Item3a_1_Draft FY 22-23 Action Plan with attachments — original pdf

Backup

CITY OF AUSTIN 2019 – 2020 2020 – 2021 2021 – 2022 2022 – 2023 2023 – 2024 FY 22-23 ACTION PLAN PREPARED BY Housing and Planning Department (HPD) PO Box 1088 Austin, Texas 78767 DRAFTCity of Austin, Texas Fiscal Year 2022-23 Annual Action Plan Prepared by: City of Austin Housing and Planning Department PO Box 1088, Austin, TX 78767 512-974-3100 www.austintexas.gov/housing DRAFT​ Austin City Council Steve Adler Mayor Alison Alter, District 10 Mayor Pro Tem Council Members Natasha Harper-Madison, District 1 Vanessa Fuentes, District 2 Sabino "Pio" Renteria, District 3 José “Chito” Vela, District 4 Ann Kitchen, ​ District 5 Mackenzie Kelly, ​ District 6 Leslie Pool, ​ District 7 Paige Ellis, ​ District 8 Kathie Tovo, District 9 Spencer Cronk ​ City Manager DRAFTFY 2022-23 Draft Action Plan Table of Contents AP-05 Executive Summary - 24 CFR 91.200(c), 91.220(b) PR-05 Lead & Responsible Agencies – 91.200(b) AP-10 Consultation – 91.100, 91.200(b), 91.215(l) AP-12 Participation – 91.105, 91.200(c) AP-15 Expected Resources – 91.220(c)(1,2) AP-20 Annual Goals and Objectives AP-35 Projects – 91.220(d) AP-38 Project Summary AP-50 Geographic Distribution – 91.220(f) AP-55 Affordable Housing – 91.220(g) AP-60 Public Housing – 91.220(h) AP-65 Homeless and Other Special Needs Activities – 91.220(i) AP-70 HOPWA Goals– 91.220 (l)(3) AP-75 Barriers to affordable housing – 91.220(j) AP-85 Other Actions – 91.220(k) AP-90 Program Specific Requirements – 91.220(l)(1,2,4) 1 10 12 34 44 52 60 63 89 90 97 101 108 109 116 123 Attachment I: Public Participation A: Citizen Participation Plan B: Public Notice and Comments Attachment II: Grantee Unique Appendices A: Resale and Recapture Policy B: ESG Program Standards C: Monitoring Plan D: Relocation Policy E: Draft Funding Summary & Production Table DRAFT Executive Summary AP-05 Executive Summary - 24 CFR 91.200(c), 91.220(b) 1. Introduction Note: As of May 3, 2022, the Housing and Urban Development Department (HUD) has not announced grant allocations for FY 22-23. Per guidance from the HUD, the FY 2022-2023 Draft Action Plan is written with allocations from the FY 2021-2022 Action Plan for CDBG, ESG, and HOME. HOPWA allocations are based on unofficial anticipated allocations for FY 2022-23. Once FY 2022-2023 funding allocations are released by HUD, the City’s FY 2022-2023 Action Plan will be updated to reflect those appropriations. All proposed activities’ budgets will be proportionally increased or decreased from the estimated funding levels to match actual allocation amounts. The City of Austin submits this FY 2022-23 Action Plan as the fourth of five Action Plans within the FY 2019-24 Consolidated Plan. The following section provides a concise summary of the FY 2022-23 Action Plan. The final document will be submitted to the U.S. Department of Housing and Urban Development (HUD) no later than August 16, 2022. In FY 2022-23, the City of Austin expects to receive continued funding from HUD through four entitlement grants: Community Development Block Grant (CDBG); HOME Investment Partnerships Program (HOME); Emergency Solutions Grant Program (ESG); and Housing Opportunities for Persons with AIDS (HOPWA). In addition to federal funding from HUD, the City of Austin (City) appropriates local funds to the Housing and Planning Department (HPD), formerly the Neighborhood Housing and Community Development Department, for affordable housing and community development activities. HUD's guidance regarding the inclusion of non-federal funding sources in a Consolidated Plan and Annual Action Plan is that non-federal sources are to be included if they are reasonably expected to be made available to address the needs outlined in the plan. For this reason, HPD has included the 2018 General Obligation Bond [https://www.austintexas.gov/2018bond] allocation of $53 million. This Action Plan is not intended to confer any legal rights or entitlements on any persons, groups, or entities, including those named as intended recipients of funds or as program beneficiaries. The terms of this Consolidated Plan and Annual Action Plan are subject to amendment and to the effect of applicable laws, regulations and ordinances. Statements of numerical goals or outcomes are for the purpose of measuring the success of programs and policies and do not impose a legal obligation on the City to achieve the intended results. Actual funding of particular programs and projects identified in this plan are subject to completion of various further actions, some of which involve discretionary determinations by the City or others. These actions include HUD approval of this plan; appropriations by the United States Congress and the Austin City Council; reviews and determinations under environmental and related laws; and results of bidding and contracting processes. 1 DRAFT 2. Summarize the objectives and outcomes identified in the Plan This could be a restatement of items or a table listed elsewhere in the plan or a reference to another location. It may also contain any essential items from the housing and homeless needs assessment, the housing market analysis or the strategic plan. The City’s FY 2019-24 Consolidated Plan establishes funding priorities for the FY 2022-23 Action Plan in the following high priority need areas: Special Needs Assistance; Homeless Assistance; Renter Assistance; Homebuyer Assistance; Homeowner Assistance; Housing Development Assistance; Other Community Development Assistance. These funding priorities were established based on the housing and community development needs identified through public and stakeholder input while developing the FY 2019-24 Consolidated Plan, the 2019 Housing Market Analysis, a Regional Analysis of Impediments to Fair Housing Choice (AI), and City Council direction. All the proposed funding priorities will serve very-low, low- and moderate-income households in the City of Austin. See Exhibit 1 for a listing of FY 2019-24 Consolidated Plan programs and descriptions. In 2017, the Austin City Council adopted the Austin Strategic Housing Blueprint, a ten-year community plan to align resources, ensure a unified strategic direction, and facilitate community partnerships to reach the City’s affordable housing goals. In addition, Council adopted Strategic Direction 2023 (SD23) in 2018, which is a three to five-year strategic plan that guides City initiatives through a vision and six priority Strategic Outcomes: ○ Economic Opportunity & Affordability: Having economic opportunities and resources that enable our communities to thrive. ○ Mobility: Getting us where we want to go, when we want to get there, safely and cost- ○ Safety: Being safe in our home, at work, and in our community. ○ Health and Environment: Enjoying a sustainable environment and a healthy life, physically and effectively. mentally. ○ Culture & Lifelong Learning: Being enriched by Austin’s unique civic, cultural, ethnic, and learning opportunities. ○ Government That Works for All: Believing that City government works effectively and collaboratively for all of us—that it is equitable, ethical and innovative. In 2018, voters approved $250 million to support an affordable housing general obligation bond program administered by the City of Austin Housing and Planning Department. This substantial increase in resources enabled the Housing and Planning Department to reprioritize and maximize the use of federal funds. The realignment of resources is also reflective of feedback received from the community during the community needs assessment period conducted for the FY 2019-24 Consolidated Plan. City of Austin Ordinance 820401-D ("The Austin Housing and Community Development Block Grant Ordinance") dated April 1, 1982, sets forth requirements and provisions for the administration of funds 2 DRAFT received by the City under the Housing and Community Development Act of 1974, as amended, including the assertion that "the primary objectives of community development activities in the City of Austin shall be the development of a viable urban community, including decent housing, a suitable living environment, elimination of slums and blight and expanding economic opportunities, principally for persons of low- and moderate-income," and that in implementing the above, "the City's general obligation to provide capital improvements to the target areas is not diminished except in extraordinary circumstances. Capital improvements in the target areas are to be funded through the normal course of City-wide capital improvements." Responsive to this ordinance, infrastructure needs are designated a low priority for Consolidated Planning purposes and will not be funded with Community Development Block Grant funding. 3 DRAFT Consolidated Plan Priorities Table 4 DRAFT 3. Evaluation of past performance This is an evaluation of past performance that helped lead the grantee to choose its goals or projects. The City of Austin’s Consolidated Annual Performance and Evaluation Reports (CAPER) indicate a strong track record of setting and meeting goals. Recently, the City’s ability to meet performance measures has been impacted by the COVID-19 pandemic, and City staff have worked to adapt to the circumstances. The City continuously evaluates program success and seeks to optimize program delivery in order to assist households with the greatest needs. The most recent remote monitoring was conducted by HUD for the CDBG Childcare Services and Senior Services programs as well as the CDBG-CV RENT program. As a result, City staff and subrecipients received additional program and technical assistance training, and internal program guidelines, policies, and procedures were revised. All these actions were undertaken to improve program effectiveness, management efficiency, and increase staff and subrecipient capacity and performance. While the programs implemented in previous Consolidated Plan years have been successful, the City’s FY 2019- 24 Consolidated Plan priorities were updated to be responsive to community feedback received during the planning process, and to align with the City’s three to five-year strategic plan, called Strategic Direction 2023 (SD23) [https://assets.austintexas.gov/financeonline/downloads/Austin- Strategic-Direction_2023.pdf], and the ten-year Austin Strategic Housing Blueprint [http://austintexas.gov/housingblueprint]. The alignment of the Consolidated Plan with the City’s strategic plan, and affordable housing plan required the City to take an interdisciplinary planning approach by collaborating with internal and external partners to focus federal dollars where the need is the greatest. This ongoing collaboration is fundamental to leveraging non-federal resources to maximize programs that offer the deepest affordability and have a long-lasting and sustainable effect. Collaborative efforts with internal and external stakeholders and the community are discussed further in this section. 4. Summary of Citizen Participation Process and consultation process Outreach At this time, the City of Austin continues to operate under modified business operations to help prevent the spread of COVID-19. Much of the outreach that took place around the FY 22-23 Action Plan was conducted through online platforms. The City continues to use the online platform Speak Up Austin to collect valuable feedback from the public that informs the draft Action Plan with the community’s needs and priorities. Additionally, Housing and Planning department staff consulted with various organizations and commissions to receive feedback on the needs of specific populations. Public hearings were held with the Community Development Commission and the Austin City Council to capture public input during the development of the Action Plan. The Community Development Commission advises the 5 DRAFT Austin City Council on the development and implementation of programs designed to serve low-income communities and the community at large, with an emphasis on federally-funded programs. Through the community needs assessment and public comment periods, information about the Action Plan process, and public notices announcing opportunities for the community to submit feedback were provided in English and Spanish on the Housing and Planning Department and SpeakUp Austin websites, in the City’s public utilities newsletter, Austin Utilities Now, through various media outlets, and HPD’s RSS feed. Additionally, community members had the opportunity to provide feedback during virtual public hearings, via email sent to the Housing and Planning department email address, postal mail, and phone. More details about the community engagement process are discussed in section PR-10, Consultation and PR-15, Citizen Participation. Community Needs Assessment Period The Housing and Planning Department (HPD) conducted the FY 2022-23 community needs assessment period from March 7, 2022 until April 15, 2022. During this time, the public could give input on community needs and funding priorities via a survey on the Speak Up Austin platform, which was available in both English and Spanish. Notice of the community needs assessment was included in the Austin Utilities Now newsletter, and City of Austin Housing and Planning Department website. Additionally, two virtual public hearings were conducted in this period by the City Council on March 24 and Community Development Commission on April 12 to receive input to inform the draft Action Plan. Through the course of this period, 16 boards, commissions, and organizations received a presentation on the Action Plan process and gave input on what needs and programs should be prioritized, including the Community Development Commission, African American Resource Advisory Commission, and the Commission on Seniors. Through the Speak Up Austin webpage, the City received 13 comments in this period. A full account of the comments received through the community needs assessment can be found in Attachment IB of this document. Draft Action Plan Public Comment Period In accordance with the City’s Citizen Participation Plan as amended, the City will conduct a public comment period on the draft Action Plan from May 3, 2022 to June 10, 2022. The draft report will be available for comment on the City’s Speak Up Austin website, and on the Housing and Planning Department webpage. Paper copies of the plan will be made available at public facilities throughout the City. The public will have the opportunity to provide oral comment during public hearings to be held before the Community Development Commission on May 10, and City Council on June 9, 2022. The public is also invited to provide feedback via email, postal mail, and phone. 5. Summary of public comments 6 DRAFT The community needs assessment for the FY 22-23 Action Plan concluded on Friday, April 15, 2022. The City received a total of 13 responses to the community needs survey on the SpeakUp Austin website, with 441 total visits to the webpage. Comments advocated for increased funding to address homelessness with permanent supportive housing, subsidized and public affordable housing to help low-income residents remain in Austin, rental relief, and other priorities. A full report of the survey responses is included in Attachment 1B of this Draft Action Plan. Additional comments were received at the two public hearings held by the Austin City Council and Community Development Commission. A transcript of the testimonies from each public hearing is included in Attachment 1B of this document. Comments are summarized below. -At the March 24, 2022 public hearing on community needs with the Austin City Council, a representative from the Housing Authority of the City of Austin testified to advocate for funding for the Rosewood Courts Redevelopment Project. A member of the public testified to advocate for funding for home repair projects for low-income homeowners. -At the April 12, 2022 Public Hearing on community needs with the Community Development Commission, three individuals testified for various spending priorities. Representatives from two non - profit organizations testified in support of allocating CDBG funding towards acquisition of public facilities that will provide services to low-income populations. A member of the public also testified with numerous recommendations for the Action Plan, including updating language related to the Land Development Code and S.M.A.R.T. housing goals. In addition, the Austin City Council, throughout the pandemic, receives comment at each City Council meeting highlighting community needs related to the vast relief and recovery underway by households broadly impacted by COVID-19. These issues range from food insecurity; small business assistance; and tenant stabilization services. The draft Action Plan serves to balance a number of community investment recommendations within a continued constrained funding environment among numerous important community needs. The draft Action Plan will be available for the public to review from May 5 to June 10, 2022. All comments on the draft Action Plan will be included in the final submission of this plan to the Housing and Urban Development Department. 6. Summary of comments or views not accepted and the reasons for not accepting them All comments and views received on targeted platforms related to the Action Plan needs assessment were accepted. 7. Summary 7 DRAFT The Action Plan is designed to help participating jurisdictions assess their affordable housing and community development needs and market conditions to make data-driven, place-based investment decisions. The consolidated planning process serves as the framework for a community-wide dialogue to identify community needs, resources, and priorities for the City’s affordable housing, community development, homeless, public services, and economic development priorities that align and focus funding from HUD. The Consolidated Plan is carried out through Annual Action Plans, which provide a concise summary of the actions, activities, and the specific resources that will be used each year to address the priority needs and specific goals identified by the Consolidated Plan. Grantees report on accomplishments and progress toward Consolidated Plan goals in the Consolidated Annual Performance and Evaluation Report (CAPER). Entitlement grants provided through HUD are determined by statutory formulas, and although the City has received additional funding through the formula as a result of its increasing poverty rate, the City is continuing to see financial pressure at the federal level coupled with increased costs in providing services. In light of these facts, the City continues to identify and pursue opportunities to collaborate, which are detailed throughout this plan. This includes identifying opportunities to leverage resources through other planning initiatives and maximizing opportunities for interdepartmental collaboration and intergovernmental coordination beyond jurisdictional boundaries. It is also critical that comprehensive, current data is collected to ensure the most efficient program delivery. 8 DRAFT 9 DRAFT PR-05 Lead & Responsible Agencies – 91.200(b) 1. Agency/entity responsible for preparing/administering the Consolidated Plan Describe the agency/entity responsible for preparing the Consolidated Plan and those responsible for administration of each grant program and funding source. Agency Role Lead Agency Name AUSTIN Housing and Planning Department Department/Agency CDBG Administrator HOPWA Administrator HOME Administrator AUSTIN Housing and Planning Department AUSTIN Austin Public Health AUSTIN Housing and Planning Department ESG Administrator AUSTIN Austin Public Health Table 1 – Responsible Agencies Narrative (optional) Housing and Planning Department (HPD), formerly Neighborhood Housing and Community Development, is designated by City Council as the single point of contact for HUD and is the lead agency for the CDBG, HOME, HOPWA, and ESG grant programs. HPD administers the CDBG affordable housing and community development programs and HOME programs. HPD is directly responsible for developing the five-year Consolidated Plan, the Annual Action Plan, and the end-of-year Consolidated Annual Performance and Evaluation Report (CAPER). Austin Housing Finance Corporation (AHFC) was created in 1979 as a public, nonprofit corporation organized pursuant to Chapter 394 of the Texas Local Government Code. The Austin City Council serves as the AHFC’s Board of Directors. The mission of the AHFC is to generate and implement strategic housing solutions for the benefit of low- and moderate-income households of the City of Austin. Employees of HPD manage the funding and operations of AHFC through an annual service agreement executed between the City and AHFC. Council designates Austin Public Health (APH) to administer the CDBG Public Services, HOPWA, and ESG programs. APH is a nationally accredited Public Health department and works in partnership with the community to prevent disease, promote health, and protect the well-being of the community with the vision of making Austin/Travis County the healthiest community in the nation. 10 DRAFT Economic Development Department (EDD) administers the Family Business Loan Program (FBLP) funded with Section 108 funds. Section 108 is a loan guarantee provision of the CDBG Program. The Family Business Loan Program and related lending programs are designed to provide a low-cost financing option to Austin based small businesses seeking to expand and hire that commit to provide employment opportunities to Austin’s low- and moderate-income communities. The Community Development Commission (CDC) advises City Council in the development and implementation of programs designed to serve low- and moderate-income households and the community at large, with an emphasis on federally funded programs. The CDC also oversees the Community Services Block Grant (CSBG) program managed by Austin Public Health. CSBG regulations require that the CDC consists of 15 members, including representatives from eight geographic target areas: Colony Park, Dove Springs, East Austin, Montopolis, Rosewood-Zaragosa/Blackland, St. Johns, North Austin, and South Austin. The CDC’s eight neighborhood representatives are elected through a neighborhood based process, and all 15 are formally appointed by the Austin City Council. The Urban Renewal Board (URB) consists of seven members appointed by the Mayor, with consent from Council. The URB oversees the implementation of, and compliance with, Urban Renewal Plans that are adopted by the Austin City Council. An Urban Renewal Plan's primary purpose is to eliminate slum and blighting influence within a designated area of the City. Council adopted Resolution No. 971119-34 [http://www.cityofaustin.org/edims/document.cfm?id=49309] on November 19, 1997, declaring the East 11th and 12th Streets Revitalization Area to be a slum and blighted area and designated this area appropriate for an urban renewal project. Subsequently, Council adopted an Urban Renewal Plan. The City of Austin and the Urban Renewal Agency, in the shared interest of completing the Urban Renewal Project, entered into an agreement that identifies each party’s roles and responsibilities for the completion of the revitalization for these two corridors. Consolidated Plan Public Contact Information Consolidated Plan Public Contact Information Max Horstman Senior Research Analyst City of Austin: Housing and Planning Department P.O. Box 1088 Austin, Texas 78767 Max.Horstman@austintexas.gov 11 DRAFT AP-10 Consultation – 91.100, 91.200(b), 91.215(l) 1. Introduction To ensure that priority needs are carried out in the most efficient manner, the Housing and Planning Department, Economic Development Department and Austin Public Health (APH) regularly consult with internal and external partners in its administration of affordable housing, economic development, homelessness, and public services programs and activities. Partners include Austin Area Comprehensive HIV Planning Council, Austin Energy, Austin Water Utility, the Commission on Immigrant Affairs, the Commission on Seniors, and the Early Childhood Council. Additionally, the City consults with City boards and commissions and external agencies with missions related to affordable housing and community development. APH’s Homeless Services Division and leadership from the City Manager’s Office are coordinating with national consultants to analyze community strategies and services within the homelessness response system. Contracted partners each bring decades of expertise and a nationwide perspective of best practices, innovative approaches, and data-driven decision making to their work with the City of Austin. A detailed listing of the agencies and organizations consulted, and that participated in the planning of affordable housing, economic development, homelessness, and public services initiatives throughout the year can be found below. Provide a concise summary of the jurisdiction’s activities to enhance coordination between public and assisted housing providers and private and governmental health, mental health and service agencies (91.215(l)) The City of Austin provides funding to, and works closely in partnership with, the Austin/Travis County Continuum of Care (CoC), composed of relevant stakeholders of the Austin/Travis County geographic area. Relevant organizations include nonprofit homeless assistance providers, victim service providers, faith-based organizations, governments, businesses, advocates, public housing agencies, school districts, social service providers, mental health agencies, hospitals, universities, affordable housing developers, law enforcement, and organizations that serve veterans, homeless and formerly homeless individuals. Representatives of the relevant stakeholders compose the Homelessness Response System Leadership Council, the CoC Board, tasked with providing strategic direction to the Austin/Travis County community regarding issues that impact persons experiencing homelessness. The City of Austin’s Homeless Strategy Officer and an Equity Office staff representative hold a standing seat on the Leadership Council. The Leadership Council has appointed the Ending Community Homelessness Coalition (ECHO) as the Collaborative Applicant, HMIS Lead Agency, and Lead Agency of the CoC, to plan and coordinate system efforts. ECHO executive leadership participates in planning partnerships with psychiatric stakeholders, criminal justice executives and employment specialists led by Central Health, Austin-Travis County Integral Care, Travis County Public Safety and Justice, and Goodwill Industries. 12 DRAFT In 2018, the CoC Board and Austin City Council adopted Austin’s Action Plan to End Homelessness [http://www.austintexas.gov/edims/document.cfm?id=292841] that outlines specific objectives and strategies needed to end homelessness in the community. City and ECHO staff coordinate regularly regarding issues such as affordable housing developments, access to information about affordable housing, fair housing, and homelessness. HPD coordinates with ECHO to administer a contract with the Housing Authority of the City of Austin (HACA) to provide Tenant Based Rental Assistance (TBRA) utilizing HOME funding. This contract provides funding for 85 households experiencing homelessness. Describe coordination with the Continuum of Care and efforts to address the needs of homeless persons (particularly chronically homeless individuals and families, families with children, veterans, and unaccompanied youth) and persons at risk of homelessness. Various departments within the City of Austin coordinate closely with the Continuum of Care to provide and coordinate services to those experiencing homelessness. HPD works closely with ECHO, the CoC Lead Agency, to develop ways to incentivize the development of housing units that serve people experiencing homelessness. Through HPD’s competitive Rental Housing Development Assistance (RHDA) program, which provides funding for nonprofit and for-profit affordable housing developers, HPD provides additional points through the standard scoring criteria for developments that dedicate affordable units to people experiencing homelessness. In order to receive the additional points, HPD requires a Memorandum of Understanding (MOU) between the developer and ECHO. The MOU establishes the number of units, the population to be served, the process for filling the units, the monitoring and reporting criteria, among other items. All the referrals to the RHDA CoC units come from the Austin / Travis County’s Coordinated Entry System. HPD also has a contract with ECHO to administer the locally funded Low-Barrier Permanent Supportive Housing Program. This program enables individuals experiencing homelessness who have multiple barriers to housing (including criminal history, eviction history, behavioral health issues, among other challenges) to access housing units in the private market. ECHO has established relationships with private landlords who own Class B and C properties throughout the City of Austin. Landlords agree to reduce their tenant screening criteria and provide below market rent. ECHO provides the eligible tenants who have access to intensive support services. HPD pays the rent subsidy up to the applicable Fair Market Rent. APH and HPD staff provide expertise for the development of the annual CoC application through participation on the CoC Notice of Funding Availability (NOFA) Independent Review Team. Staff also participate in ongoing CoC stakeholder meetings coordinated by ECHO, the CoC Lead Agency, including the CoC & ESG Committee, Policy and Practice Committee, CoC Rapid Rehousing Workgroup, and the CoC governing board, Leadership Council. Most of the agencies in the community serving homeless individuals are funded by APH, so APH participates in key Continuum of Care planning groups, and other stakeholder meetings. 13 DRAFT During development of the Consolidated Plan and Annual Action Plan, and throughout the year, members of APH staff in the Social Services Policy Unit and the Contract Management Unit engage with the members of ECHO to gather information that informs decisions on ESG allocations, performance standards, and evaluation outcomes. ECHO, HPD and APH staff also meet regularly to discuss ways to coordinate City and CoC-funding that serves people experiencing homelessness, including data expectations, outcome measures, and written standards for program interventions. Describe consultation with the Continuum(s) of Care that serves the jurisdiction's area in determining how to allocate ESG funds, develop performance standards for and evaluate outcomes of projects and activities assisted by ESG funds, and develop funding, policies and procedures for the operation and administration of HMIS APH and ECHO work together to evaluate outcomes and more closely align CoC and ESG programs. All ESG funded programs enter data into the Homeless Management Information System (HMIS) and accept referrals for rapid rehousing through the Coordinated Entry system administered by ECHO. HMIS staff analyze data and report progress on ending homelessness to APH and other community entities. In addition, ESG-funded programs are required to submit to the City the outcome measure: percent of case-managed households that transition from homelessness into housing. APH and ECHO partner to ensure that all rapid rehousing programs and shelter programs are entering data into HMIS in a manner that allows system-wide and City outcomes to be measured and evaluated. The City of Austin has taken an active role in supporting a more effective HMIS so that data sourced from the system can inform policy decisions and be used to evaluate program effectiveness. The ESG FY 2022-23 award will include funding for continuation of the Scan Card program at the Austin Resource Center for the Homeless (ARCH)- an emergency shelter which is the first point of entry into the homeless social service system for many of Austin’s adults experiencing homelessness. The City also contributes local funding to support ECHO staff positions. City staff have taken an active role with ECHO in developing coordinated assessment and improving other components of the continuum. Describe Agencies, groups, organizations and others who participated in the process 2. and describe the jurisdiction’s consultations with housing, social service agencies and other entities See chart on the following page. 14 DRAFT Agency/Group/Organization Agency/Group/ Organization Type What section of the Plan was addressed by Consultation? Austin Home Repair Coalition Housing Housing Need Assessment Non-Homeless Special Needs Austin Public Health Grantee Department Homeless Needs - Chronically homeless Homeless Needs - Families with children Homelessness Needs - Veterans Homelessness Needs - Unaccompanied youth Homelessness Strategy HOPWA Strategy Building and Strengthening Tenant Action (BASTA) Services - Housing Housing Need Assessment Tenants' Rights How was the agency/group/organization consulted? What are the anticipated outcomes of the consultation or areas for improved coordination? The Austin Housing Repair Coalition (AHRC) is a collaboration of home repair agencies in the Austin area that provide home repairs and other housing-related assistance. HPD staff regularly attend AHRC monthly meetings to strategically collaborate with City departments and various stakeholders in order to provide home repair and other housing- related assistance. The City Council designates APH to administer CDBG Public Services, HOPWA and ESG programs. HPD and APH meet quarterly to discuss the administration of these programs and meet as needed to collaborate on the development of the Consolidated Plan, Action Plan, and CAPER. The goal of BASTA (Building and Strengthening Tenant Action) is to create sustainable and autonomous tenant associations by cultivating leadership in tenant communities. BASTA provides one-on-one guidance and group training in the following areas: outreach methods, facilitation techniques, negotiation 15 DRAFT Austin Tenants’ Council Homelessness Strategy Services- Fair Housing Community Housing Development Organizations (CHDOs) Housing Need Assessment Housing Community Housing Development Organizations (CHDO) strategy, campaign planning, and property research. City staff collaborate with members of BASTA in order to improve programs that address homelessness and low-income housing. The Austin Tenants Council fulfills requests for help with housing problems, focusing on housing discrimination; tenant- landlord education and information; and housing repair and rehabilitation. Housing and Planning and Austin Public Health department staff met with representatives of the Austin Tenants’ Council as part of the FY 22-23 Action Plan Community Needs Assessment, with the goal of receiving input on how housing and public service programs can better serve low-income tenants in Austin. The City has certified four CHDOs whose missions are to create and retain affordable rental units for low- and moderate-income households, and low-income persons with special needs. The City regularly consults with the Blackland Community Development Corporation, Accessible Housing Austin (AHA!), Blackshear Neighborhood Development Corporation, and Guadalupe Neighborhood Development Corporation to provide affordable housing units throughout Austin. 16 DRAFT Community Development Commission Board/Commission Housing Need Ending Community Homelessness Coalition (ECHO) Services-homeless Housing Need Assessment Assessment Homeless Needs - Chronically homeless Homeless Needs - Families with children Non-Homeless Special Needs Economic Development Household Affordability Homeless Needs - Chronically homeless Homeless Needs - Families with children Homelessness Needs - Veterans Homelessness Needs - Unaccompanied youth Homelessness Strategy The Community Development Commission advises the City Council on the development and implementation of programs designed to assist low- and moderate-income Austinites, and the community at large with emphasis on federally funded programs. The Community Development Commission serves as policy advisors and provides oversight and guidance on federally funded initiatives and programs. HPD provides staffing support to the Commission, and regularly consults with the group on issues affecting low- and moderate-income Austinites. The City of Austin provides funding and works closely in partnership with the Ending Community Homelessness Coalition (ECHO), who is the CoC Lead Agency, CoC Collaborative Applicant, and the Lead HMIS Agency for local Continuum of Care (CoC)/homeless system. Leadership from the City and County Health and Human Services Department attend and participate in voting seats during the monthly CoC governing board, called Leadership Council, meetings coordinated by ECHO. City staff also serve on the CoC NOFA Independent Review Team and other coordinated activities serving the homeless system. ECHO is an active contributor to the information in the Consolidated Plan, Action Plan and CAPER regarding homeless needs and strategies. City staff 17 DRAFT SAFE Alliance Services- Victims Services- Housing Services- Homelessness Homelessness Needs- Chronically Homeless Homelessness Needs- Families with Children Homelessness Strategy Integral Care Services- Homelessness Homeless Needs- Chronically Homeless Homelessness Strategy coordinate with ECHO to present at CoC committee and workgroup meetings to engage various stakeholders in annual consultation procedures and are used for system planning and reporting updates as needed. The SAFE Alliance is a merger of Austin Children’s Shelter and SafePlace, both long-standing and human service agencies in Austin serving the survivors of child abuse, sexual assault and exploitation, and domestic violence. Housing and Planning and Austin Public Health department staff met with representatives of SAFE Alliance as part of the FY 22-23 Action Plan Community Needs Assessment, with the goal of receiving input on how housing and public service programs can better serve victims of domestic violence and people experiencing homelessness in the Austin area. Integral Care is the local mental health authority, and supports adults and children living with mental illness, substance use disorder and intellectual and developmental disabilities in Travis County. Housing and Planning and Austin Public Health department staff met with representatives of Integral Care as part of the FY 22-23 Action Plan Community Needs Assessment, with the goal of receiving input on how housing 18 DRAFT Caritas Services- Homeless Housing Authority of the City of Austin (HACA) Public Housing Authority Public Housing Needs Housing Authority of Travis County (HATC) Public Housing Authority Public Housing Needs and public service programs can better serve unhoused and low- income people living with mental illness in the Austin area. Caritas is a service provider that focuses on assisting the homeless community with stable housing, food access, education, employment, and veteran’s assistance. Housing and Planning and Austin Public Health department staff met with representatives of Caritas as part of the FY 22-23 Action Plan Community Needs Assessment, with the goal of receiving input on how housing and public service programs can better serve the chronically homeless and veterans experiencing homelessness in Austin. HACA is a partnering agency in the development of the Regional Analysis of Impediments, Housing Market Analysis, and Consolidated Plan. City and HACA staff coordinate regularly regarding issues such as affordable housing developments, access to information about affordable housing, fair housing, and homelessness. As one of two Public Housing Authorities serving the City of Austin, input from and coordination with HACA is valuable to address community needs efficiently. HATC currently operates and maintains 105 HUD Project Based Rental Assistance (PBRA) units and authorizes the 19 DRAFT Commission on Immigrant Affairs Board/Commission Housing Need Assessment issuance of 632 housing choice vouchers. In addition, HATC receives Continuum of Care grants from HUD to provide rental assistance to homeless individuals with disabilities and their families in connection with matching supportive services funded through other sources. The HATC owns an affordable family development (non-public housing) and an affordable seniors’ development (non- public housing) with 16 and 33 units, respectively. Staff from the Housing and Planning and Austin Public Health departments met with leadership at the Housing Authority of Travis County to discuss federal funding priorities for housing programs as part of the FY 22-23 Action Plan Community Needs Assessment. Staff discussed the City’s Community Land Trust program as a potential area for coordination between the two entities. The Commission on Immigrant Affairs advises Council on issues of common concern to immigrants, particularly in the areas of health and human services, education, and the demographic makeup of the Austin immigrant community. APH provides staffing support to the Commission, and regularly receives information on issues affecting the immigrant community in Austin. 20 DRAFT Commission on Seniors Board/Commission Housing Need Assessment Homelessness Strategy Early Childhood Council Board/Commission Housing Need Assessment Non-Homeless Special Needs Economic Development The Commission on Seniors advises City Council on issues related to the senior population in the Austin area; evaluates and recommends programs, policies, and practices that create a positive impact and reduce the burden on seniors; determines the needs of seniors in the Austin community and advises council regarding these needs; and promotes the contributions of seniors to the cultural, economic, and historical value of Austin. APH provides staffing support to the Commission, and regularly consults with the group on issues affecting the quality of life for Austin's older adults. The Early Childhood Council (ECC) makes recommendations to City Council for the creation, development, and implementation of programs that promote optimal development for young children; and programs and activities that contribute to the continued development of a system of high-quality early care and education and after-school programs for Austin's children. APH provides staffing support to the ECC, and regularly consults with the group on issues affecting child care and high- quality early education for Austin families with low income. The Early Childhood Council submitted two recommendations related to Action Plan spending priorities, which are included in attachment IB of this document. 21 DRAFT Austin Area HIV Planning Council Services-Persons Homelessness Strategy with HIV/AIDS HOPWA Strategy African American Resource Advisory Commission Board/Commission Civic Leaders Other- Board/Commission The recommendations advocate for increased funding for childcare services, specifically for Head Start and the Teen parenting program for teen parents outside of AISD. They also recommend prioritizing low-income families for affordable housing, including by increasing the availability of 3- and 4-bedroom units. The HIV Planning Council’s main goal is to plan and decide how to distribute the Ryan White grant funds in the community through various services. The goal is to efficiently fund services that meet the multiple care needs of HIV clients with limited resources. Housing and Planning staff attended a meeting of the HIV Planning Council as part of the FY 22-23 Action Plan Community Needs Assessment, with the goal of receiving information about the housing and service needs of people living with HIV/AIDS in the Austin area. The AARAC is charged with advising the city council on issues relating to the quality of life for the City's African American community and recommends programs designed to alleviate any inequities that may confront African Americans in social, economic and vocational pursuits, including; health care; housing, including affordable housing, home ownership and 22 DRAFT Mayor’s Committee for People with Disabilities Board/Commission Services- Persons with Disabilities Other- Board/Commission homelessness; entertainment opportunities for professionals and students; employment; and cultural venues, including museums, theaters, art galleries and music venues. Housing and Planning staff attended a meeting of the AARAC as part of the FY 22-23 Action Plan Community Needs Assessment, with the goal of receiving input on how housing and public service programs can better serve the African American community in the Austin area. The Mayor’s Committee for People with Disabilities is the advisory body to the city council and city manager regarding problems affecting persons with disabilities in the Austin area. The Committee was established to encourage, assist and enable persons with disabilities to participate in the social and economic life of the City, achieve maximum personal independence, become gainfully employed, and use and enjoy fully all public and private facilities available within the community. Housing and Planning staff attended a meeting of the Committee as part of the FY 22- 23 Action Plan Community Needs Assessment, with the goal of receiving input on how housing and public service programs can better serve the 23 DRAFTHispanic/Latino Quality of Life Commission Civic Leaders Other- Housing Affordability Board/Commission Community Technology and Telecommunications Commission Services - Narrowing the Digital Divide disability community in the Austin area. The commission advises the City Council on issues relating to the quality of life for the City’s Hispanic/Latino community and recommends programs and policies designed to alleviate any inequities that may confront Hispanics and Latinos in social, economic, and vocational pursuits including education, youth services, housing and community development, cultural arts, economic development, health, civic engagement, and transportation. Housing and Planning staff attended a meeting of the Commission as part of the FY 22-23 Action Plan Community Needs Assessment, with the goal of receiving input on how housing and public service programs can better serve Austin’s Hispanic/Latino population. The CTTC advises the city council on community technology, telecommunications services, new sources of funding for access television projects, new sources of funding for community technology projects, allocation of annual financial support and evaluation of the performance of franchise holders, access television contractors, and other community technology contractors, including 24 DRAFT Austin Latino Coalition Civic Leaders Services-Health Austin Area Urban League Civic Leaders development of criteria to be used for evaluations, and promotes access to telecommunications services and community technologies. Housing and Planning staff attended a meeting of the CTTC as part of the FY 22-23 Action Plan Community Needs Assessment, with the goal of receiving input on the internet and technology needs of low- income communities, and strategies for bridging the digital divide. The Austin Latino Coalition (ALC) was established in 2013 as an alliance of Latino organizations and individuals to promote civic involvement and self-determination by Latinos in the City of Austin. ALC members include approximately a dozen community-based organizations and more individuals who have joined to advocate for issues that improve the quality of life for the Latino community and all of Austin. Housing and Planning staff attended a meeting of the ALC as part of the FY 22-23 Action Plan Community Needs Assessment, with the goal of receiving input on how housing and public service programs can better serve Austin’s Latino population. The Austin Area Urban League is one of more than 90 affiliates of the National Urban League providing direct services that 25 DRAFT Google Fiber Services - Internet Service Providers improve the lives of thousands in the Central Texas region. The Austin Area Urban League seeks to meet the needs of underserved populations in the Austin/Central Texas region by focusing on programming and Services in the areas of Education and Youth Development, Workforce and Career Readiness, Health, Housing, Justice, and Advocacy. Housing and Planning staff met with representatives of the AAUL as part of the FY 22-23 Action Plan Community Needs Assessment, with the goal of receiving input on how the City can coordinate with the work of the AAUL to better reach low income and Black Austinites with housing and public services. Google Fiber is an internet service provider in the Austin area. Google fiber provides free gigabit speed services in 14 housing complexes subsidized by the Housing Authority of the City of Austin, comprising about 1,200 units and serving over 3,600 residents. Housing and Planning staff met with a representative of Google fiber as part of the FY 22-23 Action Plan Community Needs Assessment, with the goal of receiving input on the internet and technology needs of low- income communities, and strategies for bridging the digital divide. 