Item5-Final FY 25-29 Consolidated Plan 07.09.2024-Part-II — original pdf

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6 Housing 2025 2029 Affordable Housing Homeless Throughout the City of Austin Housing Development Assistance Development Assistance CDBG Revolving Loan: $275,000 Rental Housing Development Assistance (CHDO): 30 Households Assisted HOME Program Income (projected): $1,000,000 Ownership Housing Development Assistance (CHDO): 5 Households Assisted HOME Community Housing Development Organization (CHDO): $2,304,950 City of Austin FY 2025-2029 Consolidated PLan2277 Other 2025 2029 CDBG: $12,500,000 Community Development Non‐Housing Community Development Throughout the City of Austin Infrastructure Development 67,400 low- to moderate-income individuals served. Table 58 – Goals Summary City of Austin FY 2025-2029 Consolidated PLan2281 Goal Name Homeless Assistance Goal Descriptions Goal Description Persons experiencing homelessness are Austin’s most vulnerable population and therefore are a high priority for the Consolidated Plan. This decision was made based on feedback from the public process, including stakeholder meetings that included homeless needs providers, public hearings, and the Consolidated Plan survey. Homeless Assistance provides services to persons living with HIV/AIDS, victims of experiencing homelessness, persons 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 meetings that included homeless and special needs providers, public hearings, and the Consolidated Plan survey. 3 Goal Name Renter Assistance Goal Description The Market Analysis found that low-income renters earning below 50% of the Median Family Income are the most cost-burdened. Renter Assistance will offer rent subsidies, tenants' rights services and financial aid for home accessibility improvements. It will also support households in acute crises to prevent displacement or homelessness. These program are mainly funded locally, but federal funds may be used in national emergencies. 4 Goal Name Homebuyer Assistance City of Austin FY 2025-2029 Consolidated PLan229Goal Description Between 2012 and 2022, home values in Austin surged by 108%, making homeownership unattainable for many residents. Homebuyer Assistance offers counseling to renters aspiring to become homeowners and to current homeowners to help them retain their homes This includes the Down Payment Assistance Program, which provides loans to qualifying low- and moderate-income homebuyers for purchasing their first home. 5 Goal Name Homeowner Assistance Goal Description livability of the housing of Preserving the safety and low‐income homeowners, allowing owners to stay in their homes, improving the City’s aging housing stock, and repairing homes for existing homeowners were highlighted as high priority needs by stakeholders and community members. Homeowner assistance is a high priority in the Consolidated Plan. 6 Goal Name Housing Development Assistance Goal Description The Housing Development Assistance (HDA) program leverages private funds to create deeply affordable housing. Public input and the Housing Market Analysis emphasize the need for affordable housing for low- to moderate-income renters and special needs populations. Goal Name Other Community Development Goal Description Investing in LMI communities and community based organizations to provide better services and stronger infrastructure. The 2024 Consolidated Plan Community Needs survey indicated investing in infrastructure, particularly in low- and moderate in-income (LMI) neighborhoods, is a top priority for many Austinites. Infrastructure provides opportunity for growth, development, and community activation to prevent displacement. City of Austin FY 2025-2029 Consolidated PLan230SP‐50 Public Housing Accessibility and Involvement – 91.215(c) Need to Increase the Number of Accessible Units (if Required by a Section 504 Voluntary Compliance Agreement) HACA is not required to increase the number of accessible units under a Section 504 Voluntary Compliance Agreement. Currently HACA has 128 fully accessible low‐income subsidized housing units under Section 504, with many more units having some accessibility features. Additionally, HACA provides reasonable accommodations for households upon request. Low‐Income subsidized housing individuals with disabilities may request that accessibility modifications be made to their assigned unit, should those accommodations be deemed necessary and reasonable. For individuals with disabilities, HACA provides grab bars, builds entry ramps, lowers cabinets, modifies doors and handles, and installs flashing doorbells and smoke detectors. In addition, HACA approves assistance animals, and makes provisions to conduct annual eligibility and in‐ home re‐examination appointments under extenuating circumstances. Individuals with disabilities are now able to mail in required documents should someone not have access to Special Transportation Services through Capital Metro. Individuals with disabilities may also be eligible for upgrades in unit size based on specific medical and accessibility needs. Finally, all of HACA’s low‐ income subsidized housing Property Managers and Housing Choice Voucher Inspectors maintain specific information on accessible units and their unique accommodations. Activities to Increase Resident Involvements Each of HACA’s housing properties have a Resident Council representing households at that development. Most Councils organize social events, participate in property safety programs including Apartment Residents on Watch (AROW) with the Austin Police Department, and assist with senior and youth activities. The President and Vice‐President of each Resident Council comprise the City‐Wide Advisory Board (CWAB), an independent 501(c)3 nonprofit organization. The purpose of the CWAB is to: ● Improve the economic, educational, social, and cultural life of residents ● Foster and develop leadership skills among residents ● Promote the safety and security of all residents ● Promote a better understanding of working together toward building a healthy community ● Encourage and assist households to become civically engaged and utilize available resources ● Promote programming to assist with resident employment and education ● Provide a forum for the consideration of issues that affect HACA communities ● Serve as a liaison between public housing communities and HACA administration HACA has programs designed to assist households with achieving self‐sufficiency. The Family Self‐ Sufficiency (FSS) program provides service coordination to households and fosters community City of Austin FY 2025-2029 Consolidated PLan231partnerships. This program serves both Housing Choice Voucher (HCV) and Project Based Rental Assistance (PBRA) residents. Services coordinated include: life skills training, adult basic education, workforce development/job training, job placement, financial literacy, housing counseling, parenting classes, health and wellness, childcare, and transportation. Households in the FSS program maintain an escrow account that accrues funds when the individual has an increase in earned income. Upon successful completion of the FSS participant’s five‐year contract of participation, the funds are disbursed to the graduate and can be used toward education, homeownership, debt repayment or other self‐sufficiency goals. HACA’s Resident Opportunity and Self‐Sufficiency (ROSS) program is a stepping stone for the FSS program that provides connection to similar services and allows participants to complete individual goals through modules that build upon one another. HACA remains committed to providing high quality services at each property. HACA recognizes the need for all families, particularly low‐income families, to have access to information and resources through access to the internet and technology. HACA’s Digital Inclusion Program is an industry‐leading initiative that works to bridge the digital divide. Through this program, HACA helps connect residents to the internet with free or low‐cost technology solutions, bringing high speed internet, computer skills training and electronic devices (computers, tablets, laptops, etc.) to households to help them connect with various resources in the community. The Involved Dad Achieving Developing and Succeeding (iDADS) program is a fatherhood program serving fathers and father figures of HACA youth. Dads are supported, encouraged, and trained with the evidence‐ based 24/7 Dads curriculum. iDADS who complete the program become better equipped to be great men, responsible dads, and community members. The iDADS program inspired a resident‐ed project called iMOMS (Involved Moms of Many Strengths). Established in 2023, this program’s growth and involvement in the HACA community proves to be a program with great potential. HACA’s Youth Educational Success (YES) Program is an umbrella of programs to keep children in school and help develop social skills and support networks. Programming includes on‐site tutoring at HACA communities, in‐school case management, and quality after‐school programs. HACA also offers an academic incentive program to reward students who have made the A/B honor roll and/or have perfect attendance during the school year. HACA’s award‐winning Bringing Health HOME (BHH) program trains HACA residents as certified Community Health Workers (CHWs) to improve health outcomes at Pathways at Chalmers Courts East through health assessments, nutrition education, and facilitating medical visits. A Workforce Development Program rounds out the offerings and connects residents with new and expanded career opportunities through a broad including welding and automotive certification programs. range of community partnerships Finally, HACA’s Board established the HACA Resident Scholarship Fund (now dba Austin Pathways) in 2001 to help HACA households achieve their dreams of self‐sufficiency through education. Austin Pathways has awarded more than 755 HACA scholarships, totaling over $1.5 million to HACA households. City of Austin FY 2025-2029 Consolidated PLan232Is the public housing agency designated as troubled under 24 CFR part 902? No. N/A. Plan to remove the ‘troubled’ designation City of Austin FY 2025-2029 Consolidated PLan233SP‐55 Barriers to affordable housing – 91.215(h) The City of Austin conducts a regular analysis of regulatory and other barriers to affordable housing in its Consolidated Planning process. The 2019‐2024 Consolidated Plan identified barriers to the development of affordable housing in Austin in some the following areas: land use and zoning, housing screening, state legislative barriers (e.g., prohibition of certain affordable housing tools such as inclusionary zoning and source of income protection), an over‐reliance on the state housing tax credit program and lack of private lenders and philanthropic funding focused on affordable housing, and barriers related to Austin’s strong housing market (rising land and construction costs). Considering the previous Consolidated Plan analysis and subsequent research, some of the most critical current barriers that currently exist to producing and preserving more affordable housing are outlined below. These barriers pertain to housing affordability at large, including affordable housing development that seeks to produce income‐restricted units (sometimes referred to as “capital A affordable housing”) and the affordability of housing more generally in the city. 1. Historical and structural disparities hinder wealth and resources for certain protected classes. There are continuing racial wealth disparities that stem from racist denial of wealth building opportunities to people of color in the US. The legacies of practices such as slavery, Jim Crow segregation, and redlining have impact on this. Black and Hispanic households were excluded from much of the wealth created during the economic expansion of the mid-20th century in the US, not least because of being denied investment opportunities in real estate. Mortgage loan denial rates today for Black/African American applicants, Hispanic applicants, and other non-Asian minorities are significantly higher than for Non-Hispanic White applicants and Asian applicants. Today there are large racial wealth gaps, as well as a large gap between the richest and poorest households. The City of Austin Gini Index of Income Inequality coefficient in 2022 was 0.48, which is similar to that of Costa Rica in the same year (World Bank; ACS 5-Year Estimates). This is higher than the US coefficient of 0.40 (2021). For reference, Finland has a Gini Coefficient of .28 (2021). Austin’s Gini Coefficient value has remained steady between 2012 and 2022 (ACS 5-Year Estimates). Between 2012 and 2022, home values in Austin increased by 108% and rental costs have increased by 33%. The median family income (MFI) for all Austinites increased by 32% over the same period; the MFI increased by 22% for Non-Hispanic Whites, 45% for Black/African Americans, 17% for Asians, and 40% for Hispanic/Latinos. Despite the significant increases, especially for African American and Hispanic/Latino Austin households, there are still significant disparities by race and ethnicity. Figure 1 of the Market Analysis chapter illustrates a persistent gap between White and Asian residents and Black and Hispanic residents in Austin over the past decade. Large disparities interact with other barriers listed below, such as high land values and inequitable distribution of affordable housing options, to hinder housing affordability as well as access to opportunity. A February 2023 report by Austin’s Vision Zero team found that Black Austinites make up nearly 16% of people killed or seriously injured in crashes despite making up less than 7% of the Austin population. Black and Hispanic families in historically disadvantaged and marginalized areas have poverty rates averaging 17% City of Austin FY 2025-2029 Consolidated PLan234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. Strict rental policies further limit options for groups that have suffered disparate impacts. 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 does not allow renters to claim legal unearned income as eligible for the 3x rent income threshold. 2. Affordable housing is not equitably distributed throughout the city. Many of the barriers discussed in this section, including land values, property taxes, restrictive land use regulations, and wealth disparities compound to create a segregated housing affordability landscape in Austin. Austin’s defacto segregation and inequitable distribution of housing that is affordable to lower-income residents create problematic social and economic barriers that contribute to housing affordability barriers. Harm caused by segregation is manifested in disproportionate housing needs and differences in economic opportunity. According to the City of Austin’s Demographer, 2020 census data showed continued racial segregation over the past decade. The Black population expanded towards the city's outskirts, including areas like Northeast Austin, the periphery of the surrounding city of Pflugerville, and far East Austin. Meanwhile, white residents are progressively residing in traditionally Black and Hispanic neighborhoods, such as East Austin, while still maintaining a significant presence in West Austin. The Market Analysis chapter of this Consolidated Plan reinforces these observations by showing the distribution of Racially and Ethnically Concentrated Areas of Poverty (RECAPs) and Racially and Ethnically Concentrated Areas of Affluence (RECAAs) in Austin. Land values are highest and land use is most exclusionary in West Austin. West Austin census tracts also tend to have the highest opportunity index levels and most stringent environmental protections. Downtown Austin demonstrates that even an area with the most permissive land use regulations in the city can remain exclusionary to affordable housing due to extremely high land values. 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 five 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. Transportation costs are higher for households that rely on further commutes. Health costs are higher for City of Austin FY 2025-2029 Consolidated PLan235households in closer proximity to pollution. The areas of Austin with the highest opportunity index values often have the least affordable housing. Such consequences of Austin’s current distribution of affordable housing reinforce ongoing societal inequities. Incomes do not match housing costs. 3. The median home price in Austin rose by 108% between 2012 and 2022, while the median household income (MHI) rose by just 33% (ACS 1-Year Estimates). Housing cost burden is the biggest housing problem in the city by far, as the Needs Assessment chapter reveals. The home price-to-income ratio for the Austin-Round Rock MSA reached a record high in 2022 according to the Harvard Joint Center for Housing Studies. In 2020, roughly 33% of all City of Austin households paid over 30% of their income on housing. Rates of cost burden are much higher for the lowest income households in Austin, as roughly 55% of households that earn less than 50% MFI pay over 30% of their income on housing (CHAS 2016-2020). Mortgage loan interest rates are currently the highest that they have been in 20 years, which creates an added barrier to home ownership. Land is expensive in the current market. 4. Land and property value appreciation has historically been one of the primary wealth builders for individuals and households in the US. Government budgets also depend heavily on property taxes, which are based on land and property value. However, this wealth building and tax revenue mechanism is also a significant barrier to housing affordability within the current context of wealth inequity. High land values contribute to making the most desirable areas of Austin the least affordable to live in, which directly contributes to the racial and economic segregation in the city. Land value appreciation is also a primary force of displacement in gentrifying areas. Most housing in Austin is exposed to speculative investment and appreciation pressures. Municipalities in Texas have limited revenue sources to decrease reliance on property taxes. 5. Construction is expensive in the current market. The costs of construction materials and labor also spiked significantly during the COVID-19 pandemic and remain high. According to the National Association of Homebuilders, construction costs account for roughly 60% of the sales price of a typical single-family home in the US (as of 2020). 6. There is high demand for housing in Austin, with supply often lacking. The City of Austin’s population grew by 16% between 2012 and 2022, and its total number of households grew by 39% (ACS 1-year Estimates). This translates to an increase of roughly 132,740 people and 127,667 households. This nearly 1:1 ratio between the absolute increase in population and households is causing a significant decrease in the average number of people per household. Austin had an increase of over 90,000 housing units between 2010 and 2020 according to the City of Austin Demographer, showing that the housing supply appears to lag behind the demand. 7. Regulatory processes are time consuming and cumbersome. A recent study conducted by a consultant showed that customers and staff are dissatisfied with the current site plan review process. The current code includes 1,800 regulations, eight technical criteria manuals and 12 City of Austin FY 2025-2029 Consolidated PLan236building technical codes with 1,470 steps from start to finish for a site plan review. Eleven departments operate in a siloed manner with different visions and priorities. Across the 11 departments 250‐plus staff participate in the process with varying levels of involvement. Staff administer the site plan review process prescribed by the Land Development Code through inconsistent processes, multiple and sometimes outdated technologies, and ad‐hoc cross‐departmental coordination. The average site plan review takes nearly 1 year to complete, and this lag time can significantly increase the cost of development. Carrying costs for single‐family re‐ development are approximately $9,700 per month and $546,000 for multifamily redevelopment. The carrying costs for development in previously undeveloped areas – also called greenfield developments – are about $37,000 per month. Moreover, overly complicated and difficult regulatory environments tend to benefit large developers because they have more resources to absorb high carrying costs, and these high costs reduce competition from smaller developers. 8. Public and private land use regulations and restrictions often prevent more affordable housing typologies. Public land use regulations in the form of zoning and the land development code sometimes restrict the construction of more affordable housing typologies and the location of such housing. Environmental land use regulations in the form of overlays and ordinances can also severely restrict the construction of more affordable housing typologies, particularly in West Austin. Even when public land use regulations are made more flexible to allow for more affordable housing typologies, private restrictive covenants can still maintain exclusionary conditions. There is some state level preemption that prevents certain inclusionary zoning strategies. The State of Texas does not allow municipalities to adopt any regulation that “establishes a maximum sales price for a privately produced housing unit or residential building lot,” though there are some exceptions for density bonus programs, homestead preservation districts, and land banking programs (Texas Local Government Code). 9. There is a lack of alignment between Austin’s affordable housing incentive programs. In addition, the city currently has 13 individual affordable housing incentive programs established by city ordinances. Many of these programs include multiple tiers for participation or multiple available bonuses, which results in 20 different incentives available for affordable housing development. The complexity of this approach reduces participation, adds administrative burden, and creates barriers to full compliance for units in service. These challenges make it more difficult to produce and preserve affordable housing. Moreover, the varied approach makes it difficult to properly calibrate the incentive programs, further decreasing participation as market conditions change continuously. The City of Austin’s numerous, complex incentive programs can disincentivize participation, lead to administrative and compliance challenges, and make it difficult to recalibrate programs to changing market conditions. 