmental programs of VWP continue to be growing focus for the agency as it assists small rural communities to creatively address environmental needs and comply with federal evironmental regulations. During 1983 and 1984, interest rates had risen so high that many rural communities were unable to borrow money to finance water systems. VWP developed a plan for a low-interest revolving loan fund to assist these small communities. The Ford Foundation Office of Program Related Investments agreed to approve the loan fund and to provide monies for its operation. This fund has been in existence for eight years and has enabled rural communities to finance needed water / wastewater systems for their residents. In July 1994, the loan fund was recapitalized through an approved $2 million application to the FmHA Intermediary Relending Program. In 1988, Virginia Water Project produced "Water for Tomorrow: A Report on Water and Wastewater Needs in Virginia" which compiled and presented the available data on existing water / wastewater facilities, and estimated the need for and cost of new and improved facilities for every Virginia locality through the year 2005. The development of this publication was funded by the Ford Foundation and the Virginia Environmental Endowment. Private foundation funds also enabled the development of the Community to Community Program which facilitated exchanges so that communities in need could learn from the residents of communities who had successfully implemented projects. Most recently, with funding from the Ford Foundation, the Mobilizing Resources program was created to provide training to meet the needs of rural communities and to empower them to address their problems and improve their quality of life. A Resource Advisory Committee was established to assist in the public / private partnership effort. Volunteers helped to identify potential funding sources for various agency initiatives, and to develop strategies for resource development and grogram support. This committee continues to offer its advise and guidance for the Community Exchange and Mobilizing Resources for Rural Change programs. In 1993, VWP's Volunteers for Communities Program was funded though the Appalachian Regional Commission (ARC), the W.K. Kellogg Foundation, and the Virginia Center on Rural Development (CORD). The program trains small rural low-income communities to identify their needs, their resources and host students' work on their projects. Students gain hands-on experience with poverty and often see their own relationsip to society in a new light. They realize they can affect poitive change in the world and remain active in volunteer work.

From the beginning VWP addressed not only the needs to bring water / wastewater and related services to low-income households and communities. It also has been concerned with bringing about social reform though its advocacy on behalf of the rural poor. In a nation where the plight of the inner cities is a constant picture on our television screens, the rural poor are largely overlooked and ignored by government. VWP realized early that true reform must involve government and people at all levels. Therefore, the agency has, developed relationships with government agencies and departments that are much more than the traditional relationships between a funding source and a grantee organization. These relationships have enabled VWP to influence state and federal policy on issues that affect the rural poor. Likewise, government agencies recognize the expertise which VWP staff have developed and seek their information and advice on dubjects of mutual interest. Federal government agencies with whom VWP has developed partnerships over the years include the Office of Community Services in the Department of Health and Human Services (HHS), Housing and Urban Development (HUD), the Environmental Protection Agency (EPA), the Economic Development Administration (EDA), the Farmers Home Administration of the U.S. Department of Agriculture, the Appalachian Regional Commission (ARC), and ACTION. At the Virginia state level, VWP works closely with the Department of Housing and Community Development, the Office of Community Services in the Department of Social Services, the Department of Evnironmental Quality (formerly the State Water Control Board), the Virginia Housing Development Authority, the Department of Natural Resource, the Department of Commerce and Trade, the Deaprtment of Health, the Virginia Resource Authority, the Virginia General Assembly, and the state offices of Farmers Home Administration and HUD. Virginia's local governments are willing partners in bringing water and wastewater services to their residents, providing critical infrastructure to projects which vastly improve the quality of life for residents of their communities. Local government-owned public utilities often agree to operate and manage community water/ wastewater systems and wells built with the assistance of VWP. With technical assistance from VWP, lead agencies in other states in the Southeast RCAP region have sought funding from their state legislatures and othe agencies. North Carolina, South Carolina, Maryland, and Florida have been successful in this effort to date. Governments and foundations are not the only partners VWP seeks in its efforts to provide advocacy and services for low-income individuals and communities. VWP also works closely with banks and others in the business sector, as well as churches and service organizations in the communities it serves. Virginia Water Project continues the development of public / private partnerships, not only because of the lack of adequate government funding, but because poverty and the environment are issues of concern to everyone. It will take the resources of all concerned - government, business, the civic and religious communities and private citizens - to adequately address these issues.

Community volunteers work with VWP in a number of ways. They run water systems in their communities, serve on VWP's Board of Directors, serve on committees including the Southeast RCAP Advisory Committee, the Loan Review Committee, and the Resource Advisory Committee. Community Action outreach workers are the arms and legs of VWP, organizaing community residents, taking applications for VWP grants, and assisting in the completion of applications to other agencies for loans and grants. These services are CAA's contribution to VWP's program. Without outreach workers, VWP services might be unaffordable to low-income households and communities.

In early 1972, OEO funded DWP to implement a national program to replicate the DWP program. A grant was approved for $6 million to be spread over a three year period. The National Project, funded through the Health Services Division at OEO, planned to identify Community Action Agencies (CAA) and other human services agencies around the country to play the same roles as TAP and DWP in the development of water projects. The National Demonstration Water Project (NDWP) was incorporated in 1973 with Stanley Zimmerman as Executive Director. from their headquarters in Washington, D.C., NDWP began to look for agencies in other states to participate in a national program of providing poor rural communities access to safe water and wastewater treatment (a broadening of the original program focus). The intention of NDWP was to develop a national network of antipoverty agencies that would assist low-income communities in project development.