26 DRAFTWatershed Protection Department Agency - Managing Flood Prone Areas Agency - Management of Public Land or Water Resources Table 2 – Agencies, groups, organizations who participated Throughout the planning process for the FY 22-23 Action Plan, Housing and Planning staff regularly consulted staff in Austin's Watershed Protection Department (WPD) on implementation of housing development programs. WPD has been consulted in preparation of developments to be under construction in FY 22- 23 and the Housing and Planning department has incorporated recommendations by WPD on requirements for developers. WPD was also consulted on upcoming home repair program updates necessary in light of recent expansions of flood plain area in Austin. 27 DRAFT Identify any Agency Types not consulted and provide rationale for not consulting No agencies were intentionally excluded from consultation. Other local/regional/state/federal planning efforts considered when preparing the Plan Name of Plan Lead Organization Continuum of Care Ending Community Homelessness Coalition (ECHO) Austin's Action Plan to End Homelessness Ending Community Homelessness Coalition (ECHO) How do the goals of your Strategic Plan overlap with the goals of each plan? The Continuum of Care (CoC) is the local collective of networks, institutions, and organizations that provide and coordinate services across the homeless response system, supporting people who are at risk of or are experiencing homelessness. The CoC is led by a governing body of stakeholders. The Leadership Council is tasked with the coordination of the response system, and funding and policy decisions. Planning and implementation of action items across the CoC occurs through ongoing and short-term committees, workgroups, and task groups to ensure system collaboration at all service provisions levels. The primary goal of the Continuum of Care (CoC) Program is to end homelessness through the efficient coordination of efforts and resources dedicated to those experiencing homelessness. These goals align with the City of Austin Consolidated Plan which includes two prevention objectives: 1) Assist persons experiencing homelessness or who are at risk of becoming homeless; and 2) Assist persons living with HIV/AIDS to achieve stable housing and increase access to medical care and supportive services. The CoC's governing body also partners with the City to increase equity and leadership opportunities for persons with lived experience of homelessness. Austin's Action Plan to End Homelessness calls for a systematic approach to ending homelessness. The plan specifically outlines implementation of five system elements that, combined, will work effectively in ending homelessness for individuals and families, while making the community stronger for all. Those system components are 1) outreach services and shelters, 2) addressing disparities, 3) providing housing and support services, 4) strengthening our response system, and 5) building wide community commitment from both the public and private sector. This Action Plan itself seeks to mobilize public and private resources in order to fill system gaps used to end homelessness. Progress is captured through annual reports (e.g., Needs and Gaps Report, Racial Disparities Report) that support progress within the 5 Action Plan components. The action plan is used to strategically coordinate system interventions to end homelessness and ensure that funding sources are aligned to effectively and efficiently meet community needs. 28 DRAFTAge Friendly Action Plan City of Austin Commission on Seniors Imagine Austin City of Austin Austin Strategic Direction 2023 City of Austin The City of Austin's Age Friendly Action Plan was published in 2017 and ultimately adopted as an amendment to Imagine Austin [http://www.austintexas.gov/imagineaustin]. The Age Friendly Action Plan includes three goals related to affordable housing, including "Expand and promote the development of diverse housing options that are affordable for seniors of different income levels," "Support and expand affordable housing options for seniors," and "Expand assistance for affordable home repair, maintenance and modification for seniors of all income levels." These goals directly align with the Strategic Housing Blueprint [http://www.austintexas.gov/housingblueprint] and the priorities and investment categories detailed in the Consolidated Plan. On June 15, 2012, City Council voted unanimously to adopt Imagine Austin, the City's comprehensive plan for Austin's future. The plan includes implementation guidelines and the following priority programs: 1) a compact, connected Austin with improved transportation options; 2) sustainably managed water resources; 3) investments in Austin's workforce, education systems and entrepreneurs; 4) protection of environmentally sensitive areas and integration of nature into the City; 5) investments in Austin's creative economy; 6) household affordability throughout Austin (HPD is lead in implementing the Household Affordability priority program and will continue to partner with other City departments and community entities to guide implementation of Imagine Austin through its strategic plan); 7) creation of a 'Healthy Austin' program; and 8) revision of Austin's land development regulations and processes. The Austin City Council adopted a strategic direction on March 8, 2018, which will guide the City for the next three to five years. Austin Strategic Direction 2023 outlines a shared vision and six priority Strategic Outcomes. Together we strive to create a complete community where every Austinite has choices at every stage of life that allow us to experience and contribute to all of the following outcomes: Economic Opportunity and Affordability: Having economic opportunities and resources that enable us to thrive in our community; Mobility: Getting us where we want to go, when we want to get there, safely and cost-effectively; Safety: Being safe in our home, at work, and in our community; Health and Environment: Enjoying a sustainable environment and a healthy life, physically and mentally; Culture and Lifelong Learning: Being enriched by Austin's unique civic, cultural, ethnic, and learning opportunities; Government That Works for All: Believing that City government works effectively and collaboratively for all of us -that it is equitable, ethical and innovative. 29 DRAFTAustin Strategic Housing Blueprint Housing and Planning Department Austin Public Health The Austin/Travis County Community Health Plan Council adopted the Austin Strategic Housing Blueprint which helps align resources, ensures a unified strategic direction, and facilitates community partnerships to achieve this shared vision. The plan identifies funding mechanisms, potential regulations, and other creative approaches the City of Austin should utilize to achieve housing goals--including the creation of 60,000 affordable units over the current decade for households earning approximately $60,000 or less per year--in line with Imagine Austin [http://www.austintexas.gov/imagineaustin]. To meet these goals, City Council identified specific affordable housing goals within each Council district and along transit corridors. The Blueprint also calls for at least 75% of new housing to be located within half a mile of Imagine Austin Centers and Corridors. It also sets a goal for 90% of newly built or preserved affordable housing to be located within 3/4 of a mile of transit service. Putting affordable housing near transit corridors is an important component of increasing affordability. The Blueprint identified five community values to guide the process, including: Prevent households from being priced out of Austin; Foster equitable, integrated, and diverse communities; Invest in housing for those most in need; Create new and affordable housing choices for all Austinites in all parts of Austin; and Help Austinites reduce their household costs. Austin Public Health (APH), in collaboration with local agencies, manages a comprehensive community health planning initiative titled the Austin/Travis County Community Health Plan (ww.austintexas.gov/communityhealthplan), consisting of a Community Health Assessment (CHA) and a Community Health Improvement Plan (CHIP) as a core component of receiving Public Health Department accreditation. In 2017 APH began their second iteration of the CHA/CHIP cycle along with core agencies, including Travis County Health and Human Services, Capital Metro, Central Health, Integral Care, St. David's Foundation, Ascension Seton, Baylor Scott & White Health, The University of Texas at Austin Dell Medical School, City of Austin Transportation Department, and The University of Texas Health Science Center at Houston School of Public Health Austin Regional Campus. Through a collaborative process of assessment and goal prioritization in 2017-2018, community members identified the following priority areas as critical community health needs 1) Access to and Affordability of Healthcare, 2) Chronic Disease, 3) Sexual Health (with an emphasis on teenage pregnancy), and 4) Stress, Mental Health and Wellbeing (to include substance use disorder). Community service providers throughout the Austin/Travis County area work collectively to address community needs through their annual action plans and regular workgroup meetings. 30 DRAFTOpportunity360 Enterprise Community Partners City of Austin Long Range Capital Improvement Strategic Plan Project Connect Capital Metro, City of Austin, CAMPO Analysis of Impediments to Fair Housing Choice City of Austin and Travis County Austin Public Health 2021 CSBG Community Needs Assessment Report Opportunity360 allows the City to understand and address community challenges by identifying pathways to greater opportunities using cross-sector data, community engagement and measurement tools. Tools and resources in the platform provide a comprehensive view into a neighborhood's access to basic needs and facilitate a strategic, asset-building approach to community development. The tool is used by the City to determine emerging and high opportunity areas. The City of Austin Housing and Planning Department coordinates updates of the Long-Range Capital Improvement Program Strategic Plan. The Plan is updated on a two-year cycle in cooperation with the Public Works Department, the City of Austin Budget Office, and capital departments. The plan has a 10-year planning horizon and provides the basis for identifying both ongoing capital needs and strategic opportunities for CIP investment over the long term, including investments in affordable housing. The plan was created to further align the City's CIP investments with the Imagine Austin 30-Year Comprehensive Plan. Project Connect is the vision for the Central Texas high-capacity transit system. Linking activity centers within the fastest growing region in the country, Project Connect aims to connect people, places and opportunities in an easy, efficient way. The vision unites efforts to develop the best solutions for getting around Central Texas and addressing growth challenges. AI goals are part of the five-year Consolidated Plan goals. The Regional Analysis of Impediments, or AI, is a planning process for local governments and public housing agencies to take meaningful actions to overcome historic patterns of segregation, promote fair housing choice, and foster inclusive communities that are free from discrimination. This study was conducted for the Central Texas Region in 2018 and 2019 as a joint effort among three cities, two counties, and five housing authorities. Austin Public Health conducts a Community Needs Assessment every three years in accordance with the requirements of the Community Services Block Grant (CSBG). The 2021 CSBG Community Needs Assessment Report identified several Strengths and Assets, as well as Challenges, highlighted below. Strengths and Assets- 1) Staff bring a wealth of experience and training to their work in the community, 2) Staff work with a broad range of internal and external partners to offer a variety of services to clients and leverage CSBG funds to maximize capacity, 3) Staff consistently receive high marks for the quality customer service they provide to the community, 4) The Employee Retention & Wellness Promotion workgroup encourages Neighborhood Center staff to get healthier and to sustain their wellness goals, 5) In 2019, the Neighborhood Centers met 92% of the CSBG organizational standards, 6) Neighborhood Centers offer a wide range of programs 31 DRAFTthat help low-income individuals and families meet basic needs, increase their self- sufficiency or family stability and take better care of their health, 7) The Neighborhood Centers have a team of social workers dedicated to crisis intervention who have helped Austin respond to crises such as Winter Storm Uri, floods in the Dove Springs area, and Hurricane Harvey, 8) Eight members representing the low- income populations of Travis County serve on Austin’s Community Development Commission. Each representative is nominated and elected by their community and bring their unique skills and ideas to the work of the Commission. Challenges- 1) In recent years, CSBG funding has been continually at risk at the Federal level. CSBG currently funds 16 of the 35 staff of the Neighborhood Centers, leading to uncertainty about future programming and availability of services. In addition, the funding allocated to Travis County in 2018 decreased, which has decreased the availability of CSBG funded services, 2) A 2017 audit conducted by the Office of the City Auditor found that Austin Public Health “should develop and implement an outreach plan to create awareness for Neighborhood Center services.” The CSBG Needs Assessment Survey also highlighted the need for greater outreach to improve the awareness of Neighborhood Center services, 3) The 2017 City Auditor’s report also noted Austin Public Health “should identify strategies to improve accessibility of Neighborhood Center services and expand service delivery into areas with high concentrations of low-and moderate-income residents.” As the urban core where the Neighborhood Centers were built in the 1970s and 1980s becomes less affordable-, low-, and moderate-income residents are increasingly moving to outlying areas of Travis County and surrounding counties. The 5-Year and Annual Public Housing Agency (PHA) Plans provide a ready source for interested parties to locate basic PHA policies, rules, and requirements concerning the PHA's operations, programs, and services. Each PHA plan informs HUD, families served by the PHA, and members of the public, of the PHA's mission, goals and objectives for serving the needs of low-income, very low-income, and extremely low-income families. The Watershed Protection Master Plan is a strategic plan that assesses erosion, flood, and water quality problems in Austin. It also prioritizes and implements effective solutions that address all three of these problems. Solutions include projects, programs, and regulations. This plan is in accordance with HUD's 2017 Broadband and Resiliency Rule. As more guidance regarding this rule is issued by HUD, HPD will continue to incorporate updates through subsequent Action Plans. The City of Austin vision includes every Austinite having an opportunity to be fully engaged in digital society, accessing and using digital and communications 2020 PHA Five Year Plan Housing Authority of the City of Austin Watershed Protection Master Plan City of Austin Watershed Protection Department Digital Inclusion Strategy City of Austin Telecommunications 32 DRAFT and Regulatory Affairs Office (TARA) City of Austin Displacement Mitigation Strategy Housing and Planning Department technology. The purpose of the plan is to address access and adoption of digital technology, and to serve as a guiding document for providing digital inclusion opportunities in affecting the City's goals to ensure all Austinites are served. This plan is in accordance with HUD's 2017 Broadband and Resiliency Rule. As more guidance regarding this rule is issued by HUD, HPD will continue to incorporate updates through subsequent Action Plans. The Displacement Mitigation Strategy was adopted into the Strategic Housing Blueprint in 2018 to address Austin’s continuing challenge with displacement. The strategy incorporates recommendations from various community studies, reports, and assessments to develop an actionable plan that ensures a short-term impact on displacement. The plan includes 15 displacement mitigation strategies, including incorporating robust tenant protections for all rental properties receiving City support, recalibrating density bonus programs to serve renters at or below 60% MFI, and engaging directly with communities vulnerable to displacement. Narrative (optional) The City of Austin works to enhance coordination through interdepartmental, interorganizational, and intergovernmental planning. The City of Austin continues to promote awareness that household affordability and community development challenges are regional, and do not respect geopolitical boundaries. Household affordability and unaddressed community development needs can directly or indirectly affect access to public services, education, health and human services, transportation, environmental sustainability, economic development, community vitality, arts and culture. 33 DRAFTAP-12 Participation – 91.105, 91.200(c) Summary of citizen participation process/Efforts made to broaden citizen participation 1. Summarize citizen participation process and how it impacted goal-setting The City of Austin continues to operate with modified working conditions to help prevent the spread of COVID -19. With the distribution of vaccines and decreasing hospitalization rates for COVID-19, public meetings have returned to in-person, with a virtual option for officials and members of the public who wish to participate. The City continues to receive community feedback via the SpeakUp Austin [https://www.speakupaustin.org/] webpage designed to keep the community informed about the Action Plan process and receive public input. As part of the community needs assessment, representatives from the Housing and Planning Department presented on the Action Plan and received feedback from various Boards, Committees, and Commissions that represent special populations of the Austin community. In accordance with the City’s Citizen Participation Plan (CPP), a total of four public hearings will be held- two by the Community Development Commission and two by the City Council- to receive input on community needs, and feedback on the draft Action Plan. The draft Action Plan is available for public comment for 30 days from May 3, 2022 until June 10, 2022, in accordance with the CPP. The community engagement strategy and a comprehensive list of all public comments received during the community needs assessment and public comment period are featured in Attachment I: Citizen Participation. All comments are considered and accepted in the development of the Action Plan. The table below displays detailed information about the steps taken to continue the community engagement process while observing social distancing protocols, and community member participation during the development of the Action Plan. Draft Annual Action Plan 2022 34 DRAFTMode of Outreach Target of Outreach Summary of comments received URL (If applicable) Summary of comments not accepted and reasons All comments or views received are accepted. https://www.speakupa ustin.org/action-plan- fy-22-23 Citizen Participation Outreach Internet Outreach Non-targeted/broad community Summary of response/attendance During the community needs assessment period, the Speak Up Austin FY 22-23 Action Plan webpage received 13 survey responses. The City developed a unique SpeakUp Austin webpage designed to receive community feedback while observing social distancing protocols. Community members could provide comments about federally funded programs during the community needs assessment period and 30-day Public Comment period. Comments received during the Community Needs Assessment advocated for increased funding to address homelessness with permanent supportive housing, subsidized and public affordable housing to ensure low-income residents can remain in Austin, rental relief, and other priorities. A full report of the survey responses is included in Attachment IB of this Draft Action Plan. The City announced information about opportunities to provide feedback about HUD funding through the HPD RSS feed which has a subscriber base of over 900. As part of the community needs assessment, Housing and Planning staff gave an Action Plan briefing, answered questions, and All comments or views received are accepted. All comments or views received are accepted. 35 Internet Outreach Non-targeted/broad N/A community https://austintexas.gov /department/housing Public Meeting Non-targeted/Broad community The meeting was attended by members of the Austin Housing Draft Annual Action Plan 2022 DRAFTPublic Meeting Non-targeted/Broad community All comments or views received are accepted. https://www.austintex as.gov/cityclerk/boards _commissions/meeting s/25_1.htm Repair Coalition - a collaboration of home repair agencies in the Austin area that provide home repairs and other housing- related assistance. The meeting was attended by members of the Early Childhood Council, which makes recommendations to Council for the creation, development, and implementation of programs that promote optimal development for young children. The meeting was open to the public. received feedback at the Austin Housing Repair Coalition meeting on March 8, 2022. Members asked how services are being provided within each Council district, and how the City will engage the public leading up to the next Consolidated Plan. As part of the community needs assessment, Housing and Planning staff gave an Action Plan briefing, answered questions, and received feedback at the Early Childhood Council meeting on March 9, 2022. Members commented on how CDBG-CV can only benefit people within Austin’s full purpose jurisdiction, even though many families have been displaced outside of Austin. Members also asked about the actual need for childcare services compared to the number of people served by the City’s programs, and how the City prioritizes families with children when allocating spending for homelessness. Members asked about the opportunity to allocate funding to Del Valle ISD for their teen parent program. The Early Childhood Council provided recommendations related to Action Plan funding priorities, included in Attachment IB of this document. Draft Annual Action Plan 2022 36 DRAFTPublic Meeting Non-targeted/broad community All comments or views received are accepted. https://www.austintex as.gov/cityclerk/boards _commissions/meeting s/119_1.htm The meeting was attended by members of the Hispanic/Latino Quality of Life Resource Advisory Commission and was open to the public. The meeting was attended by the City Council and the public. Two people testified at the public hearing. As part of the community needs assessment, Housing and Planning staff gave an Action Plan briefing, answered questions, and received feedback at the Hispanic/Latino Quality of Life Resource Advisory Commission on March 22, 2022. Members asked questions regarding how many developers are entering into the City’s housing development programs, how many Hispanic residents are benefiting from the City’s anti-displacement programs, and how accessible the Action Plan document is to non-English speakers. A public hearing took place in front of the Austin City Council on March 24, 2022 to receive feedback on community needs. A representative of the Housing Authority of the City of Austin testified to advocate for funding for the Rosewood Courts Redevelopment Project. A member of the public testified to advocate for funding for home repair projects for low-income homeowners. A full record of the testimonies can be found in Attachment IB of this document. As part of the community needs assessment, Housing and Planning staff gave an Action Plan briefing, answered questions, and received feedback at the Austin Area HIV Planning Council meeting on March 28, Public Hearing Non-targeted/broad community All comments or views received are accepted. https://www.austintex as.gov/department/cit y- council/2022/2022032 4-reg.htm Public Meeting Non-targeted/broad community The meeting was attended by members of the Austin Area HIV Planning Council and was open to the public. All comments or views received are accepted. https://www.austintex as.gov/cityclerk/boards _commissions/meeting s/8_1.htm Draft Annual Action Plan 2022 37 DRAFTPublic Meeting Non-targeted/broad community Public Meeting Non-targeted/Broad community Public Meeting Non-targeted/Broad community 2022. Members asked about data that reflects unmet housing needs for both housed and unhoused people, how the local and state camping bans have affected service provision to unhoused people, and what the City’s strategy is to address increased housing costs. As part of the community needs assessment, Housing and Planning staff gave an Action Plan briefing, answered questions, and received feedback at the ECHO Leadership Council meeting on April 4, 2022. Members asked questions regarding unspent federal funds and commented on the importance of allowing homelessness funding to be spent outside of Austin’s official full purpose jurisdiction. As part of the community needs assessment, Housing and Planning staff gave an Action Plan briefing, answered questions, and received feedback at the Commission on Immigrant Affairs meeting on April 4, 2022. The meeting was attended by ECHO Leadership Council Members, city staff, and community stakeholders, and was open to the public. The meeting was attended by members of the Commission on Immigrant Affairs and was open to the public. The meeting was attended by members of the Austin Latino Coalition and was open to the public. The coalition was created to advocate for the involvement of Latinos As part of the community needs assessment, Housing and Planning staff gave an Action Plan briefing, answered questions, and received feedback at the Austin Latino Coalition meeting on April 6, 2022. Members asked about eligibility requirements for rental assistance and home repair programs, and how the City is coordinating with Travis All comments or views received are accepted. https://www.austinech o.org/leadership- council-meeting- materials/ All comments or views received are accepted. https://www.austintex as.gov/cityclerk/boards _commissions/meeting s/19_1.htm All comments or views received are accepted. Draft Annual Action Plan 2022 38 DRAFTCounty to address housing instability. Members advocated for funding towards Del Valle ISD, and the continuation of spending on mental health services. As part of the community needs assessment, Housing and Planning staff gave an Action Plan briefing, answered questions, and received feedback at the Mayor’s Committee for People with Disabilities meeting on April 8, 2022. Members asked for data about how many people with disabilities are being reached by City services and advocated for people with disabilities earning low income to be prioritized for housing services. As part of the community needs assessment, Housing and Planning staff gave an Action Plan briefing, answered questions, and received feedback at the Housing and Planning Committee meeting on April 12, 2022. All comments or views received are accepted. https://www.austintex as.gov/cityclerk/boards _commissions/meeting s/11_1.htm All comments or views received are accepted. https://www.austintex as.gov/department/cit y- council/2022/2022_hp c_index.htm Public Meeting Non-targeted/Broad community Public Meeting Non-targeted/broad community in the political process and empower self- determination in governance. The meeting was attended by members of the Mayor’s Committee for People with Disabilities and was open to the public. The meeting was attended by members of the Housing and Planning Committee and was open to the public. The Housing and Planning Committee is a sub- group of the Austin City Council and reviews housing and related land use and mobility issues, community development block grants, the City's Draft Annual Action Plan 2022 39 DRAFTPublic Hearing Non-targeted/broad community All comments or views received are accepted. https://www.austintex as.gov/cityclerk/boards _commissions/meeting s/20_1.htm comprehensive plan, the land development code, development processes, neighborhood planning, noise, annexations, and related matters. The meeting was attended by members of the Community Development Commission and the members of the public. Three people testified at the public hearing. On April 12, 2022, the Community Development Commission received a presentation from HPD staff on federally funded programs. A public hearing was held at the meeting to receive feedback on community needs. Representatives from two non-profit organizations testified in support of allocating CDBG funding towards acquisition of public facilities that will provide services to low-income populations. A member of the public also testified with numerous recommendations for the Action Plan, including updating language related to the Land Development Code and S.M.A.R.T. housing goals. A full record of the testimonies can be found in Attachment I of this document. As part of the community needs assessment, HPD staff gave an Action Plan briefing, answered questions, and received feedback at the Commission on Seniors meeting on April 13, 2022. Commissioners advocated for Public Meeting Non-targeted/Broad community The meeting was attended by members of the Commission on Seniors, which serves as an advisory board to All comments or views received are accepted. https://www.austintex as.gov/cityclerk/boards _commissions/meeting s/120_1.htm Draft Annual Action Plan 2022 40 DRAFTPublic Meeting Non-targeted/Broad community Public Meeting Non-targeted/Broad community the City Council concerning the quality of life for senior citizens in the Austin area and to help ensure older adults are productive, independent, and healthy. The meeting was attended by members of the Community Technology and Telecommunications Commission and was open to the public. The meeting was attended by members of the African American Resource Advisory Commission and was open to the public. increased funding for Family Eldercare, a non-profit service provider for low-income seniors. Commissioners also commented on the issue of rising rents for seniors with fixed incomes and asked how resources could be leveraged to support seniors facing homelessness. As part of the community needs assessment, HPD staff gave an Action Plan briefing, answered questions, and received feedback at the Community Technology and Telecommunications Commission on April 13, 2022. Commissioners asked if subsidized developments must provide internet access to residents, and if there are incentives to including smart technology in developments. Commissioners also asked about the City’s strategy to close the gap between people who need services and services provided. As part of the community needs assessment, HPD staff gave an Action Plan briefing, answered questions, and received feedback at the African American Resource Advisory Commission meeting on April 19, 2022. Commissioners asked questions about how outreach is conducted to ensure housing programs are reaching the people who need them. Commissioners also advocated for a All comments or views received are accepted. https://www.austintex as.gov/cityclerk/boards _commissions/meeting s/10_1.htm All comments or views received are accepted. https://www.austintex as.gov/cityclerk/boards _commissions/meeting s/3_1.htm Draft Annual Action Plan 2022 41 DRAFTgreater variety of organizations to be included in the consultation process for City plans, especially Black-led organizations, and asked that the department report on what types of organizations are receiving funding. Commissioners commented on the complexity of the solicitation process for City funding. Commissioners also requested that performance data be presented with actual numbers instead of percentages, to give a more accurate depiction of who is being served by federal funding. A public hearing will take place in front of the Community Development Commission on May 10, 2022 to receive feedback on the draft Action Plan. Public Hearing Non-targeted/broad community The public hearing will be conducted with the Community Development Commission to receive feedback on the draft Action Plan. All comments or views received are accepted. https://www.austintex as.gov/cityclerk/boards _commissions/meeting s/20_1.htm Draft Annual Action Plan 2022 42 DRAFTPublic Hearing Non-targeted/broad community The public hearing will be conducted with the Austin City Council to receive feedback on the draft Action Plan A public hearing will take place in front of the Austin City Council on June 9, 2022 to receive feedback on the draft Action Plan. All comments or views received are accepted. https://www.austintex as.gov/department/cit y- council/council/council _meeting_info_center. htm Draft Annual Action Plan 2022 43 DRAFT Expected Resources AP-15 Expected Resources – 91.220(c)(1,2) Introduction Note: As of May 3, 2022, the Housing and Urban Development Department (HUD) has not announced grant allocations for FY 22-23. Per guidance from the HUD, the FY 2022-2023 Draft Action Plan is written with allocations from the FY 2021-2022 Action Plan for CDBG, ESG, and HOME. HOPWA allocations are based on unofficial anticipated allocations for FY 2022-23. Once FY 2022-2023 funding allocations are released by HUD, the City’s FY 2022-2023 Action Plan will be updated to reflect those appropriations. All proposed activities’ budgets will be proportionally increased or decreased from the estimated funding levels to match actual allocation amounts. In addition to HUD funding, the City of Austin allocates revenue to the Housing and Planning Department (HPD) for affordable housing and community development activities. HUD's guidance regarding the inclusion of non-federal funding sources in an Annual Action Plan is that non- federal sources are to be included if they are reasonably expected to be made available to address the needs outlined in the plan. In March 2021, the Austin City Council authorized the negotiation and execution of an interlocal grant agreement with the Austin Transit Partnership (ATP) for the City to accept funding from ATP to administer and implement Project Connect anti-displacement programs, for the term March 25, 2021 through September 30, 2033, in an amount not to exceed $300,000,000. These dollars will be used for a number o f affordable housing programs and initiatives to prevent displacement of Austin communities of color and low-income residents in Austin Additional local funds are noted in the FY 2022-23 City of Austin budget, which is expected to be approved by the Austin City Council in August Draft Annual Action Plan 2022 44 DRAFT2022. See Exhibit 2 for a visual depiction of the federal and local allocation process. This plan is not intended to confer any legal rights or entitlements on any persons, groups, or entities, including those named as intended recipients of funds or as program beneficiaries. The terms of this Annual Action Plan are subject to amendment, and to the effects of applicable laws, regulations, and ordinances. Statements of numerical goals or outcomes are for the purpose of measuring the success of programs and policies, and do not impose a legal obligation on the City to achieve the intended results. Actual funding of particular programs and projects identified in this Plan are subject to completion of various further actions, some of which involve discretionary determinations by the City or others. These include HUD approval of this Plan; appropriations by the United States Congress and Austin City Council; reviews and determinations under environmental and related laws; and results of bidding and contracting processes. Anticipated Resources Program Source of Funds CDBG public - federal Acquisition Admin and Planning Uses of Funds Expected Amount Available Year 1 Narrative Description Annual Allocation: $ Program Income: $ Prior Year Resources: $ Total: $ Expected Amount Available Remainder of Con Plan $ $7,947,552 $195,000 $0 $8,142,552 $7,511,102 The primary objective of CDBG is the development of viable communities by: Providing decent housing; Providing a Draft Annual Action Plan 2022 45 DRAFTHOME public - federal Economic Development Housing Public Improvements Public Services Acquisition Homebuyer assistance Homeowner rehab Multifamily rental new construction Multifamily rental rehab New construction for ownership TBRA Permanent housing in facilities Permanent HOPWA public - federal $3,156,803 $900,000 $0 $4,056,803 $3,753,762 $2,426,478 $80,000 $0 $2,506,478 $1,857,072 Draft Annual Action Plan 2022 46 suitable living environment; Expanding economic opportunities. Any activity funded with CDBG must meet one of three national objectives: Benefit low- and moderate-income persons; Aid in the prevention of slums or blight; Meet a particular urgent need. The three objectives of the HOME Program are: Expand the supply of decent, safe, sanitary, and affordable housing to very low- and low-income individuals; Mobilize and strengthen the ability of state and local governments to provide decent, safe, sanitary, and affordable housing to very low- and low- income individuals; Leverage private sector participation and expand the capacity of nonprofit housing providers. The Housing Opportunity for Persons with AIDS (HOPWA) Program was established by the U.S. Department of Housing and Urban Development (HUD) DRAFTto address the specific needs of low- income persons living with HIV/AIDS and their families. HOPWA makes grants to local communities, states, and nonprofit organizations. HOPWA funds provide housing assistance and related supportive services in partnership with communities and neighborhoods. Emergency Solutions Grants (ESG) program is designed to be the first step in a continuum of assistance to help clients quickly regain stability in permanent housing after experiencing a housing crisis and/or homelessness. ESG public - federal housing placement Short term or transitional housing facilities STRMU Supportive services TBRA Financial Assistance Overnight shelter Rapid re- housing (rental assistance) Rental Assistance Services Economic Development Section 108 public - federal $669,870 $0 $0 $669,870 $669,980 $2,000,000 $2,192 $2,002,192 $3,600,000 Section 108 offers state and local governments the ability to transform a small portion of their CDBG funds into federally guaranteed loans large enough Draft Annual Action Plan 2022 47 DRAFTto pursue physical and economic revitalization projects. In 2018 Austin voters approved $250 million in general obligation bonds for affordable housing. These funds will be utilized for construction, renovation, and improvements to housing for low-income persons and families, acquiring land interest in land and property necessary to do so; and funding affordable housing programs. Other public - local Acquisition Homeowner rehab Housing Multifamily rental new construction Multifamily rental rehab New construction for ownership $53,000,000 $0 $0 $53,000,000 N/A Table 5 - Expected Resources – Priority Table Explain how federal funds will leverage those additional resources (private, state and local funds), including a description of how matching requirements will be satisfied The City will satisfy its matching requirements for HOME funding through General Obligation (G.O.) Bond Funding and Capital Improvement Program (CIP) Funds. Austin Public Health matches the ESG funding dollar for dollar with general fund dollars that are alloca ted to homeless services provided to subrecipients. Draft Annual Action Plan 2022 48 DRAFTIf appropriate, describe publicly owned land or property located within the jurisdiction that may be used to address the needs identified in the plan 208.16 Acres on Loyola Lane (Colony Park) - Site of the HUD Community Challenge Planning Grant. The site has been master planned and zoned as a Planned Unit Development. The City is in negotiations with the selected developer to enter into a formal Master Development Agreement for the development of the site. The site will include long-term affordability on a minimum of 20% of the total residential units constructed. 5.15 Acres on Tillery Street and Henninger Street -a request for proposal solicitation was released in FY 2020- 21 following robust public engagement. A preferred proposal and development partner was selected by the AHFC Board of Directors and agreements to develop the property with 66 multifamily rental units reserved for low-, very low-, and extremely low-income households have been executed. The project is currently in the early design phase and expected to be completed in FY 2023-24. 8.48 Acres on Levander Loop/Gardner Road - a request for proposal solicitation was released in FY 2020- 21 following robust public engagement. A preferred proposal and development partner was selected by the AHFC Board of Directors and agreements to develop the property with 140 multifamily rental and 26 duplex ownership units reserved for moderate-, low-, very low-, and extremely low-income households have been executed. The project has begun zoning, design, and permitting and is expected to be completed in FY 2023-24. 1.3 Acres at Doris Drive and Hathaway Drive - this property was purchased from Austin Independent School District and is currently in design. The property will include four single-family homes to be sold to households at or below 80% median family income as part of AHFC’s Community Land Trust program. The development will also include two duplex units that will be offered for rent to households at or below 50% median family income. Construction of the units is currently slated to begin in the fall of 2022, which will include the extension of electrical service and water/wastewater service to the project as well as a detention facility. The permitting for all required site infrastructure will be completed in late spring of 2022. 7.96 acres at Tannehill Lane and Jackie Robinson Street - Public engagement is currently being conducted to inform a Request for Proposal (RFP) solicitation to develop the property with long-term affordable housing. This RFP is anticipated to be released this fiscal year with agreements to develop the Draft Annual Action Plan 2022 49 DRAFTproperty expected to be finalized in FY 2022-23. 3.94 acres at Pecan Park Boulevard - This property was acquired in FY 2020-21 and will be developed with long-term affordable housing. 8.95 acres at West Slaughter Lane - This property was acquired in FY 2020-21 and will be developed with long-term affordable housing. 3.15 acres at Kramer Lane - This property was acquired in FY 2020-21 and will be developed with long- term affordable housing. 8.78 acres at Cullen Lane - This property was acquired in FY 2021-22 and will be developed with long- term affordable housing. 4.93 acres at Menchaca Road - This property was acquired in FY 2021-22 and will be developed with long-term affordable housing 5.76 acres at Convict Hill Road - This property was acquired in FY 2021-22 and will be developed with long-term affordable housing. 0.445 acres at Manor Road - This property was acquired in FY 2021-22 and will be assembled with an adjacent 2.50 acres underutilized parcel currently owned by the City of Austin. This property will be developed with long-term affordable housing. .097 acres at 3000 Funton- This property has been permitted for the construction of one single-family dwelling. The property will be sold to a household at or below 80% median family income as part of AHFC’s Community Land Trust. Construction will commence pending legal proceedings. As of April 2022, the project is still on-hold as the legal proceedings continue. 20 single-family dwellings were purchased from HACA. The dwellings will be fully renovated and sold to households at or below 80% median family income as part of AHFC’s Community Land Trust. The renovations will occur in phases with the last of the homes being completed sometime in FY 2021-22. As of April 2022, seven of the single-family dwellings Phase One have been fully renovated and ready to be inhabited. Four more units should be completed by the end of FY 2021-22. The remaining units will be Draft Annual Action Plan 2022 50 DRAFTcompleted in early FY 2022-23. Pro-Lodge 5 (Rodeway Inn at 2711 South IH-35)- AHFC purchased a Rodeway Inn in May 2020 for $6.3 million. The 87-room facility is being renovated in phases and is currently being used as a protective lodge for homeless people at risk of contracting the COVID-19. The renovations will be complete sometime in FY 2021-22. Phase 3 of the process completed all major renovations to the interior and exterior of the facility. Phase 4 is currently in the schematic phase and will be submitted for permit later this spring. Phase 4 includes American with Disabilities Act (ADA) updates, creating a usable open space, and installing permanent security fencing. 5.30 acres at S. Pleasant Valley Road - This property was acquired in FY 2021-22 and will be developed with long-term affordable housing. Discussion Please see above. Draft Annual Action Plan 2022 51 DRAFT Annual Goals and Objectives AP-20 Annual Goals and Objectives Goals Summary Information As of May 3, 2022, the Housing and Urban Development Department (HUD) has not announced grant allocations for FY 22-23. Per guidance from the HUD, the FY 2022-2023 Draft Action Plan is written with allocations from the FY 2021-2022 Action Plan for CDBG, ESG, and HOME. HOPWA allocations are based on unofficial anticipated allocations for FY 2022-23. Once FY 2022-2023 funding allocations are released by HUD, the City’s FY 2022-2023 Action Plan will be updated to reflect those appropriations. All proposed activities’ budgets will be proportionally increased or decreased from the estimated funding levels to match actual allocation amounts. Sort Order 1 Goal Name Homeless Assistance Start Year 2022 Category End Year 2023 Homeless Geographic Area Throughout the City of Austin Homeless Assistance Needs Addressed Funding Goals for Service Provision HOME: $1,133,205 ESG: $669,870 Tenant-based rental assistance: 85 Households Assisted Rapid Rehousing: 108 Households Assisted Draft Annual Action Plan 2022 52 DRAFT2 Special Needs Assistance 2022 2023 Non-Homeless Special Needs Throughout the City of Austin Special Needs Assistance CDBG: $801,460 HOPWA: $2,506,478 Homeless Person Overnight Shelter: 1,245 Persons Assisted CDBG: Child Care Services: 179 Clients Senior Services: 175 Clients Mental Health/Youth Services: 159 Clients HOPWA: Public Service Activities other than Low/Moderate Income Housing Benefit (Permanent Housing Placement): Persons Assisted 39 Public Service Activities other than Low/Moderate Income Housing Benefit (Housing Case Management): Persons Assisted 70 Tenant Based Rental Assistance/Rapid Rehousing: Households Assisted 75 Homelessness Prevention (Short- term Rent, Mortgage, and Utility Assistance): Persons Assisted 94 Draft Annual Action Plan 2022 53 DRAFTOther (Hotel/Motel): Households Assisted 0 HIV/AIDS Housing Operations: Households Assisted 120 Public Service Activities other than Low/Moderate Income Housing Benefit (Supportive Services): Persons Assisted 125 Other (Master Leasing): Households Assisted 0 service activities other than Low/Moderate Income Housing Benefit): 360 Persons Assisted Architectural Barrier Removal- Renter (Rental units rehabilitated): 7 Household Housing Unit 3 Renter Assistance 2022 2023 Affordable Housing Renter Assistance CDBG: $475,620 Tenants’ Rights Assistance (Public Throughout the City of Austin 4 Homebuyer Assistance 2022 2023 Affordable Housing Throughout the City of Austin Homebuyer Assistance Down Payment Assistance (Direct Financial Assistance to HOME: $1,084,398 HOME Program Income: $400,000 Draft Annual Action Plan 2022 54 DRAFT5 Homeowner Assistance 2022 2023 Affordable Housing Throughout the City of Austin Homeowner Assistance 6 2022 2023 Affordable Housing Housing Development Assistance Throughout the City of Austin Housing Development Assistance CDBG: $3,203,152 CDBG Revolving Loan: $40,000 HOME Program Income: $200,000 General Obligation Bonds: $7,000,000 CDBG: $76,474 CDBG Revolving Loan: $55,000 HOME CHDO: $473,520 HOME Program Income: $218,182 Homebuyers): 25 Households Assisted Architectural Barrier Removal- Owner: 80 Household Housing Unit Minor Home Repair: 200 Household Housing Unit Homeowner Rehabilitation Loan Program: 9 Household Housing Unit GO! Repair Program (local): 292 Rental units constructed (Federal): 15 Household Housing Unit Homeowner Housing Added (Federal): 10 Household Housing Unit Acquisition and Development (Low and moderate income households served): 5 Draft Annual Action Plan 2022 55 DRAFT7 Other Community Development 2022 2023 Non-Housing Community Development Throughout the City of Austin Other Community Development Assistance General Obligation Bonds: $46,000,000 CDBG: $1,801,336 Jobs created/retained: 36 CDBG Revolving Loan: $40,000 Businesses assisted (Section 108): 3 CDBG Program Income: $50,000 Other (CHDO Operating Expenses + Organizations assisted): 4 Section 108: $2,000,000 Section 108 PI: $2,000 Table 6 – Goals Summary Draft Annual Action Plan 2022 56 DRAFTGoal Descriptions 1 Goal Name Homeless Assistance Goal Description Persons experiencing homelessness are Austin’s most vulnerable population, and therefore are a high priority for the Consolid ated Plan. This decision was made based on feedback from the public process, including stakeholder input from homeless needs providers, public hearings, and the Consolidated Plan survey. Homeless Assistance provides services to persons experiencing homelessness , persons living with HIV/AIDS, victims of domestic violence, persons experiencing mental illness, unaccompanied youth, persons with chronic substance abuse, and veterans. 