10. Affordable housing developers struggle to secure financing for deeper affordability. Developers who focus on constructing income-restricted housing need more resources to achieve deeper levels of affordability. It can be difficult to find enough gap financing to make projects feasible. Austin has a City of Austin FY 2025-2029 Consolidated PLan237relative lack of private lenders and philanthropic foundations that are deeply invested in affordable housing. The Low Income Housing Tax Credit program is one of the primary funding tools for non-profit and for-profit affordable housing developers, but the award process is highly competitive. 11. Community-based affordable housing developers from historically marginalized communities lack financing, subsidies, mentorship, training, and networking opportunities. Small‐scale real estate developers in Austin, particularly those who are women or people of color, have been historically excluded or overlooked, and they often lack the tools needed to grow their businesses due to systemic racism and disinvestment. Less than five percent of housing developers in the United States are people of color, and only one-third of housing developers in this country are women. Training and access to capital are needed to help these would‐be developers be more involved in the region’s booming real estate market and, in turn, create more affordable housing and job opportunities locally. For real estate developers of color to fully participate in growth and revitalization efforts, training, mentorship, and financing are all needed. Diversifying developers and incubating smaller scale local ones can benefit affordability by distributing wealth and benefits of development in the community more equitably. Local and diverse developers may also be more personally invested in housing affordability for their community. 12. The community is unable to access clear, consolidated, updated information about available income‐ restricted housing. The City of Austin is making progress in creating income‐restricted housing, but there are barriers to residents locating and applying for it due to the lack of an easily updatable and central location for users, property managers, and developers to list, market, and apply for available housing units in real time. The current Affordable Housing Online Search Tool (AHOST) is a static tool that provides a list of all the city’s affordable housing properties, similar to a directory, and is unable to list real time active vacancies and connect people to waitlists. It also often contains outdated property information. These challenges inhibit the ease of use of the platform across stakeholders. Additionally, AHOST is currently available in English and Spanish, but additional language support is not currently provided. This is a barrier to some recently arrived immigrants searching for affordable housing. Since users are unable to apply for affordable housing directly on AHOST, it is often their responsibility to individually contact each property listed in AHOST’s directory to ask if there are units available, discover if there is an open or closed waitlist, and be connected to application forms. Improvements are needed to ensure that affordable housing providers can update information on the portal and upload accessible application forms, and that housing seekers are able to access the information seamlessly in a more centralized manner. Additional challenges to the limited software functionality include the inability to capture data that could better inform policy through downloadable reports, as well as more frequent platform updates that can highlight real‐time supply and demand for affordable housing units. City of Austin FY 2025-2029 Consolidated PLan238Strategy to Remove or Ameliorate the Barriers to Affordable Housing The City of Austin’s strategy to remove and ameliorate barriers to affordable housing production and preservation can be classified into five overarching categories: (1) Affordable Housing Data, Research & Planning Initiatives; (2) Land Use & Zoning Changes to Support Affordable Housing; (3) Funding for Affordable Housing Preservation & Development; (4) Anti‐Displacement Initiatives; and (5) Capacity Building. As with the barriers discussed above, the strategies pertain to housing affordability at large, including affordable housing development that seeks to produce income‐restricted units (sometimes referred to as “capital A affordable housing”) and the affordability of housing more generally in the city. Refer to the “Progress Report: Fair Housing Action Items from the 2019 Analysis of Impediments” document in the Appendix for information on specific actions that the City of Austin is taking to address housing affordability and fair housing barriers. City of Austin FY 2025-2029 Consolidated PLan239SP‐60 Homelessness Strategy – 91.215(d) Reaching out to homeless persons (especially unsheltered persons) and assessing their individual needs Please see AP‐65 for information on the Homelessness Strategy Addressing the emergency and transitional housing needs of homeless persons Please see AP‐65 for information on the Homelessness Strategy 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. Please see AP‐65 for information on the Homelessness Strategy Help low‐income individuals and families avoid becoming homeless, especially extremely low‐ income individuals and families who are likely to become homeless after being discharged from a publicly funded institution or system of care, or who are receiving assistance from public and private agencies that address housing, health, social services, employment, education or youth needs Please see AP‐65 for information on the Homelessness Strategy City of Austin FY 2025-2029 Consolidated PLan240SP‐65 Lead‐Based Paint Hazards – 91.215(i)  Actions to address LBP hazards and increase access to housing without LBP 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  Housing's home  repair  grant and loan programs. Eligible  Austinites that reside in a home built prior to 1978 will have their homes tested  for the presence of l ead‐based paint and  remediated, if necessary, as part of the scope of work for each  program.  How are the actions listed above related to the extent of lead poisoning and hazards?  The  City  of  Austin  will  remediate  lead‐based  hazards  in  low‐  to  moderate‐income  homes  and  address  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.   How are the actions listed above integrated into housing policies and procedures?  The  City  of  Austin’s  housing  policies  and  procedures  are  program  specific.  Monitoring  is  completed  per  the  City  of  Austin’s  Monitoring  Plan,  see  Appendix  III.  The  City’s  housing  programs  procedurally  operate   be evaluated to ensure  as a “one‐stop shop;” if  an applicant qualifies for one program, their housing will other risk factors are addressed, such as the presence of lead‐based paint.  City of Austin FY 2025-2029 Consolidated PLan241SP‐70 Anti‐Poverty Strategy – 91.215(j) Jurisdiction Goals, Programs and Policies for reducing the number of Poverty‐Level Families The City of Austin has a reputation for having a thriving economy. However, this disguises the pressures from factors such as income inequality, lack of affordable housing opportunities, and displacement of low-income individuals who do not benefit directly from increasing numbers of high-wage jobs. The scale of poverty in Austin may be generally understood through two metrics: the number of individuals with incomes below the federal poverty guidelines, and the number of individuals who are asset-limited, income-constrained, and employed (ALICE). ALICE households do not include those earning below the federal poverty level, meaning that these metrics can be added together. Between 2010 and 2022 the number of households earning an income below the federal poverty level declined slightly in Travis County, while the number of households below the ALICE threshold increased (Figure 1). The result with the growth in overall households is that the percent of households in poverty in Travis County has declined from 16% to 10%, but the percent of households below the ALICE thresholds has remained relatively constant at around 25% (Figure 2). In 2022 in the City of Austin, 49,507 households (11% of total) had an income below the federal poverty level and 119,003 households (26% of total) were ALICE. Together, 37% of households in the City of Austin were either ALICE or under the federal poverty level in 2022 (ACS 2022; ALICE Threshold 2022). Figure 22 -- Number of Households Below Poverty Threshold and Below ALICE Threshold in Travis County, 2010-2022 (Source: ALICE Threshold, 2010-2022; ACS 1-Year Estimates). City of Austin FY 2025-2029 Consolidated PLan242Figure 23 -- Percentage of Households Below Poverty Threshold, Below ALICE Threshold, and Above ALICE Threshold in Travis County, 2010-2022 (Source: ALICE Threshold, 2010-2022; ACS 1-Year Estimates). Perhaps the best overall resource for understanding poverty in Austin in greater depth is the 2024 Travis County Community Services Block Grant (CSBG) Needs Assessment. Policies There does not currently appear to be a singular unified anti-poverty strategy or set of policies in effect for the City of Austin. One recent plan that did substantially address poverty, however, was Strategic Direction 2023. This was a 3–5-year strategic plan created in 2017, and one of the strategic outcomes pursued by the plan was “economic opportunity and affordability.” This strategic outcome included several anti-poverty strategies, some of which include (from pages 10-11): • • • • • “Influence the supply of jobs to support availability of and access to middle-skill jobs and expansion of jobs/employers to benefit communities experiencing high unemployment or lacking access to jobs.” “Influence the skills of our local workforce by developing and implementing a City of Austin workforce development roadmap to meet regional goals. Align local workforce skills with needs of employers and track outcomes with a special focus on economic improvement for people of color and historically marginalized communities.” “Develop and act on recommendations to reduce the number of households and businesses displaced from Austin due to unaffordability.” “Acknowledge Austin’s history of racial segregation and counter it by applying an equity perspective to the City’s land development code and associated programs and policies, aligning with community priorities as articulated in Imagine Austin, and ensuring affordable housing options throughout Austin.” “Define and enact our response to homelessness focusing on efficient and effective use of our resources to address disparities, prevent homelessness, and support housing stability.” City of Austin FY 2025-2029 Consolidated PLan243“Develop and enact recommendations for supporting successful housing and employment outcomes for individuals re-entering the community following incarceration.” “Create equitable access to quality Early Childhood Education (ECE) by supporting families who do not qualify for existing free programs and cannot afford quality programs on their own, increasing availability of quality ECE programs, and encouraging living wages for ECE providers.” “Advance economic mobility by equipping and empowering families with wraparound services over a multi-year period so that parents can succeed in the workforce and children are prepared to succeed in adulthood.” Though there is not currently a unified anti-poverty strategy adopted by the City, the municipality recognizes its role in creating economic and social wellbeing for residents, and there are many goals, programs, and policies that address poverty. Addressing poverty requires holistic strategies involving equitable access to housing, education, healthcare, economic opportunity, financial stability, safety, transportation, and more. Robust anti-poverty strategies must address homelessness as well, as it is an extreme symptom of poverty in Austin. Refer to AP-65 of the Action Plan chapter for details regarding Austin’s homelessness strategies. Goals The Community Advancement Network (CAN) is a partnership between 26 governmental and non-profit groups that collaborate to leverage resources and coordinate effort to improve wellbeing in Travis County. CAN has a brief overview of poverty in Travis County, and this information is part of a larger dashboard that tracks metrics relevant to wellbeing in the jurisdiction. CAN communicates a variety of poverty-related metrics and goals to achieve by 2025. Though these goals lack specific associated policies, they come closest to outlining a current overarching anti-poverty strategy for Austin when considered together. Some of the CAN Dashboard metrics most relevant to poverty are the following (all set goals for Travis County, which is a very similar geography to the City of Austin): Percent of residents under federal poverty level o Goal: 10% or fewer people living under the federal poverty level by 2025. Travis County is on-target at 10.1% in 2022 (ACS 2022 Table B17002). Percent of residents living in food insecure households o Goal: 15% or fewer people living in food insecure households by 2025. Travis County is on-target at 14.6% in 2022 (Feeding America). ▪ Percent of households cost burdened o Goal: 33% or fewer households cost-burdened by 2025. Travis County is on-target with 33% of households cost burdened in 2022 (ACS 2022 Table A10026). • Number of people identified as homeless on a given day o Goal: 1,000 ▪ Travis County and Austin are off-target with 2,374 homeless Travis County residents identified in the January 2023 point in time count. Another estimate is that 6,683 people experienced either sheltered or unsheltered homelessness on a single day in October 2023 (ECHO). Racial disproportionality in jail bookings o Goal: proportional jail bookings by race and ethnicity. Travis County is off-target with Black people being 8% of the total population, but 24% of jail bookings. This is one of many racial inequities that persist in Austin and the County. Percent of residents under age 65 with no health insurance ▪ ▪ ▪ • • • • • • • • City of Austin FY 2025-2029 Consolidated PLan244▪ ▪ ▪ o Goal: 12% or fewer households by 2025. Travis County is off-target with 14% of people under 65 having no health insurance as of 2021. • Annual unemployment rate o Goal: 3.5% unemployment rate by 2025. Travis County is on-target with a 2.8% unemployment rate in 2022. The broader strategy for improving wellbeing in Austin and Travis County entails meeting the above anti- poverty goals. The metrics and goals detailed in the CAN Dashboard also provide more detail racial and ethnic disparities and set benchmarks for parity in anti-poverty outcomes. CAN also provides a valuable racial equity action framework and educational resources. Programs Anti-poverty programs in Austin address a range of issues including healthcare, housing, employment, education, food, and other basic needs. Homelessness strategies, which address the deepest poverty in Austin, are discussed in AP-65 of the Action Plan chapter. The following list highlights a sample of existing programs managed by City departments or non-profits. • Equity Office o Family Stabilization Grant Program • Housing Department o Displacement Prevention Navigator Program o Permanent Supportive Housing o Income-restricted housing requirements for voluntary density bonus programs o Down Payment Assistance o Rent Assistance o Home Repair Loans • Austin Public Health o Neighborhood Centers (which allocate a variety of resources) These centers are managed by the Neighborhood Services Unit and connect residents including emergency assistance, in need with a wide variety of resources health/wellness, assistance, childcare income/financial, and jail/prison reentry. The 2024 Travis County Community Services Block Grant (CSBG) Needs Assessment outlines the various partners and resources that these Neighborhood Centers coordinate (pp. 36-40). employment, education, housing, o Free vaccines and sexually transmitted infection testing (for residents experiencing homelessness) • Office of Sustainability o Food Justice Mini Grants o Food Environment Analysis o Healthy Food Access • United Way of Greater Austin o 2-1-1 Resource Hotline • Central Texas Food Bank o Home Delivery Program o Community Kitchen o Fresh Food for Families City of Austin FY 2025-2029 Consolidated PLan245o Mobile Food Pantry o Social Services and Education • Sustainable Food Center o Double Up Food Bucks o Fresh for Less Helpful Anti-Poverty Resources • Strategic Documents o Displacement Mitigation Strategy o Strategic Housing Blueprint o Austin’s Homeless Strategy o Strategic Direction 2023 o United Way for Austin Focus Areas and Goals • Data and Assessments o 2024 Travis County Community Services Block Grant (CSBG) Needs Assessment o 2022 Community Health Assessment o Central Texas Food Bank – Food System Dashboard o Austin Public Health 2023 Year in Review o Community Advancement Network Dashboard o 2022 Travis County Poverty Brief o Texas – ALICE Maps 2022 o Point in Time Presentation/Report 2023 (austinecho.org) o The Community Needs Survey, Needs Assessment, and Market Analysis chapters from this Consolidated Plan contain data and analysis relevant to poverty in Austin. How are the Jurisdiction poverty reducing goals, programs, and policies coordinated with this affordable housing plan? Coordinating Affordable Housing and Other Anti-Poverty Initiatives: Anti-poverty goals, programs, and policies are generally coordinated with affordable housing through collaborative partnerships with non-profit groups. For example, a permanent supportive housing (PSH) development such as Espero Rutland in North Austin has deeply income-restricted apartments for individuals at risk of or transitioning from homelessness. Espero, like other PSH developments in Austin is equipped with a suite of on-site social services that are overseen by a non-profit managing entity, Caritas of Austin in this case. There are case workers on-site and residents receive “personalized support in housing, education, employment, food, and connection to mental health and physical health services” (City of Austin). Another prominent partnership is between the City of Austin and the non-profit Foundation Communities, which develops and manages income-restricted affordable housing communities. Foundation Communities often coordinates services such as financial planning training and childcare for residents. SAFE Alliance is another Austin non-profit that provides an array of anti-poverty services that are built into affordable housing. They specialize in supporting victims of child abuse, domestic violence and sexual assault and exploitation, maintaining several shelter and housing developments as a critical support to those they serve. Another way that the City of Austin coordinates anti-poverty goals, programs, and policies with affordable City of Austin FY 2025-2029 Consolidated PLan246housing is through collaboration between City departments. The Housing Department, Austin Public Health, Economic Development, Homeless Strategy Office, and others do work that addresses poverty in Austin, and they must sometimes collaborate across specialties to carry out programming. Planning documents such as Strategic Direction 2023 can offer unifying direction to different departments in addressing goals as well, so it may be an ideal time to update Austin’s strategic anti-poverty initiatives. City of Austin FY 2025-2029 Consolidated PLan247SP‐80 Monitoring – 91.230 Describe the standards and procedures that the jurisdiction will use to monitor activities carried out in furtherance of the plan and will use to ensure long‐term compliance with requirements of the programs involved, including minority business outreach and the comprehensive planning requirements . 