Brian Guyer Email & Phone Number

Bozeman, Mt, Us

Bozeman, Mt, Us

Bozeman, Montana, United States

Responsible for overall performance of HRDC Housing programs and initiatives. Establish and implement agency strategic initiatives. Develop public and private partnerships to promote housing services, strategic goals, and programming for Gallatin, Park, & Meagher Counties. Provide supervision/guidance for housing department staff including Warming Center, Home to Stay, Transitional Housing Programs, Section 8, and others. Act as a liaison between the HRDC and other partner organizations.

Bozeman, Montana

Implement housing plans for municipalities and assist developers in meeting their inclusionary housing requirements in the cities of Bozeman, West Yellowstone, Gardiner, and unincorporated Big Sky. Establish Community Land Trusts and preserve affordability by using deed restrictions and ground leases to keep homes affordable for local workforces.

Park City, Utah

Implement Cornerstone Homeownership Innovation Program (CHIP) for MCHT. Program is designed to assist low and moderate income families into homeownership and document the effectiveness of shared equity homeownership programs. Regularly work with lenders to secure financing for new homeowners. Work with nine partner organizations spanning the country as well as researchers from the Urban Institute to gather data for the study. Advocate with state, county, and city officials to stress the importance of affordable housing in resort communities to achieve short and long-term community change objectives. - Assist local homeowners with the purchase, refinance, improvements of affordable, deed-restricted homes.  - Coordinate and steward a portfolio of 200 affordable homes through a contractual partnership with Summit County (UT) to maintain, protect, and manage workforce housing.

Manage the Community Learning Center Initiative; an initiative with the goal of reducing the achievement gap of low income and minority children. Reponsible for convening and facilitating a 25 person steering committee whose tasks include research, evaluation, and selection of partner schools. Other responsibilities for the initiative include managing the contracted research partner, creating an RFP for interested schools, and outlining the Technical Assistance component of the initiative. - Additional responsibilities include representing the United Way of Salt Lake on education related committees including; Governor’s Early Childhood Commission, Utah Afterschool Network, Salt Lake Chamber Education Committee. - Lead Opening Doors to Educational Achievement Grant Team which was responsible for distributing $1.1 million in grants to United Way partners.

Effectively managed several workplace campaigns, including the largest source of workplace revenue, Questar Corp. Interacted with volunteers on a daily basis, providing support and resolving a wide variety of issues. Frequently met and coordinated with high-level executive volunteers to secure support. Designed and presented documents, templates, and PowerPoint presentations; create customized spreadsheets to organize accounts. Oversaw several “loaned executives” who had responsibility for coordinating selected accounts. - Assisted with the merger of the United Way of Davis County and United Way of Salt Lake. Frequently met with concerned community leaders and stakeholders to explain the benefits of the merger and address questions. - Successfully implemented best practices resulting in double-digit increases in several Davis County campaigns.

Managed 200+ key accounts in North Texas region, establishing and cultivating strong relationships with campaign coordinators. Worked closely with companies to initiate best campaign practices. Collaborated internally with diverse individuals and committees. Oversaw staff of 4, with responsibility for maintenance and follow-up of selected accounts. - Collaborated to provide 500-person training sessions as well as internal health promotions. - Served as integral member of committee charged with improving staff health and wellbeing; coordinated demonstrations and heart health event.  - Led La Quinta Corporation to an increase of over $100,000, while McLane Foodservice Distribution had a 27% increase in 2005.