2 Goal Name Special Needs Assistance Goal Description Special Needs activities will assist low- to moderate-income Austinites by providing mental health services for at-risk youth, childcare services and services for seniors. This decision was made based on feedback from the public process, including stakeholder input from homeless and special needs providers, public hearings, and the Consolidated Plan survey. 3 Goal Name Renter Assistance Goal Description The City of Austin’s update of the 2019 Comprehensive Housing Market Analysis identifies the need for affordable rental housing in Austin. This analysis was echoed in every aspect of the public input process from service providers, government partners, pol icy makers, and community members. Renter Assistance, therefore, is a high priority for the City. Renter Assistance activities will provide assistance that can make rent more affordable; tenants’ rights services; and financial assistance for necessary rehabilitatio n to make rental units accessible. 4 Goal Name Homebuyer Assistance Goal Description The City identified assistance to homebuyers as a high priority in the Consolidated Plan. The 2019 Housing Market Analysis il lustrates the difficulty for low- to moderate-income households to transition from renting to buying a home with the rising real estate market in Austin. Homebuyer Assistance provides counseling to renters wishing to become homebuyers. This category includes the Down Draft Annual Action Plan 2022 57 DRAFTPayment Assistance program, which offers loans to qualifying low- and moderate-income homebuyers to help them buy their first home. 5 Goal Name Homeowner Assistance Goal Description Homeowner Assistance is designed to: preserve the safety and livability of the housing of low-income homeowners, allowing owners to stay in their homes; improve the City’s aging housing stock; and repair homes for existing homeowners. These activities were identified as high priorities by stakeholders and community members. Overall, Homeowner Assistance is a high priority in the Consolidated Plan. 6 Goal Name Housing Development Assistance Goal Description The need for affordable housing for low- to moderate-income renters, including special needs populations, and homebuyers, was reflected in the 2019 Housing Market Analysis and public input received from the community. The City’s main tool to create affordable housing is through financing to nonprofit and for-profit developers. In addition, the City encourages the development of affordable housing through developer incentives. The City has established Housing Development Assistance as a high priority for the Consolidated Plan. 7 Goal Name Other Community Development Goal Description Other Community Development Assistance includes capacity-building activities for nonprofit organizations that are focused on affordable housing development and workforce development, as well as support for small business development. Draft Annual Action Plan 2022 58 DRAFTEstimate the number of extremely low-income, low-income, and moderate-income families to whom the jurisdiction will provide affordable housing as defined by HOME 91.215(b) The following chart depicts the income limits for HOME programs by household size in Fiscal Year 2021, as determined by the H ousing and Urban Development Department. FY 21 Income Limits Household Size Median Income Limit 1 Person 2 Person 3 Person 4 Person 5 Person 6 Person 7 Person 8 Person 30% of MFI 50% of MFI 80% of MFI $20,800 $23,750 $26,700 $29,650 $32,050 $34,400 $36,800 $39,150 $34,650 $39,600 $44,550 $49,450 $53,450 $57,400 $61,350 $65,300 $55,400 $63,300 $71,200 $79,100 $85,450 $91,800 $98,100 $104,450 The table below depicts the number of people served by HOME funded programs in FY 20-21 by income level. HOME funded programs include Down Payment Assistance (DPA), Tenant Based Rental Assistance (TBRA), Homeowner Rehabilitation Loan Program (HRLP), Rental Housing Development Assistance (RHDA), and Ownership Housing Development Assistance (OHDA) programs. Assuming level funding from the Housing and Urban Development Department, the City can reasonably anticipate serving the same or more households in each category in Fiscal Year 22- 23. FY 20-21 Households Served by Income Level Extremely low-income households (0-30% MFI) Very Low-income households: (31%-50% MFI) Low Income: (51%-80% MFI) 129 27 33 189 Total Draft Annual Action Plan 2022 59 DRAFTProjects AP-35 Projects – 91.220(d) Introduction As of May 3, 2022, the Housing and Urban Development Department (HUD) has not announced grant allocations for Fiscal Year 22-23. Per guidance from the HUD, the FY 2022-2023 Draft Action Plan is written with allocations from the FY 2021-2022 Action Plan for CDBG, ESG, and HOME. HOPWA allocations are based on unofficial anticipated allocations for FY 2022-23. Once FY 2022-2023 funding allocations are released by HUD, the City’s FY 2022-2023 Action Plan will be updated to reflect those appropriations. All proposed activities’ budgets will be proportionally increased or decreased from the estimated funding levels to match actual allocation amounts. The City of Austin's planned projects are based on the City’s assessment of community needs as identified in this Consolidated Plan, in related plans and policy documents, and on the ability of funds identified in the Consolidated Plan to be leveraged or combined with other funds to meet the identified needs. To the greatest extent possible, targeted funds will be used while resources with more discretionary latitude will be used to address needs and activities that lack their own targeted funding source. For instance, while the development of affordable housing is a critical issue for Austin, not all Consolidated Plan funds will be used for the creation or preservation of affordable housing. Starting in 2019, the City worked with two consultant groups, Barbara Poppe and associates and Matthew Doherty Consulting, to conduct a review of existing grants and contracts as well as a review of written materials and reports to find strategies for aligning services and practices to better meet the City’s strategic plan. Additionally, in 2018-19 Austin Public Health completed the shelter agreement for the Austin Resource Center for the Homeless (ARCH), and worked with the National Alliance to End Homelessness (NAEH) to redesign the shelter programs. This shift resulted in a reduction of shelter beds from 160 to 130; Day Resource Center services were kept available for shelter residents and housing- focused case management was made as a requirement for shelter stay. These changes came after an in - depth, year-long community input and consultation process. The City continues to require a high level of data quality, increased outcomes for persons exiting to permanent housing, and a shortened length of stay. NAEH is contracting with OrgCode Consulting to work with the shelter administrator to address shelter client workflow, data quality, staffing changes, and housing case management for all shelter clients, and to ensure that all client services are housing-focused with a rapid exit from shelter. In accordance with the Federal Register Notice dated March 7, 2006, outcome measures are established Draft Annual Action Plan 2022 60 DRAFTAdditionally, the HEARTH Act, dated May 20, 2009, Division B - Homelessness Reform, established the following outcomes for McKinney-Vento funded Homelessness Assistance programs, including ESG in section 427: Length of Time Persons remain Homeless; Returns to Homelessness from Permanent Housing Destinations; Number of Homeless Persons; Employment and Income Growth for Homeless Persons; Persons First time Homeless; Homelessness Prevention; Successful Housing Placement. for each activity as follows: Objectives: ● Create Suitable Living Environment; ● Provide Decent Affordable Housing; ● Create Economic Opportunities Outcomes ● Availability/Accessibility ● Affordability ● Sustainability Projects # Project Name 1 Child Care Services 2 Senior Services 3 Mental Health Services 4 ESG21 City of Austin 5 HOPWA AIDS Services of Austin 6 HOPWA Project Transitions 7 HOPWA Administration 8 Tenant-Based Rental Assistance 9 Architectural Barrier Removal (ABR) Program - Renter 10 Tenants’ Rights Assistance 11 Down Payment Assistance (DPA) Draft Annual Action Plan 2022 61 DRAFT12 Architectural Barrier Removal (ABR) Program - Owner 13 Homeowner Rehabilitation Loan Program (HRLP) 14 Minor Home Repair Program 15 GO Repair! Program 16 Rental Housing Development Assistance (RHDA) 17 Ownership Housing Development Assistance (OHDA) 18 CHDO Operating Expense Grants 19 Family Business Loan Program (FBLP) 20 Nonprofit Capacity Building for Workforce Development 21 Neighborhood Commercial Management 22 Debt Service 23 HOME Administration 24 CDBG Administration 25 Acquisition and Development Table 7 - Project Information Describe the reasons for allocation priorities and any obstacles to addressing underserved needs Allocation priorities are based on the feedback received during the community needs assessment period conducted for the FY 2019-24 Consolidated Plan and the FY 2022-23 Action Plan, the 2019 Housing Market Analysis, and guidance from the City Council. The top affordable housing and community development priorities identified by the community via the Consolidated Plan survey were: availability of affordable housing, services to prevent homelessness, job training and/or job opportunities, mental health care and counseling, and affordable child care. These priorities identified by the community echo the top housing needs identified in the 2019 Housing Market Analysis. See Attachment I for a summary of the public comments received from the FY 2022-23 Action Plan community needs assessment. Draft Annual Action Plan 2022 62 DRAFTAP-38 Project Summary Project Summary Information Project Title Child Care Services Project ID 1 Target Areas Throughout the City of Austin Special Needs Assistance Annual Goals Supported Priority Need(s) Addressed Special Needs Assistance Description Target Date Expected Resources Estimate the number and types of families that will benefit from the proposed activities Location Description Planned Activities The City of Austin contracts with childcare providers for services that increase the supply of and access to affordable, quality childcare; provide childcare to teen parents so they can attend school; and provide childcare vouchers for families who: are homeless or near homeless or have disabled children in need of temporary respite childcare, or need emergency childcare, or have a parent who is participating in a residential substance abuse treatment program. The programs serve children (ages: 0-12 years) from low to moderate median -income families with gross incomes less than 200% of the Federal Poverty Guidelines who reside within the Austin City limits. 09/30/23 CDBG: $ 485,279 Public service activities other than Low/Moderate Income Housing Benefit: 179 families Throughout the City of Austin Child Care Services will increase the supply of childcare for low-income families. Social service contracts through APH will provide: 1) childcare vouchers for families in crisis, including homeless and near homeless families, and parents enrolled in self-sufficiency programs; 2) direct childcare services for teen parents who are attending school; and 3) direct childcare services through the Early Head Start child development program. Draft Annual Action Plan 2022 63 DRAFTSenior Services Project Title 2 Project ID Throughout the City of Austin Target Areas Annual Goals Supported Special Needs Assistance Priority Need(s) Addressed Special Needs Assistance Description Target Date Expected Resources Estimate the number and types of families that will benefit from the proposed activities Location Description Planned Activities The City of Austin contracts with a sub-recipient to provide bill payer services that help prevent and protect seniors from becoming victims of abuse, neglect, or financial exploitation. Persons must meet income, age, and residential eligibility requirements. 09/30/23 CDBG: $125,461 Public service activities other than Low/Moderate Income Housing Benefit: 175 clients Throughout the City of Austin The Senior Services program provides case management; money management services such as representative payee, VA fiduciary, or bill payer; general public benefits enrollment assistance or specialized assistance for SSI/SSDI income; and housing stabilization services including rapid re-housing, homelessness prevention, and housing retention. Draft Annual Action Plan 2022 64 DRAFT Mental Health Services Project Title 3 Project ID Throughout the City of Austin Target Areas Annual Goals Supported Special Needs Assistance Priority Need(s) Addressed Special Needs Assistance Description Target Date Expected Resources Estimate the number and types of families that will benefit from the proposed activities Location Description Planned Activities The Mental Health Services program provides access to holistic, wraparound services and support to youth designated as at-risk, and their families. The program's three components provide different levels of intervention: school-based intensive wraparound services, community-based wraparound services, and summer camps. The program, in partnership with the youth and their families, addresses the needs and challenges of each youth's situation to improve their functioning in school, the community, and at home. 09/30/23 CDBG: $190,720 Public service activities other than Low/Moderate Income Housing Benefit: 159 clients served Throughout the City of Austin Mental Health Services will serve at-risk youth and their families. Services and support are customized to the needs of the youth and family and are delivered utilizing a wraparound model. Interventions focus on areas of basic needs, mental health services, educational support and social enrichment. Services include mental and behavioral health, self-sufficiency supports, enrichment services, parental support and education; accessed through designated schools and community centers. Draft Annual Action Plan 2022 65 DRAFTESG22 City of Austin Project Title 4 Project ID Throughout the City of Austin Target Areas Annual Goals Supported Homeless Assistance Priority Need(s) Addressed Homeless Assistance Description ARCH Shelter Operating and Maintenance: APH contracts with a private nonprofit organization to operate the Austin Resource Center for the Homeless (ARCH.) All clients served in the ARCH FY 2022-23 Action Plan have low- to moderate-income and are at or below 50% of MFI. Emergency Solutions Grant (ESG) funds are used to provide maintenance and operations for this program. In 2018-19 APH completed the ARCH shelter agreement and worked with the National Alliance to End Homelessness to redesign the shelter programs, which resulted in a reduction of shelter beds from 160 to 130. Capacity at the ARCH has been further reduced to offer 50 beds during the pandemic in order to keep participants and staff safe and to comply with CDC social distancing guidelines. Also, the Day Resource Center services are now only available to shelter clients. The ARCH provides emergency shelter, case management, and day resource services to homeless adult males. In addition, ARCH houses a Health Clinic through CommUnity Care. Rapid Rehousing programs: There are currently two ESG-funded rapid rehousing programs connecting homeless individuals referred through Coordinated Entry system with safe and stable housing: The Communicable Disease Unit of Austin Public Health (targeted to homeless persons with HIV/AIDS); And the Downtown Austin Community Court. The rapid rehousing funding previously dedicated to the Front Steps program is up for Request for Proposal and those funds may serve within either the Shelter or Rapid rehousing categories depending on the applications submitted. HMIS funding will support HMIS licenses at all three ESG-funded programs: Communicable Disease Unit, Downtown Austin Community Court and Front Steps. This project also includes funding for administration. 09/30/23 ESG: $669,870 Homeless Person Overnight Shelter: 1,245 Tenant-based rental assistance/Rapid Re-housing: 108 Throughout the City of Austin Target Date Expected Resources Estimate the number and types of families that will benefit from the proposed activities Location Description Draft Annual Action Plan 2022 66 DRAFTPlanned Activities ARCH Shelter Operating and Maintenance: The ARCH will serve individuals with its Night Sleeping and Day Resource Program. All clients will be entered into the Homeless Management Information Systems database. The Rapid Re-Housing program provides housing location, housing stability case management and direct financial assistance to rapidly rehouse homeless persons who are receiving services from ESG-funded programs at the Communicable Disease Unit, and the Downtown Austin Community Court. HMIS funding will support 42 HMIS licenses at all three ESG-funded programs: Communicable Disease Unit, Downtown Austin Community Court and Front Steps ARCH. Administration activities will support all of the above. Draft Annual Action Plan 2022 67 DRAFTHOPWA AIDS Services of Austin Project Title 5 Project ID Throughout the City of Austin Target Areas Annual Goals Supported Special Needs Assistance Priority Need(s) Addressed Special Needs Assistance Description The City of Austin contracts with AIDS Services of Austin to deliver services for the HOPWA program. The goal of the HOPWA program is to prevent homelessness and to support independent living of persons living with HIV/AIDS. AIDS Services of Austin works with a collaborative of housing and HIV/AIDS service providers to achieve this goal. 09/30/23 HOPWA: $980,552 Public Service Activities other than Low/Moderate Income Housing Benefit (Permanent Housing Placement): 39 Public Service Activities other than Low/Moderate Income Housing Benefit (Housing Case Management): 70 Tenant Based Rental Assistance/Rapid Rehousing: 70 Homelessness Prevention (Short-term Rent, Mortgage, and Utility Assistance): 94 Other (Hotel/Motel): 0 Throughout the City of Austin AIDS Services of Austin will provide Housing Case Management, Tenant Based Rental Assistance, Permanent Housing Placement Services, and Short-Term Rent, Mortgage and Utility Assistance. Target Date Expected Resources Estimate the number and types of families that will benefit from the proposed activities Location Description Planned Activities Draft Annual Action Plan 2022 68 DRAFTHOPWA Project Transitions Project Title 6 Project ID Throughout the City of Austin Target Areas Annual Goals Supported Special Needs Assistance Priority Need(s) Addressed Special Needs Assistance Description The City of Austin contracts with Project Transitions to deliver services for the HOPWA program. The goal of the HOPWA program is to prevent homelessness and to support independent living of persons living with HIV/AIDS. Project Transitions will provide at least 120 facility-based units for persons living with HIV/AIDS. Project Transitions also operates a TBRA program that provides housing to clients in the community. With construction of the new facility-based housing, Project Transitions will no longer utilize master leasing. Target Date Expected Resources Estimate the number and types of families that will benefit from the proposed activities Location Description Planned Activities 09/30/23 HOPWA: $1,307,403 Tenant Based Rental Assistance: 5 HIV/AIDS Housing Operations: 120 Public Service Activities other than Low/Moderate Income Housing Benefit (Supportive Services): 125 Other (Master Leasing): 0 Throughout the City of Austin Project Transitions will provide Tenant Based Rental Assistance, Facility- Based Housing, Master Leasing, and Supportive Services. HOPWA Administration Project Title 7 Project ID Throughout the City of Austin Target Areas Annual Goals Supported Special Needs Assistance Priority Need(s) Addressed Special Needs Assistance Description Target Date Expected Resources Estimate the number and types of families that will benefit from the proposed activities Location Description Planned Activities Throughout the City of Austin Administration of federal programs. Funds provide administrative costs for programs. 09/30/23 HOPWA: $70,761 N/A- Funds provide administrative costs for programs. Draft Annual Action Plan 2022 69 DRAFTTenant-Based Rental Assistance Project Title 8 Project ID Throughout the City of Austin Target Areas Annual Goals Supported Homeless Assistance Priority Need(s) Addressed Homeless Assistance Description The Tenant-Based Rental Assistance (TBRA) program provides rental- housing subsidies to eligible individuals and families experiencing homelessness. The Housing and Planning Department oversees the Housing Authority of the City of Austin (HACA), a local Public Housing Authority, as the subrecipient of HOME TBRA funds, and works with ECHO (TX-503 Continuum of Care Lead Agency) to use the funding source as a Permanent Housing program (RRH) by braiding with other unrestricted local funds. This allows the HOME TBRA program to serve households experiencing literal homelessness who have been identified through the local Coordinated Entry (CE) system and to track program outcomes in the local HMIS database. HACA administers the TBRA subsidies for the program. Through the CE process, ECHO sends eligible program referrals to service providers with agencies who have established a Moratorium of Understanding to leverage existing funds for supportive services, allowing the creation of a RRH program. Current direct service providers, such as Caritas of Austin and The Salvation Army, work together to ensure that at least 85 households move into permanent housing and are served through the program annually. 09/30/23 HOME: $1,133,205 Tenant-based rental assistance/Rapid Rehousing: 85 Households Throughout the City of Austin The Austin Housing Finance Corporation (AHFC) will oversee the TBRA program and will contract with The Housing Authority of the City of Austin (HACA) to administer the program. Target Date Expected Resources Estimate the number and types of families that will benefit from the proposed activities Location Description Planned Activities Draft Annual Action Plan 2022 70 DRAFTArchitectural Barrier Removal (ABR) Program - Renter Project Title 9 Project ID Throughout the City of Austin Target Areas Annual Goals Supported Renter Assistance Priority Need(s) Addressed Renter Assistance Description Target Date Expected Resources Estimate the number and types of families that will benefit from the proposed activities Location Description Planned Activities The Architectural Barrier Removal (ABR) program for renters modifies or retrofits the living quarters of eligible, low-income elderly and disabled renters. ABR increases the accessibility of the residences through the removal of architectural barriers in their homes. ABR modifications will allow clients to remain in their homes and increase self-sufficiency. 09/30/23 CDBG: $185,000 Rental units rehabilitated: 7 Household Housing Units. Throughout the City of Austin Physical improvements in rental housing units that are limited to those improvements designed to remove the material and architectural barriers that restrict mobility and accessibility, and that are considered to be part of the structure and permanently fixed such as wheelchair ramps, handrails and more. Draft Annual Action Plan 2022 71 DRAFTTenants’ Rights Assistance Project Title 10 Project ID Throughout the City of Austin Target Areas Annual Goals Supported Renter Assistance Priority Need(s) Addressed Renter Assistance Description Tenants' Rights Assistance provides services to tenants residing within Austin City limits. Objectives of this program include: 1) facilitate mediation services between landlords and low- to moderate-income tenants to complete health and safety related repairs in rental units, which will help maintain reasonable habitability standards; 2) provide direct counseling and technical assistance to low-income renters regarding tenant/landlord issues; 3) provide public education and information through workshops and public forums on landlord/tenant relationships and educate renters on their rights as well as their responsibilities under the law; and 4) identify fair housing complaints that can be investigated and may assist in resolving, reducing or minimizing discriminatory housing practices. 09/30/23 CDBG: $290,620 Public service activities other than Low/Moderate Income Housing Benefit: 360 Persons assisted Throughout the City of Austin This program will provide mediation, counseling, public information, and assistance to help the community identify fair housing complaints. The program also furthers fair housing in the elimination of discrimination, including the present effects of past discrimination, and the elimination of de facto residential segregation. Target Date Expected Resources Estimate the number and types of families that will benefit from the proposed activities Location Description Planned Activities Draft Annual Action Plan 2022 72 DRAFTDown Payment Assistance (DPA) Project Title 11 Project ID Throughout the City of Austin Target Areas Annual Goals Supported Homebuyer Assistance Priority Need(s) Addressed Homebuyer Assistance Description Target Date Expected Resources Estimate the number and types of families that will benefit from the proposed activities Location Description Planned Activities The purpose of the Down Payment Assistance (DPA) program is to assist low- and moderate-income first-time homebuyers by providing them with down payment and closing cost assistance. The program increases housing opportunities to eligible households. Eligible income is at or below 80% of MFI. 09/30/23 HOME: $1,084,398 HOME Program Income: $400,000 Direct Financial Assistance to Homebuyers: 25 Households Assisted Throughout the City of Austin The DPA program provides a Standard DPA in the form of a 0% interest, deferred-forgivable loan in an amount no less than $1,000 and up to a maximum amount of $14,999, with a minimum affordability period of five years. Shared Equity DPA provides assistance of no less than $15,000 and up to a maximum amount of $40,000, with a minimum affordability of 10 years. The loan will be forgiven at 10 years, and the borrower will still be responsible for paying a percentage of equity gained that is equal to the percentage of HPD’s portion of the original sales price will be added to the payoff balance. The loan is forgiven after 10 years. However, the shared equity remains and is forgiven after 30 years. A lien will be placed on the property to ensure repayment. Shared equity loans include three components: shared equity, a purchase option, and right of first refusal. Draft Annual Action Plan 2022 73 DRAFTArchitectural Barrier Removal (ABR) Program - Owner Project Title 12 Project ID Throughout the City of Austin Target Areas Annual Goals Supported Homeowner Assistance Priority Need(s) Addressed Homeowner Assistance Description Target Date Expected Resources Estimate the number and types of families that will benefit from the proposed activities Location Description Planned Activities The Architectural Barrier Removal (ABR) program for owners- The ABR program for owners modifies or retrofits the living quarters of eligible, low-income elderly and disabled homeowners. The program increases the accessibility of the residences through the removal of architectural barriers to mobility. ABR modifications allow clients to remain in their homes and increase self-sufficiency. No more than $20,000 per home per year can be provided to a single home through the program. Eligible income is at or below 80% of MFI. 09/30/23 CDBG: $1,510,000 Homeowner Housing Rehabilitated: 80 unduplicated Household Housing Units. Throughout the City of Austin The ABR program for owners funds physical improvements in housing units; funded activities are limited to those improvements designed to remove architectural barriers that restrict mobility and accessibility, and that are considered to be part of the structure and permanently affixed, such as wheelchair ramps, handrails and more. Draft Annual Action Plan 2022 74 DRAFTHomeowner Rehabilitation Loan Program (HRLP) Project Title 13 Project ID Throughout the City of Austin Target Areas Annual Goals Supported Homeowner Assistance Priority Need(s) Addressed Homeowner Assistance Description Target Date Expected Resources Estimate the number and types of families that will benefit from the proposed activities Location Description Planned Activities The purpose of the Homeowner Rehabilitation Loan Program (HRLP) is to assist low- and moderate-income homeowners with bringing their homes up to building code standards, with repairs to the foundation, roof, plumbing, HVAC system, electrical system, and other major interior and exterior repairs. The property must be located within the City limits of Austin. The program provides financial assistance to address substandard housing conditions that exist on a homeowner's property. The result is that decent, safe and sanitary housing is restored. Eligible income is at or below 80% of MFI. 09/30/23 CDBG: $793152 CDBG RL: $40,000 HOME: $200,000 Homeowner Housing Rehabilitated: 9 Household Housing Units will be serviced. Throughout the City of Austin The HRLP provides assistance in the form of a 0% interest, deferred- forgivable loan, in an amount not less than $5,000 and up to a maximum of $75,000 for rehabilitation, and $100,000, for historical preservation. If it is determined that it is economically infeasible to rehabilitate a property, reconstruction is necessary. For reconstruction, assistance is provided up to a maximum amount of $130,000 or 125% loan-to-value based on the after-reconstruction appraised market value. Liens will be placed on properties assisted. For reconstruction, there will be a shared equity, purchase option, and right of first refusal component. Draft Annual Action Plan 2022 75 DRAFTMinor Home Repair Program Project Title 14 Project ID Throughout the City of Austin Target Areas Annual Goals Supported Homeowner Assistance Priority Need(s) Addressed Homeowner Assistance Description Target Date Expected Resources Estimate the number and types of families that will benefit from the proposed activities Location Description Planned Activities The Minor Home Repair Program makes repairs to alleviate life- threatening living conditions, and health and safety hazards for low- to moderate-income homeowners. Households residing within Austin City limits and with incomes at or below 80% of MFI are eligible. Eligible households can receive up to $5,000 for home repairs per year. 09/30/23 CDBG: $900,000 Homeowner Housing Rehabilitated: 200 Household Housing Units will be serviced. Throughout the City of Austin The program provides minor home rehabilitation activities related to maintaining a healthy, safe, affordable and sustainable housing stock for low- to moderate-income homeowners. Eligible program services include electrical, plumbing, roof, heating/cooling systems, structural carpentry, and other interior and exterior minor home repairs Draft Annual Action Plan 2022 76 DRAFTGO Repair! Program Project Title 15 Project ID Throughout the City of Austin Target Areas Annual Goals Supported Homeowner Assistance Priority Need(s) Addressed Homeowner Assistance Description The GO Repair! program addresses substandard housing conditions for low- and moderate-income homeowners residing within Austin City limits. The program provides financial assistance to make repairs that will eliminate health and safety hazards and/or provide improved accessibility. 09/30/23 General Obligation Bonds: $7,000,000 N/A- fund source is local Throughout the City of Austin The program will provide up to $20,000 per home for repairs. Target Date Expected Resources Estimate the number and types of families that will benefit from the proposed activities Location Description Planned Activities Draft Annual Action Plan 2022 77 DRAFTRental Housing Development Assistance (RHDA) Project Title 16 Project ID Throughout the City of Austin Target Areas Annual Goals Supported Housing Development Assistance Priority Need(s) Addressed Housing Development Assistance Description The Rental Housing Development Assistance (RHDA) program provides opportunities to create and retain affordable rental units for low- and moderate-income households, and low-income persons with special needs. RHDA provides below-market-rate financing to nonprofit and for-profit developers for the acquisition, new construction, or rehabilitation of affordable rental housing. RHDA serves households at or below 50% of MFI with a target of serving households at or below 30% of MFI. The City of Austin currently has four certified CHDOs developing rental housing through the use of HOME CHDO funds- · Blackland Community Development Corporation operates multiple single-family units for rent to households at or below 50% MFI and continues to find ways to increase its portfolio of affordable rental housing in an increasingly high opportunity area constrained by rising property values. ·Accessible Housing Austin has completed a new 27-unit affordable housing development targeted for mobility-impaired individuals and is fully occupied as of Spring 2022. ·Blackshear Neighborhood Development Corporation was awarded funds for the rehabilitation of three single family homes due for completion the Summer of 2022 and will be leased to income-eligible households. ·Guadalupe Neighborhood Development Corporation (GNDC) continues to expand its rental properties through the construction of multiple accessory dwelling units on properties currently in their Community Land Trust. GNDC is applying for additional RHDA funds to further increase its portfolio of affordable rental housing in an increasingly high opportunity area constrained by rising property values. Target Date Expected Resources 09/30/23 CDBG: $76,474 HOME CHDO: $236,760 HOME Program Income: $218,182 Draft Annual Action Plan 2022 78 DRAFTEstimate the number and types of families that will benefit from the proposed activities Location Description Planned Activities Rental units constructed: Federal Funds: 10 Other (CHDO): 5 Throughout the City of Austin RHDA will increase the supply of affordable rental units for income- eligible households. Units created will be restricted to households with incomes at or below 50% MFI. Depending on the project, the units may be for one or more of several underserved populations: seniors, children, persons with disabilities, and chronically homeless persons, including chronically homeless veterans. Draft Annual Action Plan 2022 79 DRAFTOwnership Housing Development Assistance (OHDA) Project Title 17 Project ID Throughout the City of Austin Target Areas Annual Goals Supported Housing Development Assistance Priority Need(s) Addressed Housing Development Assistance Description The Ownership Housing Development Assistance (OHDA) program works with lenders, and nonprofit and for-profit developers to leverage City and federal funds to increase homeownership opportunities for low- to moderate-income buyers. Activities include: 1) the acquisition and development of land; 2) the acquisition and rehabilitation of residential structures; 3) the acquisition of new or existing housing units; and 4) the construction of new housing, all for sale to income- eligible households at or below 80%of MFI. Of the four operable CHDOs in Austin, only Guadalupe NDC has developed an ownership model coupled with a dedicated Community Land Trust. Recently, GNDC was awarded HOME CHDO funds for the development of 10 new units in the Guadalupe Saldana Net Zero Subdivision. GNDC previously developed 12 units in this subdivision with the assistance of HOME CHDO funds. 09/30/23 CDBG Revolving Loan: $55,000 HOME CHDO: $236,760 Homeowner Housing Units Added: Federal Funds: 8 Other (CHDO): 2 Local: 6 Throughout the City of Austin OHDA will increase the supply of affordable homeownership units for income-eligible households. OHDA activities using HOME funds that provide direct financial assistance to homebuyers will use the "recapture" method combined with a shared equity model. This ensures that HOME funds are returned for other HOME-eligible activities. For OHDA activities using HOME funds that provide funding to a developer, the "resale" method will be used to ensure affordability throughout the affordability period. Target Date Expected Resources Estimate the number and types of families that will benefit from the proposed activities Location Description Planned Activities Draft Annual Action Plan 2022 80 DRAFTCHDO Operating Expense Grants Project Title 18 Project ID Throughout the City of Austin Target Areas Annual Goals Supported Other Community Development Assistance Priority Need(s) Addressed Other Community Development Assistance Description Target Date Expected Resources Estimate the number and types of families that will benefit from the proposed activities Location Description Planned Activities The Community Housing Development Organizations (CHDO) Operating Expenses Grant program provides financial support to eligible, City- certified CHDOs actively involved in housing production or expected to begin production within 24 months. Under the terms of the grant, CHDOs must access CHDO set-aside funds to produce affordable housing for the community. Funding can only be used for the organization's operating expenses and cannot be used on project- related expenses. 09/30/23 HOME (CO): $150,000 Other: 2 Throughout the City of Austin CHDO Operating Expenses Grants are used to supplement a CHDO's operating funds. HOME regulations prohibit the use of these funds on project-related costs, and therefore, no families will directly benefit from this activity. Eligible CHDOs will receive financial assistance to support their operations as affordable housing providers. Financial support to CHDOs allows them to maintain or increase their capacity to create affordable rental and homeownership units. Draft Annual Action Plan 2022 81 DRAFTFamily Business Loan Program (FBLP) Project Title 19 Project ID Throughout the City of Austin Target Areas Annual Goals Supported Other Community Development Assistance Priority Need(s) Addressed Other Community Development Assistance Description The FBLP is a public-private partnership between the City of Austin, U.S. Small Business Administration (SBA) certified community lenders, and private banks. 09/30/23 Section 108: $2,000,000 Section 108 PI: $2,192 Jobs created/retained: 36 Businesses Assisted: 3 Throughout the City of Austin The Family Business Loan Program (FBLP) makes low-interest loans to qualified Austin small business owners who are ready to expand their businesses and create jobs. Target Date Expected Resources Estimate the number and types of families that will benefit from the proposed activities Location Description Planned Activities Draft Annual Action Plan 2022 82 DRAFTNonprofit Capacity Building for Workforce Development Project Title 20 Project ID Throughout the City of Austin Target Areas Annual Goals Supported Other Community Development Assistance Priority Need(s) Addressed Other Community Development Assistance Description Target Date Expected Resources Estimate the number and types of families that will benefit from the proposed activities Location Description Planned Activities The purpose of the program is to support workforce development training to upskill or re-skill furloughed or previously furloughed workers to ensure a safe learning, working and operating environment. The nonprofit will directly connect with local, small business owners or managers to bring back, re-hire, and re-skill workers to provide a safe working environment for workers and customers. Further, the technical support will provide a safe learning environment for upskilling, supporting the creation, retention or advancement of low to moderate income positions. 09/30/23 CDBG: $1,801,336 Organizations assisted: 2 Throughout the City of Austin The Capacity Building program will provide professional development opportunities to enhance and strengthen the infrastructure and workforce of Austin’s creative sector that are struggling to survive the COVID-19 emergency Draft Annual Action Plan 2022 83 DRAFTNeighborhood Commercial Management Project Title 21 Project ID Throughout the City of Austin Target Areas Annual Goals Supported Other Community Development Assistance Priority Need(s) Addressed Other Community Development Assistance Description Target Date Expected Resources Provides gap financing to eligible borrowing businesses. 09/30/23 CDBG Program Income: $50,000 CDBG Revolving Loan: $40,000 N/A- Funding reflects estimated revolving loan and program income Throughout the City of Austin These loans can be used for acquisition of land, improvements, various fixed costs, new construction, and leasehold improvements. Estimate the number and types of families that will benefit from the proposed activities Location Description Planned Activities Draft Annual Action Plan 2022 84 DRAFTDebt Service Project Title 22 Project ID Throughout the City of Austin Target Areas Annual Goals Supported Other Community Development Assistance Priority Need(s) Addressed Other Community Development Assistance Description East 11th and 12th Street Debt Service: The city secured a $9,035,000 HUD Section 108 Loan Guarantee to implement the East 11th and 12th Streets revitalization project. A portion of these funds were used by the City of Austin for acquisition, relocation, demolition and other revitalization expenses on East 11th and 12th Street. Funds were also loaned to the Austin Revitalization Authority (ARA) for the construction of the Street-Jones and Snell Buildings on E 11th Street. The debt service will be paid from small business loan repayments through 2026. 09/30/23 Section 108 PI: $300,000 N/A- Funding reflects estimated program income Target Date Expected Resources Estimate the number and types of families that will benefit from the proposed activities Location Description Planned Activities Throughout the City of Austin Debt Servicing for Revitalization Draft Annual Action Plan 2022 85 DRAFT Project Title Project ID Target Areas Annual Goals Supported HOME Administration 23 Throughout the City of Austin Homebuyer Assistance Homeowner Assistance Housing Development Assistance Description Priority Need(s) Addressed Homebuyer Assistance Homeowner Assistance Housing Development Assistance Funds provide administrative costs for programs. HOME Entitlement: $3,156,803 Program Income: $900,000 Total: $4,056,803 Allowable 10% HOME Admin Cap = $405,680.30 Administrative Expense: $397,498 < 10% 09/30/23 HOME: $315,680 N/A-Funds provide administrative costs for programs Target Date Expected Resources Estimate the number and types of families that will benefit from the proposed activities Location Description Planned Activities Throughout the City of Austin Funds provide administrative costs for federal programs Draft Annual Action Plan 2022 86 DRAFTProject Title Project ID Target Areas Annual Goals Supported CDBG Administration 24 Throughout the City of Austin Special Needs Assistance Renter Assistance Homeowner Assistance Housing Development Assistance Other Community Development Priority Need(s) Addressed Special Needs Assistance Renter Assistance Homeowner Assistance Housing Development Assistance Other Community Development Funds provide administrative costs for programs. CDBG Entitlement: $7,947,552 Program Income: $195,000 Total: $8,142,552 Allowable 20% CDBG Admin Cap = $1,628,510.40 Administrative Expense: $1,599,510 < 10% 09/30/23 CDBG: $1,589,510.00 N/A-Funds provide administrative costs for programs Throughout the City of Austin Funds provide administrative costs for federal programs Description Target Date Expected Resources Estimate the number and types of families that will benefit from the proposed activities Location Description Planned Activities Draft Annual Action Plan 2022 87 DRAFTAHFC Acquisition and Development Project Title 25 Project ID Throughout the City of Austin Target Areas Annual Goals Supported Housing Development Assistance Priority Need(s) Addressed Housing Development Assistance Description Low- and moderate-income households will be served through the Acquisition and Development Program. 