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, as well as current program guidelines such as affordability periods. The City of Austin’s monitoring plan consists of active contract monitoring and long-term monitoring for closed projects. For more information including a copy of the City of Austin's Monitoring Plan, please see Appendix III. The Housing Department’s procurement process aligns with the City’s Small and Minority Business Resources (SMBR) Department’s mission to promote and encourage minority, women, and disadvantaged business owners to participate in business opportunities with the City. The SMBR Department administers the Minority-Owned, Women-Owned, and Disadvantaged Business Enterprise Procurement Programs for the City of Austin. SMBR also provides developmental opportunities and resources for small (for-profit) businesses so that they can have affirmative access to City procurement opportunities and show productive growth. SMBR revised their rules effective March 4, 2019, including program exemptions for City of Austin contracts. The Housing Department uses these exemptions, where applicable, for certain contracts. City of Austin FY 2025-2029 Consolidated PLan248Expected Resources AP‐15 Expected Resources – 91.220(c)(1,2) Introduction In addition to HUD funding, the City of Austin allocates revenue to the Housing Department 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. The FY 2024‐25 City of Austin budget is expected to be approved by the Austin City Council in July 2024. See Exhibit 1 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. Program Uses of Funds Expected Amount Available Year 1 Narrative Description Anticipated Resources Source of Funds Annual Allocation$ Program Income $ Prior Year Resources $ Total $ Expected Amount Available Remainder of ConPlan $ $13,543,064 HOME Federal Acquisition $3,073,266 $800,000 $0 $3,873,266 The three objectives of the HOME Program are: Expand the supply of City of Austin FY 2025-2029 Consolidated PLan249Homebuyer Assistance Homeowner Rehabilitation Multifamily Rental New Construction New Construction for Ownership Tenant Based Rental Assistance (TBRA) Administration and Planning Housing Economic Development Housing 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 primary objective of CDBG is the development of viable communities by: Providing decent housing; Providing a 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. CDBG Federal Acquisition $7,223,591 95,000 $0 $7,318,591 $29,274,364 City of Austin FY 2025-2029 Consolidated PLan250CDBG Federal $1,104,353 $0 $0 $1,104,353 HOPWA Federal Permanent $2,762,259 $0 $0 $11,049,036 Public Service activities include child care, mental health services for youth, and senior services. (We may not need this row) The Housing Opportunity for Persons with AIDS (HOPWA) Program was established by the U.S. Department of Housing and Urban Development (HUD) 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 neighborhood. ESG Federal Overnight $647,073 $0 $0 $647,073 $2,588,292 Emergency Solutions Grants (ESG) program is designed to be the first step in a continuum of assistance to help clients quickly regain stability in Public Improvement Public Services Housing Placement Short Term Rent, Mortgage, Utility Assistance (STRMU) Supportive Services Tenant Based Rental Assistance (TBRA) Permanent Housing in Facilities Short Term or Transitional Housing Facilities Shelter Rapid City of Austin FY 2025-2029 Consolidated PLan251Rehousing permanent housing after experiencing a housing crisis and/or homelessness. Table 59 ‐ Expected Resources – Priority Table City of Austin FY 2025-2029 Consolidated PLan252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 of Austin 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 allocated to homeless provided to subrecipients. If appropriate, describe publicly owned land or property located within the jurisdiction that may be used to address the needs identified in the plan There are several publicly owned parcels that may be utilized to address the needs identified in this 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. • 1.3 acres at Doris Drive and Hathaway Drive - this property was purchasedrom Austin Independent School District and is currently in the design phase. The property will include 25 townhomes, with 13 units available to households at or below 80% median family income and 7 units available to households at or below 60% median family income as part of AHFC’s Community Land Trust. The remaining 5 units may be sold to households up to 100% median family income also within the Community Land Trust. • 6909 Ryan Drive was purchased from Austin Energy, this 5.5-acre property will be developed through a request for Proposals and will include approximately 300 units of rental housing. Approximately 60 units will serve households at or below 50% median family income, 90 units at or below 80% median family income, 12- units at or below 100% median family income, and 30 units at or below 120% median family income. • 1.73 acres at 1215 Red River and 606 E. 12th Street in the northeast quadrant of Downtown has several Council directives (summarized here: https://www.austintexas.gov/department/1215-red-river-606- east-12th) to be utilize for on-site income restricted housing and/or leveraging off-site income restricted housing. • 6.14 acres at 4800-4906 Bolm Road for which Council has directed staff to prioritize deeply affordable housing over all other future uses. • 19 acres at 800 E St. Johns for which the City and developer Greystar have entered into an agreement to deliver 263 units of apartment units at less than 80% of MFI, including over 236 units affordable at less than 60% of MFI. City of Austin FY 2025-2029 Consolidated PLan253• 5.19 acres at 411 Chicon Street currently used and occupied for City services are being analyzed to be repositioned to include a mix of uses including affordable housing within walking distance of the Plaza Saltillo Red Line Station of Capital Metro. • 6200 Menchaca is a 4.7-acre parcel in South Austin currently owned by AHFC that will be developed through a Request for Qualifications process. • Several parcels at the Northwest corner of W Slaughter Lane and Cullen Lane in South Austin have been assembled by AHFC and will be developed through a Request for Qualifications process • An assembly of parcels along Convict Hill Road in Southwest Austin have been assembled by AHFC and will be developed through a Request for Qualifications process. • 11225 Pecan Park Blvd is a 3.9-acre site in North Austin that will be developed through a Request for Qualifications process. • 84.5 acres at 2201 Grove Blvd and 5601 Riverside Drive will be master planned and developed through a Request for Proposal process to include mixed use and affordable housing within walking distance to a school and planned rail stop. City of Austin FY 2025-2029 Consolidated PLan254Annual Goals and Objectives AP‐20 Annual Goals and Objectives Goals Summary Information # Goal Name 1 Homeless Assistance Start Year 2024 Category End Year 2025 Homeless Geographic Area Needs Addressed Throughout Homeless the City of Austin Funding ESG: $647,073 HOME: $1,280,112 Goal Outcome Indicator Homeless Person Overnight Shelter: 375 Persons Assisted TBRA/Rapid Rehousing: 150 (100 TBRA; 50 Rapid Rehousing) 2 Special Needs 2024 2025 Special Needs Throughout Assistance Assistance Special Needs HOPWA: HOPWA: the City of Austin $2,762,259 CDBG: $1,083,439 Homelessness Prevention (Short Term Rent, Mortgage, and Utility Assistance: 153 Households City of Austin FY 2025-2029 Consolidated PLan255 Public Service Activities Other Than Low/ Moderate Income Housing Benefit: - Housing Placement: 5 Households - Short Term Supportive Housing: 24 Households - Supportive Services: 44 Households - Housing Case Management: 35 Households - Tenant-Based Rental Assistance: 35 Households - Facility-Based Housing: 44 Households CDBG PUBLIC SERVICES: Childcare: 192 Senior Services: 125 Mental Health Services: 159 None. This priority need was retained for potential use throughout the five-year FY 25-29 3 Renter Assistance 2024 2025 Affordable Housing Throughout the City of Austin Renter Assistance $0 City of Austin FY 2025-2029 Consolidated PLan2564 Homebuyer Assistance 2024 2025 Affordable Housing Throughout the City of Austin Homebuyer Assistance HOME: $871, 5 Homeowner Assistance 2024 2025 Affordable Housing Homeowner Assistance CDBG: $2,195,334 Minor Home Repair: 82 Throughout the City of Austin 6 Housing Development Assistance 2024 2025 Affordable Housing Homeless Throughout the City of Austin Housing Development Assistance Rental Housing Development Assistance: 6 Consolidated Plan. Direct Financial Assistance to Homebuyers: 15 Households Assisted Homeowner Rehabilitation Loan Program (HRLP): 6 Architectural Barrier Removal‐ Owner: 60 Ownership Housing Development Assistance: 1 HOME Program Income: $400,000 HOME Program Income (projected): $200,000 CDBG Revolving Loan: $40,000 CDBG Revolving Loan: $55,000 HOME Program Income (projected): $200,000 HOME – City of Austin FY 2025-2029 Consolidated PLan2577 Other Community Development 2024 2025 Non‐Housing Community Development Throughout the City of Austin Infrastructure Development CDBG: $2,500,000 13,480 low- to moderate-income individuals served. Community Housing Development Organization (CHDO): $460,990 HOME Community Housing Development Organization (CHDO) Expense Grants: $180,000 Table 60 – Goals Summary City of Austin FY 2025-2029 Consolidated PLan2581 Goal Name Homeless Assistance Goal Descriptions Goal Description Persons experiencing homelessness are Austin’s most vulnerable population, and therefore are a high priority for the Consolidated 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 Market Analysis found that low-income renters earning below 50% of the Median Family Income are the most cost-burdened. Renter Assistance will offer rent subsidies, tenants' right services, and financial aid for home accessibility improvements. It will also support households in acute crises to prevent displacement or homelessness. These programs are mainly funded locally, but federal funds may be used in national emergencies. 4 Goal Name Homebuyer Assistance Goal Description Between 2012 and 2022, home values in Austin surged by 108%, making homeownership unattainable for many residents. Homebuyer Assistance offers counseling to renters aspiring to become homeoners and to current homeowners to help them retain their homes. This includes the Down Payment Assistance Program, which provides loans to qualifying low- and moderate- income homebuyers for purchasing their first home. 5 Goal Name Homeowner Assistance City of Austin FY 2025-2029 Consolidated PLan259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 Housing Development Assistance (HDA) program leverages private funds to create deeply affordable housing. Public input and the Housing Market Analysis emphasize the need for affordable housing for low- to moderate- income renters and special needs populations. 7 Goal Name Other Community Development Assistance Goal Description Investing in LMI communities and community based organizations to provide better services and stronger infrastructure. The 2024 Consolidated Plan Community Needs survey indicated investing in infrastructure, particularly in low- and moderate in-income (LMI) neighborhoods, is a top priority for many Austinites. Infrastructure provides opportunity for growth, development, and community activation to prevent displacement. City of Austin FY 2025-2029 Consolidated PLan260Projects Introduction AP‐35 Projects – 91.220(d) 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. City of Austin FY 2025-2029 Consolidated PLan261The City of Austin plans to undertake the following projects throughout FY 2024‐25: 1 2 3 4 5 6 7 8 9 10 11 12 14 15 16 17 18 19 20 21 22 ESG: Shelter, Rapid Re‐housing, HMIS and Administration # Project Name Child Care Services Senior Services Mental Health Services HOPWA: AIDS Services of Austin HOPWA: Project Transitions HOPWA: Integral Care HOPWA: ASHwell HOPWA: Administration Tenant‐Based Rental Assistance Down Payment Assistance (DPA) Architectural Barrier Removal (ABR) ‐ Owner 13 Minor Home Repair Program Homeowner Rehabilitation Loan Program (HRLP) Rental Housing Development Assistance (RHDA) Ownership Housing Development Assistance (OHDA) Infrastructure Development CHDO Operating Expense Grants Family Business Loan Program (FBLP) Debt Service CDBG Administration HOME Administration Table 61 – Project Information City of Austin FY 2025-2029 Consolidated PLan262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, staff identified needs and markets analysis, and guidance from other local planning efforts. The top priorities identified by the community in the survey were: availability of affordable housing, services to prevent homelessness, affordable childcare, mental health and counseling and job job opportunities. The results of the survey influenced the selection of the programs training and/or and activities outlined in the FY 2025‐29 Consolidated Plan and FY 2024‐25 Action Plan and will impacting household affordability and community development initiatives. inform future policy decisions City of Austin FY 2025-2029 Consolidated PLan2631 Project Name Target Area Goals Supported Needs Addressed Funding Description Child Care Services Throughout the City of Austin Special Needs Special Needs CDBG: $758,308 The City of Austin contracts with childcare providers for services that increase the supply of quality childcare. The programs provide services to children (ages: 0‐5 years) from low‐income families with gross incomes at or below 80% of Median Family Income limits who reside within the Austin City limits. 9/30/2025 Public Service Activities Other Than Low/Moderate Income Housing Benefit: 192 Persons Assisted. Target Date Estimate the number and type of families that will benefit from the proposed activities Location Description Planned Activities 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) direct childcare services for teen parents who are attending school; and 2) direct childcare services through the Early Head Start child development program. 2 Project Name Target Area Goals Supported Needs Addressed Senior Services Throughout the City of Austin Special Needs Special Needs Funding Description CDBG: $129,052 The City of Austin contracts with a sub‐recipient to provide services that help prevent and protect seniors from becoming victims of abuse, neglect, or include case management; money financial exploitation. Services management services such as bill payer; general public benefits enrollment assistance or specialized assistance for SSI/SSDI income; and housing stabilization services including, homelessness prevention, and housing retention. Persons must meet income, age, and residential eligibility requirements. City of Austin FY 2025-2029 Consolidated PLan264Target Date 9/30/2025 Public Service Activities Other Than Low/Moderate Income Housing Benefit: 125 Persons Assisted. Estimate the number and type of families that will benefit from the proposed activities Location Description Planned Activities 3 Project Name Target Area Goals Supported Needs Addressed Funding Description Target Date Estimate the number and type of families that will benefit from the proposed activities Location Description Planned Activities Throughout the City of Austin Senior Services provides legal protection for low‐income seniors at risk of abusive, neglectful, or financially exploitative situations. Mental Health Services Throughout the City of Austin Special Needs Special Needs CDBG: $196,179 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: community‐ based school‐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 his or her functioning in school, the community, and at home. 9/30/2025 Public Service Activities Other Than Low/Moderate Income Housing Benefit: 159 Persons Assisted. intensive wraparound services, Throughout the City of Austin Mental Health Services will serve at‐risk youth and their families. The services and support are customized to the needs of the youth and family and are delivered utilizing the wraparound model. The interventions focus on areas of basic needs, mental health services, educational support and social enrichment. Services will continue to be accessed through designated schools and community centers. ESG: 1) Rapid Rehousing Relocation & Stabilization Services; 2) Shelter Operations & Maintenance; 3) HMIS; and 4) ESG Administration 4 Project Name Target Area Goals Supported Needs Addressed Throughout the City of Austin Homeless Homeless City of Austin FY 2025-2029 Consolidated PLan265Funding Description Emergency Solutions Grant: $647,073 Shelter Operations and Maintenance: APH contracts with a private nonprofit organization to operate the Women and Children’s Shelter. All clients served in the shelter 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. Rapid Rehousing programs: There are two ESG‐funded rapid rehousing programs connecting homeless individuals referred through Coordinated Entry system with safe and stable housing: 1) Communicable Disease Unit of Austin Public Health (targeted to homeless persons with HIV/AIDS); and 2) Downtown Austin Community Court. Homeless Management Information Systems (HMIS) f u n d i n g w i l l s u p p o r t H M I S l i c e n s e s for the ESG S h e l t e r program. This project also includes funding for Administration of the ESG program. Target Date Estimate the number and type of families that will benefit from the proposed activities Location Description Planned Activities 9/30/2025 Homeless Person Overnight Shelter: 375 Persons Assisted Tenant‐Based Rental Assistance/Rapid Re‐housing: 50 Households Assisted Throughout the City of Austin Shelter Operations and Maintenance: The Women and Children’s Shelter will serve women with children and single women experiencing homelessness. All clients will be entered into the HMIS 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 of Austin Public Health and the Downtown Austin Community Court. HMIS funding will support the costs of contributing data to the HMIS system, including the purchase/lease of computer hardware at the Women and Children’s Shelter. Administration all of the above. City of Austin FY 2025-2029 Consolidated PLan2665 Project Name Target Area Goals Supported Needs Addressed Funding HOPWA: AIDS Services of Austin Throughout the City of Austin Special Needs Special Needs HOPWA: $1,053,977 Description Target Date Estimate the number and type of families that will benefit from the proposed activities Location Description Planned Activities 6 Project Name Target Area Goals Supported Needs Addressed Funding 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. 9/30/2025 Public Service Activities other than Low/Moderate Income Housing Benefit (Housing Case Management): 35 Persons Assisted Tenant Based Rental Assistance/Rapid Rehousing: 35 Households Assisted Homelessness Prevention (Short‐term Rent, Mortgage, and Utility Assistance): 116 Persons Assisted Throughout the City of Austin AIDS Services of Austin will provide Housing Case Management, Tenant Based Rental Assistance, Permanent Housing Placement Services, Hotel/Motel, and Short‐Term Rent, Mortgage and Utility Assistance. HOPWA: Project Transitions Throughout the City of Austin Special Needs Special Needs HOPWA: $1,405,303 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 has 30 apartments located in two agency‐ owned facilities and other apartments are leased throughout the community. Project Transitions will begin construction on one of their facilities during this grant period. Construction will utilize local funds and no HOPWA funding. Clients currently housed at the facility will continue to receive HOPWA assistance during construction through Master Leasing. Target Date 9/30/2025 City of Austin FY 2025-2029 Consolidated PLan267Estimate the number and type of families that will benefit from the proposed activities Location Description Planned Activities Facility Based Housing: 44 Households Assisted Public Service Activities other than Low/Moderate Income Housing Benefit (Supportive Services): 44 Persons Assisted Throughout the City of Austin Project Transitions will provide Tenant Based Rental Assistance, Facility‐ Based Housing, Master Leasing, and Supportive Services. 7 Project Name Target Area Goals Supported Needs Addressed Funding Description HOPWA Integral Care (ATCIC) Throughout the City of Austin Special Needs Special Needs HOPWA: $158,481 The City of Austin will contract with Integral Care 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. Target Date Estimate the number and type of families that will benefit from the proposed activities 09/30/2025 Public Service Activities other than Low/Moderate Income Housing Benefit (Permanent Housing Placement): 5 Public Service Activities other than Low/Moderate Income Housing Benefit (Short Term Supportive Housing): 24 Homelessness Prevention (Short‐term Rent, Mortgage, and Utility Assistance): 22 Location Description Planned Activities Throughout the City of Austin Integral Care will provide Permanent Housing Placement, Short Term Supportive Housing, and Short‐term Rent, Mortgage, and Utility Assistance. 8 Project Name Target Area Goals Supported Needs Addressed Funding Description HOPWA ASHwell Throughout the City of Austin Special Needs Special Needs HOPWA: $61,631 The City of Austin will contract with ASHwell 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. Target Date 09/30/2025 City of Austin FY 2025-2029 Consolidated PLan2689 Estimate the number and type of families that will benefit from the proposed activities Location Description Planned Activities Project Name Target Area Goals Supported Needs Addressed Funding Description Target Date Estimate the number and type of families that will benefit from the proposed activities Location Description Planned Activities 10 Project Name Target Area Goals Supported Needs Addressed Funding Description Homelessness Prevention (Short‐term Rent, Mortgage, and Utility Assistance): 15 Throughout the City of Austin ASHwell will provide Short‐Term Rent, Mortgage, and Utility Assistance. HOPWA Administration Throughout the City of Austin Special Needs Special Needs HOPWA: $82,867 Funds provide administrative costs for program 9/30/2025 N/A‐ Funds provide administrative costs for programs. Throughout the City of Austin Administration of federal programs Tenant‐Based Rental Assistance Throughout the City of Austin Homeless Assistance Homeless Assistance HOME: $1,280,112 The Tenant-Based Rental Assistance (TBRA) program provides up to 24 months of rental housing subsidies and security deposits to eligible individuals and families experiencing homelessness. The Housing Department contracts with The Housing Authority of the City of Austin (HACA) to manage the TBRA program. Through an MOU, HACA works with the Ending Community Homelessness Coalition (ECHO), the Continuum of Care for the City of Austin, to refer individuals and families that have been screened for eligibility and are prioritized based on vulnerability. This allows the HOME TRBA program to serve households experiencing homelessness, who have been identified through the Homeless Management Information System and the local Coordinated Entry system, by leveraging existing funds for supportive services and creating a Rapid Rehousing Program (RRH). In partnership with current direct service providers, such as Caritas of Austin and The Salvation Army, the HOME TBRA program works to ensure that at least 65 households move into permanent housing and and are served through the program annually. Target Date 9/30/2025 City of Austin FY 2025-2029 Consolidated PLan269Estimate the number and type of families that will benefit from the proposed activities Location Description Planned Activities Tenant‐Based Rental Assistance/Rapid Rehousing: 65 Households Assisted. 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. 11 Project Name Target Area Goals Supported Needs Addressed Funding Description Down Payment Assistance (DPA) Throughout the City of Austin Homebuyer Assistance Homebuyer Assistance HOME: $871,337 HOME Program Income (PI) : $400,000 Target Date Estimate the number and type 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. 09/30/2025 Direct Financial Assistance to Homebuyers: 15 Households Assisted Throughout the City of Austin The DPA program provides an Option I DPA in the form of a 0% interest, deferred-forgivable loan in an amount of no less than $1,000 and up to a maximum of $14,999, with a minimum affordability period of five years. Option II DPA provides funding no less than $15,000 and up to a maximum of $40,000, with a minimum affordability period of ten years. The loan will be forgiven at ten years. A lien will be placed on the property to ensure repayment. All DPA loans include two components: a purchase option, and right of first refusal. City of Austin FY 2025-2029 Consolidated PLan27012 Project Name Target Area Goals Supported Needs Addressed Funding Description Architectural Barrier Removal (ABR) ‐ Owner Throughout the City of Austin Homeowner Assistance Homeowner Assistance CDBG: $1,210,594 The Architectural Barrier Removal (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- sufficienc. 