After the expiration of the three year DWP grant in early 1975, NDWP was funded by the Community Services Administration (CSA), the successor to OEO. In 1977, NDWP received funding for the first Rural Community Assistance Program (RCAP) which established regional technical assistance centers around the country to assist rural communities in developing water and wastewater projects. Finally, the Midwest Assustance Project (MAP) was selected as the first RCAP demonstration site after two years of meetings. CSA selected the VWP model as one of several which were recommended to the newly-funded RCAPs. In 1989, NDWP formally became the Rural Community Assistance Program, Inc. (RCAP).

Today RCAP is a national network of nonprofit organizations dedicated to empower and assist rural low income people to improve the quality of life in their communities. Its six regional RCAPs include: RCAP Solutions, Southeast Rural Community Assistance Project, Inc. (SERCAP), Great Lakes RCAP, Community Resource Group, Midwest Assistance Program, and Rural Community Assistance Corporation (RCAC). The six RCAP partners provide on-site technical assistance, training, and advocacy efforts in water, waste management, and related issues. As the southeastern RCAP partner agency, SERCAP operates a number of programs under contract with RCAP, Inc. These programs include: Farmers Home Administration (FmHA) Solid Waste Management and Technitrain Programs and the Environmental Protection Agency (EPA) Safe Drinking Water and Wastewater Programs. SERCAP and the other regional RCAPs receive their core funding directly from the Office of Community Services, Department of Health and Human Services as well as USDA and the EPA.

Current Projects[edit]

SERCAP provides a number of different services to both individuals and localities.

Regional Programs[edit]

Our Regional department provides technical assistance to local governments to help provide alternative and environmentally friendly wastewater systems.

Loan Fund[edit]

The loan fund department is a certified CDFI (community development financial institution) and provides a variety of fianancial products to low to moderate income individual, famililies, and entreprenuers. The program includes individual well loans to low-income households and economic development loans to local governments and community nonprofit organizations. It also offers loans for septic repairs and home improvement loans to individual. Most recently the program has added small business loans as well.

Housing and Community Development[edit]

The Housing and Community Development department offers a number of programs to assist low-income individuals and families with a variety of housing issues.

Owner Occupied Housing Rehabilitation Program[edit]

The Owner Occupied Housing Rehabilitation Program targets low to moderate income rural residents with houses in needed of repairs in order to bring them up Housing Quality Standards (HQS). All applicants have their homes inspected and health and safety problem areas are addressed but the program does not provide for cosmetic improvements. When a house can not be rehabilitated, the program provides for building a replacement house on the same property. When this is done, the original house must be torn down. The work is provided in the form of a zero-interest loan, with repayments based upon the homeowner's ability to pay.

Essential & Critical Needs Grant Program[edit]

The Essential & Critical Needs Grant Program allows individuals to apply for small grants towards the repair of broken septic systems.

Volunteers for Communities[edit]

Volunteers for Communities or VFC is a program under the umbrella of SERCAP.

Maxine Waller is the Manager of Volunteers for Communities. Ms. Waller lives in Ivanhoe, Virginia, a community that was decimated when the local zinc mine closed. Maxine watched, as her home of thirty years began to wilt and die, but she refused to accept the failure that seemed to hover all around her. She began to organize the residents and soon the community formed a civic league to address local concerns. In 1987, Maxine was approached by a college asking if Ivanhoe could accommodate a group of volunteers. She eagerly jumped on the opportunity and after a successful week of hard work and community volunteer interaction, Waller was contacted with similar requests from colleges around the country. At the same time, neighboring communities had heard about the Ivanhoe success story and were asking what they could do to achieve the same success in their own area. Maxine soon realized the potential that laid before her, as well as the advantage of being able to spare these communities the many mistakes that she had endured in her own experiences.

In 1992, Maxine served on the Board of Directors for the Southeast Rural Community Assistance Project, Inc. SERCAP recognized the effectiveness of the Volunteers for Communities concept and in 1993 incorporated Volunteers for Communities as a program. From there, VFC has reached out to over fifty different communities across the Southeastern US. VFC has also worked with over fifty different colleges, high schools, and faith-based organizations. This year VFC plans to add new communities and a thousand different volunteers to help make a difference in poor rural communities across the Southeast.

Our work begins when a community that has heard of the program requests information. We then set up a meeting with the community contact person and ask them to assemble a group of interested residents for an information session. We visit the community and present the VFC concept to the assembled group. The residents then decide whether they are interested in committing their time and their community to the program.

Once a community decides to become a part of the program, we deliver a series of two to three training meetings. In these sessions we organize the residents into committees to cover the different areas of the volunteer hosting process, such as housing, meals, work sites, history, culture, entertainment, etc. We encourage the residents to decide on how they will organize their part of the program and what activities the volunteers will accomplish. We offer advice, guidance, troubleshooting, and support, but feel that it is imperative that the community take ownership of the program and tailor it to fit their own needs and priorities.

Various college, high school, and faith-based groups regularly contact us about volunteering with one of our communities. We match these volunteers with communities that are prepared to host a group and then the community group and the volunteer group set up the details of the program together.

The projects in which volunteers work on are determined by the community and greatly vary. In the past, groups have constructed bathrooms, repaired roofing, developed a city park, visited with senior citizens, and worked on environmental projects. In addition the volunteers and community spend a significant amount of time sharing experiences, cultures, and stories. It is an intense week of service, education, and cultural exchange for both the community and the volunteers.

Partnerships[edit]

SERCAP operates its program with the assistance of both community partners and funding partnerships. These partnerships provide SERCAP with the financial support required to provide its services and the connections to communities, their local governments, and residents needed to successfully implement community based programs.