09/30/23 General Obligation Bonds: $20,000,000 N/A- fund source is local Target Date Expected Resources Estimate the number and types of families that will benefit from the proposed activities Location Description Planned Activities Throughout the City of Austin The Housing and Planning Department will serve at least five low- and/or moderate-income households by providing rental and/or ownership opportunities through AHFC acquisition and development of affordable rental units and/or Community Land Trust units. Draft Annual Action Plan 2022 88 DRAFTAP-50 Geographic Distribution – 91.220(f) Description of the geographic areas of the entitlement (including areas of low-income and minority concentration) where assistance will be directed The City of Austin does not currently direct its investments in specific target areas. Geographic Distribution Target Area Throughout the City of Austin Percentage of Funds 100 Table 8 - Geographic Distribution Rationale for the priorities for allocating investments geographically The City of Austin does not currently direct its investments in specific geographic areas. Discussion While the City of Austin does not currently target investments to specific geographic areas, it considers the geographic dispersion of affordable housing to be a core value in the investment of affordable housing-related activities with federal and local funds. The City supports providing affordable housing in areas outside of low-income neighborhoods, thereby reducing racial and ethnic segregation, deconcentrating poverty, and providing for more economic opportunities for low-income households. The City’s Housing and Planning Department (HPD) provides funding preference through a scoring matrix system which awards points to projects that assist in the dispersion of affordable housing stock throughout the community, to focus on areas in Austin where there is a shortage of affordable housing. As a result of this focus, HPD has achieved greater geographic dispersion in the units it has funded in recent years. In 2019, Council adopted geographic affordable housing goals by both Council District and by 2016 Mobility Bond Corridors. These goals have resulted in revisions to program guidelines and other city policies to ensure affordable housing is created throughout Austin as articulated by the community in both the Housing Blueprint and Imagine Austin, the City’s Comprehensive Plan. Draft Annual Action Plan 2022 89 DRAFTAffordable Housing AP-55 Affordable Housing – 91.220(g) Introduction Affordable housing is a critical priority for the City of Austin. The need for affordable housing for extremely low and moderate-income renters, special needs populations, and homebuyers is evident in the 2019 Housing Market Analysis and in public input received from the community. Feedback received during the FY 2022-23 Action Plan community needs assessment period makes clear that this is still a prioritized need in Austin. Housing affordability in Austin has continued to decline among many segments of the population but particularly among very low-income households making between 30% and 50% MFI, and extremely low-income households making between 0% and 30% MFI. Many service providers cited the lack of affordable housing as having a ripple effect, negatively impacting the ability to provide a stable foundation of opportunity for the clients they serve. The Action Plan must specify goals for the number of homeless, non-homeless, and special needs households to be provided with affordable housing within the program year. The plan must also indicate the number of affordable housing units that will be provided by program type, including rental assistance, production of new units, rehabilitation of existing units, or acquisition of existing units. For the purpose of this section, the term “affordable housing” is defined in the HOME regulations at 24 CFR 92.252 for rental housing and 24 CFR 92.254 for homeownership. The goals in the following tables reflect federally funded projects that do not include the provision of emergency shelter, transitional shelter, or social services and that meet the definition of households provided affordable housing units within the program year. Draft Annual Action Plan 2022 90 DRAFTOne Year Goals for the Number of Households to be Supported Table 9 - One Year Goals for Affordable Housing by Support Requirement One Year Goals for the Number of Households Supported Through Homeless Non-Homeless Special-Needs Total Rental Assistance The Production of New Units Rehab of Existing Units Acquisition of Existing Units Total 85 59 287 431 85 25 296 25 431 Table 10 - One Year Goals for Affordable Housing by Support Type Draft Annual Action Plan 2022 91 DRAFTThe following is a breakdown of the values featured in Table 9– One Year Goals for Affordable Housing by Support Requirement Homeless Subtotal Non-Homeless Subtotal Special Needs Subtotal Grand Total Tenant Based Rental Assistance- Homeless Assistance (HOME) Rental Housing Developer Assistance (CDBG & HOME) Ownership Housing Development Assistance (CDBG & HOME) Home Rehabilitation Loan Program (CDBG & HOME) Down Payment Assistance (HOME) Minor Home Repair (CDBG) Architectural Barrier Program - Rental (CDBG) Architectural Barrier Program - Owner (CDBG) 85 85 10 8 9 25 52 200 7 80 287 424 Draft Annual Action Plan 2022 92 DRAFT The following is a breakdown of the values featured in Table 10– One Year Goals for Affordable Housing by Support Type Rental Assistance Tenant-Based Rental Assistance (HOME) Subtotal Production of New Units Rental Housing Developer Assistance (CDBG & HOME) Ownership Housing Development Assistance (CDBG & HOME) Subtotal Rehab of Existing Units Architectural Barrier Program - Rental (CDBG) Architectural Barrier Program - Owner (CDBG) Home Rehabilitation Loan Program (CDBG & HOME) Minor Home Repair (CDBG) Subtotal Acquisition of Existing Units Down Payment Assistance (HOME) Subtotal Grand Total 85 85 10 8 18 7 80 9 200 296 25 25 424 Draft Annual Action Plan 2022 93 DRAFTDiscussion Long-term Affordability The Housing and Planning Department (HPD) and Austin Housing Finance Corporation (AHFC) use a shared equity model to allow income-eligible homebuyers and homeowners to obtain substantial mortgage assistance or housing reconstruction services, in exchange for provisions that preserve affordability in Austin by recapturing funds to assist another subsequent low- to moderate-income buyer to purchase the home. The City has prioritized resources for its long-term affordability program through expanding AHFC’s portfolio of Community Land Trust homes (CLT). A Community Land Trust (CLT) preserves public investment in affordability, allowing preservation into perpetuity. The CLT retains ownership of the land, while the homeowner owns the home. The CLT limits the sales price and requires subsequent buyers be income eligible. CLT homeowners receive a predetermined share of the appreciation when the unit is re- sold. This model provides opportunities for low- to moderate-income households to buy the home at an affordable price. The Austin Community Land Trust (ACLT) was designed with policies to further the City’s obligation to affirmatively further fair housing and includes a method to prioritize applicants affected by gentrification and displacement. ACLT will implement a lottery and application process for the available homes through the website, ACLT-Homes.org. ACLT-Home.org is the online platform to educate the community on the Austin Community Land Trust, how to apply, and how to move through the home-buying process. ACLT currently has 15 homes occupied and 28 homes for sale throughout FY 21-22 and 22-23. AHFC receives a 100% property tax exemption on all land it owns. AHFC may partner with affordable housing developers through purchase of land and a long-term leasehold deed of trust held by AHFC. The benefit of AHFC's property tax exemption helps sustain the project viability and affordability. This structure is typically used when the affordable housing development meets several key criteria, among them: location on/near a transit-oriented development or transit corridor, proximity to critical services and amenities, placement in a high-opportunity area and a commitment to serve low-income households. Draft Annual Action Plan 2022 94 DRAFTPreservation of Affordable Housing HPD regularly examines the loss of existing affordable housing stock in the community and recently joined the Texas Affordable Housing Preservation Coalition. HPD will develop and share data to strengthen coordination and increase opportunities for preservation in high opportunity areas (places with access to amenities or community attributes that can increase economic mobility for their residents). Additional strategies to preserve affordable housing include ● Maximize partnerships to promote programs and services, and preserve affordable housing stock ● Explore educational and outreach initiatives to ensure low-income households have avenues through education to remain in affordable housing ● Pursue strategies to bring forward resources and incentives and to increase long-term, ● Develop data regarding the condition of Austin's housing units, including unit counts for permanent affordability subsidized properties HPD is working to produce a comprehensive strategy to preserve affordability by coordinating with local partners to identify and preserve affordable housing. Geographic Dispersion The City balances investment in gentrifying areas with the need for creating affordable housing in high opportunity areas- a strategy recommended in Uprooted: Residential Displacement in Austin’s Gentrifying Neighborhoods & What Can be Done About It. Investment in affordable housing in areas outside of low-income neighborhoods is being prioritized, with the goal of reducing racial and ethnic segregation, deconcentrating poverty and providing economic opportunities for low-income households. The City offers development incentives which provide waivers to site development regulations in exchange for affordable housing. The majority of these policies apply to geographic areas including high opportunity areas. Other Initiatives In 2017, the Austin City Council adopted the Austin Strategic Housing Blueprint, a ten-year community Draft Annual Action Plan 2022 95 DRAFTplan to align resources, ensure a unified strategic direction, and facilitate community partnerships to reach the City’s affordable housing goals. The Austin Strategic Housing Blueprint set a goal of creating 135,000 housing units by 2028, with housing available at each level of income distributed across the council districts. The Austin Strategic Housing Blueprint Scorecard for 2020, produced by HousingWorks Austin, demonstrates the City’s progress in meeting various goals set in the plan. The City continues working towards meeting the following goals established in the Strategic Housing Blueprint, using both federal and local funding, by 2028. The following progress is outlined in the Austin Strategic Housing Blueprint Scorecard for 2020. ● 20,000 Housing Units Affordable to 30% MFI and Below- 28 units affordable to households earning at or below 30% MFI were produced in 2020, 90 fewer than the 118 built in 2019. The 28 units built in 2020 brings the three-year total number of units affordable to households earning at or below 30% MFI produced to 238. ● 25,000 Housing Units Affordable to 31-60% MFI and Below- 911 housing units affordable to households earning between 31-60% MFI were produced in 2020, 1,780 fewer than those built in 2019. A total of 4,884 units affordable to households making between 31-60% MFI have been constructed over the past three years. ● 15,000 Housing Units affordable to 61-80% MFI and below- 1,283 housing units affordable to households earning between 61-80% MFI constructed in 2020. Over the past three years, 1,888 units affordable to households earning 61-80% MFI have been constructed. In 2019, Council adopted geographic affordable housing goals by Council District and by 2016 Mobility Bond Corridors. These goals have informed revisions to program guidelines to ensure affordable housing is created. Draft Annual Action Plan 2022 96 DRAFTAP-60 Public Housing – 91.220(h) Introduction Introduction The City of Austin is served by two Public Housing Authorities (PHAs): The Housing Authority of the City of Austin (HACA) and the Housing Authority of Travis County (HATC). These agencies work independently of the City of Austin and Travis County but share updates on progress through regular meetings with City staff. HACA is a partnering agency in the development of the Regional Analysis of Impediments, Housing Market Analysis, and Consolidated Plan. HACA administers the City’s tenant based rental assistance (TBRA) program. Previously, the City held two TBRA contracts with HACA that were consolidated into one in FY 2020-21. Currently, the TBRA program provides vouchers for households experiencing homelessness, with referrals taken from the Coordinated Assessment system. The program blends HOME TBRA housing coupons and supportive services through General Fund activities, known locally as the Armadillo Avenue Program, and has enabled households experiencing homelessness to access Permanent Housing. Considering the great need for affordable housing to house the homeless, HACA will enter into an agreement for Housing Assistance Payments (HAP) Contracts with five properties to provide permanent supportive housing to homeless persons in the City of Austin. The five properties comprise projects recommended to receive housing choice voucher (HCV) project-based vouchers (PBV) and Veterans Affairs Supportive Housing (VASH) housing choice project-vouchers based on a request for proposal. Austin Housing Finance Corporation (AHFC), Hotel Conversion Project at Pecan Park will receive 50 HCVs. Foundation Communities Balcones Terrace Housing Corporation, Balcones Terrace will receive a combination of 25 HCVs and 25 VASH Housing Choice Vouchers. Libertad Austin at Gardner, LP, Libertad Austin will receive 25 HCVs and 25 VASH Housing Choice Vouchers, and Cady Lofts, LLC, in collaboration with Austin Affordable Housing Corp, Cady Lofts will receive 25 HCVs. Another property to be determined will receive 45 HCVs in summer 2022. Committing these new 170 PBVs and 50 VASH PBVs reflect HACA's dedication to expanding supportive housing and services to vulnerable homeless individuals and those experiencing chronic homelessness. HUD regulations and HACA's HCV Administrative Plan allows HACA to project-base up to 20 percent of its allocated vouchers plus an additional 10% above the 20% limit to units designated to serve the Draft Annual Action Plan 2022 97 DRAFThomeless or veterans. The 170 PBV and 50 VASH PBVs, coupled with the existing 308 PBVs, reflects a total of 528 PBVs or 7.3% of HACA's overall voucher allocation. In response to the Coronavirus pandemic, the City of Austin continued to work collaboratively with HACA to provide emergency rental assistance to income eligible households impacted by COVID-19, internally referred to as: RENT (Relief of Emergency Needs for Tenants). In the first RENT iteration, RENT 1.0, the City provided $1,259,656.00 in rental assistance to 1,680 households. After Congress passed the CARES (Coronavirus Aid Relief Economic Security) Act, additional funding was provided to implement RENT 2.0/2.5. CARES-CV funding combined with General Funds allowed the City to continue supporting low-income households impacted by the pandemic. RENT 2.0/2.5 provided approximately $15.5 million in rental assistance to over 4,800 families. The City of Austin continued their collaboration with HACA to provide emergency rental assistance to income eligible households vulnerable to eviction, prioritizing households under 50% Area Median Income (AMI) with the funds authorized by section 501 of the Consolidated Appropriations Act, 2021 (ERA1 – RENT 3.0) and by section 3201 of the American Rescue Plan Act of 2021 (ERA2 – RENT 4.0). With the implementation of ERA1, approximately $25 million was distributed to over 4,084 households. During the final iteration of RENT with $29.7 million in ERA2 funding and $5,634,390 in General Funds, a total of $35,384,299 was distributed to 8,337 households. In addition to the RENT programs, the City of Austin was awarded funds from the Texas Department of Housing and Community Affairs (TDHCA) to administer the Texas Emergency Rental Assistance Program (TERAP). With a successful partnership with El Buen Samaritano, approximately $1.2 million of emergency rental assistance was distributed to 215 income eligible households impacted by COVID-19. Altogether, the City of Austin distributed over $75 million in rental assistance to over 8,550 households. HACA’s PHA Annual and Five-Year Plan provides comprehensive information on actions that HACA has planned or considered for implementation in the next year to address the need for low-income subsidized housing. Actions planned during the next year to address the needs to public housing In FY 2022-23, HACA will continue its down payment assistance program, which provides qualified families with a $10,000 forgivable loan to be applied towards down payment on a new or existing home. Since the program began, at least 108 families have become homeowners through its down payment assistance program. Additionally, HACA’s subsidiary, Austin Affordable Housing Corporation (AAHC) will continue the Community Land Trust program, providing HACA’s public housing households the ability to Draft Annual Action Plan 2022 98 DRAFTpurchase a home at an extremely affordable price while the land is held by the trust. In the coming year, HACA will continue supporting the coordination of Resident Councils at each of the 18 low-income subsidized housing properties. All property residents are considered members of their Resident Council and are encouraged to participate in meetings and decision-making at their properties. The opportunity to become leaders at their properties, voice concerns about program operations, and advocate for necessary changes often serves as a springboard for households to become further involved in the community and plan specific goals for achieving economic and housing self-sufficiency. Housing Authority of Travis County (HATC) HATC administers eight housing services programs, the largest of which is 566 units of Housing Choice Vouchers. HATC receives a Shelter Plus Care grant for 95 units to provide assistance for homeless individuals and families in the Austin Travis County Metropolitan area; inter-local agreements with two neighboring counties also allow for services in those areas. HATC is a partner in the Permanent Supportive Housing (PSH) Leadership Council to assist in developing a financial model for a multi- jurisdictional solution to fund PSH in Austin. The City of Austin is committed to continuing its support of partnerships and efforts that will improve public housing and resident initiatives and will continue coordinating with both HACA and HATC in FY 2022-23 to inform public housing residents of affordable housing programs and opportunities. On March 7, 2019, AHFC approved a $1 million loan to HATC for the rehabilitation of one of its public housing properties, Eastern Oaks. The 30-unit multifamily property was built in 1982 and needed substantial rehabilitation. AHFC provided $1,000,000 in local Housing Trust Fund dollars, as part of HATC’s $3.25 million rehabilitation project. All 30 units will be affordable to households at or below 30% MFI for 99 years. Actions to encourage public housing residents to become more involved in management and participate in homeownership The City of Austin collaborates closely with local PHA officials to ensure that City housing programs are responsive and linked to the needs of public housing households. As previously noted, each of HACA’s 18 low income subsidized housing properties maintains a Resident Council designed to directly involve individuals in their community’s management and decision-making process. Participation in community management empowers households to become further involved in their communities, and to plan Draft Annual Action Plan 2022 99 DRAFTspecific goals for achieving economic and housing self-sufficiency. The Housing Authority of the City of Austin (HACA) continues to move families toward self-sufficiency. HACA’s down payment assistance program provides qualified families participating in the Public Housing or Housing Choice Voucher programs with a $10,000 forgivable loan to be applied towards the down payment on a new or existing home. If the applicant meets all program criteria for the first five years, then the loan is forgiven. HACA’s subsidiary, Austin Affordable Housing Corporation (AAHC) has also successfully implemented its own Community Land Trust (CLT). This program provides HACA’s public housing residents the ability to purchase a home at an extremely affordable price while the land is held by the CLT. HACA’s Community Land Trust program creates options for people who may not qualify for homeownership. HACA closed its first CLT home in April of 2013. Through AAHC, HACA’s Six Star program provides another alternative for those who are ready to move out of public housing but have not met all the criteria to purchase a home. The Six-Star program allows households to reside at one of AAHC’s apartment homes at a rate lower than the fair market rental rate. The rent amount increases slightly over the course of the three-year program, until the fair market rent is reached. The Six Star program allows participants to continue to learn financial management skills and work toward goals that will support sustainable economic and housing self-sufficiency and ultimately homeownership. If the PHA is designated as troubled, describe the manner in which financial assistance will be provided or other assistance Neither the Travis County Housing Authority nor the Housing Authority of the City of Austin (HACA) is designated as troubled. Discussion Please see the sections above. Draft Annual Action Plan 2022 100 DRAFTAP-65 Homeless and Other Special Needs Activities – 91.220(i) Introduction In December 2020, the City hired the Homelessness Strategy Officer to coordinate between public housing providers, mental health, and service agencies who address homelessness prevention and housing. The City of Austin Homelessness Strategy Office provides a coordinated implementation of responses to homelessness across City departments. The City coordinates the administration of the Emergency Solutions Grant (ESG) funding with local and state funding of homeless services. ESG funds primarily serve the downtown single adult homeless population with emergency shelter, rapid rehousing, user licenses for the Homeless Management Information System (HMIS), and administration for the program. The Ending Community Homelessness Coalition (ECHO) is the lead planning entity on homeless issues in Austin/Travis County. As the Collaborative Applicant and HMIS Lead Agency, ECHO completes Austin's Continuum of Care (CoC) NOFA Collaborative Application and annual reports. ECHO also coordinates the annual Point in Time (PIT) Count, as well as the Homeless Management Information System (HMIS). The City allocates general fund dollars to support ECHO staff and programs. ECHO manages the Coordinated Entry System (CE)–a standardized intake process. The CE system simplifies the client referral process for Permanent Housing and ESG funded programs. ECHO follows the Continuum of Care CE Written Standards. The Downtown Austin Community Court (DACC) works to address the quality of life issues of all residents in downtown Austin through swift, creative sentencing of public order offenders. DACC’s Case Management provides long term services to individuals experiencing homelessness. Austin Public Health (APH) currently oversees DACC’s ESG funded rapid rehousing program (RRH). Through RRH, DACC serves the homeless through basic needs provision, financial assistance, housing relocation and stabilization assistance, and support services so clients can stay in permanent housing. The City has provided subsidies for the creation of 900+ permanent supportive housing (PSH) units. Between February 2017 and March 2021, 323 PSH units have been created, 77 of which are dedicated to the Continuum of Care, with nearly 600 PSH units at varying stages of development. The City also has a dedicated staff member to work closely with ECHO in promoting this PSH goal. The City endorsed the Action Plan to End Homelessness, and the Pay for Success Initiative, a funding model projected to create 250 new PSH units in the community over the course of 2 years. The Austin Strategic Housing Blueprint also supports the production of 100 PSH units each year, with half of those units housing people experiencing homelessness. In order for Austin to address homelessness, all programs across the system strive to achieve performance benchmarks; programs Draft Annual Action Plan 2022 101 DRAFTtarget resources to households that would become homeless if assistance were not provided; and persons in transitional housing rapidly exit into permanent housing within 12 months. In 2020, the City began the hotel conversion strategy to help reach the goal of generating PSH units. The Housing and Planning Department (HPD) worked with the Office of Real Estate Services (ORES) to acquire existing hotel properties to convert to PSH. The first of the acquisitions was the 85 room Rodeway Inn at 2711 S. I-35. The hotel, now known as Pro-lodge 5, was acquired in April 2020, renovated to allow for use as a protective lodge during the pandemic, and began to house individuals at risk for contracting COVID-19 in July of 2020. Currently, renovation continues at the Pro-lodge 5 as the projected end date for all the scoped renovation is in Spring 2022. Describe the jurisdictions one-year goals and actions for reducing and ending homelessness including reaching out to homeless persons (especially unsheltered persons) and assessing their individual needs In order to identify and engage with people experiencing homelessness in the Austin/Travis County area, the City partners with more than ten different street outreach teams and mobile navigation programs and ten local emergency shelters. Coordination with these partners occurs through the CoC’s Coordinated Entry System (CE) and the shared Homeless Management Information (HMIS) database. Street Outreach teams, Navigation Center staff, and Emergency Shelter staff are trained to administer the CE assessment to add clients to the shared community By-Name-List to prioritize the most vulnerable clients for housing. One of these street outreach teams is the City-funded Homeless Outreach Street Team (HOST), an interdisciplinary outreach collaborative composed of representatives from law enforcement, mental health, and the court system, and dedicated to engaging the highest- need clients in the downtown area. Housing resources are prioritized based upon vulnerability, and the CoC has developed a CE system that uses Street Outreach teams to proactively document eligibility and keep households engaged while accessing services. The CoC provides assessment staff on a supplemental and temporary basis to close assessment need gaps while partners are developing internal assessment capacity. A number of outreach and shelter programs prioritize hard-to-reach populations such as unsheltered families, chronically homeless veterans, unaccompanied youth, persons with HIV/AIDS, refugees/asylees, and clients with mental health needs. Austin also coordinates with diverse community partners to identify homeless individuals, such as libraries, community centers, schools, clinics, hospitals, law enforcement, and the local mental health authority. When necessary, Street Outreach Draft Annual Action Plan 2022 102 DRAFTteams complete the CE assessment directly in the field using mobile technology, and they can request help from other Street Outreach teams if an area of high need is identified. These teams meet monthly at a CoC-wide coordination meeting to discuss coverage areas, frequency, emerging practices and concerns, and individual cases. Austin’s Action Plan to End Homelessness [http://www.austintexas.gov/edims/document.cfm?id=292841] has identified several objectives regarding outreach and shelter. They include: 1) Outreach programs engage all persons experiencing unsheltered homelessness and connect them to crisis services as well as to stable housing, 2) All persons in unsheltered situations can access crisis services and can end their homelessness, and 3) Persons in unsheltered situations can meet their basic daily survival needs (i.e. a comfortable and safe place to be during the day including services to end their homelessness, access to showers and bathrooms during the day, and access to 24 hour storage space). Addressing the emergency shelter and transitional housing needs of homeless persons Austin Public Health (APH) funds a private nonprofit organization, Front Steps, to operate the Austin Resource Center for the Homeless (ARCH) using ESG and general fund dollars. The City also funds other shelters, transitional housing and homeless services, and a shelter for women and children using funds other than ESG. All clients served in the ARCH have low- to moderate-income and are at or below 50% of MFI. Emergency Solutions Grant (ESG) funds are used to provide maintenance and operations for this program. In 2018-19 APH competed the Austin Resource Center for the Homeless (ARCH) shelter agreement and worked with the National Alliance to End Homelessness (NAEH) to redesign the shelter programs, which resulted in the reduction of shelter beds from 160 to 130; Day Resource Center services were modified to only be available to shelter clients, while housing-focused case management has been made available to all shelter clients. The Day Resource Center program also includes a number of services such as mental health care, legal assistance, and employment assistance provided by co-located agencies. In addition, ARCH houses the Healthcare for the Homeless clinic operated by CommunityCare/Central Health. The changes in shelter programs came after an in-depth, year-long community input and consultation process. The City requires a high level of data quality, increased outcomes for persons exiting to permanent housing, and a shortened length of stay. NAEH is contracting with OrgCode Consulting to work with the shelter administrator to address shelter client workflow, data quality, staffing changes, Draft Annual Action Plan 2022 103 DRAFThousing case management for all shelter clients, and to ensure that all client services are housing- focused with a rapid exit from shelter. In addition to the emergency shelter services directly funded by ESG, the City and CoC have collaborated to create common strategies and systems to document unmet emergency shelter needs and to expedite the exit from emergency shelter to housing. These strategies include: ● Using the Coordinated Entry System (CE) to assist all shelter residents in applying for all possible housing programs ● Leading shelter transformation toward the housing-focused model ● Increasing documentation of exit data in HMIS for all projects, including emergency shelters where there are high rates of missing exit destination information ● Monitoring project performance by housing outcomes ● Partnering with landlords for prompt access to units that become available ● Training case managers to implement best practices that promote housing attainment and retention Due to the COVID-19 pandemic, shelters within the geographic area have reduced capacity to keep participants and staff safe. The ARCH reduced its capacity to 50 individuals, and is carefully monitoring the Austin covid conditions, with support from APH, to determine when it will be safe to expand capacity again. Helping homeless persons (especially chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth) make the transition to permanent housing and independent living, including shortening the period of time that individuals and families experience homelessness, facilitating access for homeless individuals and families to affordable housing units, and preventing individuals and families who were recently homeless from becoming homeless again Front Steps, Inc., City of Austin’s Downtown Austin Community Court, and Austin Public Health’s Communicable Disease Unit will all administer ESG Rapid Rehousing funds in coordination to move homeless individuals from the streets and shelters into permanent housing. This program brings together housing location, financial assistance, and housing stability case management, and leverages other funding sources like the General Fund dollars, to bring housing resources to unhoused people. In conjunction with the CoC, the City uses two primary strategies to rehouse clients as quickly as Draft Annual Action Plan 2022 104 DRAFTpossible: Rapid identification and assessment through the Coordinated Entry System (CE); Rapid matching of RRH households with service-enriched housing programs (driven by active household choice in determining which combination of options is best suited to meet clients’ needs). The CE system creates a by-name list of homeless families using HMIS data, including date first homeless, and this information is used to affirmatively target households for engagement and housing. The CoC has adopted Written Standards for Service Delivery, including the Coordinated Entry Written Standards, which establish consistent prioritization and referral to permanent housing interventions as well as service delivery across intervention types. The CoC and City of Austin staff work closely to ensure the finalization of community service delivery standards. These standards expanded housing location efforts using a Housing First approach to minimize time spent homeless. Upon housing, these programs utilize nationally recognized best practices to ensure that households with higher needs receive more intensive services if needed to stabilize them. The CoC has established formal partnerships for needs such as mental health, substance use, HIV/AIDS, veteran services, SSI/SSDI SOAR applications, employment training, and medical care (through MAP, a locally funded indigent health program). Staff also market services such as subsidized child care (through the local Workforce Solutions system), education services, SNAP, TANF, WIC, subsidized housing waitlists, and Medicaid. Austin’s Action Plan to End Homelessness proposes 72 actions across five strategies – Outreach and Shelter, Housing and Services, Addressing Disparities, System Effectiveness, and Community Commitment. The Plan recognizes that Austin’s high occupancy and high cost rental market prove challenging when locating affordable, low barrier units. Housing objectives include for persons experiencing homelessness having immediate access to existing rental housing units that are affordable, low barrier, and geographically dispersed including high opportunity areas; all persons who have exited homelessness can maintain housing stability; persons experiencing homelessness have access to recovery services, mental healthcare and other healthcare services and increase access sustainable employment for people experiencing or at risk of homelessness. The City partners closely with ECHO’s Community Housing Department to support access to low barrier housing units through partnering with housing properties and providing landlord incentives for homelessness dedicated units. This also includes partnering with ECHO who provides housing barrier screening services by offering amrent reports to support matching households to services, financial assistance tailored to ensuring households can find units regardless of financial and/or criminal background barriers. Helping low-income individuals and families avoid becoming homeless, especially extremely Draft Annual Action Plan 2022 105 DRAFTlow-income individuals and families and those who are: being discharged from publicly funded institutions and systems of care (such as health care facilities, mental health facilities, foster care and other youth facilities, and corrections programs and institutions); or, receiving assistance from public or private agencies that address housing, health, social services, employment, education, or youth needs. The Ending Community Homelessness Coalition (ECHO) coordinates the Continuum of Care funded projects and submits the annual application to HUD. ECHO works with the Reentry Roundtable, Travis County Criminal Justice, Integral Care’s Behavioral Health Advisory Committee, ATCIC leadership and other community planning organizations. ECHO also convenes ongoing conversations addressing discharge planning from hospitals, treatment facilities, and jails to assist persons leaving mental/physical health facilities to locate support services and housing, and persons with mental/physical health challenges leaving other institutions to do the same. Central Health, the local healthcare taxing district has identified Permanent Supportive Housing as a top 10 strategy for improving mental health in Travis County. ECHO staff participate in the Austin Travis County Behavioral Health and Criminal Justice Advisory Committee and have a voting seat. In August of 2019, ECHO began developing the Housing for Healthcare division consisting of 4-5 staff who support system-wide discharge planning and are liaisons with various institutions such as the criminal justice system and the hospital and medical systems. ECHO staff work closely with other systems of care to divert persons from entering homelessness when possible and to increase access to available resources (e.g., crisis beds, coordinated entry assessment). In addition, ECHO is one of the local SOAR Leads which has been vital in supporting access to housing resources through increased income and benefits. The City of Austin Emergency Solutions Grant funds are not allocated to homelessness prevention. However, the ESG-funded emergency shelter, ARCH, does work closely with hospitals to ensure that patients who are being discharged do not enter homelessness. Outreach and shelter staff utilize diversion strategies to find alternative housing options in order to prevent entries into homelessness and shelters. Hospital patients are offered and referred to transitional housing programs and/or respite beds. APH uses City general fund dollars for a centralized homelessness prevention program called Best Single Source Plus, which provides financial assistance and case management to families who are at-risk of homelessness due to acute housing crisis or chronic risk factors. The City of Austin funds a Fiscal Agent, Caritas of Austin, to oversee the funding collaboration which includes 12 agencies who provide financial assistance as a Housing Prevention program, targeting populations at highest risk of homelessness, including individuals with HIV/AIDS, families with minor children, elderly households, and Draft Annual Action Plan 2022 106 DRAFTtransition-aged youth. As part of the joint work through the CoC, Austin/Travis County was also selected in 2017 as one of the first ten communities to participate in the Youth Homelessness Demonstration Project, a newly funded initiative from HUD intended to test new and innovative housing interventions targeting unaccompanied, transition-aged youth experiencing homelessness. Austin/Travis County was awarded an initial, two-year, renewable grant of $5.2 million in programmatic funding, and a portion of this grant has been assigned to a “Deeper Diversion” program intended to prevent youth from entering homelessness from the Foster Care/Department of Family and Protective Services System, the Juvenile Justice system, and the Austin Independent School District system. During the FY19 CoC NOFA Competition, YHDP projects were transitioned into the CoC program funding competition for the first time since being awarded during the FY17 Round 1 YHDP Competition. All 3 youth dedicated projects were awarded as CoC-funded renewals and work in conjunction with each other to provide a diverse range of interventions to prevent and end youth homelessness. YHDP recipient agency, LifeWorks, closely works with schools, foster care, CPS, and juvenile justice to coordinate discharge planning to divert and prevent youth from entering homelessness and offering PH interventions to successfully exit youth into permanent housing solutions. These services are coordinated through partnerships with each of the respective agencies, and services comprise a combination of individualized case management, minimal financial assistance, and family based mediation and counseling services. The community is dedicated to ending youth homelesssness through achieving functional zero for this population. The COVID-19 Pandemic has forced the community to reassess it goal end date, and providers are confident ending youth homelessness will be achieved. Discussion Please see the above sections. Draft Annual Action Plan 2022 107 DRAFTAP-70 HOPWA Goals– 91.220 (l)(3) One year goals for the number of households to be provided housing through the use of HOPWA for: Short-term rent, mortgage, and utility assistance to prevent homelessness of the individual or family Tenant-based rental assistance Units provided in permanent housing facilities developed, leased, or operated with HOPWA funds Units provided in transitional short-term housing facilities developed, leased, or operated with HOPWA funds Total 94 75 44 0 213 Draft Annual Action Plan 2022 108 DRAFTAP-75 Barriers to affordable housing – 91.220(j) The City of Austin has many initiatives to remove the barriers to affordable housing examined as part of the 2019 regional Analysis of Impediments to Fair Housing Choice (AI). The impediments identified in the AI are summarized below. City and County capacity to address fair housing challenges is limited. The rapidly growing housing crisis throughout the region is taxing public resources, as governments and housing authorities implement programs and policies that address housing needs. Harm caused by segregation is manifested in disproportionate housing needs and differences in economic opportunity. Past actions that denied housing opportunities and perpetuated segregation have limited opportunities for members of protected classes. Differences in poverty rates are highest in areas where early policies limited where people of different races and ethnicities could live. African American and Hispanic families in these areas have poverty rates averaging 17% greater than Non- Hispanic White and Asian families. The homeownership gap between Black and Non-Hispanic White households is close to 20% in many jurisdictions. There is also a significant overrepresentation of Black and Hispanic families within the population experiencing homelessness, compared to the Austin general population. Affordable rental options in the region are increasingly scarce. Local population growth has raised demand for rental housing, pushing up rental costs and limiting areas where low-income households can afford to live. This perpetuates the limited economic opportunity that began with segregation. For Housing Choice Voucher holders, state law prohibits jurisdictions from including Source of Income as a protected class. Voucher holders have fewer options for using their vouchers than they did 5 years ago, and landlords have no requirement or incentive to accept voucher holders. Housing choice is increasingly limited for voucher holders, many of whom are persons of color. Even fewer options exist for households that are dependent on public transportation or need housing in specific areas to access jobs, schools, and services. These households often include very low-income households, refugees, and individuals with disabilities. Strict rental policies further limit options. The requirement to have income 3x the rent for rental units has a disproportionate effect on persons with disabilities whose incomes are primarily Social Security and Disability Insurance, as well as renters who receive income from unearned sources such as child support. Criminal look-back periods that do not consider the severity of a crime or the time period in which it was committed disproportionately impact persons of color and persons in recovery. State law Draft Annual Action Plan 2022 109 DRAFTdoes not allow renters to claim legal unearned income as eligible for the 3x rent income threshold. Past policies and practices have contributed to limited access to mortgage loans and limited economic opportunities for homebuyers of color. Implemented by financial institutions, these policies resulted in the refusal or reluctance to lend in lower income neighborhoods populated largely by people of color. Denial rates for Black/African American applicants, Hispanic applicants, and other non-Asian minorities are significantly higher than for Non-Hispanic White applicants and Asian applicants. State regulations affecting zoning and land use limit housing choice. State regulations prohibit or limit the power of counties and cities to implement zoning and inclusionary zoning that could increase the supply of affordable housing. Some local units of government have vague regulations regarding treatment of group homes that prevent higher densities that could facilitate affordable housing options. Actions planned to remove or ameliorate the negative effects of public policies that serve as barriers to affordable housing such as land use controls, tax policies affecting land, zoning ordinances, building codes, fees and charges, growth limitations, and policies affecting the return on residential investment. The Housing and Planning Department (HPD) administers programs to incentivize the creation of income-restricted affordable housing citywide, guided by the Strategic Housing Blueprint. HPD also reviews proposed rules and regulations for their impact on housing affordability through Affordability Impact Statements and works with other departments to minimize or avoid negative impacts. City initiatives to address affordable housing challenges include: ● Increase capacity through regional coordination and new City offices focused on displacement prevention and civil rights; ● Substantial technical, legal, and financial support for tenants vulnerable to displacement, especially during the Covid-19 pandemic; Increasing awareness of City resources, including affirmatively marketing programs; ● ● Preservation and expansion of affordable rental and homeownership options through a variety of measures, including purchasing and converting motels to permanent supportive housing, direct financial support for developments, and building the capacity of local organizations; ● Reducing housing barriers and increasing tenant protections for City-supported rental properties; ● Local code revisions, despite legal setbacks; and ● Improved public transportation access with linked affordable housing and anti-displacement Draft Annual Action Plan 2022 110 DRAFTplans and resources. Discussion: Continuation of Discussion of Barriers to Affordable Housing -Educational inequities persist in the region. African American children are significantly overrepresented in failing high schools, and Hispanic children have the largest disparities in school quality across K-12 schools. Neighborhood-driven school district boundaries that do not accommodate open choice drive up housing prices in areas with quality schools. -Public transportation access has not kept pace with growth. In addition to lack of affordable housing, lack of public transportation was the most common barrier to economic opportunity mentioned by participants in AI outreach. Contributing factors include insufficient resources to address demand for better transportation in outlying areas and the decline in affordable housing options in job-rich areas. The lack of transportation options affects all Austinites who must commute, but especially people who cannot drive or afford to own a car—people with disabilities and refugees—as well as low-income households living in outlying areas. Actions to Address Impediments The City of Austin is addressing the impediments identified in the 2019 AI through a variety of measures. This section organizes completed, planned, and in-progress initiatives by the impediments summarized in AP-75. Increase City and County capacity to address fair housing challenges -Regional coordination to address barriers. The City and its regional partners established the Central Texas Regional Fair Housing working group to address affordable housing barriers at a regional scale. The working group is composed of staff from each of the ten entities represented in the 2019 Analysis of Impediments to Fair Housing Choice. It hopes to consult with area experts on housing equity and economic opportunity, K-12 educational leaders, local and regional transit providers, and public works staff. The group faced many challenges creating cohesion, especially because many of the municipalities have small staff with limited ability to participate. Additionally, momentum came to a halt when the COVID-19 pandemic became an immediate priority for all entities. The group initially aimed to Draft Annual Action Plan 2022 111 DRAFTconvene quarterly and develop a group charter and 5-year work plan. Some of that work has been completed. However, it will take leadership to resume the work. Resources may also be necessary to ensure that the work is re-prioritized for all municipalities. -Organizational focus on displacement prevention. In 2020, the City’s housing, community development, planning, and zoning functions merged to form the Housing and Planning Department. A key goal of the merger was to form a workgroup focused on preventing displacement of communities of color and low- income Austinites. The City of Austin created a new position and hired its first Community Displacement Prevention Officer. The Community Displacement Prevention Officer oversees the strategic development, coordination, and administration of programs and policies to 1) advance a rigorous response to gentrification and 2) prevent the displacement of communities of color and low-income residents, both in coordination with community stakeholders. -New resources to address housing discrimination. The City of Austin created the Office of Civil Rights and hired its first Civil Rights Officer. The office’s many functions include receiving and responding to housing discrimination complaints. In March 2022, the Office of Civil Rights was assigned to lead a stakeholder engagement process with housing advocates and landlord associations, with the goal of developing policies responsive to two Council resolutions to allow tenant organizing and create a right to cure policy for tenants. -Local coordination around displacement prevention. HPD collaborates with a group of community- based organizations, housing advocates, and community development corporations that seeks to prevent displacement throughout the city. Mitigate lasting and continuing harm caused by segregation: disproportionate housing needs and differences in economic opportunity -Housing for people experiencing homelessness. In 2019, HPD began acquiring and repurposing motels as permanent supportive housing in support of a community-wide approach, Austin’s Action Plan to End Homelessness. The department has purchased and converted 3 motels to date. -Support for tenants vulnerable to displacement. The City funds organizations in providing eviction representation, tenant/landlord mediation services, tenant organizing and engagement, and legal and other assistance to tenants facing eviction or displacement. The City also issued $75 million in emergency rental assistance from 2020-22. Resources were increased during the Covid-19 pandemic in Draft Annual Action Plan 2022 112 DRAFTresponse to skyrocketing local need and increased federal funds. -Preference Policy. See description under Expand homeownership opportunities, below. -Project Connect anti-displacement funding. In 2020, Austin voters approved $7 billion for Project Connect, a generational investment in light rail, subway, and bus rapid transit, along with $300 million for anti-displacement projects. HPD is administering the anti-displacement investments, which will focus on preventing displacement in vulnerable areas near transit lines. -Affirmative marketing of programs and resources. HPD has adopted a comprehensive approach to deliver information and direct services to those in the community who are most at risk of displacement, have accessibility issues, and face other inequitable barriers. The department uses plain language and accessibility standards, direct mail and delivered print materials, expanding grassroots partnerships with local organizations to distribute materials in multiple languages to their clientele, mobile advertising in specific neighborhoods, digital/local radio/print advertising in targeted publications, public bus signage, social media ads and direct posts, TV interviews and produced videos in multiple languages, and targeted email campaigns. Other efforts have included the adoption of an equitable community engagement compensation policy, more frequent use of live interpreters and using GIS-based geo- demographic data to identify priority communities with multiple displacement risk factors. Expand and preserve affordable rental options -Build community developer capacity. HPD awarded capacity-building grants to 13 community development corporations from local funds. This grant positioned organizations to increase affordable housing supply in the short term and prevent displacement in the long term. Additionally, an RFP has been issued to increase the capacity of small-scale developers working in Austin through a structured training program. -Support for new and existing affordable rental units. HPD has made progress on key Strategic Housing Blueprint goals such as constructing income-restricted units in High Opportunity Areas and preserving existing subsidized units through programs such as the Rental Housing Development Assistance Program. However, greater progress is necessary to reach the desired benchmarks for all goals by 2028. -Incentives for creating affordable rental housing. HPD administers fee waivers and density bonus programs to incentivize the creation of income-restricted affordable housing citywide. For example, the SMART Housing program provides permit fee waivers for development permits in exchange for Draft Annual Action Plan 2022 113 DRAFTdedicated on-site units affordable to households earning 80% of median family income. -Extend affordability periods. HPD is proactively monitoring affordable properties at risk of losing affordability and seeking to extend their affordability periods through purchase or additional incentives. -Central listing of affordable units. HPD launched the Affordable Housing Search Tool (AHOST) in November 2020. This tool offers a searchable map and listing of income-restricted affordable rental housing in Austin; users can enter household income and size to view units for which they are eligible. Modify and mitigate strict rental policies -Reduced housing barriers for people reentering society. In June 2020, City Council approved a resolution to lower the maximum criminal look-back periods. Rental Housing Development Assistance Program guidelines now include recommendations for minimum standards for criminal background screening provided by the Austin/Travis County Reentry Roundtable. HPD has initiated a stakeholder engagement process to educate partnering developers about the new guidelines. -Robust tenant protections. Robust tenant protections have been incorporated into all rental properties receiving City support through the Rental Housing Development Assistance Program. Expand homeownership opportunities -Preference Policy for households with ties to Austin. The Preference Policy prioritizes income-qualified households that are appropriately sized to the unit and/or have ties to Austin for new City-subsidized units. The Austin Housing Finance Corporation (AHFC) uses the Preference Policy for properties sold through the Austin Community Land Trust. -Support for new affordable homeownership units. 