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. 9/30/2025 Homeowner Housing Rehabilitated: 60 Housing Units Target Date Estimate the number and type of families that will benefit from the proposed activities Location Description Planned Activities Throughout the City of Austin The Architectural Barrier Removal (ABR) program for homeowners funds physical improvements in housing units; funded activities are limited to improvements that remove architectural barriers that restrict mobility and accessibility, and that are part of the structure and permanently affixed, such as wheelchair ramps, handrails and more. 13 Project Name Target Area Goals Supported Needs Addressed Funding Description Minor Home Repair Throughout the City of Austin Homeowner Assistance Homeowner Assistance CDBG: $619,405 The Minor Home Repair Program makes repairs to alleviate life- threatening life conditions, and health and safety hazards for low- to moderate-income homeowners. Households residing within Austin City limits and with income at or below 80% of MFI are eligible. Eligible households can receive up to $7,500 for home repairs per year. Target Date 9/30/2025 City of Austin FY 2025-2029 Consolidated PLan271Estimate the number and type of families that will benefit from the proposed activities Location Description Planned Activities Homeowner Housing Rehabilitated: 82 Housing Units Throughout the City of Austin The Minor Home Repair Program provide 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. 14 Project Name Target Area Goals Supported Needs Addressed Funding Description Homeowner Rehabilitation Loan Program (HRLP) Throughout the City of Austin Homeowner Assistance Homeowner Assistance CDBG: $365,335 CDBG Revolving Loan (RL): $40,000 HOME Program Income (PI): $200,000 Target Date Estimate the number and type 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. 9/30/2025 Homeowner Housing Rehabilitated: 6 Housing Units Throughout the City of Austin The Homeowner Rehabilitation Loan Program (HRLP) assists low-income homeowners in the form of a 0% interest, deferred-forgivable loan, in an amount not less than $7,500 and up to a maximum of $75,000 for rehabilitation, and $110,000, for historical preservation. If it is determined that it is economically feasible to rehabilitate a property, reconstruction is necessary. For reconstruction, assistance is provided up to a maximum amount of $350,000 or 125% loan-to-value based on the after-reconstruction appraised market value. A twenty (20) year lien will be placed on properties reconstructed. There will be a shared equity, purchase option, and right of first refusal component to the lien. City of Austin FY 2025-2029 Consolidated PLan27215 Project Name Target Area Goals Supported Needs Addressed Funding Rental Housing Development Assistance (RHDA) Throughout the City of Austin Housing Development Assistance Housing Development Assistance HOME PI: $200,000 HOME CHDO: $230,495 Description The Rental Housing Development Assistance (RHDA) Program works to expand the community's supply of affordable rental housing for low- income households and to increase the availability of permanent supportive housing for persons experiencing homelessness or low-income households with special needs. Applicants must also participate in the S.M.A.R.T. Housing Program to receive City support. Target Date 9/30/2025 Rental Housing Units Constructed: 6 Estimate the number and type of families that will benefit from the proposed activities Planned Activities Location Description Throughout the City of Austin The Rental Housing Development (RHDA) program provides below- market-rate financing to nonprofit and for-profit developers for the acquisition, new constructio, or rehabilitation of affordable rental housing RHDA serves households at or below 50% of MFO with a target of serving households at or below 30% of MFI. The City current has four certified Community Housing Development Organizations (CHDOs) developing rental housing through the use of HOME CHDO funds: Blackland Community Development Corporation, Accessible Housing Austin (AHA), Austin Revitalization Authority, and Guadalupe Neighborhood Development Corporation (GNDC). 16 Project Name Target Area Ownership Housing Development Assistance (OHDA) Throughout the City of Austin City of Austin FY 2025-2029 Consolidated PLan273Goals Supported Needs Addressed Housing Development Assistance Housing Development Assistance Funding Description CDBG RL: $55,000 HOME CHDO: $230,495 The Ownership Housing Development Assistance (OHDA) Program provides funding to private and nonprofit developers, including Community Housing Development Organizations (CHDOs) for the acquisition, rehabilitation, and new construction of affordable ownership housing for low- to moderate-income homebuyers. Applicants must also participate in the S.M.A.R.T. Housing Program to receive City support. Target Date 9/30/2025 Ownership Housing Units Constructed: 1 Estimate the number and type of families that will benefit from the proposed activities Planned Activities Location Description Throughout the City of Austin 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- and moderate-income buyers. Activities include: 1) the acquisition of 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 income-eligible households at or below 80% of MFI. 17 Project Name Target Area Goals Supported Needs Addressed Funding Description Target Date Infrastructure Development Throughout the City of Austin Other Community Development Assistance Other Community Development Assistance $2,500,000 Investing in LMI communities and community based organizations to provide better services and stronger infrastructure. The 2024 Consolidated Plan Community Needs survey indicated investing in infrastructure, particularly in low- and moderate-income (LMI) neighborhoods, is a top priority for many Austinites. Infrastructure provides opportunity for growth, development, and community activation to prevent displacement. 09/30/2025 City of Austin FY 2025-2029 Consolidated PLan27413,480 Low- or Moderate-Income Individuals Assisted. Estimate the number and type of families that will benefit from the proposed activities Planned Activities Location Description Throughout the City of Austin. The City of Austin has prioritized the development of the Colony Park neighborhood. Federal funds will be used for the design and construction of horizontal infrastructure in the initial years such as roads and public works infrastructure, and for vertical infrastructure in the later years, such as community parks and facilities. Federal funds will be leveraged with local funds and private fund brought by the development partner. 18 Project Name Planned Activities Target Area Goals Supported Needs Addressed Funding Description CHDO Operating Expense Grants Throughout the City of Austin Other Community Development Assistance Other Community Development Asssitance HOME: $153,500 The Community Housing Development Organizations (CHDOs) 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. 9/30/2025 2 Households Assisted. Target Date Estimate the number and type of families that will benefit from the proposed activities Location Description Planned Activities Throughout the City of Austin Community Housing Development Organization (CHDO) Operating Expense Grants are used to supplement a CHDO's operating funds. Eligible CHDOs will receive financial assistance to support their operations as affordable housing providers. Financial support to CHDOs allows them to maintain or increase capacity to create affordable rental and homeownership units. 19 Project Name Family Business Loan Program (FBLP) Target Area Goals Supported Needs Addressed Funding Description Throughout the City of Austin Other Community Development Assistance Other Community Development Assistance $1,750,000 The FBLP is a public‐private partnership between the City of Austin, HUD, and participating private lenders to offer low-interest loans to qualified small businesses that are expanding and creating jobs. Target Date 9/30/2025 City of Austin FY 2025-2029 Consolidated PLan275Jobs created/retained: 50 Businesses assisted: 3 Estimate the number and type of families that will benefit from the proposed activities Location Description Planned Activities 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. 20 Project Name Debt Service Target Area Goals Supported Needs Addressed Funding Description Throughout the City of Austin Other Community Development Assistance Other Community Development Assistance Section 108 Program Income: $300,000 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 construction of the Street-Jone and Snell Building on E. 11th Street. The debt service will be paid from small business loan repayments through 2026. 9/30/2025 N/A‐ Funding reflects estimated program income Target Date Estimate the number and type of families that will benefit from the proposed activities Location Description Planned Activities 21 Project Name Goals Supported Throughout the City of Austin Debt servicing for revitalization. CDBG Administration Special Needs Assistance Renter Assistance Homebuyer Assistance Homeowner Assistance Housing Development Assistance Other Community Development Assistance City of Austin FY 2025-2029 Consolidated PLan276Special Needs Renter Assistance Homebuyer Assistance Homeowner Assistance Housing Development Assistance Other Community Development CDBG: $1,444,718 Funds provide administrative costs for programs 9/30/2025 N/A‐Funds provide administrative costs for programs Needs Addressed Funding Description Target Date Estimate the number and type of families that will benefit from the proposed activities Location Description Throughout the City of Austin Planned Activities Administration of federal programs. 22 Project Name Target Area Goals Supported HOME Administration Throughout the City of Austin Homebuyer Assistance Homeowner Assistance Housing Development Assistance Other Community Development Assistance Needs Addressed Funding Description Target Date Estimate the number and type of families that will benefit from the proposed activities Location Description Homebuyer Assistance Homeowner Assistance Housing Development Assistance Other Community Development Assistance HOME: $307,327 Funds provide administrative costs for programs 9/30/2025 N/A‐Funds provide administrative costs for programs Throughout the City of Austin City of Austin FY 2025-2029 Consolidated PLan277Planned Activities Administration of federal programs. City of Austin FY 2025-2029 Consolidated PLan278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 Percentage of Funds Throughout the City of Austin Table 62 ‐ Geographic Distribution 100 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 key 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 Department 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 results of this focus, the Housing Department has achieved greater geographic dispersion in the units it has funded in recent years. City of Austin FY 2025-2029 Consolidated PLan279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‐, 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 2025-29 Consolidated Plan community needs assessment period makes clear that this is still a 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 2019 Housing Market Analysis showed a gap of approximately 36,000 units of affordable housing units for renter households making less than $25,000 annually. The analysis identified top housing needs as: ● Deeply affordable rental units ● Geographically dispersed opportunities ● Preservation of affordable housing in neighborhoods where long‐time Austinites are being displaced due to redevelopment ● Affordable housing near transit and other services 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. In accordance with guidance from HUD, units must be brought up to standard in order to be counted in the tables below. Therefore, programs that only offer services for each of the categories below, but do not bring a unit up to standard, are not counted in this section. City of Austin FY 2025-2029 Consolidated PLan280One year Goal for the Number of Households to be Supported Homeless Non-Homeless Special Needs Total Table 9 – One Year Goals for Affordable Housing by Support Requirements One year Goal for the Number of Households to be Supported Through Rental Assistance Produc�on of New Units Rehabilita�on of Exis�ng Units Acquisi�on of Exis�ng Units Total Table 10 – One Year Goals for Affordable Housing by Support Type 65 28 142 235 65 7 148 15 235 The following is a breakdown of the values featured in Table 9 – One Year Goals for Affordable Housing by Support Requirement. Homeless Tenant-Based Rental Assistance (HOME) Homeless Subtotal Non-Homeless Rental Housing Developer Assistance (HOME) Ownership Housing Developer Assistance (CDBG & HOME) Home Rehabilita�on Loan Program (CDBG & HOME) Down Payment Assistance (HOME) Non-Homeless Subtotal Special Needs Minor Home Repair (CDBG) Architectural Barrier Program – Owner (CDBG) Subtotal Grand Total 65 65 6 1 6 15 28 82 60 142 235 City of Austin FY 2025-2029 Consolidated PLan281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) Rental Assistance Subtotal Produc�on of New Units Rental Housing Developer Assistance (HOME) Ownership Housing Developer Assistance (CDBG & HOME) Produc�on of New Units Subtotal Rehabilita�on of Exis�ng Units Architectural Barrier Program – Owner (CDBG) Minor Home Repair (CDBG) Homeowner Rehabilita�on Loan Program (CDBG & HOME) Rehabilita�on of Exis�ng Units Subtotal Acquisi�on of Exis�ng Units Down Payment Assistance Acquisi�on of Exis�ng Units Subtotal Grand Total 65 65 6 1 7 60 82 82 148 15 1 235 City of Austin FY 2025-2029 Consolidated PLan282Discussion Long-term Affordability The Housing Department and AHFC, use restrictive covenants, deed restrictions, and other legal tools to preserve affordable housing. These tools bind the property for as much as 99 years for ownership units through restrictions on resale price and eligibility requirements for subsequent sales. The income- eligible owner will receive guaranteed return at the sale of the property while the unit will remain affordable for the next generation of owners. The City has prioritized resources for its long-term affordability programs through expanding AHFC’s portfolio of Community Land Trust homes. 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 and its improvements. 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 polices to further the City's obligation to affirmatively further fair housing and includes a method to prioritize applicants affected gentrification and displacement. ACLT has implemented a lottery and application process for the available homes through its website, ACLT-home.org. This online platform serves to educate the community on the Austin Community Land Trust, how to apply, and how to move through the home-buying process. City of Austin FY 2025-2029 Consolidated PLan283AHFC receives a 100% property tax exemption on all land it owns. AHFC occasionally chooses to 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 core transit corridor, proximity to critical services and amenities, placement in a high‐opportunity area, and a commitment to serve low‐ income households. Preservation of Affordable Housing The Housing Department regularly examines the loss of existing affordable housing stock in the community, and recently joined the Texas Affordable Housing Preservation Coalition. The City will continue to follow the recommendations of the most current reports by: ● Developing and sharing data to strengthen intergovernmental coordination, and increase opportunities for preservation in high opportunity areas (which refer to neighborhoods with access to amenities or community attributes that can increase economic mobility for their residents) ● Maximizing the use of partnerships to promote existing programs and services, and preserve existing affordable housing stock ● Exploring educational and outreach initiatives to ensure low‐income households have reasonable avenues through education to remain in affordable housing ● Pursuing new strategies to bring forward alternative resources and incentives, and to increase ● Developing data regarding the condition of Austin's housing units, including unit counts for long‐term, permanent affordability subsidized properties The Housing Department 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 the report on gentrification and displacement in Austin, Uprooted: Residential Displacement in Austin’s Gentrifying Neighborhoods and 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 more economic opportunities for low‐income households. City of Austin FY 2025-2029 Consolidated PLan284The City offers development incentives which provide modifications and waivers to site development regulations in exchange for affordable housing. The majority of these policies apply to specific geographic areas including within high opportunity areas. The City is considering opportunities to further expand density bonuses as part of the ongoing revision to the Land Development Code. The 2019 Housing Market Analysis estimated a gap of 36,000 units of affordable housing for households making less than $25,000 a year. To assist in closing that gap, the City continues to prioritize resources to affordable housing projects that serve very low‐income households. Deeper Levels of Affordability Other Initiatives 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. The Austin Strategic Housing Blueprint established a goal of 135,000 housing units created or preserved by 2028, with housing available at each level of income distributed across the council districts. 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 ensur affordable housing is created. City of Austin FY 2025-2029 Consolidated PLan285AP‐60 Public Housing – 91.220(h) Introduction The City of Austin’s jurisdiction 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 are not departments of the City or county, respectively, but work independently of the City of Austin and Travis County. Both HACA and HATC share updates on agency progress through regular contacts and meetings with City staff. As one of two PHAs serving the City of Austin boundaries, input from and coordination with HACA is valuable to address community needs efficiently. HACA is a partnering agency in the development of the 2025-2029 Consolidated Plan. HACA was consulted in order to provide information on its activities and needs relating to low‐income subsidized housing to develop these regional plans, on an ongoing basis. Community organizations will collaborate with HACA in FY 2024‐2029 to provide homeownership classes low‐income subsidized housing households in support of HACA’s down payment assistance program. These courses will help potential homebuyers to qualify for down payment assistance and provide valuable education such as money management techniques, understanding credit and budgeting, and one‐on‐one counseling. 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. HACA’s PHA Annual and Five‐Year plans can be found on the Housing Authority of the City of Austin’s website at: https://www.hacanet.org/pha‐plans/ City of Austin FY 2025-2029 Consolidated PLan286Actions planned during the next year to address the needs to public housing Housing Authority of the City of Austin (HACA) The Housing Authority of the City of Austin (HACA) continues to be successful in moving families toward self‐sufficiency; to date, 111 families have become homeowners through its down payment assistance program. The program provides qualified families participating in the low‐income housing subsidized 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. Each of HACA’s 18 low‐income subsidized housing properties maintains a Resident Council that serves as the voice of the households at that development. 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. . City of Austin FY 2025-2029 Consolidated PLan287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 and operations prepares and empowers households to become further involved in their communities, and to plan specific goals for achieving economic and housing self‐sufficiency. Through a partnership with JP Morgan Chase, HACA residents are encouraged to participate in a three‐ week financial literacy workshop offered at various points throughout the year. These classes are designed to familiarize participants with topics such as budgeting, goal setting, and credit repair. The final class of the series provides a deeper dive into available homeownership opportunities. These opportunities include local, city, and federal first‐time homebuying resources which include Prospect Heights at Rosewood, a HACA and Habitat for Humanity initiative where twelve townhomes will be made available for purchase in the East Austin area to eligible current and past HACA residents. Residents interested in pursuing homeownership opportunities meet with the HACA Homeownership team where they can review information, ask questions, determine eligibility, and take the appropriate steps toward reaching their homeownership goals. Resources are readily available for residents interested in improving their credit, increasing their household income, or paying down debt to improve their debt‐to‐ income ratio. HACA has a dedicated website for residents interested in learning more about homeownership opportunities at https://www.hacanet.org/?s=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. City of Austin FY 2025-2029 Consolidated PLan288AP‐65 Homeless and Other Special Needs Activities – 91.220(i) Introduction In December 2020, the City hired its initial Homelessness Strategy Officer to coordinate between public housing agencies, mental health agencies, and service organizations who provide homelessness prevention and housing services. In the winter of 2021, a large consortium of community stakeholders came together at the local Summit to End Unsheltered Homelessness, which was launched with the intent to identify issues and opportunities surrounding the unprecedented number of people experiencing unsheltered homelessness in Austin. Several goals were developed from that summit, including the development of more than 1,000 site-based permanent supportive housing units and adding more than 1,300 new affordable units for unhoused households. In December 2023, the City’s Homelessness Strategy Office (HSO) separated from Austin Public Health to become a standalone office. The HSO coordinates with city departments, public agencies, community organizations, and other stakeholders to make homelessness rare, brief, and nonrecurring. The City coordinates the administration of the Emergency Solutions Grant (ESG) with local and state funding of homeless services. ESG is used to provide emergency homeless shelter for adult single women and women with children. It also provides rapid rehousing to single adults experiencing homelessness. As the TX-503 Continuum of Care (CoC) Collaborative Applicant and Homeless Management Information System (HMIS) Lead Agency, the Ending Community Homelessness Coalition (ECHO) completes the CoC’s Notice of Funding Availability Collaborative Application and annual reports. ECHO also coordinates the Point in Time (PIT) Count and several other system-related reports and responsibilities. In addition to receiving a planning grant through the CoC, the City allocates general fund dollars to support ECHO staff and programs, including management of the Coordinated Entry (CE) system. The CE system simplifies the client referral process for permanent housing and ESG funded programs. ECHO follows the CoC CE Written Standards. The Downtown Austin Community Court (DACC) works to address the quality-of life issues of all residents in Austin through swift 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 individuals experiencing homelessness through basic needs provision, financial assistance, housing relocation and stabilization assistance, and support services so clients can stay in permanent housing. The City subsidized the creation of 1,500+ permanent supportive housing (PSH) units since 2017. Between 2017 and 2023, the City of Austin created 472 PSH units through tenant-based and project- based subsidies. There is expected to be an additional 300 PSH site-based units and 30+ Continuum of Care units (i.e., reserved for referral from programs utilizing CE) leasing up before the end of 2024. An additional estimated 960 units of PSH and more Continuum of Care units are in development and are expected to lease up by the end of 2026. Several City staff work closely with ECHO in promoting the development of site-based and tenant-based PSH. City of Austin FY 2025-2029 Consolidated PLan289The Austin Strategic Housing Blueprint also supports the production of 100 PSH units each year, with half of those units housing people experiencing homelessness. For Austin to address homelessness, all programs across the system strive to achieve performance benchmarks; programs target resources to households that would become homeless if assistance were not provided; and persons in emergency shelter and transitional housing are supported so they may rapidly exit into permanent housing within 12 months. In 2020, the City began converting hotels to help reach the goal of generating PSH units. The Housing Department 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 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. A Candlewood Suites property was purchased in August 2021 for $9.5 million. In June 2022, the City entered into an agreement with Family Eldercare in the amount of $3.9 million to renovate the Candlewood Suites into 78 units of PSH for seniors experiencing homelessness. The hotel project was renamed to Pecan Gardens and is scheduled to begin lease up in Summer 2024. The project was awarded 78 HACA-managed project based vouchers to ensure rental assistance is provided to tenants on an ongoing basis.. The Texas Bungalows Hotel was purchased in February 2021 for $6.5 million. In June 2022, the City entered an agreement with Integral Care in the amount of $1.6 million to renovate The Texas Bungalows into 60 units of PSH for adults experiencing homelessness. The hotel project was renamed Bungalows at Century Park and is scheduled to begin lease up in Fall 2024. Renovations have been delayed due to structural issues which were unknown at purchase. This work should be completed soon. The project was awarded 50 Project Based Vouchers through HACA in March 2021. Balcones Terrace, a partnership with Foundation Communities, was awarded $16 million for acquisition in August 2021. Balcones Terrace will include 123 affordable units, with 60 units of PSH for adults experiencing homelessness which are also supported by HACA-managed project based vouchers. 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 up to ten different street outreach teams and mobile navigation programs and 13 local emergency shelters. Coordination with these partners occurs through the CoC’s Coordinated Entry System (CE) and the shared Homeless Management Information (HMIS) database. Additionally, HSO hosts weekly calls with street outreach partners and bi-monthly in-person meetings with emergency shelter operators. The calls and meetings allow partners to coordinate their services, discuss opportunities and challenges, and rapidly change program delivery methods as needed to support better client outcomes. City of Austin FY 2025-2029 Consolidated PLan290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. HOST is 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 City is also launching a pilot program in the summer of 2024 focused on alleviating heat-related needs of unsheltered households. This pilot will test opportunities to better coordinate services across the community through mechanisms such as geographic assignments and shared training and technical assistance. Many 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 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 weekly with HSO to discuss coverage areas, frequency of outreach, emerging practices and concerns, and individual cases. Austin’s Action Plan to End Homelessness14 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. 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). Last, a local nonprofit organization, Sunrise Navigation Center, has been operating a hotline since early 2022 which offers information and service referral to callers at risk of or current experiencing homelessness. The City is closing a solicitation process over the summer of 2024 to fund a hotline program at a larger scale, covering more hours and tracking more outcomes to inform both the hotline’s services as well as those across the continuum. Addressing the emergency shelter and transitional housing needs of homeless persons Austin Public Health (APH) funds the Salvation Army to operate a low-barrier shelter for homeless adult 14 This action plan can be found online at http://www.austintexas.gov/edims/document.cfm?id=292841 City of Austin FY 2025-2029 Consolidated PLan291women and women with children using ESG and general fund dollars. ESG funds are used to provide maintenance and operations for this program. The City also funds other shelters, transitional housing, and homeless services, supporting nearly 1,000 year-round emergency shelter beds through its General Fund. All clients served in these shelters are literally homeless, have low- to moderate-income, and are at or below 50% of MFI. In 2023, the HSO assessed the City’s shelter system and found several opportunities for improving outcomes for shelter participants, increasing training and support for shelters and staff, and the overall need to add more shelter beds for single adults to the system. This last point was based on a system model that was built by Barbara Poppe and Associates in 2019. While that model is currently being updated through a collaboration of ECHO, the HSO, and HUD-funded technical assistance, the HSO is currently seeking options for expanding shelter in the near term. 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 CE system 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 ● Coordinating shelter resources more closely to reduce barriers to access while increasing trust and retention safety 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 DACC and APH’s Communicable Disease Unit (CDU) administer ESG Rapid Rehousing (RRH) funds in coordination to move individuals experiencing homelessness 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 City of Austin FY 2025-2029 Consolidated PLan292housing resources to unhoused households. The programs work with specific populations: DACC works with justice‐involved individuals while the CDU works with individuals who are HIV‐positive. In conjunction with the CoC, the City uses two primary strategies to get clients into housing as quickly as possible: Rapid identification and assessment through the CE system or 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 individuals and households experiencing homelessness using HMIS data to affirmatively target households for engagement and housing. The CoC 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 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 childcare (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 are 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; and 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. In 2024, the HSO began to connect permanent housing programs operating within the CoC directly to properties offering affordable housing units. These units are predominantly created through the City’s own affordable housing development financing tools. These mechanisms offer incentives in exchange for commitments to units prioritized for certain populations, including unhoused households. The HSO will continue to collaborate with its partners in the Housing Department and the CoC to ensure rapid and continued access to this, and other, affordable housing. Last, later in 2024 the HSO expects to solicit for a new program to recruit property owners and managers through a variety of training and financial support. This program will look to align properties in the community with interest in serving Austin’s unhoused population with the processes, requirements, and opportunities associated with permanent housing and similar supportive programs. Helping low‐income individuals and families avoid becoming homeless, especially extremely 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 City of Austin FY 2025-2029 Consolidated PLan293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’s ESG funds are not allocated to homelessness prevention. Outreach and shelter staff utilize diversion strategies to find alternative housing options to prevent entries into homelessness and shelters. Hospital patients are offered and referred to transitional housing programs and/or respite beds. The City funds several anti-displacement and neighborhood-based rental assistance programs administered by the Housing Department and Austin Public Health. These efforts do not specifically prioritize households experiencing homelessness, but assist in the prevention of homelessness and maintenance or relocation of housing. Additionally, in 2024 the Austin City Council provided new funding for the HSO to both bolster shelters with diversion and rapid exit funding and launch a new diversion program. The solicitation for the new diversion program is currently underway and a new program is expected to be launched before the end of the calendar year. This program will be supported by a third-party program evaluator, who will guide the provider and City through a continuous quality improvement (CQI) approach to implementing this new program and ensuring that it meets the community’s needs and achieves the expected outcomes. 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 (YHDP), 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 City of Austin FY 2025-2029 Consolidated PLan294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. The YHDP recipient agency, LifeWorks, closely works with schools, foster care, Texas Child Protective Services (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 homelessness through achieving functional zero for this population. The COVID-10 pandemic has forced the community to reassess its goal end date and providers are confident ending youth homelessness will be achieved. City of Austin FY 2025-2029 Consolidated PLan295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 (Hotel/Motel and Master Leasing)) Total 153 35 104 24 256 City of Austin FY 2025-2029 Consolidated PLan296AP‐75 Barriers to affordable housing – 91.220(j) Introduction: The Consolidated Plan includes a detailed overview of barriers to affordable housing in Sections SP-55. Those barriers include: 1. 2. 3. 4. 5. 6. 7. 8. Historical and structural disparities hinder wealth and resources for certain protected classes. Affordable housing is not equitably distributed throughout the city. Incomes do not match housing costs. Land is expensive in the current market. Construction is expensive in the current market. There is high demand for housing in Austin, with supply often lacking. Regulatory processes are time consuming and cumbersome. Public and private land use regulations and restrictions often prevent more affordable housing typologies. There is a lack of alignment between Austin’s affordable housing incentive programs. Affordable housing developers struggle to secure financing for deeper affordability. Community-based affordable housing developers from historically marginalized communities lack financing, subsidies, mentorship, training, and networking opportunities. The community is unable to access clear, consolidated, updated information about available income- restricted housing. 9. 10. 11. 12. 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. Currently, city staff from various departments are working together to draft amendments to the Land Development Code aimed at removing obstacles to affordable housing development. Among the recent code changes approved by the City Council since June 2023 are measures such as bolstering tenant protections in multifamily housing, improving fencing safety, allowing taller buildings along Sixth Street in return for affordable housing provisions, streamlining residential review processes for up to four units, eliminating minimum parking requirements, permitting up to three units per lot in single-family zones. In the Spring of 2024, the Council is considering reducing minimum lot sizes in single-family zones, revising compatibility standards, and setting maximum parking standards in Downtown. Additionally, the City is in the process of establishing three new density bonus programs to encourage the construction of affordable housing in exchange for extra entitlements. In February 2024, the Council approved DB90, a zoning category that grants entitlements and allows mixed uses in commercial zones in exchange for affordable housing, modeled after the successful Vertical Mixed-Use program. City of Austin FY 2025-2029 Consolidated PLan297In the Spring of 2024, the City Council is considering two density bonus programs in primarily high- opportunity areas. The establishment of the Equitable Transit-Oriented Development overlay is intended to incentivize development in non-single-family zoning areas within a half-mile radius of the Phase 1 Austin Light Rail alignment and its projected extensions in exchange for affordable housing. Also under consideration in May 2024 is the creation of the South Central Waterfront Combining District and Density Bonus Program. This initiative would permit increased density across the river from Downtown, contingent upon meeting specific design criteria and providing community benefits like requiring on-site affordable housing. Later in 2024, the City plans to undertake a comprehensive strategy aimed at streamlining all density bonus programs to increase participation and introducing new missing-middle zoning districts. Furthermore, alongside the expansion of housing opportunities through zoning reform, the City of Austin executed a $2.5 million contract with McKinsey & Company in 2023 to conduct a comprehensive analysis and provide recommendations for re-envisioning the site plan review process. This contract spurred the implementation of a program aimed at enhancing process efficiency and fostering a culture of change management across departments involved in development procedures, including plan reviews, permit issuance, and inspections to ensure adherence to safety, sustainability, and zoning guidelines. The expected outcome is to unify the efforts of the 13 participating departments involved in development processes under a common vision, promote effective collaboration, and cultivate a culture of continual enhancement. Already, there has been tangible progress in reducing the time required for site plan reviews, with the average duration (for both initial and updated reviews) decreasing from 137 days in March 2023 to 47 days in December 2023. City of Austin FY 2025-2029 Consolidated PLan298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 2025‐ 29, 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 units of 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, the Housing Department 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 general obligation bonds for affordable housing; in 2022, Austin voters approved an additional $350 million in general obligation bonds for affordable housing. Approximately half of these totals 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 is able to work closely with CHDOs to help them meet their housing development goals. The City provides CHDO Operating Expenses Grants to help increase organizational capacity and will continue to work closely with CHDOs in FY 2019‐20 to increase opportunities that will foster and maintain affordable housing. The Housing Department administers a range of home repair programs, including Architectural Barrier Removal (ABR) ‐ Rental and Owner, Minor Home Repair Program (formerly known as Emergency Home Repair), 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 City’s subrecipient, 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. The remaining programs, ABR Owner, ABR Renter, and HRLP, are administered by AHFC staff. All home repair programs serve households at or below 80% MFI. City of Austin FY 2025-2029 Consolidated PLan299In addition to providing direct assistance to low‐ and moderate‐income homeowners, the Housing Department 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 Austin Housing Repair Coalition and are actively involved in cross‐departmental referrals and collaboration. The Housing Department is actively working to produce a comprehensive strategy to preserve affordability. HD coordinates with local partners, including Affordable Central Texas (ACT), to identify and preserve affordable housing. ACT is a 501(c)(3) organization that manages an open‐ended social impact private equity fund for investment in moderate and middle‐income housing affordability. ACT’s mission is to purchase and preserve multifamily properties to maintain affordable rental rates for the Austin workforce, including teachers, first responders, medical professionals and others vital to Austin’s day‐to‐ day livability and success. According to ACT, in 2018, they acquired three properties totaling nearly 800 units of naturally occurring (unrestricted) affordable housing. Households in ACT’s properties average less than 80% MFI. HD is working with ACT to determine whether HD could subsidize deeper affordability in future acquisition and preservation 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 HD’s home repair programs and rehabilitations funded through HD'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 program. The City of Austin will remediate lead‐based hazards in low‐ to moderate‐income homes and address 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 2025-29 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. City of Austin FY 2025-2029 Consolidated PLan301These programs ensure clients have improved access to 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 can also assist with the operational costs of the shelter facility, and for the administration of the grant. Public Service Activities The Housing Department administers the public services contracts funded with CDBG funds. Public services offer supportive services to households with gross incomes less than 200% of Federal Poverty Guidelines. Childcare Services provides childcare vouchers for homeless and near‐ homeless families and directs childcare services for teen parents who are attending school. Youth Services provides access to holistic, wraparound services and support to youth and their families designated as at‐ risk. Senior Services offers services that prevent and protect seniors from becoming victims of abuse, neglect, and/or financial exploitation. Austin's Tenants' Council is another community partner that provides public services that focus on housing discrimination, tenant‐ landlord education and information, and housing repair and rehabilitation. Actions planned to develop institutional structure City of Austin ‐ Interdepartmental Coordination The Housing Department administers housing, community, and economic development programs, which require interdepartmental coordination. Many City of Austin departments coordinate efforts to provide program services and projects outlined in the Annual Action Plan. The City of Austin contracts with the Austin Housing Finance Corporation (AHFC) to develop affordable rental and homeownership opportunities, and housing rehabilitation of owner‐occupied homes. APH provides housing support and related support services to Austinites living with HIV/AIDS, and their families, through the use of HOPWA grant funds. APH also provides assistance to help clients quickly regain stability in permanent housing after experiencing a housing crisis and/or homelessness 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). Additionally, beginning in FY 2020‐21, the Global Business Recruitment and Expansion division of the Economic Development Department will use CDBG funds to provide capacity‐building support of partnered nonprofit organizations that provide skilling and training opportunities to low‐income households in support of the region’s workforce development strategies and goals. Numerous non‐ federally funded housing programs and activities offered by HD rely on the coordination of other City departments, including: Austin Energy, Austin Water Utility, Budget Office, City Manager's Office, Code Compliance Department, Contract and Land Management Department, Government Relations, Law Department, Office of Sustainability, Parks and Recreation Department, Planning and Zoning, Public Works, Solid Waste Services, and Watershed Protection Review. City of Austin FY 2025-2029 Consolidated PLan302Below are initiatives and programs that require interdepartmental coordination and