2020 saw progress on key Strategic Housing Blueprint goals such as constructing income-restricted units in High Opportunity Areas and preserving existing subsidized units through programs such as the Ownership Housing Development Assistance Program. However, greater progress is necessary to reach the desired benchmarks for all goals by 2028. -Increased developer capacity. An RFP has been issued to increase the capacity of small-scale developers working in Austin through a structured training program. Develop zoning alternatives that comply with state-level prohibitions -Local code revisions. The City has been working on iterations of a comprehensive Land Development Code revision for 7 years. The revision sought to implement housing goals outlined in the Strategic Draft Annual Action Plan 2022 114 DRAFTHousing Blueprint, including incentivizing development of income-restricted affordable housing across the city, expanding housing choice, and reducing housing access barriers; and to encourage the development of complete mixed-income communities with quality transit access to jobs and services. In 2020 and 2022, rulings from a district judge and the appellate court voided past City Council actions regarding the code revision. City Council has subsequently initiated targeted code amendments to address the housing shortage in Austin, and has directed staff to propose amendments to the existing land development code to increase housing supply and affordability. Improving public transportation access -Major transit investments. The City has partnered with the Capital Metro Transit Authority and Austin Transit Partnership on Project Connect, which will expand and improve the public transportation network for the Central Texas region. Project Connect’s light rail, subway, and bus system will be completed over 13 years and improve transit access to jobs, health care, and education. See Mitigate lasting and continuing harm caused by segregation, above, for more information on related displacement prevention efforts. -Equitable transit-oriented development (ETOD). The City, Capital Metro, and Austin Transit Partnership are collaborating on equitable transit-oriented development (ETOD) plans for 13 stations along two new light rail lines. The ETOD station area plans and a related policy toolkit will seek to increase affordable housing opportunities near stations. Draft Annual Action Plan 2022 115 DRAFTAP-85 Other Actions – 91.220(k) Introduction: Federal regulations require that participating jurisdictions include in their Annual Action Plans how they will use HUD grant funds in conjunction with other HUD funding and local resources in order to improve the lives of low and moderate-income households. Federally mandated guidelines are outlined below, along with a brief description of a best practice, or an initiative underway or planned to begin in FY 2022-23, to meet the specific directive. Actions planned to address obstacles to meeting underserved needs Affordable housing remains an underserved need within the City of Austin. The 2019 Housing Market Analysis showed a gap of approximately 36,000 affordable housing units for renter households making less than $25,000 annually. To assist in closing that gap, the City will continue to prioritize resources to affordable housing projects. Through the City of Austin's Housing Development Assistance (HDA) programs, HPD has partnered with various nonprofit and for-profit developers to increase and preserve the supply of affordable rental and homeownership opportunities that will benefit low- and moderate- income households. In 2018, Austin voters approved $250 million in affordable housing bonds. Approximately half of this total has been directed toward the HDA programs. As this is a competitive process, developers are incentivized to provide deeper affordability levels and more affordable units that will help to meet the identified needs. Actions planned to foster and maintain affordable housing Community Housing Development Organizations (CHDOs) are nonprofit housing providers whose organizational mission includes the development of affordable housing for low- and moderate-income households. The City works closely with CHDOs to help them meet their housing development goals and provides them with CHDO Operating Expenses Grants to increase organizational capacity. HPD administers a range of home repair programs, including Architectural Barrier Removal (ABR) - Rental and Owner, Minor Home Repair Program, Homeowner Rehabilitation Loan Program (HRLP), and the G.O. Repair! Program. The Minor Home Repair program provides up to $5,000 in home repair assistance, and is administered by the Austin Area Urban League. The G.O. Repair! Program is funded with general obligation bonds and provides up to $20,000 in home repair assistance. This program is administered by the City’s nonprofit partners who comprise the Austin Housing Repair Coalition (AHRC). The remaining programs, ABR Owner, ABR Renter, and HRLP, are administered by AHFC staff. All home Draft Annual Action Plan 2022 116 DRAFTrepair programs serve households at or below 80% MFI. Additionally, as part of the City’s comprehensive response to the February 2021 Texas Severe Winter Storm, HPD launched an Emergency Home Repair initiative, effective March 1, 2021, to address widespread damage to Austinites’ homes. Administered by Austin Housing Finance Corporation (AHFC), this initiative will be funded through a variety of public and private sources, including Austin Water, General Obligation Bonds, and a grant from Bank of America. HPD and AHFC staff are responsible for application intake, eligibility review, and referral. AHRC carries out approved repairs. Up to $10,000 in funding is provided directly to the nonprofit after all approved work has been completed as agreed upon by the nonprofit staff, the homeowner, and the contractor. Eligible participants include homeowners within the City’s full purpose jurisdiction, with household incomes at or below 80% Median Family Income (MFI). Participants must have experienced damage to their primary residence as a result of the Winter Storm, causing harm to the life, health, or safety of the occupants. Participants cannot receive duplicate benefits through FEMA or insurance proceeds. Eligible repairs include repair or replacement of: Wall/Floor removal; Sewer lines; Gas lines; Water lines and/or water damage; Roof; Electrical System; HVAC units; Plumbing fixtures – including sink pipes and toilets damaged by frozen conditions; Mold remediation. HPD also collaborates with Austin Energy, Austin Water Utility and the City's Code Compliance department to offer comprehensive services promoting healthier homes. All of these City departments participate in the AHRC and are actively in cross-departmental collaboration. HPD is actively working to preserve affordability. HPD coordinates with local partners, including Affordable Central Texas (ACT), to identify and preserve affordable housing. ACT is a 501(c)(3) organization that manages a social impact private equity fund for investment in middle-income housing affordability. ACT’s mission is to purchase and preserve multifamily properties for the Austin workforce, including teachers, first responders, medical professionals and others vital to day-to-day livability. According to ACT, in 2018, they acquired 3 properties totaling nearly 800 units of naturally occurring (unrestricted) affordable housing. Households in ACT’s properties average less than 80% MFI. HPD is working with ACT to determine whether HPD could subsidize deeper affordability in future acquisition transactions. Actions planned to reduce lead-based paint hazards The City of Austin does not have a lead-based paint program. However, the City addresses lead abatement through multiple programs and funding sources, including HPD’s home repair programs and rehabilitations funded through HPD’s Rental Housing Development Assistance program. Eligible Austinites that reside in a home that was built prior to 1978 will have their homes tested for the presence of lead-based paint and remediated, if necessary, as part of the scope of work for each Draft Annual Action Plan 2022 117 DRAFTprogram. The City of Austin remediates lead-based hazards in low- to moderate-income homes and addresses other household health and safety hazards such as mold, carbon monoxide, fire, tripping hazards and pest management. This more holistic approach to remediating household hazards allows community members to remain in their homes and benefit from a healthier environment. The City will continue testing properties built before 1978 for lead-based paint. Actions planned to reduce the number of poverty-level families All programs administered by the City of Austin aim to address critical needs of eligible households, including those in poverty, through housing, community development, and public services designed to increase their opportunities for self-sufficiency. HOPWA, ESG, and CDBG activities in particular assist households that fall under the special populations category outlined in the FY 2019-24 Consolidated Plan. Housing Opportunities for Persons with AIDS (HOPWA) Activities - Austin Public Health (APH) administers all HOPWA activities for the City of Austin. These programs provide housing assistance for income-eligible persons living with HIV/AIDS, and their families. The goals of these programs are to prevent homelessness and to support independent, self-sufficient living among persons living with HIV/AIDS. These programs ensure clients have improved housing stability, which has been shown to improve retention in primary medical care and other supportive services. Emergency Solutions Grant (ESG) Activities - Austin Public Health administers all ESG activities for the City of Austin. These programs are designed to be the first step in a continuum of assistance to help clients quickly regain stability in permanent housing after experiencing a housing crisis and/or homelessness. ESG funds are also used to assist with the operational costs of the shelter facility, and for the administration of the grant. Public Service Activities In FY 2022-23, Austin Public Health will continue administering the City’s public services contracts for Child Care, Mental Health Services, and Senior Services that are funded with CDBG funds. Public services offer supportive services to households with low to moderate median family incomes and gross incomes up to 200% of Federal Poverty Income Guidelines. Child Care Services provides child care vouchers for families who are homeless, near-homeless, or experiencing other crises and direct child care services for low income families, and for teen parents who are attending school. Mental Health Services provides access to holistic, wraparound services and support to youth designated as at-risk, and their families. Senior Services offers services that prevent and protect seniors Draft Annual Action Plan 2022 118 DRAFTfrom becoming victims of abuse, neglect, and/or financial exploitation. An additional service to be offered through public services contracts and administered by HPD will focus on advocacy to prevent and deter housing discrimination, tenant-landlord education and information, and housing repair and rehabilitation. Actions planned to develop institutional structure HPD administers housing, community, and economic development programs, which require interdepartmental coordination. The City’s Homeless Services Division is led by a Chief Homeless Services Officer who coordinates with City leadership, other departments, community-based organizations, and private partners to address homelessness. Through the City’s strategic planning process, Strategic Direction 2023, City Council has identified homelessness as the top priority and is directing resources and policy decisions toward preventing and ending homelessness in Austin. Several HUD System Performance Measures have been adopted as SD23 metrics to ensure alignment in measuring system-wide progress. The Homeless Services Division collaborates with stakeholders to implement cross-system coordination of funding, services, and programs to serve persons at risk of and currently experiencing homelessness. The City contracts with the AHFC to develop affordable rental and homeownership opportunities, and housing rehabilitation. APH provides housing support and related support services to Austinites living with HIV/AIDS through the use of HOPWA grant funds. APH also assists clients in regaining stability in permanent housing after experiencing a housing crisis using Emergency Solutions Grant (ESG) funds. The Economic Development Department fosters small business expansions in low- and moderate-income neighborhoods to stimulate job creation through the Family Business Loan Program (FBLP). Initiatives and programs that require interdepartmental coordination and that will be underway in FY 2022-23: East 11th and 12th Streets Revitalization; Imagine Austin Comprehensive Plan, Household Affordability Priority Program; Strategic Direction 2023 Economic Opportunity and Affordability Strategic Outcomes; Implementation of Strategic Housing Blueprint. Development Incentive Programs - Various programs provide incentives for the inclusion of affordable housing or community/economic development. S.M.A.R.T. Housing Program- The S.M.A.R.T. Housing program is a development incentive program that provides fee-waivers for development permits in exchange for units to be dedicated on-site at reasonably-priced levels. The program requires that reasonably-priced units be affordable to households Draft Annual Action Plan 2022 119 DRAFTearning 80% median family income. The amount of waived fees is dependent on the percentage of reasonably-priced units that are set aside. Certification in the S.M.A.R.T. Housing program is also a prerequisite for affordable housing developments that apply for the city’s housing development assistance programs, such as the Rental Housing Development Assistance and Ownership Housing Development Assistance programs. Redevelopment of Publicly Owned Land: Colony Park Sustainable Communities Initiative; Agreements between the City and developers that include affordable housing as a community benefit; AHFC Land Acquisition and Disposition Program; AHFC Community Land Trust and long-term Affordability Program Home Repair and Other Initiatives Austin Energy developed a referral tool for weatherization that will enable both HPD and Austin Energy to coordinate leads and referrals for home repair services targeted to low- and moderate-income households. Austin Water Utility provides funding for plumbing repairs and Private Lateral repairs for low- and moderate-income homeowners. HPD administers the Private Lateral grant program, utilizing funding from Austin Water Utility. HPD layered Austin Water Utility’s funding for plumbing repairs onto the G.O. Repair program. Code Compliance utilizes a referral system to address homes needing substantial and costly repairs. APH, ECHO and other key agencies collaborate on activities that support the Community Plan to End Homelessness. Actions planned to enhance coordination between public and private housing and social service agencies HPD will continue to work closely with the following organizations to overcome gaps and enhance coordination efforts: African American Resource Advisory Commission (AARAC), Community Development Commission (CDC), Community Advancement Network (CAN), Community Housing Development Organizations (CHDOs), Ending Community Homelessness Coalition (ECHO), Housing Authority of the City of Austin (HACA), Housing Authority of Travis County (HATC), HousingWo rks, and the Urban Renewal Agency, as well as other key stakeholders and organizations. HPD will also remain engaged with housing finance agencies, the National Association of Local Housing Finance Agencies (NALHFA) and the Texas Association of Local Housing Finance Agency (TALHFA), to connect with other agencies whose missions address critical housing needs. In FY 2022-23, HPD will continue to strive towards the goal outlined in the Strategic Housing Blueprint to locate 25% of new income-restricted affordable housing within High Opportunity Areas. These areas provide residents with comparatively greater economic security, housing stability, mobility options, educational opportunities, and improved health and wellbeing. The City of Austin utilizes the Draft Annual Action Plan 2022 120 DRAFTmethodology developed by the Enterprise Opportunity 360 Index to analyze opportunity within Austin. HPD and the Austin Housing Finance Corporation (AHFC) analyze the proposed location of each application for housing development assistance funding and give additional weight to proposals within High Opportunity Areas. HPD will continue to conduct opportunity mapping and evaluation to support community goals as well as the creation of affordable housing in all parts of Austin. Discussion: Section 108 Loan Guarantee/Family Business Loan Program (FBLP) The purpose of the Family Business Loan Program (FBLP) is to make low-interest loans to qualified Austin small business owners who are ready to expand their business and create jobs. The FBLP is a public-private partnership between the City of Austin, U.S. Small Business Administration (SBA) certified community lenders, and private banks. The City’s portion of the funding is provided by a U.S. Department of Housing and Urban Development (HUD) Section 108 loan guarantee. Related lending programs includes the April 8, 2020 approval (HUD) of the Austin Economic Injury Bridge Loan Program (AEIBLP), designed to provide short-term “bridge” financing for Austin small businesses applying to receive permanent financing through federal disaster assistance (due to Covid-19) programs including but not limited to SBA Economic Injury Disaster Loan (EIDL) and the U.S. Treasury Paychecks Protection Program. The AEIBLP program sunsetted on May 7th 2020 with a total of 19 loans approved and funded for a total dollar amount of $645,000.00 During FY 2012, the Economic Development Department (EDD) developed the FBLP program guidelines, and the guidelines were approved by HUD, the Texas Attorney General’s Office, and the Austin City Council. The Austin City Council and Texas Attorney General’s Office also approved acceptance of a $3 million Section 108 HUD loan guarantee to provide funding for the FBLP. In 2017 EDD accepted the remaining $5 million of a $8 million HUD Section 108 loan request from 2011. This funding in addition to the re-programming of $3 million formerly the neighborhood commercial management program (NCMP) administered by HPD brings the total FBLP funding to $11 million. EDD made extensive efforts to inform businesses about the FBLP during FY 2012. EDD staff has met with individual business owners, and presentations were given to the Greater Austin Hispanic Chamber of Commerce, the Capital City African American Chamber of Commerce, and the Austin Gay and Lesbian Chamber of Commerce. FBLP presentations were also provided to the City of Austin’s Community Development Commission, the African American Resource Commission, and to eleven neighborhood Draft Annual Action Plan 2022 121 DRAFTand community associations that represent East Austin. EDD received Council approval for the first FBLP loan in May 2013, which created 12 new low- to moderate-income jobs in the Plaza Saltillo neighborhood. Since 2013, EDD has funded 24 loans totaling approximately $5.9 million, and leveraged over $30 million in private lender financing and can report 266 newly created or retained full-time equivalent jobs benefiting low-to-moderate-income persons (LTMI). Minority and women owned businesses comprise a majority (71%) of these loans. EDD has expanded the program City-wide to better serve all 10 Council districts and will continue to reach out to underserved communities in the Austin area. Draft Annual Action Plan 2022 122 DRAFTProgram Specific Requirements AP-90 Program Specific Requirements – 91.220(l)(1,2,4) Introduction: Monitoring The following information is included in response to the Annual Action Plan review checklist provided by HUD. Additional program-related information can be found in Appendix II. The goal of the City of Austin’s monitoring process is to assess subrecipient/contractor performance in the areas of program, financial and administrative compliance with applicable federal, state and municipal regulations, and current program guidelines. The City of Austin’s monitoring plan consists of active contract monitoring and long-term monitoring for closed projects. For more information about the City of Austin's Monitoring Plan, please see Attachment II C. Draft Annual Action Plan 2022 123 DRAFTAdministrative and Public Service Funding Caps 20% CDBG Administrative Cap ● CDBG Entitlement: $7,947,552 ● Program Income: $60,000 ● Revolving Loan: $135,000 ● Total: $8,142,552 ● Allowable 20% CDBG Admin Cap = $1,628,510.40 ● Administrative Expense: $1,589,510 <20% 15% CDBG Public Service Cap ● CDBG Entitlement: $7,947,552 ● Program Income: $60,000 ● Revolving Loan: $135,000 ● Total: $8,142,552 ● Allowable 15% CDBG Public Service Cap = $1,221,382.80 ● Public Service Expense: $1,092,080 <15% 10% HOME Administrative Cap ● HOME Entitlement: $3,156,803 ● Program Income: $900,000 ● Total: $4,056,803 ● Allowable 10% HOME Admin Cap = $405,680.30 ● Administrative Expense: $315,680<10% 15% CHDO Set Aside ● HOME Entitlement: $3,156,803 ● CHDO Set Aside: $473,520=15.00% 3% HOPWA Administrative Cap ● HOPWA Entitlement: $2,099,125 ● Allowable 3% HOPWA Admin Cap: $62,973.75 ● Administrative Expense: $62,973<3% Draft Annual Action Plan 2022 124 DRAFT7.5% ESG Administrative Cap ● ESG Entitlement: $669,870 ● Allowable 7.5% ESG Admin Cap: $50,240.25 ● Administrative Expense: $30,000<7.5% Selection of Project Sponsors Austin Public Health has contracted with two agencies -- AIDS Services of Austin (ASA) and Project Transitions (PT) -- since 1995. These two agencies have been the sole respondents to Notifications of Funding Availability (NOFA) for HOPWA services. They also were selected to provide these services via a Request for Applications (RFA) process and have been the subrecipients since August of 2002. These agencies carry out activities independently or collaboratively with other housing case management providers in the area and have a history of satisfactory service performance and delivery. Draft Annual Action Plan 2022 125 DRAFTCommunity Development Block Grant Program (CDBG) Reference 24 CFR 91.220(l)(1) Projects planned with all CDBG funds expected to be available during the year are identified in the Projects Table. The following identifies program income that is available for use that is included in projects to be carried out. NOTE: Information for this section is currently being processed and will be provided in the final copy of the FY 22-23 Action Plan. 1. The total amount of program income that will have been received before the start of the next program year and that has not yet been reprogrammed 2. The amount of proceeds from section 108 loan guarantees that will be used during the year to address the priority needs and specific objectives identified in the grantee's strategic plan. 3. The amount of surplus funds from urban renewal settlements 4. The amount of any grant funds returned to the line of credit for which the planned use has not been included in a prior statement or plan 5. The amount of income from float-funded activities Total Program Income: 1. The amount of urgent need activities Other CDBG Requirements 2. The estimated percentage of CDBG funds that will be used for activities that benefit persons of low and moderate income. Overall Benefit - A consecutive period of one, two or three years may be used to determine that a minimum overall benefit of 70% of CDBG funds is used to benefit persons of low and moderate income. Specify the years covered that include this Annual Action Plan. # # $0 $0 $0 # 0 70.00% 126 Draft Annual Action Plan 2022 DRAFTHOME Investment Partnership Program (HOME) Reference 24 CFR 91.220(l)(2) 1. A description of other forms of investment being used beyond those identified in Section 92.205 is as follows: The City does not anticipate utilizing any other forms of investment beyond those identified in Section 92.205. Down Payment Assistance Program- is funded using HOME funds. The process for soliciting and funding applications is done on a first-come, first-serve basis. Detailed information can be obtained on the HPD website, mailed upon request, and made available through the trained/approved lender. The Lender has to submit an application for assistance on behalf of the potential homebuyer once the Lender has approved the applicant for a loan. Applicants under the Program must meet the following requirements: -Must be loan approved through a participating Lender -U.S. Citizen -First time homebuyer -Obtain a Homebuyer Education Certificate -Total household income must not exceed 80% of the Median Family Income (MFI) -Debt to income ratio must not exceed 45% -The property may not exceed the maximum HOME value limits -Must purchase and occupy the property as his/her principal residence -Property must be located within the City limits of Austin -Property must meet Uniform Physical Condition Standards (UPCS) prior to loan closing Draft Annual Action Plan 2022 127 DRAFT2. A description of the guidelines that will be used for resale or recapture of HOME funds when used for homebuyer activities as required in 92.254, is as follows: To view the City's Resale and Recapture Policy, please see Attachment II A. 3. A description of the guidelines for resale or recapture that ensures the affordability of units acquired with HOME funds? See 24 CFR 92.254(a)(4) are as follows: Cities receiving HOME Investment Partnership Funds are required to comply with a designated affordability period. The affordability period of any project is contingent upon the amount-per-unit subsidy received and may be five, ten, or fifteen years long. Participating jurisdictions are required to utilize the recapture or resale provisions to ensure continued affordability and the wise stewardship of federal funds. The following HPD programs use HOME funds to assist homebuyers, developers, or homeowners; thus, recapture and resale provisions are incorporated in program guidelines: Down Payment Assistance (DPA), Homeowner Rehabilitation Loan Program (HRLP), and the Ownership Housing Development Assistance (OHDA). Resale Recapture In cases where HOME funding was provided to the developer but not directly to the homebuyer, the resale method is used. The affordability period is enforced through a Restrictive Covenant signed by the homebuyer at closing and is recorded in the County Clerk’s Official Public Records. The Restrictive Covenant details the length of the affordability period and the specific resale requirements that must be satisfied should the owner wish to sell the property prior to the end of the affordability period. Both recapture and resale options have distinct advantages; the decision regarding which option to use is a matter of weighing factors such as trends in the marketplace, the availability of homeownership opportunities for lower-income households in the community, and the homebuyer program's local objectives. Under a recapture provision, the HOME financial assistance generally must be repaid. This option allows the seller to sell to any willing buyer at any price; participating jurisdictions can decide what proportion of net proceeds from the sale, if any, will go to the homebuyer and what proceeds will go to the participating jurisdiction. Once the HOME funds are repaid, the property is no longer subject Draft Annual Action Plan 2022 128 DRAFTto any HOME restrictions. The funds may then be used for any other HOME-eligible activity. 4. Plans for using HOME funds to refinance existing debt secured by multifamily housing that is rehabilitated with HOME funds along with a description of the refinancing guidelines required that will be used under 24 CFR 92.206(b), are as follows: The City has no plans to utilize HOME funds to refinance existing debt secured by multifamily housing rehabilitated with HOME funds. Draft Annual Action Plan 2022 129 DRAFT Emergency Solutions Grant (ESG) Reference 91.220(l)(4) 1. Include written standards for providing ESG assistance (may include as attachment) Please see ESG Program Standards attached in Attachment II B. 2. If the Continuum of Care has established a centralized or coordinated assessment system that meets HUD requirements, describe that centralized or coordinated assessment system. The Austin/Travis County Continuum of Care, composed of representatives of agencies and individuals dedicated to ending homelessness as well as individuals with lived experience of homelessness have adopted the Coordinated Entry Written Standards, which guides the local centralized assessment system. ECHO, the collaborative applicant and HMIS lead of the CoC, have been charged by the CoC to facilitate and operate the CE system. The system was first opened in November of 2014, and the CoC Leadership Council, the CoC Board, adopted updated Coordinated Entry Written Standards in April 2019 that meet all CE requirements established by HUD CPD Notice -17-01 and 24 CFR 578. All CoC and ESG programs participate in this system, in compliance with the 2012 CoC Program interim rule (24 CFR 578) and the 2011 Emergency Solutions Grants (ESG) interim rule (24 CFR 576). The CE system consolidates and simplifies the process by which clients can request ESG and COC assistance, as well as additional community resources which have voluntarily agreed to the same minimum standards and practices. In order to affirmatively engage clients in the greatest need with the CE system, the CoC has developed an integrated Outreach, Navigation, and Emergency Shelter system that actively engages and assesses individuals in the greatest need, then proactively documents eligibility and keeps households engaged. Street Outreach teams, Navigation Center staff, and Emergency Shelter staff are trained to administer the CE assessment to add clients to the community By Name List for referral to permanent housing programs. The CoC provides assessment staff on a supplemental and temporary basis to close assessment need gaps, while partners develop internal assessment capacity. Certain CoC providers prioritize permanent housing resources based upon the vulnerabilities captured by this common vulnerability and eligibility assessment system. To further ensure the system reaches people least likely to apply unassisted, dedicated walk-in Draft Annual Action Plan 2022 130 DRAFTlocations are co-located with complementary services such as career services, family medical services, and drop-in day resources. The CoC also publishes a public web portal which includes a direct contact section where clients or community members can request a phone appointment or a personalized location appointment. Many of the street outreach and community partner organizations are specifically dedicated to hard-to-reach populations such as unsheltered families, chronically homeless veterans, unaccompanied youth, HIV/AIDS, refugees/asylees, and individuals with mental health challenges. 3. Identify the process for making sub-awards and describe how the ESG allocation available to private nonprofit organizations (including community and faith-based organizations). The funding previously used by Front Steps for their Rapid Rehousing program is currently up for RFP and the Shelter and HMIS awards will be up for RFP for the 2023/2024 program period. The process for an RFP includes APH creating a unique solicitation website for each RFP, which is listed in the Open Funding Competitions section of the APH Social Services Competitions website. The RFP will be advertised in the local paper for two consecutive weeks - one day per week. A notarized affidavit of publication from the newspaper(s) is included in the official RFP file. APH maintains a current and potential vendors email list with over 650 entries and APH follows grant requirements for notification to the community. The application is open for six to eight weeks. Pre-bid meetings are held to answer questions from potential applicants and the Q&A documents generated from those meetings are posted on the APH Competitions website. Agencies that submit applications, and who are deemed eligible to apply for funding via a standardized threshold review document, will have their applications scored by an evaluation committee that includes internal APH staff with expertise in the issue area being solicited as well as external issue area experts when needed. The evaluation committee members must provide a signed Non-Disclosure and Conflict of Interest Agreement that includes an attestation that the evaluation member has no conflict of interest with any of the bidders. Evaluators are provided an orientation training and are then provided with proposals to be reviewed. The evaluation committee rates Proposals, provides strengths and weaknesses for each rated section and for the overall Proposal, and recommends one or more applicants for the funding award (may require multiple meetings to complete the evaluation process). Each evaluation team member reviews each Proposal adhering to the rules and guidelines set by the RFP official contact. The team submits their scoring in a manner specified and the official contact for the RFP convenes a consensus meeting with evaluators to share their ratings as well as come to a consensus about the Draft Annual Action Plan 2022 131 DRAFTstrengths and weaknesses of each Proposal. The solicitation program officer calculates a score for each Proposal based on the ratings of the evaluation team. The applicants receiving the highest scores, or who meet criteria above a specific score threshold will be recommended for funding. In 2018-2019, Austin Public Health completed the Austin Resource Center for the Homeless (ARCH) Shelter Agreement and worked with the National Alliance to End Homelessness (NAEH) to redesign the shelter programs, which resulted in a reduction of shelter beds from 160 to 130; Day Resource Center services are now only available to shelter clients, and enrollment in housing-focused case management is required for all shelter clients. The Day Resource Center program also includes several services such as mental health care, legal assistance, and employment assistance provided by co-located agencies. In addition, ARCH also houses the Healthcare for the Homeless clinic operated by CommunityCare/Central Health. These changes came after an in-depth, year-long community input and consultation process. The City will require a high level of data quality, increased outcomes for persons exiting to permanent housing, and a shortened length of stay. NAEH is contracting with OrgCode Consulting to work with the shelter administrator to address shelter client workflow, data quality, staffing changes, housing case management for all shelter clients, and ensuring that all client services are housing-focused with a rapid exit from shelter. See the ESG Subawards table at the end of this section for details on all programs. Please see the attached ESG Program Standards for the Grant Subaward Process. 4. If the jurisdiction is unable to meet the homeless participation requirement in 24 CFR 576.405(a), the jurisdiction must specify its plan for reaching out to and consulting with homeless or formerly homeless individuals in considering policies and funding decisions regarding facilities and services funded under ESG. The CoC Board maintains 2 seats dedicated to individuals with lived expertise of homelessness. City of Austin Homeless Strategy Officer staff and Austin Public Health Staff work closely with the CoC as required in 24 CFR 576. 5. Describe performance standards for evaluating ESG. All City of Austin homeless contracts have the following performance measures: - Number of unduplicated clients served. Draft Annual Action Plan 2022 132 DRAFT- Number of households provided homeless services that transition from homelessness into housing. In addition, all ESG recipients must provide demographic information to reflect the IDIS report screens. - Average number of days from program entry to exit from homelessness into housing. Please also see attached ESG Program Standards in Attachment II B. ESG Sub-awards FY 22-23 Programs Agency Program New Contract, Renewal, or Competitive Process Front Steps ARCH Shelter Renewal To Be Determined Shelter or Rapid Rehousing Competitive Process Front Steps HMIS APH Communicable Disease Unit Rapid Rehousing Renewal Renewal Downtown Austin Community Court Rapid Rehousing Renewal APH Administration N/A Draft Annual Action Plan 2022 133 DRAFTDiscussion Maximum Sales Price for HOME-assisted Homeownership Units Section 215(b) of the National Affordable Housing Act (NAHA) requires that the initial purchase price or after-rehabilitation value of homeownership units assisted with HOME funds not exceed 95% of the area median purchase price for single family housing, as determined by HUD. In 24 CFR § 92.254(a)(2)(iii), HUD outlines the process for project jurisdictions to determine this maximum purchase price based on the jurisdiction’s median area purchase price for single family housing. Through the FY 21-22 Action Plan process, the City successfully petitioned for the maximum sale price for homeownership units assisted with HOME funds to be increased from $318,000 (maximum sale price determined by HUD for Austin-Roundrock Metropolitan Statistical Area), to $565,250. This updated sale price was based on a dataset listing the location and closing sale price for all single-family homes sold in the City of Austin from May 1st, 2021 to May 31st 2021, provided by the Austin Board of Realtors. The City will provide an updated maximum sale price, based on 95% of the median purchase price for single family housing, using up to date data, pending communication from the Austin Board of Realtors. Draft Annual Action Plan 2022 134 DRAFTAttachment I A: Citizen Participation Plan DRAFTCITY OF AUSTIN CITIZEN PARTICIPATION PLAN A. PURPOSE Participating Jurisdictions (PJs) that receive U.S. Department of Housing and Urban Development (HUD) entitlement grant funds must develop a Citizen Participation Plan (CPP). The CPP describes efforts that will be undertaken to encourage community members to participate in the development of the City’s federal reports: Assessment of Fair Housing (AFH), Consolidated Plan, Annual Action Plan, and the Consolidated Annual Performance and Evaluation Report (CAPER). The CPP is designed to encourage the participation of city residents in the development of the federal reports listed above, particularly those residents who are predominantly low- and moderate-income. For purposes of CDBG funding, a resident is considered to be low-income if their family income equals 50% or less of median family income (MFI), as estimated by HUD. A person is considered to be moderate-income if their family income is between 50% and 80% of MFI. Predominately low-to moderate-income neighborhoods are defined as any neighborhood where at least 51% of the residents have incomes equal to or below 80% of the MFI for any given year. The determination of whether a neighborhood meets the low-to moderate income definition is made by the City at the time a project of area-wide benefit is funded based on current data provided by HUD. The CPP also encourages local and regional institutions and other organizations (including businesses, developers, and community and faith-based organizations) to participate in the process of developing and implementing the Consolidated Plan and related reports. The City takes appropriate actions to encourage the participation of persons of minority backgrounds, persons with limited-English proficiency, and persons with disabilities. It is important to note that HUD’s use of the statutory term “citizen participation” does not in any way limit engagement and consultation with community members based on legal status or country of origin. Any person that resides in the Austin metro area is encouraged to provide input about the federal reporting process as outlined in this CPP. The City of Austin is committed to compliance with the Americans with Disabilities Act (ADA) and Section 504 of the Rehabilitation Act of 1973, as amended. Reasonable modifications and equal access to communications will be provided upon request. The City of Austin does not discriminate on the basis of disability in the admission or access to, or treatment or employment in its programs and activities. The City of Austin considers it the right of all Austin’s residents to have the opportunity to provide input and comment on the use of public funds and the community’s needs related to affordable housing and community and economic development. DRAFTThe CPP applies to six areas of planning for the use of affordable housing, community and economic development made possible through HUD funding: 1) Assessment of Fair Housing (AFH); 2) The Consolidated Plan; 3) The Annual Action Plan; 4) The Consolidated Annual Performance and Evaluation Report (CAPER); 5) Substantial amendments to a Consolidated Plan and/or Annual Action Plan; and 6) Amendments to the CPP. The City of Austin’s program/fiscal year begins October 1 and ends September 30. In order to receive entitlement grant funding, HUD requires jurisdictions to submit a Consolidated Plan every five years. This plan is a comprehensive strategic plan for community planning and development activities. The Annual Action Plan serves as the City’s application for these HUD grant programs. Federal law also requires that community members have opportunities to review and comment on the local jurisdiction’s plans to allocate these funds. The purpose of programs that are covered by this CPP is to improve the Austin community by providing: decent housing, a suitable living environment, and growing economic opportunities – all principally for low- and moderate- income households (as defined in Section A). This document outlines how members of the Austin community may participate in the six planning areas listed above. General requirements for all or most activities are described in detail in Section E of the CPP. B. HUD PROGRAMS The City of Austin receives four entitlement grants from HUD, to help address the City’s affordable housing, community and economic development needs. The four grant programs are described below: 1. Community Development Block Grant Program (CDBG): Title I of the Housing and Community Development Act of 1974 (PL 93-383) created the CDBG program. It was reauthorized in 1990 as part of the Cranston-Gonzalez National Affordable Housing Act. The primary objective of the CDBG program is to develop viable urban communities by providing decent housing and a suitable living environment, and by expanding economic development opportunities for persons of low-and moderate income. The City develops locally defined programs and funding priorities for CDBG, but activities must address one or more of the national objectives of the CDBG program. The three national objectives are: (1) to benefit low- and moderate- income persons; (2) to aid in the prevention or elimination of slums or blight; and/or (3) to meet other urgent community development needs. The City of Austin’s DRAFTCDBG program emphasizes activities that directly benefit low-and moderate-income persons. 2. 3. 4. HOME Investment Partnerships Program (HOME): HOME was introduced in the Cranston- Gonzalez National Affordable Housing Act of 1990 and provides funding for housing rehabilitation, new housing construction, acquisition of affordable housing, and tenant-based rental assistance. A portion of the funds (15 percent) must be set aside for community housing development organizations (CHDOs) that are certified by the City of Austin. Emergency Solutions Grant (ESG): The ESG Program is authorized by the Steward B. McKinney Homeless Assistance Act of 1987 and was amended by the Homeless Emergency Assistance and Rapid Transition to Housing (HEARTH) Act of 2009. ESG has six objectives: 1) Engage homeless individuals and families living on the street; 2) Improve the number and quality of emergency shelters for homeless individuals and families; 3) Help operate these shelters; 4) Provide essential services to shelter residents; 5) Rapidly re-house homeless individuals and families; and 6) Prevent families and individuals from becoming homeless. Housing Opportunities for Persons with AIDS (HOPWA): HOPWA funds may be used to assist housing designed to meet the needs of persons with HIV/AIDS, including the prevention of homelessness. Supportive services may also be included. HOPWA grants are allocated to Eligible Metropolitan Statistical Areas (EMSAs) with a high incidence of HIV/AIDS. The City of Austin receives a HOPWA grant on behalf of a five-county EMSA (Bastrop, Hays, Travis, Williamson, and Caldwell Counties). LEAD and RESPONSIBLE AGENCIES C. The Neighborhood Housing and Community Development Department (NHCD) is designated by the Austin City Council as the single point of contact for HUD, and is the lead agency for CDBG, HOME, HOPWA, and ESG grant programs. NHCD administers the CDBG affordable housing and community development programs and the HOME programs; Austin Public Health (APH) administers the CDBG Public Services, HOPWA, and ESG programs; and the Economic Development Department (EDD) administers the CDBG economic development programs and the Section 108 Family Business Loan Program (FBLP). As the lead agency, NHCD is responsible for developing the Consolidated, Annual Action Plans, and the Consolidated Annual Performance and Evaluation Report (CAPER). NHCD coordinates with APH, EDD, boards and commissions, and other community agencies to develop these documents. Needs and priorities for funding for the ESG and HOPWA grants are developed by APH in consultation with community agencies. DRAFTD. PLANNING ACTIVITIES SUBJECT TO CITIZEN PARTICIPATION PLAN ACTIVITY 1 – ASSESSMENT OF FAIR HOUSING. The Assessment of Fair Housing (AFH) is a planning document prepared in accordance with HUD regulations at 24 CFR 91.105 and 24 CFR 5.150 through 5.166, which became effective June 30, 2015. This AFH includes an analysis of fair housing data, assesses fair housing issues and contributing factors, and identifies the City’s fair housing priorities and goals for affirmatively furthering fair housing. 1. Stakeholder Consultation and Outreach. In the development of the AFH, the City will consult with other public and private agencies including, but not limited to, the following: ● Local public housing authorities ● Other assisted housing providers ● Social service providers including those focusing on services to minorities, families with children, the elderly, persons with disabilities, persons with HIV/AIDS and their families, homeless persons, and other protected classes ● Community-based and regionally based organizations that represent protected class members and organizations that enforce fair housing laws involved in metropolitan-wide planning and ● Regional government agencies transportation responsibilities ● Financial and lending sector partners ● Businesses or organizations that specialize in broadband access, especially for low-to moderate-income households ● Organizations that specialize in resilience and disaster recovery A variety of mechanisms may be utilized to solicit input from these entities. These could include telephone or personal interviews, mail surveys, internet-based feedback and surveys, focus groups, and/or consultation workshops. 2. Publishing Data. City staff shall make any proposed analysis and the relevant documents, including the HUD-provided data and any other data to be included in the AFH, available to the public in a manner that affords diverse residents and others the opportunity to examine the content. 3. Public Hearing. To obtain the views of the general public on AFH-related data and affirmatively furthering fair housing in the City’s housing and community development programs, the City will conduct at least one public hearing before the Community Development Commission (CDC) during the development of the AFH. 4. Public Display and Comment Period. The draft AFH will be placed on display in physical and online form for a period of no less than 30 calendar days to encourage public review and comment. The public notice shall include a brief summary of the content and purpose of the draft AFH, the dates of the public display and comment period, the locations where copies of the proposed document can be examined, how comments will be accepted, and the anticipated submission date to HUD. The draft AFH will be made available at public libraries, public housing DRAFT authorities, neighborhood centers, at NHCD’s office, and on the NHCD web site (www.austintexas.gov/housing). In addition, upon request, federal reports will be provided in a form accessible to persons with disabilities. 5. Comments Received on the Draft Assessment of Fair Housing. Comments will be accepted by the City contact person, or a designee, during the 30-day public comment period. The City will consider any comments or views received in writing, or orally during public hearings. A summary of these comments or views, and a summary of any comments or views not accepted and the reasons why, will be attached to the final AFH for submission to HUD. 6. Submission to HUD. All written or oral testimony will be considered in preparation of the final AFH. The AFH will be submitted to HUD 270 days before the Consolidated Plan is due. 7. Revisions to AFH. A HUD-accepted AFH must be revised and submitted to HUD for review when either of the following situations occurs: a. A material change occurs. A material change is one that both; i) impacts the circumstances in the City which may include natural disasters, significant demographic changes, new significant contributing factors, and civil rights findings and, ii) causes alterations to the AFH’s analyses, contributing factors, priorities, and/or goals. b. The City receives a written notification from HUD specifying a material change. Whenever a revision to the Assessment of Fair Housing is proposed, the revision will be available for public comment for a period of thirty (30) days before submission to HUD. A revision to the Assessment of Fair Housing will not be implemented until the conclusion of the 30-day public comment period. A summary of all comments or views received in writing, or orally during the comment period will be attached to the revision upon submission to HUD. ACTIVITY 2 – CONSOLIDATED PLAN. The City of Austin’s Consolidated Plan is developed through a collaborative process whereby the community establishes a unified vision for Austin’s affordable housing, and community and economic development initiatives. Community member participation is an essential component in the development of the Consolidated Plan, including amending the plan as well as reporting on program performance. Consultations, public hearings, community meetings, surveys and opportunities to provide written comment are all a part of the strategy to obtain community member input. The City will make special efforts to solicit the views of community members who reside in the designated CDBG-priority neighborhoods of Austin, and to encourage the participation of all community members including minorities, the non-English speaking population, and persons with disabilities. Actions for public participation in the Consolidated Plan follow: 1. Consultations with Other Community Institutions. In developing the Consolidated Plan, the City will consult with public and private agencies, both for-profit and non-profits that either provide or have direct impact on the broad range of housing, health, and social services needed by Austin residents. Consultations may take place through meetings, task forces or committees, or other means with which to coordinate information and facilitate communication. The purpose of these meetings is to gather information and data on the community and economic development needs of the community. The City will seek specific input to identify the needs of persons experiencing DRAFThomelessness, persons living with HIV/AIDS and their families, persons with disabilities and other special populations. 2. Utilize Quantitative and Qualitative Data on Community Needs. City staff shall review relevant data and conduct necessary evaluation and analysis to provide an accurate assessment of community needs and priorities on which to base strategic recommendations. 3. Initial Public Hearings. There will be a minimum of two public hearings at the beginning stages of the development of the Consolidated Plan before the Community Development Commission (D) in order to gather information on community needs from community members. The CDC are policy advisers to the City who are either appointed by the City Council or elected at the neighborhood-level to represent low-income households. There will be two more hearings sponsored by organizations working with low- and moderate-income populations. An additional hearing will be held before the City Council. Based on public testimony received, the CDC will make recommendations to City Council on the community needs. 4. Written Comments. Based on public input and quantitative analysis, City staff will prepare a draft Consolidated Plan, which includes proposed allocations of first-year funding. A period of 30 calendar days will be provided to receive written comments on the draft Consolidated Plan. The draft plan will be made available at public libraries, public housing authorities, neighborhood centers, at NHCD’s office, and on the NHCD web site (www.austintexas.gov/housing). In addition, upon request, federal reports will be provided in a form accessible to persons with disabilities. 5. Draft Consolidated Plan Public Hearings. There will be a public hearing held before the City Council to receive oral public comments on the draft. An additional hearing will be held before the Community Development Commission (CDC). These hearings will be scheduled during the 30- day written comment period on the draft plan. The CDC will be given the opportunity to make recommendations to Council on the draft Consolidated Plan/Action Plan. 6. Final Action on the Consolidated Plan. All written or oral testimony provided will be considered in preparing the final Consolidated Plan. A summary of testimony received, and the City’s reasons for accepting or not accepting the comments must be included in the final document. The City Council will consider these comments, CDC recommendations, and the recommendations of the City Manager before taking final action on the Consolidated Plan. Final action by the City Council will occur no sooner than fifteen calendar days following the second City Council public hearing on the draft plan. When approved by City Council, the Consolidated Plan will be submitted to HUD. DRAFTACTIVITY 3 – ONE-YEAR ACTION PLAN. Each year the City must submit an annual Action Plan to HUD, reporting on how that year’s funding allocation for the four HUD entitlement grants will be used to achieve the goals outlined in the Consolidated Plan. 1. City staff will gather input from community members and from community consultations to prepare the draft Action Plan and report progress on the Fair Housing Action Plan. There shall be two public hearings: one before the Community Development Commission (CDC) and one before the City Council to receive community member input on the community needs, including funding allocations. 2. City staff will gather public input and statistical data to prepare the draft Action Plan. A draft Action Plan will be available for 30 days for public comment after reasonable notice to the public is given. 3. During this comment period, the CDC and the City Council shall conduct two additional public hearings to receive public comments on the draft Action Plan and Consolidated Plan, if it is during a Consolidated Planning year. 4. The CDC will be given the opportunity to make recommendations to the City Council prior to its final action. 5. Final action by the City Council will occur no sooner than fifteen calendar days following the second Council public hearing on the draft Action Plan. 6. When approved by City Council, the Action Plan will be submitted to HUD. ACTIVITY 4 – SUBSTANTIAL AMENDMENTS TO CONSOLIDATED/ACTION PLAN. Recognizing that changes during the year may be necessary to the Consolidated Plan and Annual Action Plan after approval, the Citizen Participation Plan allows for “substantial amendments” to plans. These “substantial amendments” apply only to changes in CDBG funding allocations. Changes in funding allocation for other HUD grant programs received by the City of Austin – HOME, ESG, and HOPWA – are not required to secure public review and comment. The CPP defines a substantial amendment as: ● A proposed use of CDBG funds that does not address a need identified in the governing Consolidated Plan or annual Action Plan; or ● A change in the use of CDBG funds from one eligible program to another. The eligible programs defined in the City of Austin’s investment plan either fall into the category of “Housing” or “Community Development.” ● A cumulative change in the use of CDBG funds from an eligible activity to another eligible activity that decreases an activity’s funding by 10% or more OR increases an activity’s funding by 10% or more during fiscal year. An activity is defined as a high priority need identified in the Consolidated Plan that is eligible for funding in the Action Plan. DRAFTIn the event that there are substantial amendments to the governing Consolidated Plan or annual Action Plan: 1. The City will draft the amendment and publish a brief summary of the proposed substantial amendment(s) and identify where the amendment(s) may be viewed 2. After reasonable notice, there will be a 30-day written public comment period 3. During the 30-day comment period, the City Council shall receive oral comments in public hearings. action. 4. The CDC will be given the opportunity to make recommendations to City Council prior to its final 5. Upon approval by Council, the substantial amendment will be posted in the official City Council minutes and available online and in the City Clerk’s office. Final action by the City Council will occur no sooner than fifteen calendar days next following the second Council public hearing on the draft plan. Disaster Response and Recovery Funds In the event of a declared city-wide, state-wide or national emergency (as proclaimed by the Mayor, Governor, or President of the United States), it may be necessary for the City to apply for new emergency grant funding from HUD, such as CDBG-Disaster Recovery grants, or any other grants issued to jurisdictions in the event of a disaster which requires an urgent response to address the needs of the community. In order to expedite the distribution of emergency funding during a disaster response situation the City Council, City Manager, or HUD may determine it is necessary to waive certain substantial amendment provisions described in Section D, Activity 4 or certain General Requirements Provisions described in Section E. Any such waiver is subject to the requirements of the respective emergency funding appropriation. HUD’s criteria used to qualify local “urgent needs” e.g., events of “particular urgency'' because existing conditions pose a serious and immediate threat to the health or welfare of the community for which other funding is not available can be found at 24 CFR 570.483(d). To comply with the national objective of meeting community development needs having a particular urgency, and that a project will alleviate existing conditions which: 1. Pose a serious and immediate threat to the health and welfare of the community; 2. Are of recent origin or recently became critical within 18 months preceding the certification by the grantee; 3. Are unable to be financed by the City on its own; and 4. Other funding resources are not available to completely carry out the activity. In the event of a disaster that requires a response to address local urgent needs, the City will: 1. Notify HUD at least five (5) days before implementing changes or amendments to the Consolidated Plan and/or Action Plan; and 2. Make reasonable efforts to provide the public opportunity to comment on changes and amendments to the Consolidated Plan and/or Action Plan. DRAFTThese actions do not require the City to comply with all of the substantial amendment provisions related to the citizen participation requirements described in Section D, Activity 4 or all of the General Requirements Provisions described in Section E. HUD Waiver Process Upon determination of good cause, HUD has the authority to waive certain regulatory provisions of the CDBG, HOME, ESG, and HOPWA programs subject to statutory limits. The City reserves the right to submit waiver notifications to HUD when expedited assistance is offered through programs covered by the Consolidated Plan. Following completion of a waiver process as determined by HUD, the City may carry through actions as prescribed by the approved waiver determinations authorized by HUD. ACTIVITY 5 – CONSOLIDATED ANNUAL PERFORMANCE AND EVALUATION REPORT (CAPER). The City is required to submit annually by December 30 a CAPER to HUD that describes the City’s progress in meeting the goals in the Consolidated Plan. 1. City staff prepares the draft CAPER. 2. After reasonable notice is provided, the CAPER is available for 15 days for written public comment. 3. The final CAPER and public comments will be submitted to HUD. 4. The CAPER and public comments will be presented at a CDC meeting. ACTIVITY 6 – AMENDMENTS TO CITIZEN PARTICIPATION PLAN. The City will review the Citizen Participation Plan (CPP) at least every 5 years for potential enhancement or modification; this review will occur as a component of the Consolidated Planning process. In the event that changes to the CPP are necessary, City staff shall draft them. 1. After reasonable notice, these will be available to the public for 15 days for written comment. 2. The CDC and City Council shall each hold a public hearing to receive oral public comments on the proposed change. action. 3. The CDC will be given the opportunity to make recommendations to City Council prior to its final 4. Upon approval by City Council, the substantial amendment will be posted in the official City Council minutes and available online on the NHCD web site (www.austintexas.gov/housing) and in the City Clerk’s office. E. GENERAL REQUIREMENTS The City of Austin is committed to compliance with the Americans with Disabilities Act (ADA) and Section 504 of the Rehabilitation Act of 1973, as amended. Reasonable modifications and equal access to communications will be provided upon request. The City of Austin does not discriminate on the basis of disability in the admission or access to, or treatment or employment in, its programs and activities. In the event of a disaster which requires an urgent response to address the needs of the community as described in the Disaster Recovery and Response section, the City will make reasonable efforts to provide the public opportunity to comment on federal reports. DRAFT1. Public Hearings. Public hearings before the Austin City Council, the Community Development Commission (CDC), and other appropriate community organizations will be advertised in accordance with the guidelines outlined in the notification section below. The purpose of public hearings is to provide an opportunity for community members, public agencies, and other interested parties to provide input on the City of Austin’s affordable housing, community and economic development needs. Public hearings will be held in locations accessible to low- and moderate- income residents and persons with disabilities. Spanish translation and interpretation for individuals with hearing impairments will be provided upon request. 2. Public Meetings. Public meetings of the Austin City Council, Community Development Commission (CDC), and other boards and commissions overseeing HUD-funded programs provide opportunities for community member participation and comment on a continuous basis. Public meeting notices are posted at the Office of the City Clerk at least three days (72 hours), prior to the meeting date, in accordance with the Texas Open Meetings Act. Public meetings are held in locations accessible to persons with disabilities. Spanish translation and interpretation for individuals with hearing impairments will be provided upon request. Notification. The Neighborhood Housing and Community Development (NHCD) Department will provide the community advance notice of public hearings and/or public comment periods. The notice will be provided at least two weeks prior to the public hearing date and the start date of comment periods. Related to the CPP specified federal documents, NHCD will provide public notifications by utilizing City of Austin publications and media (television, print, electronic) that will maximize use of City resources and reach an increased number of Austin residents by direct mail. Related to federal publications referenced above, NHCD will notify the public about public hearings, comment periods, public meetings, and additional opportunities for public feedback through communications outlets that are designed to increase public participation and generate quantifiable feedback/results. NHCD will utilize the following notification mechanisms as available: City of Austin utility bill inserts; City of Austin website; and Channel 6, the municipally owned cable channel. In addition, NHCD will use other available media (print, electronic, television) to promote public feedback opportunities. Notifications will be published in English and Spanish. NHCD will coordinate with the Community Development Commission, Urban Renewal Agency, other governmental agencies, public housing authorities, key stakeholders, and the general public during the development of the Assessment of Fair Housing, Consolidated Plan and an annual Action Plan. 3. Document Access. Copies of all planning documents, including the following federal reports: City’s Citizen Participation Plan (CPP), Assessment of Fair Housing, Consolidated Plan, annual Action Plan, and the Consolidated Annual Performance and Evaluation Report (CAPER), will be available to the public upon request. Community members will have the opportunity to review and comment on applicable federal reports in draft form prior to final adoption by the Austin City Council. These documents will be made available at public libraries, public housing DRAFTauthorities, certain neighborhood centers, at the NHCD office, and on the NHCD website (www.austintexas.gov/housing). In addition, upon request, federal reports will be provided in a form accessible to persons with disabilities. 4. Access to Records. The City will provide community members, public agencies, and other interested parties reasonable and timely access to information and records relating to the Citizen Participation Plan (CPP), Assessment of Fair Housing, Consolidated Plan, annual Action Plan, and CAPER, and the City’s use of assistance under the four entitlement grant programs, as stated in the Texas Public Information Act and the Freedom of Information Act. 5. Technical Assistance. The City will provide technical assistance upon request and to the extent resources are available to groups or individuals that need assistance in preparing funding proposals, provided that the level of technical assistance does not constitute a violation of federal or local rules or regulations. The provision of technical assistance does not involve re- assignment of City staff to the proposed project or group, or the use of City equipment, nor does technical assistance guarantee an award of funds. F. COMMUNITY MEMBERS’ COMPLAINTS Written complaints related to NHCD’s programs and activities funded through entitlement grant funding may be directed to the Neighborhood Housing and Community Development (NHCD) Department. A timely, written, and substantive response to the complainant will be prepared within 15 working days of receipt of the complaint by NHCD. If a response cannot be prepared within the 15-day period, the complainant will be notified of the approximate date a response will be provided. Written complaints must include the complainant’s name, address, and zip code. A daytime telephone number should also be included in the event further information or clarification is needed. Complaints should be addressed as follows: Neighborhood Housing and Community Development Department Attn: Director City of Austin P.O. Box 1088 Austin, Texas 78767 If the response is not sufficient, an appeal may be directed to the City Manager, and a written response will be provided within 30 days. An appeal should be addressed as follows: City Manager’s Office Attn: City Manager P.O. Box 1088 Austin, Texas 78767 DRAFTG. CITY OF AUSTIN’S RESIDENTIAL ANTI-DISPLACEMENT AND RELOCATION ASSISTANCE PLAN The City of Austin does not anticipate any displacement to occur as a result of any HUD-funded activities. All programs will be carried out in such a manner as to safeguard that no displacement occurs. However, in the event that a project involving displacement is mandated in order to address a concern for the general public’s health and welfare, the City of Austin will take the following steps: 1. A public hearing will be held to allow interested community members an opportunity to comment on the proposed project and voice any concerns regarding possible relocation. Notice of the public hearing/meeting will be made as per the procedure noted in Section E - General Requirements section of the Citizen Participation Plan. 2. In the event that a project involving displacement is pursued, the City of Austin will contact each person/household/business in the project area and/or hold public meetings, depending on the project size; inform persons of the project and their rights under the Uniform Relocation Assistance and Real Property Acquisition Policies Act of 1970, as amended, and respond to any questions or concerns. 3. Relocation assistance will be provided in adherence with the City’s Project Relocation Plan and the Uniform Relocation Assistance and Real Property Acquisition Policies Act of 1970, as amended. The City’s Anti-Displacement and Relocation Assistance Plan may be viewed in NHCD’s Action Plan submitted annually to HUD. The document is available online at www.austintexas.gov/housing. The City of Austin is committed to compliance with the Americans with Disabilities Act. Reasonable modifications and equal access to communications will be provided upon request. For assistance, please call 512-974-3100; TTY users’ route through Relay Texas at 711. DRAFTAttachment I B: Public Engagement Summary DRAFTCity of Austin Community Engagement Strategy and Process for FY 202-23 Action Plan (Ongoing) The City of Austin sought broad public input for recommendations for utilizing U.S. Department of Housing and Urban Development (HUD) funding for FY 2022-23 formula grant funding. Community input about needs, potential service gaps, and priorities was received during the community needs assessment outlined below. This public input helped to inform funding decisions regarding FY 2022-23 formula grant funding. In order to continue the facilitation of the community engagement process for the Action Plan while observing social distancing protocols to help prevent the spread of COVID-19, and in accordance with modified provisions for public input issued by HUD, the following opportunities for public input on the FY 2022-23 draft Action Plan were provided: Community Needs Assessment Period Public Notices soliciting input and providing information about the various ways to provide feedback were publicized in English and Spanish through the Housing and Planning Department website; a news release to local media outlets; RSS feeds; notices in local news outlets; and notices included in City of Austin utility billing statements. Opportunities to Provide Feedback on the were provided through the SpeakUp Austin website from March 7 - April 15, 2022; and via email, phone and postal mail. The Housing and Planning department also delivered presentations to the following Boards, Commissions, and organizations at public meetings where people can sign up to speak- · · · · · · · · · Early Childhood Council Hispanic/Latino Quality of Life Resource Advisory Commission HIV Planning Council ECHO Leadership Council Commission on Immigrant Affairs African American Resource Advisory Commission Mayor's Committee for People with Disabilities Commission on Seniors Community Technology and Telecommunications Commission Austin Latino Coalition A Public Hearing was conducted before the Austin City Council on March 24, 2022, and the Community Development Commission on April 12, 2022 to receive public input on community needs for the City’s Action Plan for FY 2022-23. Summary of Public Comments received during the community assessment stage addressed the need for low-income housing; permanent housing, emergency shelter, and services to address homelessness; infrastructure improvements; and home repairs and renovations. Public Comment Period Public Notices soliciting input and providing information about the various ways to provide feedback were publicized in English and Spanish through the Housing and Planning Department website; RSS feeds; and notices in local news outlets. Opportunities to Provide Feedback are available through the SpeakUp Austin website from May 3 - June 10, 2022; and via email, phone and postal mail. DRAFTA Public Hearing will be conducted before the Community Development Commission on May 10, 2022 to receive public comment for the Draft FY 2022-23 Action Plan. A Public Hearing will be conducted before the City Council on June 9 2022 to receive public comment for the Draft FY 2022-23 Action Plan. The Draft plan will go to Council for final approval on July 28, 2022/ Summary of Public Comments The public comment period is currently ongoing. DRAFT3/7/22, 12:33 PM City of Austin Notice of Public Hearings and Community Needs Assessment for FY 2022-23 Action Plan | AustinTexas.gov City of Austin Notice of Public Hearings and Community Needs Assessment for FY 2022-23 Action Plan Home About Housing & Displacement Prevention Zoning & Urban Design Inclusive Planning & Program Delivery Policy, Plans, & Data Resource Library CITY OF AUSTIN FOR IMMEDIATE RELEASE Release Date: Mar. 07, 2022 Contact: Housing and Planning Department 5129743100 (tel:5129743100) Email (/email/hpd) La versión en español sigue a continuación Austin, TX – The City of Austin announces public hearings and a Community Needs Assessment to receive input on the City’s spending priorities for the upcoming round of federal funding for housing programs, to be allocated via the FY 22-23 Action Plan. Austinites that wish to comment on how the City should spend dollars related to housing and public services may do so starting Monday, March 7, 2022, through Friday, April 15, 2022. Feedback collected through this process from individuals and agencies on what needs should be addressed in the FY 22-23 Action Plan will be considered by staff as part of the planning process. Visit the Action Plan SpeakUp Austin webpage (https://www.speakupaustin.org/action-plan-fy-22-23) to contribute feedback on what housing programs should be funded in the upcoming year. The action plan describes community needs, resources, and priorities for the City’s affordable housing, community development, homelessness services, public services, and economic development activities. These activities are funded primarily through four grant programs received from the U.S. Department of Housing and Urban Development (HUD): Community Development Block Grant (CDBG), HOME Investment Partnerships (HOME), Emergency Solutions Grant (ESG), and Housing Opportunities for Persons with AIDS (HOPWA). The public’s input on the community needs and service gaps is instrumental in setting priorities for FY 2022-23 federal funding. Following the Community Needs Assessment, the draft Action Plan will be released for public review and comment from Tuesday, May 3, 2022, through Friday, June 10, 2022. Additional public hearings will be held to receive comments on the draft Action Plan. Public Hearing Before the Community Development Commission (CDC) The public is invited to provide input during the meeting of the Community Development Commission (CDC) scheduled for April 12, 2022. Meeting details and instructions for providing public comment during the virtual public hearing can be found on the meeting agenda on the Community Development Commission website (https://www.austintexas.gov/content/community-development-commission). Community members must sign up by noon the day before the meeting to provide public comment. Public Hearing Before the Austin City Council The public is invited to provide input during the meeting of the Austin City Council scheduled for March 24, 2022. Meeting instructions for providing public comment during the virtual public hearing can be found on the meeting agenda on the City Council Meeting Information Center website (https://austintexas.gov/department/city-council/council/council_meeting_info_center.htm). Community members must sign up by noon the day before the meeting to provide public comment. Submit by Postal Mail: Written comments may be submitted until 5:00 PM on April 13, 2022. Please include a name, address, and phone number: Housing and Planning Department Attn: City of Austin FY 2022-23 draft Action Plan P.O. Box 1088 Austin, Texas 78767 https://www.austintexas.gov/news/city-austin-notice-public-hearings-and-community-needs-assessment-fy-2022-23-action-plan 1/3 DRAFT3/7/22, 12:33 PM City of Austin Notice of Public Hearings and Community Needs Assessment for FY 2022-23 Action Plan | AustinTexas.gov Dial 512-974-3100, Monday through Friday between 8:00 a.m. and 5:00 p.m. Submit by Phone: Submit by Email: HPD@austintexas.gov (mailto:HPD@austintexas.gov?subject=City%20of%20Austin%20FY%202022- 23%20Draft%20Action%20Plan) Subject: City of Austin FY 2022-23 draft Action Plan Aviso de audiencias públicas y Evaluación de las Necesidades de la Comunidad de la Ciudad de Austin para el Plan de Acción del año fiscal 2022-23 Austin, TX – La Ciudad de Austin anuncia audiencias públicas y una Evaluación de las Necesidades de la Comunidad para recibir comentarios sobre las prioridades de gastos de la Ciudad para la próxima ronda de financiamiento federal para los programas de vivienda, el cual será asignado a través del Plan de Acción del año fiscal 22-23. Los residentes de Austin que deseen opinar sobre cómo la Ciudad debe gastar los fondos relacionados con vivienda y servicios públicos pueden hacerlo a partir del lunes 7 de marzo hasta el viernes 15 de abril de 2022. Como parte del proceso de planificación, el personal tomará en cuenta los comentarios provistos por las personas y agencias sobre cuáles necesidades deben abordarse en el Plan de Acción del año fiscal 22-23. Visite la página web de SpeakUp Austin (https://www.speakupaustin.org/action-plan-fy-22-23) sobre el Plan de Acción para contribuir con sus comentarios sobre los programas de vivienda que deben financiarse el próximo año. El plan de acción describe las necesidades, recursos y prioridades de la comunidad para las actividades de vivienda económica, desarrollo comunitario, servicios para las personas sin hogar, servicios públicos y desarrollo económico de la Ciudad. Estas actividades están financiadas principalmente a través de programas de subvenciones del Departamento de Vivienda y Desarrollo Urbano de EE. UU. (HUD, por sus siglas en inglés): Subvención en Bloque para Desarrollo Comunitario (CDBG), Sociedades de Inversiones para el Hogar (HOME), Subvención para Refugios de Emergencia (ESG) y Oportunidades de Vivienda para las Personas con SIDA (HOPWA). Los comentarios del público sobre los vacíos en las necesidades y los servicios de la comunidad son cruciales para establecer las prioridades para los fondos federales del año fiscal 2022-23. Luego de la Evaluación de las Necesidades de la Comunidad, se publicará la versión preliminar del Plan de Acción para que las personas lo revisen y comenten a partir del martes 3 de mayo de 2022 hasta el viernes 10 de junio de 2022. Se realizarán audiencias públicas adicionales para recibir comentarios sobre la versión preliminar del Plan de Acción. Audiencia pública ante la Comisión de Desarrollo Comunitario (CDC) Se invita al público a compartir sus comentarios durante la reunión de la Comisión de Desarrollo Comunitario (CDC) programada para el 12 de abril de 2022. Los detalles de la reunión y las instrucciones para proveer los comentarios del público durante la audiencia pública virtual se encuentran en la agenda de la reunión en el sitio web de la Comisión de Desarrollo Comunitario (https://austintexas.gov/content/community-development-commission). Los miembros de la comunidad deben registrarse antes del mediodía del día antes de la reunión para poder proveer comentarios públicos. Audiencia pública ante el Concejo Municipal de Austin Se invita al público a proveer comentarios durante la reunión del Concejo Municipal de Austin programada para el 24 de marzo de 2022. Las instrucciones de la reunión para proveer comentarios públicos durante la audiencia pública virtual se encuentran en la agenda de la reunión en el sitio web del Centro de Información sobre Reuniones del Concejo Municipal (https://austintexas.gov/department/city- council/council/council_meeting_info_center.htm). Los miembros de la comunidad deben registrarse antes del mediodía del día antes Se pueden presentar comentarios escritos hasta las 5 p.m. del 13 de abril de 2022. Por favor incluya un nombre, dirección y número de de la reunión para poder proveer comentarios públicos. Envío de comentarios por correo postal: teléfono: Housing and Planning Department Attn: City of Austin FY 2022-23 draft Action Plan P.O. Box 1088 Austin, Texas 78767 Envío de comentarios por teléfono: Llame al 512-974-3100, de lunes a viernes de 8:00 a.m. a 5:00 p.m. Envío de comentarios por correo electrónico: HPD@austintexas.gov (mailto:HPD@austintexas.gov? subject=Versi%C3%B3n%20preliminar%20del%20Plan%20de%20Acci%C3%B3n%20para%20el%20a%C3%B1o%20fiscal%202022- 23%20de%20la%20Ciudad%20de%20Austin) Asunto: Versión preliminar del Plan de Acción para el año fiscal 2022-23 de la Ciudad de Austin About Housing and Planning Department  The Housing and Planning Department (https://www.austintexas.gov/HPD) provides resources related to planning, zoning, housing, and community development to enhance the quality of life of all Austinites. Equitable, efficient, and comprehensive planning with displacement prevention as a prioritized focus is the Department’s core charge in delivering housing services to the community. ### Share (https://www.addtoany.com/share#url=https%3A%2F%2Fwww.aus needs-assessment-fy-2022-23-action- plan&title=City%20of%20Austin%20Notice%20of%20Public%20Hear 23%20Action%20Plan) (/#facebook) (/#twitter) https://www.austintexas.gov/news/city-austin-notice-public-hearings-and-community-needs-assessment-fy-2022-23-action-plan 2/3 DRAFTA U S T I N U T I L I T I E S N O W I N F O R M AT I O N A B O U T YO U R C I T Y S E R V I C E S 2 8 3 5 4 - R P A April 2022 Austin Energy Regional Science Festival 2022 Founded in 1956, the Science Festival celebrated its 66th anniversary this year. A total of 1,590 students from 146 schools entered 1,354 science projects in the Austin Energy Regional Science Festival, representing 16 Central Texas school districts in eight counties, as well as private, charter and home schools. First- through third-place category winners advance to the Texas Science and Engineering Fair in College Station in March. Six “Best of Fair” projects advance to the Regeneron International Science and Engineering Fair to be held in Atlanta, GA. The Austin Peace Academy, a private middle school, and Vista Ridge High School, from the Leander Independent School District, won Sweepstakes Awards. The Sweepstakes Award is presented to the school in the junior division (middle schools) and senior division (high schools) earning the most points in the 18 science categories at the festival. The Austin Austin Energy Regional Science Fair virtual exhibit hall Peace Academy won Sweepstakes for the second time in a row, outperforming 25 other middle schools. Vista Ridge outperformed 21 other high schools for their 14th Sweepstakes award since 2006. The Regional Science Festival is Austin Energy’s largest sponsored annual community event, helping promote science, technology, engineering and math education. The Austin Science Education Foundation gratefully acknowledges the support from all the Science Festival underwriters, including the Anchor Sponsor, Dell Technologies, and Gold Sponsors 3M and Synopsys, Inc. Additionally, the foundation wants to thank the more than 250 judges and the dozens of volunteers who make this event possible. Visit sciencefest.org for a complete listing of awards as well as a list of sponsors. Let your voice be heard about the needs of Austin residents The City of Austin is collecting input on community needs to set spending priorities for housing and public service programs in the Annual Action Plan. The City of Austin’s Annual Action Plan covers how we will use federal funds for housing and public service programs and sets goals to better assist under served communities. The City of Austin provides programs and services to support affordable housing, low- and moderate-income households, persons with disabilities, seniors and youth. Your input will inform investment decisions to meet the needs of our community. The City will collect feedback on the needs of the community from March 7 to April 15. This year’s draft Action Plan for FY 2022-2023 will be available for review and feedback from May 3 to June 10. For questions or more information, call 512-974-1000 or visit austintexas.gov/HPD to tell us what you think. Your feedback by April 15 will help us shape the plan, and your feedback from May 3 to June 10 will help us better define community needs. DRAFTKeeping it green From Walnut Creek to the rolling terrain of the Texas Hill Country, the Austin area has a lot to offer for green space. The City of Austin also works hard to keep our flora and fauna thriving all year long. With Earth Day falling in April, now is as good a time as any to think green. Here are a few ideas for you: Make an impact on Austin creeks and your community The Watershed Protection Department requests community input to update their strategic plan for protecting creeks and communities. Your input will help staff prioritize work and guide decision-making around urgent challenges, such as climate change and racial inequities. During Earth Month, visit raintoriveratx.com. Share your experience and priorities related to water pollution, erosion and flooding! Say no to batteries in the bin Have you ever removed dead batteries from an electronic device, held them in your hand, and wondered, “What do I do with these?” Austin Resource Recovery has the answer! ARR customers can collect and drop off batteries and electronics for recycling and safe disposal at the Recycle & Reuse Drop-off Center — austintexas.gov/dropoff. Additional drop-off locations can be found at  austintexas.gov/batteries. Please help us prevent battery fires by thinking before you toss. Ditch the car this Earth Day For Earth Day 2022, consider replacing a single-occupancy vehicle (SOV) trip with one of the many sustainable trip options available to Austinites. Head to commutesolutions.com to see all the ways you can get from A to B in one place – biking, walking, riding the bus or finding a shared ride. You could save time, money and stress by ditching SOV trips, and you will definitely be protecting our environment. Lights out for the birds Each spring, nearly two billion birds migrate through Texas in one of the planet’s great wildlife spectacles. Unfortunately, since migratory birds often travel at night, artificial lighting can cause them to be disoriented and collide with buildings and homes. These avoidable collisions are responsible for killing up to one billion birds annually in the United States. The good news is that everyone can help. Simply turn off all nonessential indoor and outdoor lighting from 11 p.m. to 6 a.m. beginning March 1 through June 15 — particularly during peak spring migration, April 22 through May 12. That means turning off your porch The Austin Parks and Recreation Department is now hiring lifeguards for the summer swim season. Enjoy flexible hours, learn life-saving skills, work outside, and earn $15/hour. Certification and training are available for qualified applicants ages 15 and up. New and returning lifeguards can start the process by completing the application online. For more information about becoming a lifeguard, please visit lifeguardaustin.com. Painted Bunting and garage lights, closing your curtains and shades, and asking your office building management to shut off their lights at night, too. You’ll be protecting birds while also saving money! Learn more at bit.ly/LightsOutTexas. DRAFTCustomer Service Phone: 512-494-9400 24-Hour Power Outage Reporting: 512-322-9100 | 24-Hour Emergency Water Service: 512-972-1000North Austin Utility Customer Service Center (Walk-in Center): 8716 Research Blvd., Ste. 115South Austin Utility Customer Service Center (Walk-in Center): 1901 W. William Cannon Drive, Ste. 100© 2022 City of Austin. All rights reserved.The City of Austin is committed to compliance with the Americans with Disabilities Act. Reasonable modifications and equal access to communications will be provided upon request. TDD 512-974-3256, Relay Texas 7-1-1. APR-45382Si gusta recibir este folleto en español, llame a los Servicios Públicos de la Ciudad de Austin al 512-972-9523.A U S T I N U T I L I T I E S N O W Festival Regional de Ciencias de Austin Energy 2022 Fundado en 1956, el Festival de Ciencias celebró su 66to aniversario este año. Un total de 1,590 estudiantes de 146 escuelas inscribieron 1,354 proyectos de ciencias en el Festival Regional de Ciencias de Austin Energy, representando a 16 distritos escolares del centro de Texas en ocho condados, así como a escuelas privadas, escuelas subvencionadas y estudiantes que reciben instrucción en el hogar. Los ganadores del primer, segundo y tercer lugar avanzaron a la Feria de Ciencias e Ingeniería de Texas en College Station en marzo. Los seis “Mejores Proyectos de la Feria” avanzarán a la Feria Internacional de Ciencias e Ingeniería que será en Atlanta, Georgia. La Austin Peace Academy, una escuela intermedia privada, y la Escuela Secundaria