that will be underway in FY 2025-29: ● East 11th and 12th Streets Revitalization ● Imagine Austin Comprehensive Plan, Household Affordability Priority Program and implementation ● Strategic Direction 2023 Economic Opportunity and Affordability Strategic Outcomes ● Implementation of Strategic Housing Blueprint Development Incentive Programs ‐ The following regulating activities provide incentives for the inclusion of affordable housing or community/economic development. ● S.M.A.R.T. Housing Program ● Development Density Bonuses Redevelopment of Publicly‐Owned Land ● Colony Park Sustainable Communities Initiative ● Agreements between the City of Austin 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 the Housing Department 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/replacement for low‐ and moderate‐income homeowners. HD administers the Private Lateral grant program, utilizing funding from Austin Water Utility. HD layered Austin Water Utility’s funding for plumbing repairs onto the G.O. Repair program, which is administered by seven nonprofit partners. ● Code Compliance utilizes a referral system to identify and address homes needing substantial and costly repairs. ● Austin Public Health, Ending Community Homelessness Coalition (ECHO) and other key agencies collaborate on activities that support the Community Plan to End Homelessness City of Austin Interdepartmental Partnership: Austin Water Utility P‐Lat Private Lateral Program – assists in replacing aging water infrastructure for eligible homeowners. H D administers the program through a partnership with Austin Water Utility. This collaboration City of Austin FY 2025-2029 Consolidated PLan304leverages home repair services offered by the department, by supporting the department’s outreach and construction expertise through cross‐promotion. Additionally, this program furthers the City’s commitment to HUD’s Healthy Homes Initiative which takes a comprehensive approach to reducing housing‐related hazards in a coordinated fashion, rather than addressing a single hazard at a time. The program provides the opportunity for homeowners to maintain a safe environment for themselves and their families, free of health hazards and safety concerns. For more information visit: http://www.austintexas.gov/department/private‐lateral‐program. Actions planned to enhance coordination between public and private housing and social service agencies Development Commission The Housing Department (HD) will continue to work closely with the following organizations to overcome gaps and enhance coordination efforts: African American Resource Advisory Commission (AARAC), (CAN), Community Community Housing Development Organizations (CHDOs), Ending Community Homelessness Coalition (ECHO), Housing Authority of the City of Austin (HACA), Housing Authority of Travis County (HATC), HousingWorks, and the Urban Renewal Agency, as well as other key stakeholders and organizations. HD 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. (CDC), Community Advancement Network City of Austin FY 2025-2029 Consolidated PLan305AP‐90 Program Specific Requirements – 91.220(l)(1,2,4) The following information is being included in response to the Annual Action Plan Review Checklist provided by HUD. Additional program‐related information can be found in Attachment II. Introduction Monitoring 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, including a copy of the City of Austin's Monitoring Plan, please see Attachment II C. 20% CDBG Administrative Cap ● CDBG Entitlement: $7,223,591 ● Allowable 20% CDBG Administrative Cap = $1,444,718 ● Projected CDBG Administrative Expense = $1,444,718 15% CDBG Public Service Cap ● CDBG Entitlement: $7,223,591 ● Allowable 15% CDBG Public Service Cap = $1,083,539 ● Projected CDBG Public Services Expense = $1,083,539 10% HOME Administrative Cap ● HOME Entitlement: $3,073,266 ● Program Income: $800,000 ● Total: $3,873,266 ● Allowable 10% HOME Administrative Cap = $387,327 ● Projected Administrative Expense = $307,327 15% HOME CHDO Set Aside ● HOME Entitlement: $3,073,266 ● 15% CHDO Set Aside: $ 460,990 City of Austin FY 2025-2029 Consolidated PLan3063% HOPWA Administrative Cap ● HOPWA Entitlement: $2,762,259 ● Allowable 3% HOPWA Administrative Cap = $82,867 7.5% ESG Administrative Cap ● ESG Entitlement: $647,073 ● Allowable 7.5% ESG Administrative Cap = $48,530 ● Projected Administrative Expense = $29,999 City of Austin FY 2025-2029 Consolidated PLan307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. 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: $1,000 $73,526 $0 $0 $0 $74,526 Other CDBG Requirements 1. The amount of urgent need activities 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 70.00% FY24-FY25City of Austin FY 2025-2029 Consolidated PLan308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 02.205 is as follows: Section 09.205. The City does not anticipate utilizing and other forms of investment beyond those identified in 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 Recapture and Resale Policy 3. A description of the guidelines for resale or recapture that ensures the affordability of units acquired with HOME funds. See 24 CFR 92.542 (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 Housing Department 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 Ownership Housing Development Assistance (OHDA). Resale 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 record in the County Clerks' 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. Recapture 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 City of Austin FY 2025-2029 Consolidated PLan309no longer subject 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 CF 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. City of Austin FY 2025-2029 Consolidated PLan310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: ESG Program Standards, Policies, and Procedures. 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, has 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, most recently adopted updated Coordinated Entry Written Standards in December 2022 that meet all CE requirements established by HUD CE Notice CPD-17-01, Prioritization Notice CPD-16-11, 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), the 2011 Emergency Solutions Grants (ESG) interim rule (24 CFR 576), and the HUD Equal Access Rule (24 CFR 5.105(a)(2) and 5.106(b)). 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 supported in training and ongoing mentorship by ECHO. CoC and City-funded 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 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. City of Austin FY 2025-2029 Consolidated PLan311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). Austin Public Health (APH) conducted a solicitation in 2022 for Homeless Crisis Response Services. The Request for Proposals (RFP) solicita�on was informed by the Homeless Strategy Office of the City of Aus�n and released on March 31, 2022. The funding for this RFP included City of Austin general funds and ESG funds. 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 (APH Social Services Compe��ons | Aus�nTexas.gov). The RFP was also advertised in the local paper for two consecutive weeks - one day per week. A notarized affidavit of publication from the newspaper(s) was included in the official RFP file. APH maintains a current and potential vendors email distribution list with over 800 entries consisting of non-profit agencies, faith-based organizations, individuals, and governmental agencies. APH follows grant requirements for notification to the community. The application was open for six to eight weeks. Pre-bid meetings were held to answer questions from potential applicants and the Q&A documents generated from those meetings were posted on the APH Competitions website. Agencies that submitted applications, and who were deemed eligible to apply for funding via a standardized threshold review document, had 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 were provided an orientation training and were then provided with proposals to be reviewed. The evaluation committee rated Proposals, provided strengths and weaknesses for each rated section and for the overall Proposal, and recommended one or more applicants for the funding award (may require multiple meetings to complete the evaluation process). Each evaluation team member reviewed each Proposal adhering to the rules and guidelines set by the RFP official contact. The team submitted their scoring in a manner specified and the official contact for the RFP convened a consensus meeting with evaluators to share their ratings as well as come to a consensus about the strengths and weaknesses of each Proposal. The solicitation program officer calculated 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 were recommended for funding. Based on the results of the evaluation, an award was made to The Salvation Army’s Women and Children’s Shelter program for ESG funds in the amount of $341,006 for Shelter Operations and HMIS for the term beginning October 1, 2022 to September 30, 2023, with four authorized 12-month extension options. Additionally, ESG funds that were not competed were provided to other City units or departments to provide Rapid Rehousing services. These include the Communicable Disease Unit of APH, and the Downtown Austin Community Court. 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. City of Austin FY 2025-2029 Consolidated PLan312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 Office 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, at a minimum, the following performance measures: - Number of unduplicated clients served. - Percentage of case-managed households that transition from homelessness into housing. In addition, all ESG recipients must provide demographic information to reflect the IDIS report screens. Please also see attached ESG Program Standards in Attachment II B. ESG Sub-awards FY 23-24 Programs Agency Program The Salvation Army APH Communicable Disease Unit Downtown Austin Community Court APH Low-barrier Homeless Shelter, HMIS Rapid Rehousing Rapid Rehousing Renewal Renewal Administration N/A New Contract, Renewal, or Competitive Process Renewal City of Austin FY 2025-2029 Consolidated PLan313Attachment I: Citizen Participation City of Austin FY 2025-2029 Consolidated PLan314Attachment I A: Citizen Participation Plan City of Austin FY 2025-2029 Consolidated PLan315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. 1 Revised July 2024 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 2 Revised July 2024 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 Housing Department 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. The Housing Department 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, the Housing Department is responsible for developing the Consolidated, Annual Action Plans, and the Consolidated Annual Performance and Evaluation Report (CAPER). The Housing Department 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. 3 Revised July 2024 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 ● Regional government agencies transportation responsibilities ● Financial and lending sector partners ● Businesses or organizations that specialize in broadband access, especially for low-to in metropolitan-wide planning and involved moderate-income households ● Organizations that specialize in resilience and disaster recovery ● Individual contributors 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 4 Revised July 2024 authorities, neighborhood centers, at Housing’s office, and on the Housing 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 5 Revised July 2024 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 (CDC) 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 the Housing Department’s office, and on the Housing Department 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 by no later than August 15 each year. 6 Revised July 2024 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 20% or more OR increases an activity’s funding by 20% 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. 7 Revised July 2024 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. 8 Revised July 2024 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 site the Housing Department web Council minutes and available online on (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. 9 Revised July 2024 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 Housing 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, the Housing Department 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, the Housing Department 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. The Housing Department 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, the Housing Department will use other available media (print, electronic, television) to promote public feedback opportunities. Notifications will be published in English and Spanish. The Housing Department will coordinate with the Community Development Commission, Urban Renewal Board, 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 10 Revised July 2024 authorities, certain neighborhood centers, at the Housing Department office, and on the Housing Department 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 Housing Department programs and activities funded through entitlement grant funding may be directed to the Housing Department. A timely, written, and substantive response to the complainant will be prepared within 15 working days of receipt of the complaint by the Housing Department. 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: 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: Housing Department Attn: Director City of Austin P.O. Box 1088 Austin, Texas 78767 City Manager’s Office Attn: City Manager P.O. Box 1088 Austin, Texas 78767 11 Revised July 2024 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 the Housing Department’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. 12 Revised July 2024 Attachment I B: Consultation/Community Engagement Summary Community Needs Assessment | Phase 1 / Preliminary Findings Summary of Community Engagement May 2024 TABLE OF CONTENTS Background .................................................01 Timeline ..........................................................02 Communications and Engagement Approach ...........................03-04 Goals, Tools & Tactics ................................05 Community Feedback ......................06-15 Exhibit A: Marketing and Outreach Materials ..........................17-25 Exhibit B: Community Consulations .............................................26 2024 COMMUNITY NEEDS ASSESSMENT BACKGROUND This report details the public engagement efforts for developing the FY25- 29 Consolidated Plan. The consolidated plan is a five-year funding strategy that guides how to distribute approximately $14 million in annual grant funding from the U.S. Department of Housing and Urban Development (HUD). The public services and programs from this grant address things like affordable housing, job creation, and public service needs for low- and moderate-income families, persons with disabilities, and seniors. As required by the U.S. Department of Housing & Urban Development (HUD), a community needs assessment is conducted each year to ensure that federal funding meets the needs of the Austin community. This year, we expanded the community needs assessment so that programming funded by local dollars can also benefit from the community’s feedback. Phase 1: In this first phase of the report we outline the community needs that we have heard through the engagement process so far. This input has informed the first draft of the funding strategy for federal dollars and we are now seeking feedback on that draft. Phase 2: A second phase of the report will be produced over the next few months as engagement continues. The phase 2 report will show not only how feedback is used within the finalized consolidated plan but will also include other efforts the Housing Department is making to address community needs. 2024 COMMUNITY NEEDS ASSESSMENT | 01 TIMELINE STAFF CREATES FIRST DRAFT OF THE CONSOLIDATED PLAN APRIL 2024 FINALIZED PLAN APPROVED BY CITY COUNCIL JULY 2024 COMMUNITY CONSULTATIONS AND INITIAL SURVEY FEB - MARCH 2024 COMMUNITY PROVIDEDS FEEDBACK ON DRAFT PLAN MAY - JUNE 2024 COMMUNITY FEEDBACK LOOP CONTINUES AUG - SEP 2024 NEW CONSOLIDATD PLAN BEGINS OCTOBER 1, 2024 2024 COMMUNITY NEEDS ASSESSMENT | 02 COMMUNICATIONS AND ENGAGEMENT APPROACH The Housing Department engages with the community regularly at community events, through the experiences of program participants, and often for specific initiatives and projects. The engagement required for our 5-Year Federal Funding plan serves as a time to pause and assess even more intentionally and build a deeper understanding of the experiences people are having. What we learn not only guides how we make decisions, but it reminds us of why we provide the services we do and humanizes how we do the work. It also allows us to refine what ongoing engagement looks like, and continuously improve engagement based on how the community says they want to be engaged. With this mindset, while we are primarily consulting the community, as described in the spectrum below, we are also informing the community along the way about what the Housing department does, and we also begin to involve them in planning how we will continue to do that work. We commit to continuing the feedback loop, letting the community know what is happening with feedback and continuing to make changes. 2024 COMMUNITY NEEDS ASSESSMENT | 03 ENGAGEMENT GOALS The goals outlined below guided decisions about how to engage the community during this phase of the redevelopment opportunity. Clarify & refine how we make departmental decisions about funding Inform the community about programs that have previously been funded Reflect back to the community what we understand about their needs Evaluate how needs have changed since the last consolidated plan was created Develop a deeper and expanded understanding of community needs Reach community members who are most impacted by housing challenges 2024 COMMUNITY NEEDS ASSESSMENT | 04 GOALS, TOOLS & TACTICS The tools and tactics aligned with each goal created experiences for the neighborhood surrounding Ryan Drive to stay informed and engage in the level of discourse that was right for each individual. Goal  Tools & Tactics  Clarify & refine how we make departmental decisions about funding Inform the community about programs that have previously been funded Create materials with simple explanations about funding sources and factors that guide funding decisions. Create materials with simple explanations about programs that have been funded by federal dollars Reflect back to the community what we understand about their needs Create human-centered content for presentations that shares the needs and experiences of community members as we understand them Evaluate how needs have changed since the last consolidated plan was created Conduct a survey with the same set of questions that were asked 5 years ago. Develop a deeper and expanded understanding of community needs Encourage additional input in survey responses with open ended questions. Create space for open dialogue with individuals and organizations. Consult with organizations serving the populations that the funding is designed to support. Reach community members who are most impacted by housing challenges Materials in 7 languages Flyers in libraries Communication through community partners Paid advertising Social media posts 2024 COMMUNITY NEEDS ASSESSMENT | 05 COMMUNITY FEEDBACK Surveys A dedicated Speak Up Austin webpage hosted a survey as well background information about federal funding at www.SpeakUpAustin.org/MyCommunityNeeds. As of April 22, the page has received nearly 1400 views and more than 470 survey responses. In addition, 155 participants left additional comments. Paper surveys were available in libraries, and these are included in the total count. Community member could also participate in the survey through text messaging, email and postal mail. The survey will remain open and consultations will continue until the Consolidated Plan is finalized. The draft of the plan uses data collected between February 6 and March 15. During that time frame 341 survey responses were received. Communiti… Speak Up Austin 46 community… 1321 views 468 Surveys Consultations & Hearings The needs assessment included consultations with community groups and 2 public hearings. Representatives from 46 organizations have participated in consultations, including stakeholder groups across the public and private sectors, City Commissions, non-profit organizations, and others. The City of Austin‘s Citizen Participation Plan (CPP) requires that the City conduct two public hearings during the Community needs assessment period: one before the Community Development Commission (CDC) and one before the Austin City Council. The public hearings were conducted before the CDC on March 12, 2024 and before the Austin City Council on March 7, 2024. 7 community members made comments during the public hearings. 2024 COMMUNITY NEEDS ASSESSMENT | 06 COMMUNITY FEEDBACK What did we hear? Priorities include: Affordable Housing Park Space Connectivity to transit Neighborhood Amenities The graph above shows the percentage to which each need was included in someone’s top 5 choices. 