Vista Ridge, del Distrito Escolar Independiente de Leander, ganaron el Premio del Concurso. El Premio del Concurso se le otorga a la escuela en la división junior (escuelas intermedias) y en la división senior (escuelas secundarias) que haya ganado la mayor cantidad de puntos en las 18 diferentes categorías Sala virtual de exhibiciones de la Feria Regional de Ciencias de Austin Energy de ciencias en este festival. La Austin Peace Academy ganó el concurso por segundo año consecutivo, superando a las otras 25 escuelas intermedias. Vista Ridge superó a las otras 21 escuelas secundarias para conseguir su décimo- cuarto galardón en el concurso desde el año 2006. El Festival Regional de Ciencias es el evento comunitario anual más grande que patrocina Austin Energy para ayudar a promover la educación en el área de las ciencias, tecnología, ingeniería y matemáticas. La Fundación Educativa de Ciencias de Austin con gusto reconoce el apoyo de todos los que financian el Festival de Ciencias, incluyendo al patrocinador ancla Dell Technologies y a los patrocinadores de oro 3M y Synopsys, Inc. Además, la fundación desea agradecer a los más de 250 jueces y decenas de voluntarios que hicieron posible este evento. Visite sciencefest.org para ver una lista completa de los premios y patrocinadores. Exprese su opinión sobre las necesidades de los residentes de Austin La Ciudad de Austin está recibiendo comentarios sobre las necesidades de la comunidad para establecer las prioridades del presupuesto para los programas de vivienda y servicio público en el Plan de Acción Anual. El Plan de Acción Anual de la Ciudad de Austin cubre la manera en que usaremos los fondos federales para los programas de vivienda y servicio público y establece las metas para asistir mejor a las comunidades subatendidas. La Ciudad de Austin provee programas y servicios para apoyar las viviendas económicas, los hogares con ingresos de bajos a moderados, las personas con discapacidades, los adultos mayores y los jóvenes. Sus comentarios servirán de base para las decisiones de inversión con el fin de satisfacer las necesidades de la comunidad. La Ciudad recibirá comentarios sobre las necesidades de la comunidad del 7 de marzo al 15 de abril. La versión preliminar del Plan de Acción para el año fiscal 2022-2023 estará disponible para revisión y comentarios del 3 de mayo al 10 de junio. Para preguntas o más información, llame al 512-974-1000 o visite austintexas.gov/HPD para decirnos lo que piensa. Los comentarios recibidos antes del 15 de abril nos ayudarán a dar formar al plan, y sus comentarios del 3 de mayo al 10 de junio nos ayudarán a definir mejor las necesidades de la comunidad. DRAFTAbril de 2022INFORMACIÓN SOBRE SUS SERVICIOS DE LA CIUDADProteja el medio ambiente Desde el riachuelo Walnut hasta las colinas del centro de Texas, el área de Austin tiene mucho que ofrecer en cuanto a espacios verdes. La Ciudad de Austin también trabaja duro para mantener una fauna y flora floreciente todo el año. Con la celebración del Día de la Tierra en abril, ahora es el mejor momento para pensar en el medio ambiente. Estas son algunas ideas para usted: Ayude a los riachuelos de Austin y su comunidad El Departamento de Protección de Cuencas está solicitando los comentarios de la comunidad para actualizar su plan estratégico para proteger los riachuelos y comunidades. Su opinión ayudará al personal a priorizar el trabajo y a guiar las decisiones sobre los problemas urgentes, como el cambio climático y las inequidades raciales. Durante el Mes de la Tierra, visite raintoriveratx.com. ¡Comparta sus experiencias y prioridades relacionadas con la contaminación, erosión e inundaciones! Diga no a las baterías en el bote de basura ¿Le ha quitado alguna vez las baterías muertas a un dispositivo electrónico y cuando las tiene en la mano se ha preguntado “y ahora qué hago con ellas”? ¡Austin Resource Recovery tiene la respuesta! Los clientes de ARR pueden recoger y entregar baterías y electrónicos para ser reciclados y desechados de manera segura en el Centro de Reciclaje y Reúso: austintexas.gov/dropoff. Puede encontrar otros centros de recolección en austintexas.gov/batteries. Por favor ayúdenos a evitar los incendios causados por baterías pensando antes de tirarlas. Para el Día de la Tierra 2022, considere reemplazar un viaje en vehículo de ocupación única (SOV) con una de las muchas opciones de viaje sostenibles en Austin. Visite commutesolutions.com para ver en un solo lugar todas las maneras en las que puede llegar del punto A al B: en bicicleta, caminando, en autobús o en transporte compartido. Puede ahorrar tiempo, dinero y estrés dejando a un lado los viajes SOV, y definitivamente estará protegiendo nuestro medio ambiente. Deje el auto a un lado este Día de la Tierra Apague las luces y ayude a los pájaros Cada primavera, casi dos mil millones de aves migran por Texas en uno de los espectáculos más extraordinarios de vida silvestre del planeta. Lamentablemente, debido a que la mayoría de las aves migratorias viajan por la noche, la luz artificial puede hacer que se desorienten y choquen contra edificios y casas. Estos choques prevenibles son responsables de la muerte de hasta mil millones de pájaros todos los años en los Estados Unidos. La buena noticia es que todos pueden ayudar. Simplemente apague todas las luces internas y externas que no sean esenciales desde las 11 p.m. hasta las 6 a.m. del 1 de marzo al 15 de junio, particularmente durante el pico de migración primaveral, del 22 de abril al 12 de mayo. Esto significa apagar Azulillo sietecolores las luces del porche y garaje, cerrar las cortinas y persianas y también pedirle a la gerencia de su edificio de oficinas que apague las luces en la noche. ¡Protegerá a las aves y también ahorrará dinero! Aprenda más en bit.ly/LightsOutTexas. El Departamento de Parques y Recreación de Austin está contratando salvavidas para la temporada de natación del verano. Disfrute de horario flexible, habilidades para salvar vidas, trabajar al aire libre y un salario de $15/hora. Certificación y entrenamiento disponibles para los solicitantes de 15 años y más que califiquen. Los salvavidas nuevos o que están regresando pueden comenzar el proceso llenando la solicitud en línea. Para obtener más información sobre cómo convertirse en salvavidas, por favor visite lifeguardaustin.com. DRAFTNúmero de teléfono de Servicio al Cliente: 512-494-9400 Reporte una avería en el sistema eléctrico disponible las 24 horas: 512-322-9100 Emergencia del servicio de agua disponible las 24 horas: 512-972-1000North Austin Utility Customer Service Center (centro de servicio en persona): 8716 Research Blvd., Ste. 115 South Austin Utility Customer Service Center (centro de servicio en persona): 1901 W. William Cannon Drive, Ste. 100© 2022 City of Austin. Todos los derechos reservados.City of Austin se compromete a cumplir con el Decreto para Americanos Discapacitados. Modificaciones razonables e igual acceso a comunicaciones se proveerán, al solicitarlo. TDD 512-974-3256, Relay Texas 7-1-13/7/22, 12:36 PM City of Austin FY 22-23 Action Plan | SpeakUp Austin! Home Share Your Ideas! All Projects Search Login Register Home » City of Austin FY 22-23 Action Plan City of Austin FY 22-23 Action Plan     The Housing and Planning Department Needs Your Feedback! Background Each year, the City of Austin prepares an Action Plan- a plan detailing the amount of federal funding to be allocated to various housing and public service programs (ie. Tenant-Based Rental Assistance, Minor Home Repair), and setting goals for how many low to moderate-income people will be served by these programs over the year. The Action Plan serves as a grant application submitted to the Housing and Urban Development Department (HUD) to qualify for the following grants- Community Development Block Grant (CDBG), HOME Investment Partnerships Program, Emergency Solutions Grant (ESG), and Housing Opportunities for Persons with AIDS (HOPWA). Our Process https://www.speakupaustin.org/action-plan-fy-22-23 1/5 DRAFT3/7/22, 12:36 PM City of Austin FY 22-23 Action Plan | SpeakUp Austin! As part of the Community Needs Assessmen t period, the Housing and Planning Department is encouragin g public input from residents from March 7 - April 15, 2022. Feedback collected through this process from individuals and agencies on what needs should be addressed in the FY 22-23 Action Plan and comments left on this page will be considered by staff as part of the planning process. Additionally, there will be two public hearings to receive feedback on community needs- Thursday, March 24, 2022, 10:00 AM, Austin City Council Tuesday, April 12, 2022, 6:30 PM, Community Development Commission A draft of the Action Plan will be made available for public comment on this page from May 3 - June 10, 2022. Two additional public hearings will take place to receive input on the draft plan. Get Involved Share your input below on the needs of your community as part of the Community Needs Assessment for the Fiscal Year 22-23 Action Plan. If you have any questions about this process, please contact the Housing and Planning Department at HPD@austintexas.gov or by phone at 512-974-3100. ______________________________________________________________________ ¡El Departamento de Vivienda y Planicación necesita sus comentarios! Antecedentes Cada año, la Ciudad de Austin prepara un Plan de Acción - un plan que detalla la cantidad de fondos federales que se asignarán a varios programas de vivienda y servicios públicos (es decir, Asistencia de Alquiler Basada en el Inquilino, Reparación de Casas Menores), y el establecimiento de objetivos para el número de personas de bajos a moderados ingresos serán atendidos por estos programas durante el año. El Plan de Acción sirve como una solicitud de subvención presentada al Departamento de Vivienda y Desarrollo Urbano (HUD) para calicar para las siguientes subvenciones - Subvención de Desarrollo Comunitario en Bloque (CDBG), Programa de Asociaciones de Inversión en el Hogar, Subvención de Soluciones de Emergencia (ESG), y Oportunidades de Vivienda para Personas con SIDA (HOPWA). Nuestro proceso https://www.speakupaustin.org/action-plan-fy-22-23 2/5 DRAFT3/7/22, 12:36 PM City of Austin FY 22-23 Action Plan | SpeakUp Austin! Como parte del período de Evaluación de las Necesidades de la Comunidad, el Departamento de Vivienda y Planicación está alentando a los residentes a dar su opinión desde el 7 de marzo hasta el 15 de abril de 2022. Los comentarios recogidos a través de este proceso de los individuos y las agencias sobre las necesidades que deben abordarse en el Plan de Acción FY 22-23 y los comentarios dejados en esta página serán considerados por el personal como parte del proceso de planicación. Además, habrá dos audiencias públicas para recibir comentarios sobre las necesidades de la comunidad Jueves, 24 de marzo de 2022, 10:00 AM, Consejo de la Ciudad de Austin Martes, 12 de abril de 2022, 6:30 PM, Comisión de Desarrollo Comunitario Un borrador del Plan de Acción estará disponible para comentarios públicos en esta página del 3 de mayo al 10 de junio de 2022. Se llevarán a cabo dos audiencias públicas adicionales para recibir comentarios sobre el borrador del plan. Participe Comparta su opinión sobre las necesidades de su comunidad como parte de la Evaluación de las Necesidades de la Comunidad para el Plan de Acción del Año Fiscal 22-23. Si tiene alguna pregunta sobre este proceso, póngase en contacto con el Departamento de Vivienda y Planicación en HPD@austintexas.gov o por teléfono al 512-974-3100. Ideas Survey     Share Your Thoughts! about 3 hours ago Have any ideas on how Austin should prepare the Action Plan? The plan details the amount of federal funding to be allocated to various housing and public service programs and sets goals for how many low to moderate-income people will be served by these programs over the year.  Programs that have historically been funded via the Action Plan include: Childcare Services, Tenant-Based Rental Assistance, Rapid Rehousing Programs targeted at unhoused individuals, Tenants' Rights Assistance, Down Payment Assistance, Home Repair programs, and Housing Development Assistance.  What programs and initiatives do you want to see prioritized in the upcoming year?  Add your idea Start by submitting an idea Page published: 07 Mar 2022, 10:01 AM https://www.speakupaustin.org/action-plan-fy-22-23 3/5 DRAFT3/7/22, 12:36 PM City of Austin FY 22-23 Action Plan | SpeakUp Austin! Who's Listening Esteban Garza Community Engagement Specialist Housing & Planning Department Email HPD@austintexas.gov Chase Clements Finance Manager II Housing and Planning Department Email HPD@austintexas.gov Key Dates  Start of Community Needs Assessment March 07 2022  City Council Public Hearing for Community Needs March 24 2022  End of Community Needs Assessment April 15 2022  Start of Public Comment Period May 03 2022  End of Public Comment Period June 10 2022 Important Links  Citizen Participation Plan More.. https://www.speakupaustin.org/action-plan-fy-22-23 4/5 DRAFT3/7/22, 12:36 PM City of Austin FY 22-23 Action Plan | SpeakUp Austin!  Consolidated Plan Terms and Conditions Privacy Policy Moderation Policy Accessibility Technical Support Site Map Cookie Policy https://www.speakupaustin.org/action-plan-fy-22-23 5/5 DRAFTProject Report SpeakUp Austin! City of Austin FY 22-23 Action Plan Visitors Summary 150 100 50 Highlights TOTAL VISITS MAX VISITORS PER DAY 45 441 NEW REGISTRATI ONS 1 ENGAGED VISITORS INFORMED VISITORS AWARE VISITORS 1 Mar '22 1 Apr '22 51 95 307 Pageviews Visitors Aware Participants 307 Engaged Participants 51 Aware Actions Performed Participants Engaged Actions Performed Registered Unverified Anonymous Informed Actions Performed Participants Visited a Project or Tool Page Informed Participants Viewed a video Viewed a photo Downloaded a document Visited the Key Dates page Visited an FAQ list Page Visited Instagram Page Visited Multiple Project Pages Contributed to a tool (engaged) 307 95 0 0 2 7 0 0 46 51 Contributed on Forums Participated in Surveys Contributed to Newsfeeds Participated in Quick Polls Posted on Guestbooks Contributed to Stories Asked Questions Placed Pins on Places Contributed to Ideas 0 0 0 0 0 0 0 0 3 0 2 0 0 0 0 0 0 28 0 0 0 0 0 0 0 10 11 DRAFTSpeakUp Austin! : Summary Report for 7 March 2022 to 17 April 2022 Share Your Thoughts! IDEAS Visitors 48 09 March 22 Contributors 24 CONTRIBUTIONS 48 contact those who applied for rental assistance VOTES 9 talk w/ those who applied for rental assistance (whether they were eligible or not). Assess whether they were helped. If so, was the assistance sufficient to meet needs or not. If they were not helped, what barriers were there to getting assistance. What happened as a result of not getting assistance? Fire everyone You have wasted so much taxpayer dollars on over reached planning 21 March 22 22 March 22 29 March 22 05 April 22 VOTES 1 VOTES 6 VOTES 4 VOTES 1 Allocate funding for Cooperative housing and other shared housing options Keep Austinites in Austin We need more immediate programs to help keep folks from being priced out. Rent assistance, down payment assistance and home repair programs should be prioritized. More funding to prevent homelessness There needs to be more funding for homelessness. All of these homeless camps and structures made out of wood and tarps??? Permitting, health issues... are the police not involved??? Page 15 of 17 DRAFTSpeakUp Austin! : Summary Report for 7 March 2022 to 17 April 2022 IDEAS 06 April 22 Share Your Thoughts! VOTES 3 VOTES 0 VOTES 1 VOTES 3 VOTES 3 VOTES 2 VOTES 2 We need more permanent supportive housing options. Keep funding RRH programs to house immediat ely and then link. Property tax relief and accountable spending will help the pressures on affordable housing. For example: Light rail/hotel purchases High property taxes and affordability/connecting the dots More public housing projects. Public transit. Pay for it by raising commercial property tax. More affordable housing. More housing for those experiencing homelessness. More subsidized house. Austin is expensive and people need help. The two H: housing and homelessness No doubt more funding needs to be allocated to sustainable housing for the homeless. They need as much help as possible, they’re in a rough time as it is. Permanent housing for people experiencing homelessness and affordable housing for low to moderate income individuals. The city needs to spend money cost efficiently by providing supportive housing first policies, as well as increase rent relief. The city should also spend money on eviction protection so as to prevent more people from ending up on the streets where the problem spirals out of control. 11 April 22 11 April 22 11 April 22 11 April 22 11 April 22 Page 16 of 17 DRAFTSpeakUp Austin! : Summary Report for 7 March 2022 to 17 April 2022 IDEAS 16 April 22 Share Your Thoughts! More affordable Senior housing for the rents are way too high for fixed income VOTES 0 Page 17 of 17 DRAFTSpeakUp Austin! : Summary Report for 7 March 2022 to 17 April 2022 ENGAGEMENT TOOL: SURVEY TOOL Demographics Visitors 40 Contributors 30 CONTRIBUTIONS 30 Do you identify as any of the following? 2 (6.7%) 1 (3.3%) 2 (6.7%) 1 (3.3%) 1 (3.3%) 1 (3.3%) 2 (6.7%) 2 (6.7%) 9 (30.0%) 9 (30.0%) 15 (50.0%) 15 (50.0%) Optional question (30 response(s), 0 skipped) Question type: Dropdown Question Page 4 of 17 Question options American Indian or Alaska Native Black or African American (African, Caribbean) Hispanic, Latino/a/x, Spanish origin or Chicano/a/x White (German, Irish, English, Italian) I do not identify with any of the categories above and wish not to disclose this information Other (please specify) DRAFTSpeakUp Austin! : Summary Report for 7 March 2022 to 17 April 2022 What is your gender identity? 1 (3.3%) 1 (3.3%) 2 (6.7%) 2 (6.7%) 8 (26.7%) 8 (26.7%) 19 (63.3%) 19 (63.3%) Question options Female Male Genderqueer / Gender Fluid I prefer not to answer Optional question (30 response(s), 0 skipped) Question type: Dropdown Question Page 5 of 17 DRAFTSpeakUp Austin! : Summary Report for 7 March 2022 to 17 April 2022 What is your age? 2 (6.7%) 2 (6.7%) 6 (20.0%) 6 (20.0%) 9 (30.0%) 9 (30.0%) 13 (43.3%) 13 (43.3%) Question options 19-30 31-40 41-50 51-60 Optional question (30 response(s), 0 skipped) Question type: Dropdown Question Page 6 of 17 DRAFTSpeakUp Austin! : Summary Report for 7 March 2022 to 17 April 2022 Are you a renter, a homeowner or do not identify as either? 3 (10.7%) 3 (10.7%) 11 (39.3%) 11 (39.3%) 14 (50.0%) 14 (50.0%) Question options I am a renter I am an owner Other (please specify) Optional question (28 response(s), 2 skipped) Question type: Dropdown Question Page 7 of 17 DRAFTSpeakUp Austin! : Summary Report for 7 March 2022 to 17 April 2022 What is your total annual household income? 5 (16.7%) 5 (16.7%) 11 (36.7%) 11 (36.7%) 11 (36.7%) 11 (36.7%) 1 (3.3%) 1 (3.3%) 2 (6.7%) 2 (6.7%) Optional question (30 response(s), 0 skipped) Question type: Dropdown Question Page 8 of 17 Question options $21,000 to $40,000 $41,000 to $60,000 $61,000 to $80,000 $81,000 to $100,000 Over $100,000 DRAFTSpeakUp Austin! : Summary Report for 7 March 2022 to 17 April 2022 What is your household size? (Including yourself, how many people live in your household) 1 (3.3%) 1 (3.3%) 2 (6.7%) 2 (6.7%) 5 (16.7%) 5 (16.7%) 4 (13.3%) 4 (13.3%) 2 (6.7%) 2 (6.7%) 3 (10.0%) 3 (10.0%) Question options 1 2 3 4 5 6 8+ Optional question (30 response(s), 0 skipped) Question type: Dropdown Question Page 9 of 17 13 (43.3%) 13 (43.3%) DRAFTSpeakUp Austin! : Summary Report for 7 March 2022 to 17 April 2022 Are you or someone in your household a veteran? 4 (13.8%) 4 (13.8%) 25 (86.2%) 25 (86.2%) Question options Yes No Optional question (29 response(s), 1 skipped) Question type: Dropdown Question Page 10 of 17 DRAFTSpeakUp Austin! : Summary Report for 7 March 2022 to 17 April 2022 Are you or does someone in your household live with a physical or mental impairment that substantially limits one or more major life activities? 6 (20.0%) 6 (20.0%) 24 (80.0%) 24 (80.0%) Question options Yes No Optional question (30 response(s), 0 skipped) Question type: Dropdown Question Page 11 of 17 DRAFTSpeakUp Austin! : Summary Report for 7 March 2022 to 17 April 2022 What is the highest degree or level of education you have completed? 1 (3.4%) 1 (3.4%) 6 (20.7%) 6 (20.7%) 10 (34.5%) 10 (34.5%) 2 (6.9%) 2 (6.9%) 10 (34.5%) 10 (34.5%) Question options Some college, no degree Associate degree (e.g., AA, AS) Bachelor's degree (e.g., BA, BS) Master's degree (e.g., MA, MS, MEd) Doctorate or Professional degree (e.g., MD, DDS, DVM, PhD, EdD) Optional question (29 response(s), 1 skipped) Question type: Dropdown Question Page 12 of 17 DRAFTSpeakUp Austin! : Summary Report for 7 March 2022 to 17 April 2022 How long have you livied in Austin,TX? 2 (6.7%) 2 (6.7%) 1 (3.3%) 1 (3.3%) 4 (13.3%) 4 (13.3%) 14 (46.7%) 14 (46.7%) 5 (16.7%) 5 (16.7%) 4 (13.3%) 4 (13.3%) Question options I grew up in Austin, but moved away 7-12 months 1-5 years 6-10 years 11-15 years more than 15 years Optional question (30 response(s), 0 skipped) Question type: Dropdown Question Page 13 of 17 DRAFTSpeakUp Austin! : Summary Report for 7 March 2022 to 17 April 2022 Which Council District do you live in? If you don't know your Council District, look it up by your address here: 4 (14.8%) 4 (14.8%) 2 (7.4%) 2 (7.4%) 3 (11.1%) 3 (11.1%) 5 (18.5%) 5 (18.5%) 3 (11.1%) 3 (11.1%) 1 (3.7%) 1 (3.7%) 2 (7.4%) 2 (7.4%) 1 (3.7%) 1 (3.7%) 2 (7.4%) 2 (7.4%) 4 (14.8%) 4 (14.8%) Question options 1 2 3 4 5 6 7 8 10 I am not represented by an Austin City Council District Representative (please specify the area where you live) Optional question (27 response(s), 3 skipped) Question type: Dropdown Question Page 14 of 17 DRAFTPublic Hearing Testimony DRAFTPublic Hearing - Austin City Council FY 2022-23 Action Plan – Community Needs Assessment Date: 24 March 2022 The following public hearing was held on March 24, 2022 at the Austin City Council Meeting- Item 65: Conduct a public hearing to receive citizen input on community needs for the City's Fiscal Year 2022-23 Action Plan that will be submitted to the U.S. Department of Housing and Urban Development as part of the City's application for federal funding. Strategic Outcome(s): Economic Opportunity and Affordability. Two speakers participated in the public hearing. The following statements are excerpts from the public testimony. The complete meeting transcript and video are available at https://austintx.new.swagit.com/videos/157201 The following people gave testimony at the public hearing on community needs: Sylvia Blanco; Stuart Harry Hersh. SYLVIA BLANCO: GOOD MORNING. MAYOR, MAYOR PRO TEM AND CITY COUNCIL MEMBERS. I'M SYLVIA, BLANCO CHIEF OPERATING OFFICER FOR THE HOUSING AUTHORITY OF THE CITY OF AUSTIN. AND, I WANT TO THANK YOU FOR THE OPPORTUNITY TO PROVIDE SOME BRIEF COMMENTS ON THE CITY'S FY 2223 ACTION PLAN. I'M EXCITED TO SHARE THAT HACA IS PROJECTING A LATE SMER CLOSING FOR THE LONG ANTICIPATED ROSEWOOD COURTS REDEVELOPMENT PROJECT. THAT TRANSFORMATION PROJECT WILL SIGNIFICANTLY IMPROVE QUALITY OF LIFE FOR CURRENT ROSEWOOD RESIDENTS, AS WELL AS FUTURE FAMILIES THAT WE'LL CALL ROSEWOOD HOME. IN A NUTSHELL, THE PROJECT ENTAILS A CREATION OF 164 BRAND NEW ENERGY EFFICIENT HOUSING UNITS, THE FULL RESTORATION AND PRESERVATION OF EIGHT HISTORIC BUILDINGS WITH 20 FULLY RENOVATED HOUSING UNITS FOR A TOTAL OF 184 DEEPLY AFFORDABLE HOUSING UNITS, A COMMEMORATIVE GREEN SPACE TO HONOR THE HISTORY OF AUSTIN'S ORIGINAL EMANCIPATION PARK AND THE CONSTRUCTION OF 12 BRAND NEW, TRULY AFFORDABLE FOR SALE HOMES FOR ELIGIBLE HACA FAMILIES. ALL ELEMENTS OF THIS PROJECT PROVIDE A SIGNIFICANT BENEFIT TO THE BROADER COMMUNITY AND CLEARLY MEET THE OBJECTIVES OF AUSTIN'S CITY. DRAFT THE CITY OF AUSTIN STRATEGIC HOUSING BLUEPRINT, I WILL SHARE THAT THERE IS A SIZEABLE GAP IN THE FUNDING FOR THE FINANCING OF THIS PROJECT DUE TO THE EXTENSIVE HISTORIC RESTORATION SCOPE AND THE EVER RISING COSTS OF CONSTRUCTION MATERIALS AND LABOR. WE NEED THE CITY'S HELP IN MAKING THIS TRANSFORMATIVE PROJECT A REALITY, THEREFORE, AS HPD WORKS TO IDENTIFY PROJECTS, TO ASSIST IN ITS ACTION PLAN HACA RESPECTFULLY ASKS FOR THE CITY'S HELP IN FILLING SOME OF THIS GAP THROUGH THE RHD PROGRAM IN FISCAL YEAR 2223. THANK YOU FOR YOUR CONSIDERATION. MAYOR PRO TEM ALTER: AND MAY I ASK A QUESTION? MAYOR ADLER: YES, GO AHEAD. MAYOR PRO TEM ALTER: CAN YOU GIVE US A SENSE OF THE SIZE OF THE GAP? SYLVIA BLANCO: MADAM MAYOR PRO TEM. IT'S APPROXIMATELY A $10 MILLION GAP. MAYOR PRO TEM ALTER: WOW, THANK YOU. STUART HARRY HERSH: MAYOR MEMBERS OF THE COUNCIL. MY NAME IS STUART HARRY HERSCH. AND THIS WEEK I GOT TO TESTIFY ON NEEDS ASSESSMENT, BOTH HERE TODAY AND PAST TUESDAY AT THE TRAVIS COUNTY COMMISSIONERS COURT IS REQUIRED BY HUD. SOME OF THE POOREST AMONG US ARE HOMEOWNERS WHO ARE AN 80%, 50% AND 30% OF THE MEDIAN FAMILY INCOME WITHIN THE AUSTIN SEMI CITY LIMITS OR AN UNINCORPORATED TRAVIS COUNTY. THESE ARE THE SAME TYPES OF INDIVIDUALS AND FAMILIES WHO I WAS ALLOWED TO HELP WITH WEATHERIZATION HOME REPAIRS. WHEN I BECAME THE CITY'S WEATHERIZATION COORDINATOR IN 1977, AT THE TIME WHEN I WAS HIRED, I EARNED $5 AND 93 CENTS AN HOUR. AND AT THE END OF MY PROBATIONARY PERIOD, I EARNED $6 AND 38 CENTS AN HOUR. SO IT WAS PRETTY EASY TO UNDERSTAND THE HOUSING NEEDS OF FAMILIES, BOTH IN AUSTIN AND TRAVIS COUNTY. I'M ASKING YOU TO ESTABLISH AS PART OF THE ACTION PLAN PROCESS, THE HIGHEST PRIORITIES FOR THE 20 22 23 BUDGET YEAR FOR THE FOLLOWING REPAIRS FOR LOW-INCOME HOMEOWNERS, ROOF REPAIRS, REPAIRS TO LEAKING WATER PIPES REPLACEMENT OF FAILING SEPTIC DRAFTSYSTEMS, REPAIRS TO ELECTRIC WIRING SYSTEMS REPLACEMENT OF UNVENTED SPACE HEATERS WITH THE VENTILATED HEATING SYSTEMS, REPAIRS TO HEATING VENTILATION AND AIR CONDITIONING SYSTEMS AND REPAIRS TO HOMES DAMAGED BY FLOODING HIGH WINDS AND FIRE CITY AND COUNTY BUDGETS SHOULD REFLECT THE NBER OF LOW-INCOME HOUSEHOLDS TO BE SERVED BY HOME REPAIR PROGRAMS IN THE NEXT FISCAL YEAR, WITH A REMINDER OF THE STRATEGIC HOUSING BLUEPRINT GOAL OF 600 PHONES REPAIRED PER YEAR OVER A 10 YEAR PERIOD. SO I'M ASKING YOU TO HELP SOME OF THE POOREST HOMEOWNERS ABOVE, AMONG US. THEY WERE FACING ENORMOUS GENTRIFICATION PRESSURES AND, CONTINUED FUNDING OF HOME REPAIR WILL MAKE IT POSSIBLE FOR THEM TO AGE IN PLACE LIKE THE REST OF US ARE TRYING TO DO. THANK YOU VERY MUCH FOR YOUR TIME. DRAFTPublic Hearing – Community Development Commission FY 2022-23 Action Plan – Community Needs Assessment Date: 12 April 2022 The following public hearing was held on March 24, 2022 at the Austin City Council Meeting- Item 3b. Conduct a public hearing to receive input on community needs related to housing, homelessness, and community development as part of the Community Needs Assessment for the FY 22-23 Action Plan. Public hearings are required by 1) the U.S. Department of Housing and Urban Development; and 2) the Texas Local Government Code Chapter 373 Community Development 2013-14 Program. Three speakers participated in the public hearing. The following statements are excerpts from the public testimony. The complete meeting transcript and video are available at https://austintx.new.swagit.com/videos/167319 The following people gave testimony at the public hearing on community needs: Todd Marvin; Kori Hattemer; Zenobia C. Joseph TODD MARVIN: AS AMID MENTIONED, MY NAME'S TODD MARVIN MARK, AND I CREATE FEEDBACK, STOP THAT WORKED ON A COUPLE OF LEVELS. I'M PRESIDENT OF EASTER SEALS, CENTRAL TEXAS, A NONPROFIT ORGANIZATION THAT SERVES PEOPLE WITH DISABILITIES IN THE COMMUNITY. WE'VE BEEN DOING THAT FOR THE PAST 85 YEARS. I HAVEN'T BEEN WITH THEM FOR THE ENTIRE 85 YEARS. EIGHT YEARS AGO, EASTER SEALS ACQUIRED VON HOUSE, WHICH WAS A NONPROFIT ORGANIZATION LOCATED AT 1701 EVERGREEN AVENUE IN SOUTH AUSTIN. VAUGHN HOUSE HAD BEEN IN OPERATION SINCE THE 1960S SERVING DEAF INDIVIDUALS WITH MULTIPLE PHYSICAL AND OR INTELLECTUAL DISABILITIES SINCE 1984 VAUGHN HOUSE HAD BEEN OPERATING A DAY HABILITATION PROGRAM AT 1701, EVERGREEN AS WELL AS A JANITORIAL EMPLOYMENT PROGRAM FOR HEARING IMPAIRED ADULTS. THESE PROGRAMS ARE AN IMPORTANT RESOURCE FOR THE DEAF COMMUNITY IN AUSTIN WITH MULTIPLE DISABILITIES AS, AND THEIR FAMILY MEMBERS. THE DAY HABILITATION PROGRAM PROVIDES MEANINGFUL DAY ACTIVITIES FOR CLIENTS AND NEEDED RESPITE FOR THEIR CAREGIVERS. PRIOR TO THE COVID PANDEMIC, THE PROGRAM WAS SERVING 10 CLIENTS, UNFORTUNATELY MANY DAY HAB PROGRAMS DIDN'T SURVIVE THE DRAFTPANDEMIC TODAY. OUR PROGRAM IS SERVING 28 ADULTS AND WE HAVE A WAITING LIST OF OTHER CLIENTS NEEDING SERVICES THAT WE'RE UNABLE TO SERVE TODAY. WHEN VAUGHN HOUSE ACQUIRED ITS CURRENT PROPERTY IN 1984, IT WORKED WITH THE CITY OF AUSTIN TO SECURE CDBG FUNDS TO UPGRADE AND EXPAND THE FACILITY FOR THE PAST 38 YEARS. THOSE FUNDS HAVE SUPPORTED CRITICAL SERVICES TO DEAF CITIZENS WITH MULTIPLE DISABILITIES VAUGHN HOUSE AND EASTER SEALS HAVE BEEN EXCELLENT STEWARDS OF THOSE FUNDS, LEVERAGING THEM TO THE GREATEST DEGREE POSSIBLE IN SERVICE OF OUR MISSION. WE'VE PROVIDED DIRECT SERVICES TO NEARLY 1600 HEARING IMPAIRED PEOPLE WITH DISABILITIES WHILE SUPPORTING THE MENTAL AND PHYSICAL HEALTH OF COUNTLESS ADDITIONAL FAMILY MEMBERS AND CAREGIVERS TODAY. THE NEED IS GREATER THAN AT ANY TIME IN EASTER SEALS, VAUGHN HOUSE HISTORY, THE PANDEMIC HAS UNDERMINED THE COMMUNITY'S ABILITY TO PROVIDE QUALITY SERVICES TO OUR PEOPLE. AND IF WE DON'T RESPOND, THE CONSEQUENCES COULD BE SERIOUS. I'M HERE TO REQUEST CDBG FUNDING NEEDED TO EXPAND AND REPURPOSE OUR EXISTING FACILITY IN ORDER TO MEET THE CURRENT NEED FOR DAY HABILITATION SERVICES IN AUSTIN, WE HAVE THE PROPERTY IN THE EXISTING SPACE, BUT CURRENTLY IT IS NOT APPROPRIATELY CONFIGURED NOR CONSTRUCTED TO PROVIDE DAY HABILITATION SERVICES FOR THE CLIENTS REQUIRING ITS SERVICES. THE SPACE HAS BEEN USED PRIMARILY AS STORAGE AND STAGING FOR OUR JANITORIAL SERVICES EMPLOYMENT PROGRAM. RENOVATING OUR EXISTING BUILDING WOULD ALLOW US TO SERVE EVERYONE CURRENTLY ON OUR WAITING LIST AND MORE ENSURING THAT FUTURE GENERATIONS OF DEAF INDIVIDUALS WITH MULTIPLE DISABILITIES AND THEIR FAMILY MEMBERS CAN LIVE AND THRIVE IN AUSTIN WHILE CONTINUING THE HISTORY OF IMPACT AND SERVICE AT CDB CD BG FUNDING HAS DELIVERED TO OUR COMMUNITY FOR THE LAST HALF CENTURY AT BON HOUSE. THANK YOU FOR YOUR TIME AND YOUR CONSIDERATION THIS EVENING. APPRECIATE IT. CHAIR MOTWANI: THANK YOU, TODD. ACTUALLY, BEFORE YOU GO, SORRY, JUST A QUICK QUESTION. IS THERE A SPECIFIC, SPECIFIC DOLLAR ASK TODD MARVIN: WELL THE SPECIFIC ASK WOULD BE $750,000 WOULD BE THE MAGICAL WISHLIST, THAT WOULD ALLOW US TO BUILD OUT THE ENTIRE PROPERTY THAT WE HAVE, AND MAXIMIZE THE CURRENT SPACE. I THINK THE WORK THAT WE'VE DONE WITH SOME GENERAL CONTRACTORS TODAY WOULD PUT THE LOW END OF THAT IN THE PROBABLY FOUR TO $500,000 RANGE, TO MEET THE CURRENT NEED WITH SEVEN 50, ALLOWING US TO GROW BEYOND THE 28 CURRENTLY THAT ARE AWAITING SERVICES. DRAFTCHAIR MOTWANI: ARE ANY OF THE SERVICES PROVIDED BY EASTERSEALS VAUGHN HOUSE TODD MARVIN: NO RESIDENTIAL THEY'RE ALL DAY HABILITATION. SO WE GET CLIENTS FROM GROUP HOMES AND PRIVATE FAMILIES THAT BRING THEM TO US. THEY DROP THEM OFF ABOUT EIGHT IN THE MORNING, AND THEN THEY GO BACK TO, THEY GO BACK HOME ABOUT FOUR O'CLOCK IN THE WE RUN, A PAID JOB TRAINING PROGRAM THAT PROVIDES LAWN AND LANDSCAPING SERVICES TO THE CITY OF AUSTIN AND OTHER LOCAL GOVERNMENTS THAT SERVES ABOUT 75 INDIVIDUALS WITH DISABILITIES, ALSO CRIMINALLY CRIMINAL JUSTICE INVOLVED. COMMISSIONER DELGADO: SO THAT'S YOUR SECOND LOCATION? WHERE'S YOUR PRIMARY RESIDENTIAL? AFTERNOON. LOCATION? TODD MARVIN: PRIMARY LOCATION IS IN NORTHEAST AUSTIN. IT'S ON RIDGE POINT DRIVE, WHICH IS A 180 3 CAMERON ROAD AREA. THE LITTLE NON-PROFIT ENCLAVE UP THERE. AND WE RUN A MEDICAID AUDIOLOGY PROGRAM OUT OF THAT LOCATION AS WELL AS OUR LIFE CENTER, WHICH IS AN, A FREE, ACCESSIBLE GYM TO ANY PERSON WITH A DISABILITY IN CENTRAL TEXAS. COMMISSIONER DELGADO: AND I JUST WANTED TO THANK YOU FOR YOUR LETTER, BECAUSE I KNOW A LOT OF DISABLED INDIVIDUALS THAT HAVE USED YOUR SERVICES SINCE LIKE THE LATE 1990S. AND SO, YEAH, SO GOOD JOB AND KEEP US INFORMED AND WHERE THIS GOES SO WE CAN SUPPORT YOU ALL. KORI HATTEMER: HI EVERYBODY. THANK YOU SO MUCH FOR THE OPPORTUNITY TO SPEAK WITH Y'ALL THIS EVENING. MY NAME IS CORY HAMMER. I'M THE DIRECTOR OF PROSPER PROGRAMS AT FOUNDATION COMMUNITIES HERE IN AUSTIN. WE'RE A LOCAL NONPROFIT THAT PROVIDES AFFORDABLE HOUSING AND COMMUNITY PROGRAMS THROUGHOUT THE AUSTIN AREA. BEYOND OUR AFFORDABLE HOUSING COMMUNITIES AND RESIDENT SERVICES, WE OPERATE TWO PROSPER CENTERS IN AUSTIN, SERVE THOUSANDS OF LOW-INCOME COMMUNITY MEMBERS EVERY YEAR. WE'VE BEEN OPERATING THESE PROSPEROUS CENTERS FOR MORE THAN 10 YEARS. WE CURRENTLY HAVE TWO LOCATIONS, ONE IN SOUTH AUSTIN AND ONE IN NORTH AUSTIN. WE OFFER A FREE TAX PREPARATION, HEALTH INSURANCE, ENROLLMENT, FINANCIAL WELLNESS PROGRAMS, AND COLLEGE SUPPORT SERVICES AT DRAFTBOTH SITES. IN 2021, OUR FINANCIAL WELLNESS TEAM PROVIDED INDIVIDUALIZED FINANCIAL COACHING TO 731. WE ALSO SUPPORTED THE CITY'S RENT PROGRAM HELPING MORE THAN 400 COMMUNITY MEMBERS COMPLETE THE APPLICATION PROCESS FOR RENT 3.0 AND 4.0. AND WE'RE WORKING TOWARD BECOMING A HUD CERTIFIED HOUSING COUNSELING AGENCY, SO WE CAN EXPAND THE WORK WE'RE DOING AROUND EVICTION PREVENTION, AND OTHER IMPORTANT PROGRAMS. OUR HEALTH COVERAGE PROGRAM WE'VE COMPLETED, MORE THAN 48,000 ENROLLMENT SINCE THE AFFORDABLE CARE ACT WAS IMPLEMENTED MORE THAN 10 YEARS AGO. WE AVERAGE ABOUT 5,000 ENROLLMENTS A YEAR. OUR TAX HELP TEAM HAS PREPARED MORE THAN 9,000 TAX RETURNS THIS SEASON, AND WE'RE HOPING TO EVENTUALLY EXCEED OUR PRE PANDEMIC SCALE OF 21,000 TAX RETURNS PER YEAR. I'M HERE TODAY BECAUSE WE'VE OUTGROWN OUR CURRENT PROSPER NORTH LOCATION ON AIRPORT NEAR ACC AND NEED A MUCH LARGER SPACE WITH MORE PARKING. WE PURCHASED THE CURRENT BUILDING SIX YEARS AGO WITH A LOW INTEREST LOAN, BUT WITH THE RISING COST OF REAL ESTATE IN AUSTIN, WE WERE UNABLE TO AFFORD A LARGER PROSPER CENTER WITHOUT ADDITIONAL SUBSIDY. UNFORTUNATELY, THERE ARE NO GOVERNMENT FUNDING PROGRAMS FOR THIS TYPE OF ACTIVITY. SO WE'VE SUBMITTED AN OFFER ON A SITE AT NORTH LAMAR AND YOUR BREAKER FOR $6.2 MILLION. AND WE EXPECT APPROXIMATELY 400 TO $800,000 OF RENOVATION COSTS. DATA SHOW THAT A LOT OF OUR CLIENTS COME FROM NORTH AUSTIN. SO THIS LOCATION IS REALLY IDEAL FOR US AS A NEW PROSPER NORTH LOCATION, ESPECIALLY SINCE IT'S ALONG THE LAMAR METRO RAPID ROUTE, ALL OUR PROSPER SERVICES ARE FREE. THEY'RE AVAILABLE TO INDIVIDUALS AND FAMILIES THAT MEET OUR INCOME ELIGIBILITY GUIDELINES. AND OUR AVERAGE CLIENT INCOME PER YEAR IS $26,000. THESE CRITICAL SERVICES TO LOW AND MODERATE INCOME HOUSEHOLDS ARE NOT OFFERED AT THIS SCALE ANYWHERE ELSE IN AUSTIN. THESE SERVICES MEET AT LEAST ONE OF THE THREE NATIONAL OBJECTIVES FOR CDBG PUBLIC FACILITIES FUNDING, AND ALLOWING THE USE OF CDBG FUNDING FOR THIS WOULD ENABLE US TO USE OUR NONPROFIT FUNDS TO HIRE MORE STAFF AND SERVE MORE PEOPLE. OUR PROSPER CENTER PROGRAMS ARE SUPPORTED BY MORE THAN $4.3 MILLION IN GRANTS AND DONATIONS ANNUALLY. WE HAVE 40 FULL-TIME STAFF, MORE THAN 70 SEASONAL STAFF AND HUNDREDS OF VOLUNTEERS. WE HAVE A REALLY EFFICIENT AND HIGHLY IMPACTFUL SERVICE DELIVERY MODEL THAT CONTINUES TO MEET URGENT COMMUNITY NEEDS, BUT WE NEED ADDITIONAL FUNDING TO EXPAND OUR PHYSICAL FACILITIES SO WE CAN HELP EVEN MORE LOW INCOME AND UNDERSERVED DRAFTCOMMUNITY MEMBERS ACHIEVE FINANCIAL STABILITY. THANK Y'ALL SO MUCH FOR THE OPPORTUNITY TO BE HERE TODAY, AND THAT'S IT. COMMISSIONER GARRETT: I JUST WANT TO ASK THE SAME QUESTION THAT, COMMISSIONER MOTWANI,AROUND HOW MUCH MONEY ARE YOU ASKING FOR CDBG? KORI HATTEMER: $5 MILLION. ZENOBIA C. JOSEPH SO I DID SEND YOU A MEMO. IT'S JUST TWO PAGES LONG, AND I SENT IT AT THE 11TH HOUR. SO LET ME JUST SAY THAT UPFRONT. BUT I DID HIGHLIGHT THE TEXT THAT I THINK IS RELEVANT TO TODAY'S PUBLIC HEARING, AS IT RELATES TO THE COMMUNITY NEEDS ASSESSMENT SPECIFICALLY. I JUST WANTED YOU TO FOCUS AS ALWAYS ON TRANSPORTATION. AND I HAVE SOME LANGUAGE HERE, SPECIFICALLY THE MAY 17TH, 2021 BUILDING STRONGER COMMUNITIES. COVID 19 FEDERAL REGISTER, AUTHORIZED HOUSING VOUCHERS TO FACILITATE HOUSEHOLD MOVE TO NEIGHBORHOODS WITH HIGH LEVELS OF ECONOMIC OPPORTUNITY AND REDUCE CONCENTRATED AREAS OF LOW ECONOMIC OPPORTUNITY. I WANTED YOU TO ENSURE THAT YOU ACTUALLY FOCUS ON HUD'S VISION OF MOVING LOW-INCOME INDIVIDUALS TO HIGH OPPORTUNITY AREAS, BUT I ALSO WANT YOU TO REMAIN COGNIZANT OF THE FACT THAT NORTH OF US, 180 3 CAPITAL METRO ELIMINATED NORTHEAST WEST TONIC ACTIVITY, WHICH MEANS THERE'S NO LONGER ONE SEAT RISE BETWEEN WALMART, NORWOOD AND WALMART NORTH CROSS, NOR IS THERE A ONE SEAT RIDE TO THE ARBORETUM. IT'S A 30 MINUTE WAIT. SO I HAVE A QUOTE FROM THE NAACP LEGAL DEFENSE, ONE WHERE IT SAYS QUOTE, WHILE EQUAL EMPLOYMENT OPPORTUNITY IS MANIFESTLY IMPORTANT FOR ECONOMIC JUSTICE. THE ABILITY TO TRAVEL TO AND FROM WORK IS JUST AS CRUCIAL INADEQUATE TRANSPORTATION ACCESS IS ONE OF THE MYRIAD IMPEDIMENTS TO JOB ACCESS FOR AFRICAN-AMERICAN. I BRING UP AFRICAN- AMERICANS SPECIFICALLY BECAUSE THE ROUTES IN THE BLACK NEIGHBORHOODS ARE 60 MINUTES. THAT'S ABOUT 10 TIMES LONGER THAN SOUTHWEST AND CENTRAL LAWSON AND DOVE SPRINGS, HISPANICS, WHILE IT IS TRUE THAT CAPITAL METRO WILL MEET TOMORROW AND THEY HAVE ON THE, SEND THEIR PACKET ON PAGE 68 OF 69, THAT THEY WILL REPLACED THROUGHOUT 2 33 IN COLONY PARK WITH A PICKUP SERVICE. I WILL USE MYSELF AS AN EXAMPLE TO LET YOU KNOW THAT THE BUS IS RUN AT 6:10 PM. AND CRAIG WOULD AT ABOUT SIX O'CLOCK, WHICH IS TOO LATE TO EVEN WORK VIA ELECTION JOB BECAUSE THE ELECTION JOBS ARE FROM SIX TO 8:00 PM AND PICK UP SERVICE IN THE DRAFT7:00 PM. THE FEDERAL TRANSIT ADMINISTRATION REQUIRES THE AGENCY TO IMPLEMENT THE LEAST DISCRIMINATORY ALTERNATIVE, SPECIFICALLY AS IT RELATES TO YOUR ACTION PLAN. I JUST WANT TO CALL TO YOUR ATTENTION, THE FYI 2122 ACTION PLAN HAD LANGUAGE IN THERE RELATED TO THE LAND DEVELOPMENT CODE. AND I THINK IT IS DISINGENUOUS FOR, TO SPECIFY, INCENTIVIZING, THE SMART HOUSING GOALS. WHEN THE SMART HOUSING PLAN, I WOULD ASK YOU TO RECOGNIZE IT FROM 2008. AND SO I WOULD ASK YOU TO PRIORITIZE, ASKING THE CITY TO UPDATE THAT PLAN. IT ACTUALLY SHOWS $125,000 HOME FOR SOMEONE EARNING 80% AREA MEDIAN INCOME, BUT TO THE POINT ABOUT 80% AREA MEDIAN INCOME, I JUST WANT YOU TO KEEP IN MIND THAT THAT SOURCE OF INCOME DISCRIMINATION ON THE ORANGE LINE SOUTH OF US, 180 3, AS YOU'RE AWARE, HIGH PARK WAS BUILT EXCLUSIVELY FOR WHITE PEOPLE OVER 30 YEAR PERIOD BY COLONEL MONROE SHITE. THE GOLD LINE RED LINE, WHICH IS AUSTIN COMMUNITY. COLLEGE HIGHLANDS ONLY HAS ONE AFFORDABLE HOUSING DEVELOPMENT THAT'S HIGHLAND VILLAGE. AND ON DECEMBER 17TH, 2020 HOUSING AUTHORITY OF THE CITY OF AUSTIN SAID THAT THE PEOPLE IN THE AREA AND THE INTEREST IN THE AREA DIDN'T WANT LOWER INCOME. WHEN YOU GET TO DOWNTOWN, YOU RECOGNIZE THAT DEVELOPERS HAVE PAID A FEE IN LIEU OF BUILDING AFFORDABLE HOUSING AND ON THE BLUE LINE COUNCIL REZONES RIVERSIDE EAST RIVERSIDE ON OCTOBER 17TH, 2019, AND THEN THEY STARTED WITH THE ANTI-DISPLACEMENT, RHETORIC AND THEY HIRED A NEFERTITI JACKMAN. I RESPECT MS. JACKMON, BUT I THINK THAT IT'S IMPORTANT FOR YOU TO RECOGNIZE THAT THIS WAS AN AFTERTHOUGHT. AND SO THE PEOPLE HAVE BEEN DISPLACED, THE REZONING OCCURRED, AND THEN IF YOU'RE FOLLOWING, WHAT'S HAPPENING WITH THE BLUE LINE, YOU RECOGNIZE THAT I'M GOING TO, WE'RE CHAIR MOTWANI: WE'RE WELL OVER TIME, IF THAT WAS THE, WHAT THAT'D BE BOYS. RIGHT. AND, I, I THINK, IF I LOOK AROUND THE COMMISSION AND WE CAN GET A NOD, WE CAN PROBABLY GET ANOTHER MINUTE HERE IF EVERYONE DON'T NEED TO NECESSARILY TAKE IT. BUT YEAH, IT SOUNDS LIKE WE CAN, WE CAN GET ANOTHER MINUTE HERE. BUT WITH THAT SAID, COULD YOU, PERHAPS, DISTILL, I KNOW IT'S JUST A SMALL LIMITED AMOUNT OF TIME AND REALLY, REALLY SALIENT SUBJECT MATTER, BUT COULD YOU DISTILL INTO MAYBE IN THIS MINUTE, WHAT YOU THINK THE MOST POINTED AND, CONSTRUCTIVE ACTION WE MAY BE ABLE TO TAKE WOULD BE CERTAINLY. ZENOBIA C. JOSEPH: SO TO THE EXTENT THAT YOU'RE PUTTING FORTH RECOMMENDATIONS, I KNOW YOU HAVE $6,000 YOU'RE RECOMMENDING FOR, STRATEGIC PLANNING, WHETHER YOU GET DRAFTTHE $6,000 A NIGHT, I WOULD JUST ASK YOU TO RECOGNIZE THE NEED TO FOCUS ON REDLINING. SO WHAT I SENT YOU WAS A COPY OF THE 1934 MAP, AND I ACTUALLY SHOWED YOU HOW TRANSIT MIRRORS THAT, I WANT YOU TO RECOGNIZE AS WELL, APRIL 5TH, 2022, THIS IS IMPORTANT. MAYOR ADLER SAID THAT W WHEN IT COMES TO THE CONVERSATIONS AROUND AFFORDABLE HOUSING, HE SAID, HE DIDN'T THINK THAT IT'S IN THE BEST INTEREST TO HELP THE GREATEST NUMBER OF PEOPLE BY PUTTING THEM IN THE MOST EXPENSIVE AREAS IN AUSTIN. AND SO HE HAS STATED SPECIFICALLY THAT TO PUT PEOPLE IN THE COMMUNITY WHERE THERE'S A CRITICAL MASS AND, SHARING A SIMILAR EXPERIENCE. AND SO THAT'S SEGREGATING THE CITY, WHICH IS COUNTER TO THE BIDEN ADMINISTRATION, EQUITY, EXECUTIVE ORDER, WHICH IS 1, 3, 9, 8, 5. AND SO I WOULD JUST ASK YOU TO FOCUS ON, INTEGRATING THE COMMUNITY AND TO RECOGNIZE THAT THERE IS LANGUAGE TO MOVE PEOPLE TO HIGHER OPPORTUNITIES, AREAS, BUT IN AUSTIN, UNFORTUNATELY, IF WE DON'T HAVE NORTHEAST WEST CONNECTIVITY, EVEN IF THEY WERE ABLE TO GO TO THE WEST SIDE HOME FOR THOSE WHO WISH TO LIVE THERE, IT WOULD BE DIFFICULT FOR THEM TO TRAVEL BECAUSE IT'S THE 30 MINUTE TRANSFER AND THERE'S NO, BUS ON SAMSUNG, BETWEEN SAMSUNG AND APPLE. SO I WOULD JUST ASK YOU TO LESLIE TO REQUEST THAT CAPITAL METRO IN THE CITY RESTORE ACCESS BETWEEN SAMSUNG AND APPLE, AND THAT WAS $4.7 MILLION FOR THE METRO RAPID. AND THANK YOU FOR THE EXTRA TIME. IF YOU HAVE ANY QUESTIONS, I'D LOVE TO ANSWER THEM AT THIS TIME. THANK YOU. COMMISIONER DELGADO: FIRST OF ALL, I JUST, WANT TO THANK YOU FOR GIVING US A VERY DETAILED DESCRIPTION OF THE, OF THE KNOWLEDGE AND THE WORK THAT, YOU KNOW, I THINK IT'S VERY HELPFUL, ESPECIALLY FOR SO MANY OF US THAT HAVE BEEN LEFT OUT OF THE CAPITAL METRO CONVERSATION, AS WELL AS PROJECT CONNECT. I DID WRITE SOME NOTES AND AS A COMMISSIONER, ESPECIALLY HERE IN EAST AUSTIN, AND, AND AT GROUND ZERO ZONE, THAT I CURRENTLY LIVE IN HAS BEEN HEAVILY GENTRIFIED. AND WE ARE TOTALLY OUT OF THE LOOP OF ALL THE CORRIDORS, THAT ARE BEING DISCUSSED RIGHT NOW FROM OF CHAVEZ TO FIFTH TO SEVENTH, TO RIVERSIDE, TO MONTOPOLIS, TO 180 3, ALL OF THE AREA THAT'S BEING IMPACTED IN THE EASTERN CRESCENT ADJACENT TO DOWNTOWN, WHICH IS A NEIGHBORHOOD THAT I LIVE IN IS CURRENTLY, WE ARE TOTALLY OUT OF POCKET OF WHAT IS HAPPENING. DRAFTSO MY QUESTION TO YOU IS, ARE YOU, THE INFORMATION THAT YOU PROVIDED, OBVIOUSLY, YOU'VE DONE A LOT OF RESEARCH ALL THE WAY BACK FROM 2008. HOW COULD, I CAN JUST SPEAK FOR MYSELF AS A, AS A COMMISSIONER FOR EAST AUSTIN DEMOGRAPHIC AREA. OH, TWO, HOW COULD I BE IN ASSISTANCE OF MAKING RECOMMENDATIONS AND ATTENDING CAPITOL METRO WHEN THEY HAVE THEIR MEETINGS, WHICH WE PUBLICLY NEVER KNOW. SO WE'RE NEVER INVITED TO THAT. AS WELL AS PROJECT CONNECT, HOW COULD WE GET, MORE INVOLVED IN, HOW CAN WE SUPPORT ALL OF THE THINGS THAT YOU JUST STATED TODAY THAT IS GOING TO BE HELPFUL? SO WE CAN BE ABLE TO BE MORE PROACTIVE INSTEAD OF JUST SITTING HERE ON THIS DIET AND TALKING AND MAKING RECOMMENDATIONS. ZENOBIA C. JOSEPH: OH, YES. COMMISSIONER, THANK YOU FOR ASKING. ACTUALLY TOMORROW MORNING, YOU CAN SEND IN YOUR INFORMATION IF YOU WANT TO SPEAK REMOTELY. KEVIN METROS, OPERATIONS PLANNING AND SAFETY COMMISSION COMMITTEE ACTUALLY MEETS TOMORROW AT 1230, BUT I THINK THE CUTOFF IS LIKE 9:00 AM. SO AT EASTERN IS THE GENTLEMAN THAT YOU WOULD CONTACT, THAT INFORMATION I CAN SEND TO THE COMMISSION AS WELL, BUT YOU CAN START THERE BY VOICING WHAT YOUR CONCERNS ARE FROM RIVERSIDE MONTOPOLIS, WHATEVER ISSUES YOU'VE NOT BEEN A PART OF. AND YOU FEEL THAT YOU YOU'VE BEEN DISENFRANCHISED AND YOU CAN SPEAK DURING PUBLIC COMMENT. IT'S IF YOU HAVE AN, AN, SOMETHING TO SAY ON AN AGENDA ITEM, THEN YOU'LL GET FIVE MINUTES. OTHERWISE YOU'LL GET THREE MINUTES TO, TO AT LEAST JUST SPEAK DURING PUBLIC COMMENT. SO TOMORROW IS AN IDEAL TIME TO ENGAGE THE PROCESS. AND I CAN CERTAINLY SPEAK TO YOU OFFLINE IF NEED BE TO, YOU KNOW, SEE WHAT YOUR SPECIFIC CONCERNS ARE, BUT I PRETTY MUCH KNOW THE BUS ROUTES. SO I'M GLAD TO ASSIST YOU IN AND WORK TOGETHER, BUT REALLY WE NEED FEDERAL FEDERAL OVERSIGHT. AND I'LL JUST LASTLY TELL YOU, THEY'RE UNDERGOING THEIR TRI- ANNUAL REVIEW RIGHT NOW. AND IT'S A VIRTUAL, SO THAT JUST MEANS THAT EVERY THREE YEARS, THE, THE FEDERAL GOVERNMENT ACTUALLY LOOKS AT THE WORK THEY'VE DONE. AND UNFORTUNATELY, MUCH OF WHAT IS DONE IS ON PAPER. SO IF THE AUDIT TRAIL IS GOOD, THEN UNFORTUNATELY, THEY GET CHECKED OFF. SO IT'S IMPORTANT FOR YOU TO SPEAK UP. AND THEN I CAN TELL YOU HOW TO FOLLOW UP WITH THE INSPECTOR. THAT'S OVERSEEING THEM. DRAFTCOMMISSIONER DELGADO: YES. IF YOU CAN FORWARD YOUR CONTACT INFORMATION SO WE CAN PASS IT ALONG TO ALL THE COMMISSIONERS. CAUSE I KNOW THAT SEVERAL OF THEM WOULD LIKE TO TALK OFFLINE. AND, AGAIN, THANK YOU SO MUCH FOR JUST COMING UP HERE. DRAFTRecommendations from the Early Childhood Council DRAFTDRAFTDRAFTDRAFTAttachment II A: Resale and Recapture Policy DRAFTCity of Austin HOUSING AND PLANNING DEPARTMENT (HPD) Office RESALE AND RECAPTURE POLICIES Jurisdictions (PJs) undertaking HOME-assisted homebuyer activities, including any projects Participating funded with HOME Program Income (PI), must establish written resale and/or recapture provisions that comply with HOME statutory and regulatory requirements. These provisions must also be set forth in the PJ’s Consolidated Plan. The written resale and/or recapture provisions that a PJ submits in its annual Action Plan must clearly describe the terms of the resale and/or recapture provisions, the specific circumstances under which these provisions will be used (if more than one set of provisions is described), and how the PJ will enforce the provisions for HOME-funded ownership projects. HUD reviews and approves the provisions as part of the annual Action Plan process. The purpose of this section is to provide the “resale” and “recapture” policies of the City of Austin’s Housing and Planning Department (HPD) and its sub-recipient, the Austin Housing Finance Corporation (AHFC). As stated above, HOME requires that PJs utilize resale and/or recapture provisions to ensure continued affordability for low- to moderate-income homeowners and as a benefit to the public through the wise stewardship of federal funds. HPD has three programs which use HOME funds to assist homeowners or homebuyers: 1. 2. 3. Down Payment Assistance (DPA) - new homebuyers; Acquisition and Development (A&D) - developers of new ownership housing, and; Homeowner Rehabilitation Loan Program (HRLP) - owners of existing homes. Resale This option ensures that the HOME-assisted units remain affordable over the entire affordability period. The Resale method is used in cases where HOME funding is provided directly to a developer to reduce development costs, thereby, making the price of the home affordable to the buyer. Referred to as a “Development Subsidy,” these funds are not repaid by the developer to the PJ, but remain with the property for the length of the affordability period. Specific examples where the City of Austin would use the resale method include: 1. 2. 3. providing funds for the developer to acquire property to be developed or to acquire affordable ownership units; providing funds for site preparation or improvement, including demolition; and providing funds for construction materials and labor. DRAFT CITY OF AUSTIN RESALE POLICY . The resale policy is explained to the prospective homebuyer(s) prior to Notification to Prospective Buyers​ signing a contract to purchase the HOME-assisted unit. The prospective homebuyer(s) sign an acknowledgement that they understand the terms and conditions applicable to the resale policy as they have been explained. This document is included with the executed sales contract. (See attached Notification for Prospective Buyers on Page IV-11.) Enforcement of Resale Provisions. ​ by the homebuyer at closing. The Restrictive Covenant will specify: The resale policy is enforced through the use of a Restrictive Covenant signed 1. 2. 3. the length of the affordability period (based on the dollar amount of HOME funds invested in the unit; either 5, 10, or 15 years); that the home remain the Buyer’s principal residence throughout the affordability period; and the conditions and obligations of the Owner should the Owner wish to sell before the end of the affordability period, including: the Owner must contact the Austin Housing Finance Corporation in writing if intending to sell the a. home prior to the end of the affordability period; b. The subsequent purchaser must be low-income as defined by HOME, and occupy the home as his/her new purchaser’s primary residence for the remaining years of the affordability period. (However, if the new purchaser receives direct assistance through a HOME-funded program, the affordability period will be re-set according to the amount of assistance provided); and The sales price must be affordable to the subsequent purchaser; affordable is defined as limiting c. the Principal, Interest, Taxes and Insurance (PITI) amount to no more than 30% of the new purchaser’s monthly income. The City of Austin will administer its resale provisions by ensuring that the Owner Fair Return on Investment. ​ receives a fair return on his/her investment and that the home will continue to be affordable to a specific range of incomes. Fair Return on Investment means the total homeowner investment which includes the total cash contribution plus the approved capital improvements credits as described below: The amount of the down payment; The cost of any capital improvements, documented with receipts provided by the homeowner, 1. 2. including but not limited to: Any additions to the home such as a bedroom, bathroom, or garage; a. Replacement of heating, ventilation, and air conditioning systems; b. Accessibility improvements such as bathroom modifications for disabled or elderly, installation c. of wheelchair ramps and grab bars, any and all of which must have been paid for directly by the Owner and d. e. which were not installed through a federal, state, or locally-funded grant program; and Outdoor improvements such as a new driveway, walkway, retaining wall, or fence. : All capital improvements will be visually inspected to verify their existence. Note​ DRAFT The percentage of change as calculated by the Housing Price Index (HPI) Calculator of the Federal 3. Housing Finance Agency. The HPI Calculator is currently located at https://www.fhfa.gov/DataTools/Tools/Pages/HPI-Calculator.aspx and projects what a given house purchased at a point in time would be worth today if it appreciated at the average appreciation rate of all homes in the area. The calculation shall be performed for the Austin-Round Rock, TX Metropolitan Statistical Area. Affordability to a Range of Buyers. ​ those whose total household incomes range from 65 percent to no greater than 80 percent MFI. The City will ensure continued affordability to a range of buyers, particularly Sales prices shall be set such that the amount of Principal, Interest, Taxes, and Insurance does not exceed 30 percent of the new Buyer’s annual income. For FY 2018-19, the affordable sales price shall not exceed $175,000, which would be affordable to a 4-person household at 80 percent MFI at today’s home mortgage interest rates. Example : A home with a 10-year affordability period was purchased seven years ago by a person (the “original ​ homeowner”) who now wishes to sell. The original homeowner’s mortgage was $105,000 at 4.75% interest for 30 years, and has made payments for 72 months. The current mortgage balance is $93,535. The principal amount paid down so far is $11,465. Calculating Fair Return on Investment Down payment: The original homeowner was required to put down $1,000 earnest money at the signing of the ​ sales contract. Cost of Capital Improvements: The original homeowner had a privacy fence installed four years ago at the cost of ​ $1,500 and has receipts to document the improvement. A visual inspection confirmed the fence is still in place. Applicable Affordability Period. HOME funds used as developer subsidy was $25,000, thus requiring the 10-year affordability period. The original purchase price for the home was $106,000 and the amount of ​ Percentage of Change. For the purposes of using the Federal Housing Finance Agency’s Housing Price Index ​ calculator, the home was purchased in the 1st Quarter of 2010, and will be calculated using the most current quarter available, 4th Quarter 2016. Using the Housing Price Index calculator, the house would be worth approximately $165,700. Calculating the Fair Return to the Original Owner: $1,000 $1,500 $11,465 $59,700 Down payment: Capital Improvements: Principal Paid: Increase in value per HPI: $73,665 Fair Return on Investment In order to realize a fair return to the original homeowner, the sales price must be set at roughly $152,500 (i.e., $105,000 [$11,465 in principal payments made plus remaining mortgage balance of $93,535] +$1,000 down payment + $1,500 capital improvements + $59,700 HPI increase = $167,200) Affordability for a Range of Buyers . If the original homeowner sets the sales price at ​ $167,200 to get a fair return on investment, and if 2017 assumptions are used for front/back ratios, interest rates, insurance, taxes, an 80% Loan-to-Value (LTV) Ratio, etc., the monthly PITI would be approximately $1,069. DRAFTThe PITI of $1,069 could, in theory, be supported by an annual household income of $42,800 and not exceed 30% of the subsequent homeowner’s monthly income. However, with an 80% LTV ratio and rapidly increasing home have down payment assistance which, if HOME funds are used, would create a new prices, buyers must affordability period based on the new HOME investment. If the subsequent homeowner does not require any HOME subsidy to purchase the home, the affordability period would end in 3 years at which time the subsequent homeowner could sell to any buyer at any price. Recapture Under HOME recapture provisions financial assistance must be repaid if it is provided directly to the buyer or the homeowner. Upon resale the seller may sell to any willing buyer at any price. The written agreement and promissory note will disclose the net proceeds percentage if any that will be allotted to the homebuyer and what proceeds will return to the PJ. Once the HOME funds are repaid to the PJ, the property is no longer subject to any HOME restrictions. The funds returned to the PJ may then be used for other HOME-eligible activities. CITY OF AUSTIN RECAPTURE POLICY HPD HOME funded program under the recapture provisions is the Down Payment Assistance Program (DPA). The Austin Housing Finance Corporation (AHFC) HOME funded program under recapture provisions is the Homeowner Rehabilitation Loan Program (HRLP). The (HOME) federal assistance will be provided in the form of a 0% interest, deferred payment loan. The fully executed (by all applicable parties) and dated Written Agreement, Promissory Note and Deed of Trust will serve as the security for these loans. The Deed of Trust will also be recorded in the land records of Travis County or Williamson County. The payment of the DPA or HRLP Promissory Note is made solely from the net proceeds of sale of the Property (except in the event of fraud or misrepresentation by the Borrower described in the Promissory Note). The City of Austin and/or AHFC/HPD may share any resale equity appreciation of HOME-assisted DPA or HRLP loans with the Borrower/Seller according to the following two recapture models: The City of Austin will calculate the recapture amount and add this to the Standard Down Payment Assistance. ​ existing payoff balance of the DPA loan. The entire payoff balance must be paid to AHFC/HPD before the homebuyer receives a return. The recapture amount is limited to the net proceeds available from the sale. However, the amount of standard Down Payment Assistance will be forgivable at the end of maturity date if the borrower met all of the program requirements. DRAFT​ ​ The City of Austin and AHFC/HPD will permit the Shared Equity Down Payment Assistance (DPA). ​ Borrower/Seller to recover their entire investment (down payment and capital improvements made by them since purchase) before recapturing the HOME investment. The recapture amount is limited to the net proceeds available from the sale. Sales Price First Lien Mortgage Mortgage Assistance Amount (prorated monthly) -$ Capital Improvement Recapture Credit Proceeds to the Homeowner Appraised Value of Property of Sales price two) ​(less of the $ Original Senior Lien Note Amount Grantee’s Cash Contribution Capital Improvement Recapture Credit Mortgage Assistance Amount (prorated monthly) -$ Equity to be shared Shared Equity Proceeds to the Homeowner $ -$ -$ =$ -$ -$ -$ =$ -$ =$ DRAFT Equity to be shared: The Appraised Value of the Property at time of resale less original Down Payment Formula. ​ senior lien Note, less borrower’s cash contribution, less capital improvement recapture credit, less the Original Principal Amount of Mortgage Assistance under the DPA Mortgage, calculated as follows: Appraised Value of Property or Sales Price (whichever is less) Original Senior Lien Note Amount Any reasonable and customary sales expenses paid by the Borrower in connection with the sale (Closing costs) Net proceeds Borrower’s Cash Contribution Capital Improvement Recapture Credit DPA Mortgage Assistance Amount Equity to be Shared (-) (-) (-) (-) (-) = The homebuyer’s entire investment (cash contribution and capital improvements) must be repaid in full before any HOME funds are recaptured. The capital improvement recapture credit will be subject to: 1. 2. The borrower having obtained HPD approval prior to his/her investment; and The borrower providing proof of costs of capital improvements with paid receipts for parts and labor. Calculation of Shared Equity Percentage. ​ set forth above). Percentage shall remain the same as calculated at initial purchase (as Shared Equity Payment Due to HPD or the City of Austin. ​ Percentage), calculated as follows: Shall be (Equity to be shared) x (Shared Equity Total Due to HPD or City of Austin. ​ calculated as follows: Shall be the total of all amounts due to HPD or the City of Austin Equity to be shared Shared Equity Percentage Shared Equity Payment Due to HPD/City of Austin Mortgage Assistance Amount Interest and Penalties Shared Equity Payment Total Due to HPD/City of Austin X = + + = Upon executing and dating the Promissory Note, Written HRLP Homeowner Reconstruction Formula. Agreement and the Deed of Trust the parties agree that the Mortgage Assistance Amount provided to Borrower by AHFC is to be 25% of the Borrower's/Sellers equity in the Property. Equity to be Shared. ​ contribution (if any), capital follows: The Appraised Value of the Property at time of resale, less closing costs, homeowner’s cash improvement recapture credit, AHFC original assistance amount, calculated as $ $ $ $ $ $ $ % $ $ $ $ $ DRAFT​  Appraised Value of Property or Sales Price (whichever is less) Any reasonable and customary sales expenses paid by the Borrower/Seller in connection with the sale (Closing costs) Homeowner’s Cash Contribution Capital Improvement Recapture Credit AHFC or the City of Austin Original HRLP Assistance Amount Equity to be Shared (-) (-) (-) (-) = $ $ $ $ Percentage shall remain the same as initially determined (as set forth Calculation of Shared Equity Percentage: ​ above). Shared Equity Payment Due to AHFC or the City of Austin: Shall be (Equity to be shared) x (Shared Equity Percentage), calculated as follows: Equity to be shared Shared Equity Percentage Shared Equity Payment Due to AHFC or the City of Austin Total Due to AHFC or the City of Austin​ calculated as follows: Existing Owing HRLP Mortgage Assistance Amount Shared Equity Percentage Payment Sum Total Due to AHFC or the City of Austin $ 25% = $ $ + $ $ : Shall be the total of all amounts due to AHFC or the City of Austin Equity to be shared: The Appraised Value of the Property at time of HRLP Homeowner Rehabilitation Formula. ​ resale, less closing costs, homeowner’s cash contribution (if any), capital improvement recapture credit, AHFC or the City of Austin’s original assistance amount, calculated as follows: Appraised Value of Property or Sales Price (whichever is less ) Any reasonable and customary sales expenses paid by the homeowner in connection with the sale (Closing costs) Homeowner’s Cash Contribution Capital Improvement Recapture Credit AHFC and/or the City of Austin’s Original HRLP Assistance Amount Equity to Borrower/Seller (-) (-) (-) (-) = $ $ $ $ Net proceeds consist of the sales prices minus loan repayment, other than HOME funds, and closing costs. If the net proceeds of the sale are insufficient to fully satisfy the amounts owed on the HRLP Note the AHFC or the City of Austin may not personally seek or obtain a deficiency judgment or any other recovery from the Borrower/Seller. The amount due to Lender is limited to the net proceeds, if any, if the net proceeds are not sufficient to recapture the full amount of HOME funds invested plus allow Borrower to recover the amount of improvement investment, including in, but not limited to, cases of Borrower’s down-payment and capital foreclosure or deed-in-lieu of foreclosure,. If there are no net proceeds AHFC or the City of Austin will receive no share of net proceeds. DRAFT However, in the event of an uncured Default, AHFC or the City of Austin may, at its option, seek and obtain a personal judgment for all amounts payable under the Note. This right shall be in addition to any other remedies of the property available to AHFC and/or the City of Austin. If there are insufficient funds remaining from the sale and the City of Austin or the Austin Housing Finance Corporation (AHFC) recaptures less than or none of the recapture amount due, the City of Austin and/or AHFC must maintain data in each individual HRLP file that documents the amount of the sale and the distribution of the funds. This will document that: 1. 2. 3. There were no net sales proceeds; or The amount of the net sales proceeds was insufficient to cover the full amount due; and No proceeds were distributed to the homebuyer/homeowner. Under “Recapture” provisions, if the home is SOLD prior to the end of the required affordability period, the net sales proceeds from the sale, if any, will be returned to the City of Austin and/or AHFC to be used for other HOME-eligible activities. Other than the actual sale of the property, if the homebuyer or homeowner breaches the terms and conditions for any other reason, e.g. no longer occupies the property as his/her/their principal residence, the full amount of the subsidy is immediately due and payable. If Borrower/Seller is in Default, AHFC and/or the City of Austin may send the Borrower/Seller a written notice stating the reason Borrower/Seller is in Default and telling Borrower/Seller to pay immediately: the full amount of Principal then due on this Note, (i) all of the interest that Borrower/Seller owes, and that will accrue until paid, on that amount, and (ii) the City of Austin’s costs and expenses reimbursable Recovery against the all of AHFC/or (iii) Borrower/Seller responsible for the fraud or misrepresentation is not limited to the proceeds of sale of the Property, but may include personal judgment and execution thereon to the full extent authorized by law. Affordability Periods HOME Program Assistance Amount $1,000 - $14,999.99 $15,000 – $40,000 Over $40,000 Reconstruction Projects* Affordability Period in Years 5 10 15 20 DRAFT​ ​ *City of Austin policy A HOME or CDBG Written Agreement, Note and Deed of Trust will be executed by the Borrower and the City of Austin and/or the Austin Housing Finance Corporation (AHFC) that accurately reflects the resale or recapture provisions before or at the time of sale. References: [HOME fires Vol 5 No 2, June 2003 – Repayment of HOME Investment; Homebuyer Housing with a ‘Recapture’ Agreement; Section 219(b) of the HOME Statute; and §92.503(b)(1)-(3) and (c)] CITY OF AUSTIN REFINANCING POLICY The new senior first lien will reduce the monthly payments to the homeowner, thereby making the In order for new executed subordination agreement to be provided to the senior first lien holder, the senior first lien refinance must meet the following conditions: 1. monthly payments more affordable; or Reduce the loan term; 2. 3. The new senior lien interest rate must be fixed for the life of the loan (Balloon or ARM loans are ineligible); 4. 5. sale to avoid foreclosure; and 6. first lien holder. No cash equity is withdrawn by the homeowner as a result of the refinancing actions; AHFC/HPD and/or the City will, at its discretion, agree to accept net proceeds in the event of a short Only if the borrower meets the minimum requirements to refinance, the City can re-subordinate to the The refinancing request will be processed according to the following procedure: Submit a written request to Compliance Division to verify the minimum refinancing requirements with 1. one month in advance from the expected closing; 2. 3. date. HPD/AHFC will review the final HUD-1 Settlement Statement two weeks prior to closing the refinance. If applicable, HPD/AHFC or the City of Austin will issue written approval a week prior to the closing HPD/AHFC will be provided with a copy of the final, executed Settlement Statement CLOSING DISCLOSURE, Promissory Note, and recorded Deed of Trust three days in advance of the closing date. If written permission is granted by AHFC/HPD and/or the City of Austin and it is determined that the If written permission is not granted by AHFC/HPD or the City of Austin allowing the refinance of the 4. Senior Lien, the DPA OR HRLP Loan will become immediately due and payable prior to closing the refinance. 5. refinancing action does not meet the conditions as stated above, the DPA OR HRLP Loan will become immediately due and payable prior to closing the refinance. 6. DPA or HRLP Notes must be paid off no later than when the Home Equity Loan is closed and funded. 7. release of lien. Home Equity loans will trigger the repayment requirements of the DPA OR HRLP Programs loans. The The DPA or HRLP Notes must be paid-in-full in order for AHFC/HPD and/or the City of Austin to execute a DRAFTBasic Terminology Affordable Housing​ order for homeownership housing to qualify as : The City of Austin follows the provisions established on 24 CFR 92.254, and consider that in ​ affordable housing it must: ​ □ Be single-family, modest housing, □ □ provided. Be acquired by a low-income family as its principal residence, and Meet affordability requirements for a specific period of time as determined by the amount of assistance The City: ​ Housing Finance Corporation (AHFC). means the City of Austin’s Housing and Planning Department (HPD) or its sub recipient, the Austin Fair Return on Investment: ​ contribution plus the approved capital improvements credits. means the total homeowner investment which includes the total cash Capital Improvement: means additions to the property that increases its value or upgrades the facilities. ​ These include upgrading the heating and air conditioning system, upgrading kitchen or bathroom facilities, adding universal access improvements, or any other permanent improvement that would add to the value and useful life of the property. The costs for routine maintenance are excluded. Capital Improvement Credit: ​ means credits for verified expenditures for Capital Improvements. Direct HOME subsidy: is the amount of HOME assistance, including any program income that enabled ​ the homebuyer to buy the unit. The direct subsidy includes down payment, closing costs, interest subsidies, or other HOME assistance provided directly to the homebuyer. In addition, direct subsidy includes any assistance that reduced the purchase price from fair market value to an affordable price. Direct HOME subsidy for Homeowner Rehabilitation Loan Program: is the amount of HOME assistance, ​ including any program income that enabled the homebuyer to repair or reconstruct the unit. The direct subsidy includes hard costs and soft cost according to 24 CFR 92.206 Net proceeds ​ any closing costs. : are defined as the sales price minus superior loan repayment (other than HOME funds) and Recapture: The recapture provisions are established at §92.253(a)(5)(ii), permit the original homebuyer to ​ sell the property to any willing buyer during the period of affordability while the PJ is able to recapture all or a portion of the HOME-assistance provided to the original homebuyer. Source: ​2012-03 Guidance on Resale and Recapture Provision Requirements under the HOME Program DRAFT​ INFORMATION FOR PROSPECTIVE BUYERS The [Five] [Ten] [Fifteen]-Year Affordability Period​ ​The Restrictive Covenant Running With the Land ​&​ I understand that because a certain amount of federal funds were used by [Developer Name] to develop the federal property at government requires that certain restrictions apply to the occupancy or re-sale of this home for a period of [five (5) ten (10) fifteen (15)] years. I understand that during that [five] [ten] [fifteen]-year period, those requirements will be enforced through a legally-enforceable document called a “Restrictive Covenant Running with the Land.” the , If I choose to purchase this home, at the time the home is sold to me, I will sign a Restrictive Covenant Running with the Land, and it will be filed in the Official Public Records of the Travis County Clerk’s Office. ​ ● That which the Restrictive Covenant is in effect; The requirements of the Restrictive Covenant Running with the Land are: ​I must occupy the home as my principal residence ​ during the [5] [10] [15]-year period in ● ● ● ● subsequent buyer whose total household income is in effect for the year I wish to sell the home. If I wish to sell the Property before the end of that period, I am required to sell it to a ​at or below 80% of the Austin area Median Family Income The sales price must be set such that I receive a which shall be defined as: ​fair return ​ 1. The amount of any cash contributions including the down payment and principal payments made; 2. The cost of any capital improvements, , and including but not limited to: a. Any additions to the home such as a bedroom, bathroom, or garage; Replacement of heating, ventilation, and air conditioning systems; b. Accessibility improvements such as bathroom modifications for disabled or elderly, installation of c. wheelchair ramps and grab bars, any and all of which must have been paid for directly by the Owner and which were not installed through a federal, state, or locally-funded grant program; and d. Outdoor improvements such as a new driveway, walkway, retaining wall, or fence. documented with receipts paid by the subsequent buyer The sales price must be set so that the monthly principal, interest, taxes and insurance to be ​will not exceed 30% of that subsequent buyer’s monthly household income. I will notify the Austin Housing Finance Corporation (AHFC) in writing ​ assist with the compliance of this federal regulation. I/We acknowledge having received this information about the federal requirements involved if I/we decide to purchase this home. so that AHFC can Signature Date Signature Date DRAFT​ ​ Attachment II B: ESG Program Standards DRAFTDRAFTDRAFTDRAFTDRAFTDRAFTDRAFTDRAFTDRAFTDRAFTDRAFTDRAFTDRAFTDRAFTDRAFTDRAFTDRAFTDRAFTDRAFTDRAFTDRAFTDRAFTAttachment II C: City of Austin Monitoring Plan DRAFT MONITORING PLAN The goal of the City of Austin’s monitoring process is to assess subrecipient/contractor performance in the areas of program, financial and administrative compliance with applicable federal, state and municipal regulations and current program guidelines. Under this plan, select programs and project activities are monitored through one or more of the following components. The City of Austin’s monitoring plan consists of active contract monitoring and long-term monitoring for closed projects. Active Contract Monitoring Prior to executing any agreement or obligation, monitoring takes the form of a compliance review. Verification is obtained to ensure that the proposed activity to be funded has received the proper authorization through venues such as the annual Action Plan, environmental review and fund release, and identification in the Integrated Disbursement & Information System (IDIS). A contract begins with written program guidelines, documentation and tracking mechanisms that will be used to demonstrate compliance with applicable federal, state and local requirements. For activities implemented through external programs or third-party contracts with non-profit, for-profit and community-based organizations, a solicitation may be required in the form of a comprehensive Notice of Fund Availability (NOFA) or Request for Proposals (RFP) which details performance, financial and regulatory responsibilities. Prior to entering into any agreement or to the 1. Compliance Review prior to obligation of funds. obligation of entitlement funds, the City conducts a compliance review to verify that the program activity has been duly authorized. The compliance review consists of verifying and documenting: ∙ ∙ ∙ ∙ ∙ ∙ ∙ The program activity has been approved as part of the Action Plan for the specified funding source and year; The availability of applicable funds for the specific activity; The activity has received environmental review and determination and fund release, as applicable; The service provider is not listed in the System for Award Management (SAM); The activity has been set up and identified in IDIS; The scope of work defined in the contract has adequately addressed performance, financial and tracking responsibilities necessary to report and document accomplishments; and The service provider has the required insurance in place. After this information has been verified and documented, staff may proceed in obtaining authorization and utilization of entitlement funds for the activity. 2. Desk Review. Before processing an invoice for payment, staff reviews the invoice to verify that the item or service is an eligible expense and it is part of the contract budget. Staff also reviews ensure that the performance reports and supporting documentation submitted with the invoice to contractor is performing in accordance with the terms of the contract and the scope of work. This level of monitoring is performed on an ongoing basis throughout the duration of the contract. DRAFT​ ​ ​  3. Records Audit. A records audit includes a review of all file documents as needed. A file checklist is used to determine if the required documents are present. Through the review of performance reports and other documentation submitted by the contractor, staff is able to identify areas of concern and facilitate corrections and/or improvements. Should problems be identified, a contractor or recipient of funds may then be provided technical assistance as necessary to reach a resolution. 4. Selected On-Site Monitoring. A risk assessment is conducted internally and is used to determine the priority of site reviews to be conducted. Based on the results of the risk assessment, a selected number of projects may be subject to an on-site review. The performance of contractors is reviewed for compliance with the program guidelines and the terms and conditions of the contract. In particular, staff verifies program administration and regulatory compliance in the following areas: ∙ meeting a national objective, conducting eligible activities, achieving Performance ( e.g. ​ contract objectives, performing scope of work activities, maintaining contract schedule, abiding by the contract budget); ∙ Record keeping; ∙ Reporting practices; and ∙ Compliance with applicable anti-discrimination regulations. There will be follow-up, as necessary, to verify regulatory and program administration compliance has been achieved. 5. Failure to resolve identified problems. If no resolution of identified problems occurs or the contractor fails to perform in accordance with the terms and conditions of the contract, the City of Austin has the authority to suspend further payments to the contractor or recipient of funds until such time that issues have been satisfactorily resolved. 6. Contract Closeout. Once a project activity has been completed and all eligible project funds expended, the staff will require the contractor to submit a project closeout package. The contract closeout will provide documentation to confirm whether the contractor was successful in completing all performance and financial objectives of the contract. Staff will review and ask the contractor, if necessary, to reconcile any conflicting information previously submitted. The project closeout will constitute the final report for the project. Successful completion of a project means that all project activities, requirements, and responsibilities of the contractor have been adequately addressed and completed. Long-term Monitoring Acceptance of funds from the Housing and Planning Department (HPD) Office of the City of Austin, or its sub-recipient Austin Housing Finance Corporation (AHFC) obligates beneficiaries/ borrowers to adhere to conditions for the term of the affordability period. HPD is responsible for the compliance oversight and enforcement of long- or extended-term projects and financial obligations created through City- sponsored or -funded housing and community development projects. In this capacity, HPD performs the following long-term monitoring duties: DRAFT​ ​ ​ ​ ​  ∙ ∙ ∙ Performs compliance monitoring in accordance with regulatory requirements specified in the agreement; ∙ Reviews and verifies required information and documentation submitted by borrowers for compliance with applicable legal obligations and/or regulatory requirements; Enforces and takes corrective action with nonperforming loans and/or projects deemed to be out of compliance in accordance with legal and/or regulatory terms and conditions; and If the beneficiary has been uncooperative, non-responsive, or unwilling to cure the existing default by all reasonable means, staff will discuss with management and will refer the loan to the City Attorney for review, with a recommendation for judgment and/or foreclosure. The first step in the monitoring process includes the development of a risk assessment that is essential in guiding the monitoring efforts of the department. Based on the results of the risk assessment, additional projects may be monitored. Monitoring may be in the form of a desk review, on-site visit, or Uniform Physical Conditions Standards (UPCS) inspection. Technical assistance is available to assist beneficiaries/ borrowers in understanding any aspect of the contractual obligation so that performance goals are met with minimal deficiencies. DRAFTAttachment II D: Relocation Policy DRAFTCity of Austin/Austin Housing Finance Corporation ANTI-DISPLACEMENT and RELOCATION ASSISTANCE POLICY INTRODUCTION The City of Austin Residential Anti-Displacement and Relocation Assistance Policy (Displacement Policy) as set forth herein, pertains where applicable to projects assisted with funding provided by The United States Department of Housing and Urban Development (HUD) which may include among others, funding with Community Development Block Grant (CDBG), HOME Investments Partnership Program (HOME), HUD Lead Hazards Control Grant (LHCG) program and Housing Opportunities for People with AIDS (HOPWA) funds and which, because of the HUD assistance, cause residential displacement of low- and moderate-income persons from occupied dwellings rendered unoccupiable as a result of HUD-assisted conversions to a use other than affordable housing, or by demolition. Funding for these programs is made available to the City by the U.S. Department of Housing and Urban Development (HUD), under Title I of the Housing and Community Development (HCD) Act of 1974, as amended. The HUD funded programs are administered by the City’s Housing and Planning Department (HPD). Activities funded by HUD funded programs may be carried out by City employees, competitive procurement or agreements with subrecipients. All funded activities meet one or more of the national and local objectives for the program, which are: elimination of slum and blight; benefit to persons and households of low and moderate income, i.e., earning eighty percent (80%) or less of the median family income (MFI) for the Austin area; and meeting needs of particular urgency. RESIDENTIAL ANTI-DISPLACEMENT and RELOCATION ASSISTANCE POLICY The City of Austin shall implement this policy to minimize the displacement of persons as a result of HUD funded activities and assist persons actually displaced, either temporarily or permanently, as a result of such activities. It is the policy of the City to plan and to provide funding only for those HUD funding activities that will not cause permanent residential displacement or reduce the amount of affordable housing stock by conversion or demolition. However, activities such as rehabilitation of occupied housing may require temporary displacement to ensure the safety of residents during the rehabilitation of the units. The City will enforce this policy upon developers and other entities responsible for carrying out planned HUD activities. The Housing and Community Development Act of 1987 (Public Law 100-242) and the Surface Transportation and Uniform Relocation Assistance Act of 1987 (Public Law 100-17) made changes that affect the manner in which CDBG and other federal grantees treat displacement issues. The policy does not take into account all changes brought about by the 1987 legislative action. If necessary, this displacement policy will be amended at such time as HUD promulgates HUD rules that clarify the effect of the HCD Act of 1987 on CDBG- and other HUD grant funded related displacement issues. Page 1 of 3 DRAFTDISPLACEMENT POLICY The policy addresses temporary displacement of households participating in either owner- occupied or tenant-occupied housing rehabilitation programs assisted with HUD funds. Although the policy encompasses action relative to permanent residential displacement and relocation assistance, under no circumstances will HUD funds be used for any project or activity that will cause permanent displacement or relocation of families or the conversion of affordable housing to other uses. The term “family” as used herein refers to one or more persons occupying the same housing unit whether or not the individuals are related by birth or marriage. All classes of temporary displacees will receive equal and comparable treatment and assistance regardless of their status as owner or tenant. 1. TEMPORARY DISPLACEMENT/RELOCATION Owner-Occupied Housing Rehabilitation Programs Homeowners participating in a housing rehabilitation program that for their safety requires they vacate the residence during the course of construction, will be entitled to a dislocation stipend. The family will receive a fixed daily allowance for each day in which they cannot occupy their residence. The purpose of the stipend is to offset the cost of moving or storing their personal possessions and for related expenses, such as increased utility costs. The daily allowance will be set by the City of Austin’s Housing and Planning Department (HPD/AHFC). Payment w ill made either directly by HP D/AHFC or through other subrecipient organizations or developers under contract to HPD or AHFC to operate a housing rehabilitation program. The stipend rate will be reviewed periodically and may be adjusted if in the judgment of the HPD/AHFC it does not represent adequate compensation. The following services will be provided by the appropriate program operator (i.e., the HPD/AHFC or other subrecipient): Clients will be counseled and advised of their right to receive an allowance, notified of the approximate time of start of construction and given adequate time to make alternative temporary living arrangements. If necessary, clients will be assisted in locating decent and safe accommodations. The offices of the HPD/AHFC are fully accessible to people with disabilities and assist people who are mobility impaired. and portable Telecommunication Devices for the Deaf Spanish-speaking (TDD) with If subrecipients cannot carry out their counseling responsibilities toward clients with disabilities or non-English speaking clients by any other means, clients may be referred to the HPD/AHFC for assistance. read/print capability are available the hearing-impaired. Bilingual available clients staff for to is Tenant-Occupied Housing Rehabilitation the City of Austin HUD-funded rehabilitation of renter-occupied properties can be carried out by the Housing Authority of (HACA) on HUD-subsidized public housing or by subrecipients under contract to the HPD/AHFC for properties owned and operated by a non-profit or for-profit affordable housing developer. The Housing Authority, as a publicly-funded HUD recipient, will carry out its relocation responsibilities in accordance with the HUD rules pertaining to Public Housing Authorities (PHAs) or the Policy, whichever is more appropriate. Page 2 of 3 DRAFTPublic Housing: As an operator of multiple properties subsidized by HUD, the PHA may elect to relocate families by a method commonly called “checkerboarding,” i.e., the movement of families to previously rehabilitated units in the same complex. When this method is infeasible, HACA may elect to relocate a family to a unit in another PHA complex. Unsubsidized Housing: For properties operated by a non-profit or for-profit affordable housing developer, the organization’s contract with the HPD/AHFC will specify if and to what extent the clients are entitled to assistance under this policy. If all elements of the policy are to be carried out, each will be specified in the contract documents, counseling and other relocation services as above. 2. PERMANENT RESIDENTIAL DISPLACEMENT/RELOCATION Replacement Housing: If through HUD funding, dwellings affordable to low- and moderate-income persons are demolished or converted to uses other than housing, the City (or developer) will provide comparable replacement housing units for the same number of occupants who could have been housed in the occupied or vacant units. The replacement housing will be located in the same general area as the houses deleted from the affordable housing stock and will be affordable to low- and moderate -income residents. The replacement housing will be designed to remain affordable to such families for a period of ten (10) years from the time of initial occupancy. Relocation Benefits: All occupants of the dwellings demolished or converted will receive relocation benefits to include: reimbursement for actual and reasonable moving expenses, security deposits, credit checks and other moving-related expenses, including any interim living costs. Low- and moderate-income persons will be provided either: a.) b.) Compensation sufficient to ensure that for a period of five (5) years the family shall not bear, after relocation, a ration of shelter costs to income that exceeds thirty percent (30%); or - If elected by the family, a lump-sum payment equal to the value of the benefits available under (a.), to permit the household to secure participation in a cooperative or mutual housing association. Replacement housing for persons displaced shall be decent, safe and sanitary, of adequate size to accommodate the family, functionally equivalent and in an area not subject to unreasonably adverse environmental conditions. Displacees have the right to elect, as an alternative to the benefits under this policy, benefits under the Uniform Assistance and Real Property Acquisition Policies Act of 1970, if it is in their best interest to do so. If a claim for assistance under this policy is denied by the City/AHFC, the claimant has the right to appeal the decision to HUD. May 16, 2019 ******************** Page 3 of 3 DRAFTAttachment II E: Draft Funding Table As of May 3, 2022, the Housing and Urban Development Department (HUD) has not announced grant allocations for FY 22-23. Per guidance from the HUD, the FY 2022-2023 Draft Action Plan is written with allocations from the FY 2021-2022 Action Plan. Once FY 2022-2023 funding allocations are released by HUD, the City’s FY 2022-2023 Action Plan will be updated to reflect those appropriations. All proposed activities’ budgets will be proportionally increased or decreased from the estimated funding levels to match actual allocation amounts. DRAFTCITY OF AUSTIN ACTION PLAN 2022‐2023 ‐ ALL FUNDING SOURCES  April 14, 2022 (DRAFT‐Formula allocations not available) Program / Activity SPECIAL NEEDS ASSISTANCE Child Care Services Subtotal, Child Care Services Senior Services Subtotal, Senior Services Mental Health Services Subtotal, Mental Health Services Subtotal, Public Services Housing Opportunities for Persons with AIDS AIDS Services of Austin AIDS Services of Austin‐CV Project Transitions Project Transitions‐CV HOPWA ‐ Adm HOPWA ‐ Adm‐CV Subtotal, Housing Opportunities for Persons with AIDS HOMELESS ASSISTANCE Tenant‐Based Rental Assistance Subtotal, TBRA Security Deposits Emergency Rental Assistance ‐ Homeless Assistance HEARTH Emergency Solutions Grant Shelter Operation and Maintenance HMIS 1 of 5 Funding Source CDBG CDBG‐CV GF CDBG GF CDBG GF HOPWA HOPWA‐CV HOPWA‐PI HOPWA HOPWA‐CV HOPWA HOPWA‐CV HOME GF CDBG‐CV CDBG‐CV DDDB HESG HESG  FY 2022‐23 Plan   New Funding   Services              485,279           179 ‐  ‐  485,279 ‐                ‐                179                                   125,461           175 ‐  125,461 ‐                175                                   190,720           159 ‐  190,720 ‐                159                                   801,460           513                                                  980,552 ‐  80,000 1,307,403 ‐  70,761 ‐  2,438,716          273           ‐                               ‐ 250           ‐                ‐                ‐                523                    1,133,205             85 ‐  1,133,205                         ‐ 85             ‐  ‐                 ‐                ‐             313,922        1,245               29,484 DRAFT  4/14/2022 Low Barrier Permanent Supportive Housing Program             300,000             24 Subtotal, Special Needs Assistance          3,240,176       1,036 DRAFTCITY OF AUSTIN ACTION PLAN 2022‐2023 ‐ ALL FUNDING SOURCES  April 14, 2022 (DRAFT‐Formula allocations not available) Program / Activity HMIS‐CV Rapid Rehousing Programs Rapid Rehousing Programs‐CV ESG ‐ Adm ESG ‐ Adm‐CV Subtotal, HEARTH Emergency Solutions Grant Subtotal, Homeless Assistance RENTER ASSISTANCE Architectural Barrier Program ‐ Rental Tenants' Rights Assistance Subtotal, Tenants' Rights Assistance Subtotal, Renters Assistance HOMEBUYER ASSISTANCE Homebuyer Counseling Program Subtotal, Housing Smarts Down Payment Assistance Subtotal, Down Payment Assistance Subtotal, Homebuyer Assistance HOMEOWNER ASSISTANCE Architectural Barrier Removal ‐ Owner  Minor Home Repair Homeowner Rehabilitation Loan Program   Subtotal, Homeowner Rehab GO Repair! Program Subtotal, Homeowner Assistance HOUSING DEVELOPMENT ASSISTANCE Funding                   Source HESG‐CV HESG HESG‐CV HESG HESG‐CV CDBG CDBG GF GF HOME HOME ‐ PI CDBG CDBG HOME ‐ PI CDBG CDBG ‐ RL  FY 2022‐23 Plan   New Funding   Services                           ‐ 296,464             ‐                108                                    ‐ 30,000                                        ‐ 669,870                            ‐                ‐ 1,353                 2,103,075       1,462             185,000 7                                        ‐ 290,620                                      ‐ 290,620                            ‐ 360           ‐                360                       475,620           367 200,000                                      ‐ 200,000             200           ‐                200                                1,084,398 400,000          1,484,398 25             ‐                25                      1,684,398           225          1,510,000             80             900,000           200                                       200,000 793,152 40,000          1,033,152 ‐                9               ‐                9               GO Bonds                          ‐                ‐          3,443,152           289 2 of 5 DRAFT  4/14/2022 DRAFTCITY OF AUSTIN ACTION PLAN 2022‐2023 ‐ ALL FUNDING SOURCES  April 14, 2022 (DRAFT‐Formula allocations not available) Program / Activity Rental Housing Development Assistance Subtotal, Rental Housing Dev Assist Ownership Housing Development Assistance Subtotal, Ownership Housing Dev Assistance AHFC Acquisition and Development Subtotal, Real Property Acquisitions Subtotal, Housing Developer Assistance OTHER COMMUNITY DEVELOPMENT ASSISTANCE CHDO Operating Expenses Grants Small Business Assistance to Child Care Centers Microenterprise Technical Assistance Subtotal, Microenterprise Technical Assistance Community Development Bank Neighborhood Commercial Management Neighborhood Commercial Management Family Business Loan Program Subtotal, Other Community Development Assistance Funding                   Source CDBG HOME HOME ‐ PI HOME (CHDO) GO Bonds HTF HPD UNO CDBG CDBG ‐ RL HOME HTF GO Bonds HOME (CHDO) HTF GO Bonds  FY 2022‐23 Plan   New Funding   Services                76,474 6                                        ‐ 218,182                         236,760                ‐ 4               5                                        ‐                ‐                          ‐ 2,443,768          ‐                33                           50,000          3,025,184             48                          ‐ 55,000                                        ‐                          ‐                          ‐ 236,760             291,760             ‐                ‐                8               6                              ‐ 2               16                                      ‐                          ‐                          ‐ ‐                ‐                               ‐          3,316,944             64 HOME (CO)             150,000 2               CDBG‐CV CDBG GF CDBG CDBG ‐ PI CDBG ‐ RL Section 108 Section 108 ‐ PI                          ‐                          ‐ ‐                               ‐                          ‐                ‐                          ‐                ‐                          ‐                ‐                          ‐                ‐               50,000                ‐               40,000                ‐                      1,000,000 442,575 33                            ‐          3,483,911             37 DRAFT  4/14/2022 3 of 5 Non‐profit Capacity Building for Workforce Development CDBG          1,801,336 2               DRAFTCITY OF AUSTIN ACTION PLAN 2022‐2023 ‐ ALL FUNDING SOURCES  April 14, 2022 (DRAFT‐Formula allocations not available) DEBT SERVICE Program / Activity Neighborhood Commercial Mgmt., Debt Service Section 108 ‐ PI Subtotal, Debt Service ADMINISTRATION  FY 2022‐23 Plan  Funding                   Source  New Funding   Services  CDBG CDBG ‐ PI HOME HOME ‐ PI GF             300,000 .                ‐             300,000                ‐                                                           1,589,510 10,000 315,680 81,818 8,515,559 ‐                ‐                               ‐ ‐                               ‐        10,512,567                ‐       28,559,843       3,480 Subtotal, Administration TOTAL Programs, Debt Service, and Admin Cost  4 of 5 DRAFT  4/14/2022 DRAFTCITY OF AUSTIN ACTION PLAN 2022‐2023 ‐ ALL FUNDING SOURCES  April 14, 2022 (DRAFT‐Formula allocations not available) Program / Activity  FY 2022‐23 Plan  Funding                   Source  New Funding   Services  FUND SUMMARIES: HOPWA HOPWA‐CV HOPWA‐PI HESG HESG‐CV CDBG CDBG‐CV CDBG ‐ PI CDBG ‐ RL HOME HOME (CHDO) HOME (CO) HOME ‐ PI HTF Section 108 ‐ PI Section 108 GO Bonds CIP GF HPD DDDB UNO                       2,358,716                                   ‐ 80,000               669,870                                      ‐ 7,947,552                                   ‐ 60,000               135,000             2,533,283          473,520             150,000             900,000                                      ‐ 742,575 1,000,000                                               ‐                          ‐ 8,715,559          2,443,768 300,000 50,000                                    523           ‐                               ‐ 1,353                       ‐ 1,177                       ‐ ‐                               ‐ 118           7               2               4                             6                ‐ 33                            ‐           200 33             24                            ‐ 0 Totals        28,559,843        3,480 5 of 5 DRAFT  4/14/2022 * These figures are subject to the availability of both federal and local funding. ** Housing Trust Fund is not included after FY 18‐19 because continued funding is not assured. DRAFT