2024 COMMUNITY NEEDS ASSESSMENT | 07 WHAT WE HEARD What did we hear? Input has been sorted into the following categories which center around the experiences that people shared. The following pages detail the topics that come up in each category. Across all categories, there was a consistent plea for more collaboration among departments, agencies and organizations as well as a desire to see more creativity and innovative approaches. I WANT TO LIVE IN AN AUSTIN THAT IS FOR EVERYONE I NEED IMMEDIATE HELP I DON’T TRUST THE CITY MY NEIGHBORHOOD NEEDS MORE SUPPORT COMMUNITY EXPERIENCE S & NEEDS I NEED HELP MAINTAINING STABILITY I WANT TO BUILD LONG-TERM STABILITY I NEED BETTER ACCESS TO PROGRAMS 2024 COMMUNITY NEEDS ASSESSMENT | 08 WHAT WE HEARD PRESERVATION OF HISTORY, CULTURE & LONG-TERM RESIDENTS RESOURCES TO SUPPORT THE UNIQUE NEEDS OF VULNERABLE POPULATIONS FAIR HOUSING SUPPORT FOR SMALL BUSINESSES I WANT TO LIVE IN AN AUSTIN THAT IS FOR EVERYONE Priorities include: VARIETY OF HOUSING OPTIONS FOR ALL INCOME LEVELS Affordable Housing Park Space Connectivity to transit COMPASSION-LED APPROACHES POLICIES AND PROGRAMS TO PROTECT REMAINING AFFORDABILITY Neighborhood Amenities 2024 COMMUNITY NEEDS ASSESSMENT | 09 WHAT WE HEARD HOMELESSNESS PREVENTION & INTERVENTION I NEED IMMEDIATE HELP EMERGENCY REPAIRS RENTAL ASSISTANCE Priorities include: Affordable Housing Park Space Connectivity to transit EMERGENCY ASSISTANCE FOR UTILITIES, FOOD & OTHER BASIC NEEDS Neighborhood Amenities 2024 COMMUNITY NEEDS ASSESSMENT | 10 WHAT WE HEARD WAGES & WORKFORCE DEVLOPMENT TENANT SUPPORT HOME REPAIR Priorities include: HOMELESSNESS PREVENTION & INTERVENTION I NEED HELP MAINTAINING STABILITY Affordable Housing ONGOING SUPPORT FOR HEALTH & WELLNESS Park Space REDUCE HOUSING-RELATED COSTS CHILD CARE ACCESS TO AFFORDABLE HOUSING Connectivity to transit Neighborhood Amenities 2024 COMMUNITY NEEDS ASSESSMENT | 11 WHAT WE HEARD FINANCIAL WELLNESS & SECURITY PATHWAYS TO HOME OWNERSHIP I WANT TO BUILD LONG- TERM STABILITY Priorities include: Affordable Housing Park Space HIGHER EDUCATION Connectivity to transit Neighborhood Amenities LEVERAGING PROPERTY FOR ADDITIONAL INCOME 2024 COMMUNITY NEEDS ASSESSMENT | 12 WHAT WE HEARD KNOWLEDGE OF PROGRAMS Priorities include: Affordable ACCESSIBLE PROSSESES Housing I NEED BETTER ACCESS TO PROGRAMS Park Space Connectivity to transit Neighborhood Amenities SUPPORT ACCESSING RESOURCES 2024 COMMUNITY NEEDS ASSESSMENT | 13 WHAT WE HEARD WALKABILITY INFRASTRUCTURE NEIGHBORHOOD PLANNING GREENSPACE SAFETY MY NEIGHBORHOO D NEEDS MORE SUPPORT TRANSPORTATION Priorities include: Affordable Housing ACCESS TO RESOURCES Park Space Connectivity to transit Neighborhood QUALITY OF LIFE Amenities 2024 COMMUNITY NEEDS ASSESSMENT | 14 PROGRAM EFFECTIVENESS Data on long-term impacts of programs Monitoring and evaluation of contracted partners and service providers Data on specific populations I DON’T TRUST THE CITY WHAT WE HEARD AUTHENTIC ENGAGEMENT Closing feedback loops Center voices of those most impacted Priorities include: Affordable Housing TRANSPARENT SPENDING Park Space Understanding of how funding decisions are made Connectivity to transit Transparency in process for selecting service providers Neighborhood Amenities 2024 COMMUNITY NEEDS ASSESSMENT | 15 APPENDIX .............................................17-24 Exhibit A: Marketing Materials Promotional Graphics Flyer Website Survey Newsletter | Email Digital | Print| Radio Exhibit B: Updated funding info graphics ...................................................25 Exhibit C: Community Consultations ...........26 2024 COMMUNITY NEEDS ASSESSMENT | APPENDIX Promotional Graphics Option 1 – How should federal funding support local housing and public service programs? Submit your input at www.SpeakUpAustin.org/MyCommunityNeeds Option 2 – Austinities can provide feedback on how the City should use federal funding for housing and public services! Get involved today 👉 www.SpeakUpAustin.org/MyCommunityNeeds Option 3 – Share your input on how the City should use federal funding for housing & public services at the following public hearings: 📅 March 7 at 10a before Austin City Council 📅 March 12 at 6:30p before the Community Development Commission. I E X H B I T A : M A R K E T I N G & O U T R E A C H M A T E R A L S I ℹ More info at www.SpeakUpAustin.org/MyCommunityNeeds Large Promo: AustinTexas.gov/Housing 2024 COMMUNITY NEEDS ASSESSMENT | 17 Flyer I E X H B I T A : M A R K E T I N G & O U T R E A C H M A T E R A L S I 2024 COMMUNITY NEEDS ASSESSMENT | 18 Website I E X H B I T A : M A R K E T I N G & O U T R E A C H M A T E R A L S I 2024 COMMUNITY NEEDS ASSESSMENT | 19 Survey Page 3 Page 1 Page 2 I E X H B I T A : M A R K E T I N G & O U T R E A C H M A T E R A L S I 2024 COMMUNITY NEEDS ASSESSMENT | 20 Newsletter | Email The City of Austin invites community members to help guide a new 5-year plan to invest housing and community development dollars where they are needed most. This Five-Year Federal Funding Plan decides how to distribute approximately $14 million in annual grant funding from the U.S. Department of Housing and Urban Development (HUD). The public services and programs from this grant address things like affordable housing, job creation, and public service needs for low- and moderate-income families, persons with disabilities, and seniors. As required by the U.S. Department of Housing & Urban Development (HUD), a community needs assessment is conducted each year to ensure that federal funding meets the needs of the Austin community. This year, the Housing Department will expand the community needs assessment so that programming funded by local dollars can also benefit from the community’s feedback. The expanded process to collect feedback on community needs to guide the next five years of funding is open through June. The public can participate online at www.SpeakUpAustin.org/MyCommunityNeeds. Developer Newsletter Subscribers: 179 Austin Utilities Now | April 2024 I E X H B I T A : M A R K E T I N G & O U T R E A C H M A T E R A L S I 2024 COMMUNITY NEEDS ASSESSMENT | 21 Digital | Print | Radio Austin Monitor Whispers page banner and right rail all pages El Mundo Marzo 7-13 / 2024 English + Spanish Print Austin American Statesman English Print + Digital I E X H B I T A : M A R K E T I N G & O U T R E A C H M A T E R A L S I 2024 COMMUNITY NEEDS ASSESSMENT | 22 Digital | Print | Radio City of Austin Facebook | Instagram | X | Nextdoor I E X H B I T A : M A R K E T I N G & O U T R E A C H M A T E R A L S I 2024 COMMUNITY NEEDS ASSESSMENT | 23 Digital | Print | Radio KAZI Radio Support comes from the City’s Housing Department. Looking for input from the community to help guide a new 5-year plan to invest housing and community development dollars where they are needed most. The public services and programs from this grant address things like affordable housing, job creation, and public service needs for low- and moderate-income families, persons with disabilities, and seniors. Sharing input is at Speak Up Austin dot org slash My Community Needs. I E X H B I T A : M A R K E T I N G & O U T R E A C H M A T E R A L S I 2024 COMMUNITY NEEDS ASSESSMENT | 24 I E X H B I T B : U P D A T E D F U N D N G I I N F O G R A P H C S I 2024 COMMUNITY NEEDS ASSESSMENT | 25 I E X H B I T C : C O M M U N I T Y C O N S U L A T I O N S 2024 COMMUNITY NEEDS ASSESSMENT | 26 Attachment II: Grantee Unique Appendices Attachment II A: Resale and Recapture Policies City of Austin Housing Department RESALE AND RECAPTURE POLICIES Participating Jurisdictions (PJs) undertaking HOME-assisted homebuyer activities, including any projects 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 Department 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. Housing has three programs which use HOME funds to assist homeowners or homebuyers: 1. Down Payment Assistance (DPA) - new homebuyers; and 2. Acquisition and Development (A&D) - developers of new ownership housing, and 3. 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. providing funds for the developer to acquire property to be developed or to acquire affordable ownership units; 2. providing funds for site preparation or improvement, including demolition; and 3. providing funds for construction materials and labor. CITY OF AUSTIN RESALE POLICY Notification to Prospective Buyers. The resale policy is explained to the prospective homebuyer(s) prior to 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. The resale policy is enforced through the use of a Restrictive Covenant signed by the homebuyer at closing. The Restrictive Covenant will specify: 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 remains 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: a. the Owner must contact the Austin Housing Finance Corporation in writing if intending to sell the 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 c. The sales price must be affordable to the subsequent purchaser; affordable is defined as limiting the Principal, Interest, Taxes and Insurance (PITI) amount to no more than 30% of the new purchaser’s monthly income. Fair Return on Investment. The City of Austin will administer its resale provisions by ensuring that the Owner 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: 1. The amount of the down payment. 2. The cost of any capital improvements, documented with receipts provided by the homeowner, including but not limited to: a. Any additions to the home such as a bedroom, bathroom, or garage; b. Replacement of heating, ventilation, and air conditioning systems; c. Accessibility improvements such as bathroom modifications for disabled or elderly, installation of wheelchair ramps and grab bars, any and all of which must have been paid for directly by the Owner and d. which were not installed through a federal, state, or locally funded grant program; and e. Outdoor improvements such as a new driveway, walkway, retaining wall, or fence. Note: All capital improvements will be visually inspected to verify their existence. Finance Agency. The percentage of change as calculated by the Housing Price Index (HPI) Calculator of the Federal at Housing 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. Calculator currently located The HPI is Affordability to a Range of Buyers. The City will ensure continued affordability to a range of buyers, particularly those whose total household incomes range from 65 percent to no greater than 80 percent MFI. 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. The original purchase price for the home was $106,000 and the amount of HOME funds used as developer subsidy was $25,000, thus requiring the 10-year affordability period. 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 Down payment: $1,500 Capital Improvements: $11,465 Principal Paid: $59,700 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. 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 prices, buyers must have down payment assistance which, if HOME funds are used, would create a new 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 Programs funded under the recapture provisions is the Down Payment Assistance Program (DPA) and Homeowner Rehabilitation Loan Program (HRLP). The federal assistance will be provided in the form of a 0% interest, deferred payment loan. The loans are secured by a Written Agreement, Promissory Note and Deed of Trust. 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/Housing may share any resale equity appreciation of HOME-assisted DPA or HRLP loans with the Borrower/Seller according to the following two recapture models: Standard Down Payment Assistance The City of Austin will calculate the recapture amount and add this to the existing payoff balance of the DPA loan. The entire payoff balance must be paid to AHFC/Housing 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. Sales Price First Lien Mortgage Mortgage Assistance Amount (prorated monthly) Capital Improvement Recapture Credit Proceeds to the Homeowner HRLP Homeowner Reconstruction Formula. Upon executing and dating the Promissory Note, Written 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. The Appraised Value of the Property at time of resale, less closing costs, homeowner’s cash contribution (if any), capital improvement recapture credit, AHFC 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 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 $ $ $ $ (-) (-) (-) (-) = Calculation of Shared Equity Percentage: Percentage shall remain the same as initially determined (as set forth 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: Shall be the total of all amounts 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 HRLP Homeowner Rehabilitation Formula. Equity to be shared: The Appraised Value of the Property at time of 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: $ -$ -$ -$ =$ $ 25% = $ $ + $ $ 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 Borrower’s down-payment and capital improvement investment, including in, but not limited to, cases of 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. 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 available to AHFC and/or the City of Austin. If there are insufficient funds remaining from the sale of the property 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. There were no net sales proceeds; or 2. The amount of the net sales proceeds was insufficient to cover the full amount due; and 3. 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, 1. 2. all of the interest that Borrower/Seller owes, and that will accrue until paid, on that amount, and 3. all of AHFC/or the City of Austin’s costs and expenses reimbursable Recovery against the 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* *City of Austin policy Affordability Period in Years 5 10 15 20 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 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. The new senior first lien will reduce the monthly payments to the homeowner, thereby making the monthly payments more affordable; or 2. Reduce the loan term; 3. The new senior lien interest rate must be fixed for the life of the loan (Balloon or ARM loans are ineligible); 4. No cash equity is withdrawn by the homeowner as a result of the refinancing actions; 5. AHFC/Housing and/or the City will, at its discretion, agree to accept net proceeds in the event 6. Only if the borrower meets the minimum requirements to refinance, the City can re- of a short sale to avoid foreclosure; and subordinate to the first lien holder. The refinancing request will be processed according to the following procedure: 1. Submit a written request to Compliance Division to verify the minimum refinancing requirements with one month in advance from the expected closing; 2. AHFC/Housing will review the final HUD-1 Settlement Statement two weeks prior to closing the 3. refinance. If applicable, AHFC/Housing or the City of Austin will issue written approval a week prior to the closing date. AHFC/Housing 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. 1. 2. If written permission is not granted by AHFC/Housing or the City of Austin allowing the refinance of the Senior Lien, the DPA OR HRLP Loan will become immediately due and payable prior to closing the refinance. If written permission is granted by AHFC/Housing and/or the City of Austin and it is determined that the 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. 3. Home Equity loans will trigger the repayment requirements of the DPA OR HRLP Programs loans. The DPA or HRLP Notes must be paid off no later than when the Home Equity Loan is closed and funded. 4. The DPA or HRLP Notes must be paid-in-full in order for AHFC/Housing and/or the City of Austin to execute a release of lien. Basic Terminology Affordable Housing: The City of Austin follows the provisions established on 24 CFR 92.254, and consider that in order for homeownership housing to qualify as affordable housing it must: 1. Be single-family, modest housing, 2. Be acquired by a low-income family as its principal residence, and 3. Meet affordability requirements for a specific period of time as determined by the amount of assistance provided. The City: means the City of Austin’s Neighborhood Housing and Community Development Office (HOUSING) or its sub recipient, the Austin Housing Finance Corporation (AHFC). Fair Return on Investment: means the total homeowner investment which includes the total cash contribution plus the approved capital improvements credits. 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: are defined as the sales price minus superior loan repayment (other than HOME funds) and any closing costs. 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 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 property at _____________________________________________________________ , the federal 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.” 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. The requirements of the Restrictive Covenant Running with the Land are: ● ● ● That I must occupy the home as my principal residence during the [5] [10] [15]-year period in which the Restrictive Covenant is in effect. If I wish to sell the Property before the end of that period, I am required to sell it to a subsequent buyer whose total household income is at or below 80% of the Austin area Median Family Income in effect for the year I wish to sell the home. The sales price must be set such that I receive a fair return which shall be defined as: 1. The amount of any cash contributions including the down payment and principal payments 2. The cost of any capital improvements, documented with receipts, and including but not limited made; to: a. Any additions to the home such as a bedroom, bathroom, or garage; b. Replacement of heating, ventilation, and air conditioning systems; c. Accessibility improvements such as bathroom modifications for disabled or elderly, installation of 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. ● ● The sales price must be set so that the monthly principal, interest, taxes and insurance to be paid by the subsequent buyer will not exceed 30% of that subsequent buyer’s monthly household income. I will notify the Austin Housing Finance Corporation (AHFC) in writing so that AHFC can 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. Signature Date Signature Date Attachment II B: ESG Program Standards, Policies, and Procedures City of Austin Austin Public Health Department Emergency Solutions Grant Program (ESG) / Emergency Solutions Grant CARES Act Program (ESG-CV) Program Standards, Policies, and Procedures Section 1: ESG PROGRAM STANDARDS I. Definitions The Terms used herein will have the following meanings: APH – Austin Public Health Department, City of Austin At Risk of Homelessness- 1) An individual or family who: a) Has an annual income below 30% of median family income for the area; AND b) Does not have sufficient resources or support networks immediately available to prevent them from moving to an emergency shelter or another place defined in Category 1 of the “homeless” definition; AND one of the following conditions: i) Has moved because of economic reasons 2 or more times during the 60 days immediately preceding the application for assistance; OR Is living in the home of another because of economic hardship; OR ii) iii) Has been notified that their right to occupy their current housing or living situation will be terminated within 21 days after the date of application for assistance; OR iv) Lives in a hotel or motel and the cost is not paid for by charitable organizations or by Federal, v) State, or local government programs for low-income individuals; OR Lives in an SRO or efficiency apartment unit in which there reside more than 2 persons or lives in a larger housing unit in which there reside more than one and a half persons per room; OR Is exiting a publicly funded institution or system of care; OR vi) vii) Otherwise lives in housing that has characteristics associated with instability and an increased risk of homelessness, as identified in the recipient’s approved Consolidated Plan; 2) A child or youth who does not qualify as homeless under the homeless definition, but qualifies as homeless under another Federal statute; An unaccompanied youth who does not qualify as homeless under the homeless definition, but qualifies as homeless under section 725(2) of the McKinney-Vento Homeless Assistance Act, and the parent(s) or guardian(s) or that child or youth if living with him or her. CDO- Community Development Officer; Chronically homeless means: 1) A ‘‘homeless individual or family with a disability,’’ as defined in section 401(9) of the McKinney-Vento Lives in a place not meant for human habitation, a safe haven, or in an emergency shelter; and Homeless Assistance Act (42 U.S.C. 11360(9)), who: a) b) Has been homeless and living as described in paragraph (1)(i) of this definition continuously for at least 12 months or on at least 4 separate occasions in the last 3 years, as long as the combined occasions equal at least 12 months and each break in homelessness separating the occasions included at least 7 consecutive nights of not living as described in paragraph (1)(i). Stays in institutional care facilities for fewer than 90 days will not constitute as a break in homelessness, but rather such stays are included in the 12-month total, as long as the individual was living or residing in a place not meant for human habitation, a safe haven, or an emergency shelter immediately before entering the institutional care facility; c) An individual who has been residing in an institutional care facility, including a jail, substance abuse or mental health treatment facility, hospital, or other similar facility, for fewer than 90 days and met all of the criteria in paragraph (1) of this definition, before entering that facility; or d) A family with an adult head of household (or if there is no adult in the family, a minor head of household) who meets all of the criteria in paragraph (1) or (2) of this definition, including a family whose composition has fluctuated while the head of household has been homeless. (Updated 12-4-15) City- City of Austin; ESG- Emergency Solutions Grant program; ESG-CV- Emergency Solutions Grant CARES Act program; 1) Homeless Person(s): An individual or family who lacks a fixed, regular, and adequate nighttime residence, meaning: a) An individual or family with a primary nighttime residence that is a public or private place not designed for or ordinarily used as a regular sleeping accommodation for human beings, including a car, park, abandoned building, bus or train station, airport, or camping ground; b) An individual or family living in a supervised publicly or privately operated shelter designated to provide temporary living arrangements (including congregate shelters, transitional housing, and hotels and motels paid for by charitable organizations or by federal, state, or local government programs for low-income individuals); or c) An individual who is exiting an institution where he or she resided for 90 days or less and who resided in an emergency shelter or place not meant for human habitation immediately before entering that institution; 2) An individual or family who will imminently lose their primary nighttime residence, provided that: a) The primary nighttime residence will be lost within 14 days of the date of application for homeless assistance; b) No subsequent residence has been identified; and c) The individual or family lacks the resources or support networks, e.g., family, friends, faith-based or other social networks needed to obtain other permanent housing; 3) Unaccompanied youth under 25 years of age, or families with children and youth, who do not otherwise qualify as homeless under this definition, but who: a) Are defined as homeless under section 387 of the Runaway and Homeless Youth Act (42 U.S.C. 5732a), section 637of the Head Start Act (42 U.S.C. 9832), section 41403 of the Violence Against Women Act of 1994 (42 U.S.C. 14043e-2), section 330(h) of the Public Health Service Act (42 U.S.C. 254b(h)), section 3 of the Food and Nutrition Act of 2008 (7 U.S.C. 2012), section 17(b) of the Child Nutrition Act of 1966 (42 U.S.C. 1786(b)), or section 725 of the McKinney-Vento Homeless Assistance Act (42 U.S.C. 11434a); b) Have not had a lease, ownership interest, or occupancy agreement in permanent housing at any time during the 60 days immediately preceding the date of application for homeless assistance; c) Have experienced persistent instability as measured by two moves or more during the 60-day period immediately preceding the date of applying for homeless assistance; and d) Can be expected to continue in such status for an extended period of time because of chronic disabilities, chronic physical health or mental health conditions, substance addiction, histories of domestic violence or childhood abuse (including neglect), the presence of a child or youth with a disability, or two or more barriers to employment, which include the lack of a high school degree or General Education Development (GED), illiteracy, low English proficiency, a history of incarceration or detention for criminal activity, and a history of unstable employment; or 4) Any individual or family who: a) Is fleeing, or is attempting to flee, domestic violence, dating violence, sexual assault, stalking, or other dangerous or life-threatening conditions that relate to violence against the individual or a family member, including a child, that has either taken place within the individual’s or family’s primary nighttime residence or has made the individual or family afraid to return to their primary nighttime residence b) Has no other residence; and lacks the resources or support networks, e.g., family, friends, faith-based or other social networks, to obtain other permanent housing 5) Definitions from 24 CFR 576.2. For purposes of ESG-CV funds, the definitions at 24 CFR 576.2 apply except that: a) At Risk of Homelessness. The CARES Act raised the income limit in paragraph (1)(i) of the “at risk of homelessness” definition at 24 CFR 576.2 from 30 percent of area median income (AMI) to the Very Low-Income limit of the area, as determined by the Secretary. 6) Definitions not in 24 CFR 576.2 of the CARES Act. a) Coronavirus- SARS-CoV-2 or another coronavirus with pandemic potential, as defined by section 23005 b) ESG-CV- Emergency Solutions Grants Program as funded by the CARES Act and governed by requirements HUD establishes in accordance with that Act. ESG-CV funds do not include annual ESG funds, although annual ESG funds may be used in accordance with the requirements established for purposes of ESG-CV funds as further described in the sections below. c) Prevent, Prepare for, and Respond to Coronavirus- To assist recipients in ensuring that an activity being paid for with ESG-CV funds is eligible, or determining whether annual ESG funding may follow the waivers and alternative requirements established in this Notice, recipients and subrecipients should consider the following: i) Prevent…coronavirus means an activity designed to prevent the initial or further spread of the virus to people experiencing homelessness, people at risk of homelessness, recipient or subrecipient staff, or other shelter or housing residents. This includes providing Personal Protective Equipment to staff and program participants, paying for non-congregate shelter options such as hotels and motels, paying for handwashing stations and portable toilets for use by people living in unsheltered situations, and providing rapid re-housing or homelessness prevention assistance to individuals and families who are homeless or at risk of homelessness (as applicable) to reduce their risk of contracting or further spreading the virus. ii) Prepare for…coronavirus means an activity carried out by a recipient or subrecipient prior to or during a coronavirus outbreak in their jurisdiction to plan to keep people healthy and reduce the risk of exposure to coronavirus and avoid or slow the spread of disease. This includes updating written standards to prioritize people at severe risk of contracting coronavirus for shelter and housing consistent with fair housing and nondiscrimination requirements, adapting coordinated entry policies and procedures to account for social distancing measures or increased demand, developing a strategy and recruiting landlords to provide housing to people experiencing homelessness or at risk of homelessness, training homeless providers on infectious disease prevention and mitigation, and implementing a non-congregate shelter strategy to reduce the spread of coronavirus. iii) Respond to coronavirus means an activity carried out once coronavirus has spread to people experiencing homelessness, provider staff, or once individuals and families lose or are at risk of losing their housing as a result of the economic downturn caused by coronavirus. This includes transporting individuals and families experiencing homelessness to medical appointments, paying for shelter to isolate individuals who have contracted coronavirus from other program participants and people experiencing homelessness, providing rental assistance to those who are at risk of losing their housing, have already become homeless, or continue to experience homelessness due to the economic downturn caused by coronavirus, and providing hazard pay to recipient or subrecipient staff who put their own health at risk to continue to provide necessary services to individuals and families experiencing and risk of homelessness. HPD- Housing and Planning Department, City of Austin HUD- U.S. Department of Housing and Urban Development Subrecipient- An organization receiving ESG funds from the City to undertake eligible ESG activities II. General The Emergency Solutions Grant Program (ESG), formerly known as the Emergency Shelter Grant Program, and the Emergency Solutions Grant CARES Act Program (ESG-CV) are funded through the City’s Housing and Planning Department (HPD), which is made available by the U.S. Department of Housing and Urban Development (HUD). The City utilizes ESG and ESG-CV funds to provide an array of services to assist homeless persons and persons at-risk of homelessness. The 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-CV funds have been made available from HUD to assist homeless persons who meet the CDC’s definition of being at a high risk of health complications due to COVID-19. The City’s Austin Public Health Department is responsible for the implementation of ESG in compliance with the governing regulations of the ESG program. The City’s Housing and Planning Department (HPD) is responsible for the planning and administration of the ESG program. The Community Development Officer (CDO) of HPD has the authority to establish processes, procedures, and criteria for the implementation and operation of the program, and to waive compliance with any provision of these guidelines if s/he determines that to do so does not violate any Federal, state, or local law or regulation, and is in the best interest of the City. Nothing contained, stated, or implied in this document shall be construed to limit the authority of the City to administer and carry out the program by whatever means and in whatever manner it deems appropriate. III. Eligible Organizations The subrecipient must be a unit of local government or a private, non-profit organization, as defined by the Internal Revenue Service tax code, evidenced by having a Federal identification number, filed articles of incorporation, and written organizational by-laws. IV. Ineligible Organizations An organization will not be eligible to apply for ESG funds if it meets the following conditions: 1) Outstanding audit or monitoring findings, unless appropriately addressed by a corrective action plan; 2) Current appearance on the List of Suspended and Debarred Contractors 3) Terms and conditions of existing contract are not in full compliance; 4) History of non-performance with contracts. V. Financial Terms 1) Grantee shall expend the City budget in a reasonable manner in relation to Agreement time elapsed and/or Agreement program service delivery schedule. 2) All grant funds allocated must be completely spent down within the 36-month allocation period. 3) 4) If the Grantee has a remaining balance at the end of the first twelve-month period, the Grantee must submit a request to spend down remaining balance to the Assistant Director of the Austin Public Health, Health Equity Community Engagement Division (HECE). If cumulative expenditures are not within acceptable amounts, spending rates, or in accordance with grant compliance the City may require the Grantee to: a) b) amend the Agreement budget amount to reflect projected expenditures, as determined by the City. In order to be eligible for services under the ESG program, clients must meet HUD’s definition of homelessness or at-risk of homelessness, and must meet annual income guidelines for homelessness prevention activities. 5) ESG-CV Financial Terms: submit an expenditure plan, and/or a) Progressive Expenditure Deadline and Recapture Provisions- To ensure ESG-CV funds are spent quickly on eligible activities to address the public health and economic crises caused by coronavirus, the following alternative requirements are established: i) HUD may recapture up to 20 percent of a recipient’s total award, including first and second allocation amounts, if the recipient has not expended at least 20 percent of that award by September 30, 2021. ii) HUD may recapture up to 50 percent of a recipient’s total award, including first and second allocation amounts, if the recipient has not expended at least 50 percent of that award by June 16, 2022. iii) Prior to recapturing funds as described above, HUD will follow the enforcement process described in 24 CFR 576.501 and provide the recipient with an opportunity to provide a spending plan demonstrating to HUD’s satisfaction that all of the recipient’s ESG-CV funds from the first and second allocations will be expended by September 30, 2023. VI. Matching Funds Subrecipient organizations that receive ESG funds must provide a dollar for dollar (or 100%) match to their ESG award amount. 1) Sources of matching funds include: a) Cash Contributions- Cash expended for allowable costs identified in 2 CFR Part 200. Program Income for the ESG program can also be used as match funds. Match funds are identified in 2CFR Part 200.306 b) Non-Cash Contributions- The value of any real property, equipment, goods, or services. 2) Funds used to match a previous ESG grant may not be used to match a subsequent award. 3) ESG-CV Match - As provided by the CARES Act, ESG-CV funds are not subject to the match requirements that otherwise apply to the Emergency Solutions Grants program. VII. Eligible Activities Each sub-recipient will be allocated funding by activity type, and may have multiple activities in one program. The following is a list of eligible activities for the ESG Program: 1) ESG Eligible Activities: a) Street Outreach- Support services limited to providing emergency care on the streets, including engagement, case management, emergency health and mental health services, and transportation; b) Emergency Shelter- Includes essential services, case management, child care, education, employment, outpatient health services legal services, life skills training, mental health & substance abuse services, transportation, shelter operations, and funding for hotel/motel stays under certain conditions; c) Homeless Prevention- Includes housing relocation & stabilization services and short/medium-term rental assistance for individuals/families who are at risk of homelessness; d) Rapid Re-Housing- Includes housing relocation & stabilization services and short/medium-term rental assistance to help individuals/families move quickly into permanent housing and achieve stability; e) Homeless Management Information System (HMIS) costs; and 2) ESG-CV Program-specific Waivers, Alternative Requirements, and Statutory Flexibilities for Existing Eligible f) ESG Administration costs. Activities: a) Short-Term and Medium-Term Rental Assistance i) 24 CFR 576.106(a)(2), where medium-rent is defined as “for more than 3 months but not more than 24 months of rent” is waived and an alternative requirement is established where medium- term is established as for more than 3 months but not more than 12 months. This alternative requirement will allow more households to receive rapid re-housing and homelessness prevention assistance, which is necessary to prevent, prepare for, and respond to coronavirus. ii) The requirement at 24 CFR 576.106(d) that prohibits rental assistance where the rent for the unit exceeds the Fair Market Rent established by HUD, as provided under 24 CFR Part 888, is waived so long as the rent complies with HUD’s standards of rent reasonableness, as established under 24 CFR 982.507. Waiving this requirement will allow recipients to help program participants move quickly into housing or retain their existing housing, which is especially critical at reducing the spread of coronavirus and responding to coronavirus. This waiver provides additional flexibility beyond the waiver made available to the ESG Program on March 31, 2020 and extended to ESG-CV funds on May 22, 2020 by permitting ESG recipients to provide rental assistance for program participants, whose current rent exceeds FMR and by allowing recipients to use this waiver as needed throughout the period they are providing rental assistance to prevent, prepare for, and respond to coronavirus. b) Hotel/Motel Costs- As permitted under 24 CFR 576.102(a)(3), eligible costs include a hotel or motel voucher for homeless individuals and families where no appropriate emergency shelter is available. Additionally, the limitations on eligible activities provided in section 415(a) of the McKinney-Vento Act and 24 CFR part 576, subpart B are waived and alternative requirements are established to the extent necessary to authorize ESG-CV funds to be used for the following hotel or motel costs for individuals and families experiencing homelessness, receiving rapid re-housing assistance under the Continuum of Care (CoC) or ESG programs, receiving homelessness prevention under the ESG program, or residing in permanent supportive housing: The recipient or subrecipient may pay for a hotel or motel room directly or through a hotel or motel voucher. Additionally, funds can be used to pay for cleaning of hotel and motel rooms used by program participants as well as to repair damages caused by program participants above normal wear and tear of the room. These flexibilities are provided to allow recipients to secure hotel and motel rooms more quickly to be available when needed to prevent the spread of coronavirus (for example, when a program participant needs to isolate to keep from spreading the virus to other shelter occupants or household members). c) Helping current ESG program participants maintain housing- In order to ensure current program participants receiving homelessness prevention and rapid re-housing assistance do not lose their housing during the coronavirus public health crisis and the subsequent economic downturn caused by the crisis, the requirements in 24 CFR 576.105(c) and 576.106(a) are waived and alternative requirements are established as follows: i) The requirement at 24 CFR 576.105(c) limiting the total period of time for which any program participant may receive the services under paragraph (b) to 24 months during any 3-year period is waived solely for those program participants who reach their 24-month maximum assistance during the period beginning on the presumed start of this crisis, January 21, 2020 – the date the first confirmed case was reported in the United States, and ending 6 months from the date of publication of this Notice, provided that the services are only extended for these program participants for up to a maximum of an additional 6 months; and ii) The requirement at 24 CFR 576.106(a) limiting the total number of months a program participant can receive rental assistance to 24 months in a 3-year period is waived solely for those program participants who reach their 24-month maximum during the period beginning on the presumed start of this crisis, January 21, 2020 – the date the first confirmed case was reported in the United States, and ending 6 months from the date of publication of this Notice, provided that the rental assistance is only extended for these program participants for up to a maximum of an additional 6 months. d) HMIS Lead Activities- The limitations on eligible activities provided in section 415(a) of the McKinney- Vento Act and 24 CFR Part 576, subpart B are waived to the extent necessary to authorize ESG funds to be used under 24 CFR 576.107 to pay for HMIS costs beyond where they are related to collecting data on ESG program participants and ESG program activities to the extent they are necessary to help the geographic area prevent, prepare for, and respond to coronavirus. Additionally, 24 CFR 576.107 that limits recipients to paying for the costs at 24 CFR 576.107(b) is waived to allow recipients that are not the HMIS Lead, as designated by the Continuum of Care, to pay for costs at 24 CFR 576.107(b), either directly or by sub-granting to the HMIS Lead if the HMIS Lead is an eligible subrecipient to the extent that the HMIS costs are necessary to help the geographic area prevent, prepare for, and respond to coronavirus. This waiver and these alternative requirements provide additional flexibility beyond the waiver made available to the ESG Program on March 31, 2020 and extended to ESG-CV funds on May 22, 2020 by permitting ESG recipients who are not also HMIS Leads to pay for the costs eligible at 24 CFR 576.107(b) and lifting the 6-month limit on the waiver so that this flexibility applies throughout the period the recipient or subrecipient uses funds to prevent, prepare for, and respond to coronavirus. Additionally, this waiver provides additional flexibility for ESG funds to be used on HMIS costs even when they are not related to ESG program participants or ESG activities when necessary to collect and report better data about the impact of coronavirus across the community. These flexibilities will allow communities to collect data that is necessary to coordinate and report on activities to prevent, prepare for, and respond to coronavirus among individuals and families experiencing homelessness, at risk of homelessness, and receiving homeless assistance e) Legal Services- Legal services established in 24 CFR 576.102(a)(1)(vi) and 24 CFR 576.105(b)(4) are limited to those services necessary to help program participants obtain housing or keep a program participant from losing housing where they currently reside. a) Training- As permitted by the CARES Act, ESG-CV funds may be used for training on infectious disease prevention and mitigation for staff working directly to prevent, prepare for, and respond to coronavirus among persons who are homeless or at risk of homelessness and the use of funding shall not be considered administrative costs for purposes of the 10 percent cap. In addition, the limitations on eligible activities provided in section 415(a) of the McKinney-Vento Homeless Assistance Act and 24 CFR part 576, subpart B are waived and alternative requirements are established to the extent necessary to authorize ESG-CV funds to be used for training on infectious disease prevention and mitigation for homeless assistance providers, including those who do not receive funding through the CARES Act, to help them best prevent, prepare for, and respond to coronavirus among persons who are homeless or at risk of homelessness. These training costs are eligible as a standalone activity and are not to be charged to an activity under 24 CFR 576.101 to 24 CFR 576.109. b) Hazard Pay- As permitted by the CARES Act, funds may be used to pay hazard pay for recipient- or subrecipient-staff working directly to prevent, prepare for, and respond to coronavirus among persons who are homeless or at risk of homelessness. Examples of recipient or subrecipient staff working directly in support of coronavirus response include emergency shelter intake staff, street outreach teams, emergency shelter maintenance staff, emergency shelter security staff, staff providing essential services (e.g., outpatient health or mental health, housing navigators), and staff in proximity to persons with coronavirus or working in locations with a high likelihood of contracting coronavirus. Landlord Incentives- The limitations on eligible activities under section 415(a) of the McKinney-Vento Act and 24 CFR 576.105 are waived and alternative requirements are established to the extent necessary to authorize ESG-CV funds to be used under 24 CFR 576.105 to add the eligible cost of c) 3) Additional ESG-CV Eligible Activities: paying for landlord incentives as reasonable and necessary to obtain housing for individuals and families experiencing homelessness and at risk of homelessness. However, a recipient may not use ESG-CV funds to pay the landlord incentives set forth below in an amount that exceeds three times the rent charged for the unit. Waiving the limitation on eligible costs under housing relocation and stabilization services to pay for the costs of landlord incentives will increase the number of housing units available to people experiencing homelessness or at risk of homelessness, especially in tight rental markets and obtaining and maintaining housing is critical to preventing the spread of coronavirus and helping mitigate the economic impact of the crisis. The limitation to three times the rent charged for each unit ensures enough ESG-CV funds remain available to provide other eligible activities necessary to prevent the spread of coronavirus. Eligible landlord incentive costs include: i) Signing bonuses equal to up to 2 months of rent; ii) Security deposits equal to up to 3 months of rent; d) Paying the cost to repair damages incurred by the program participant not covered by the security deposit or that are incurred while the program participant is still residing in the unit; and, e) Paying the costs of extra cleaning or maintenance of a program participant’s unit or appliances. VIII. Client Eligibility In order to be eligible for services under the ESG program, clients must meet HUD’s definition of homelessness or at-risk of homelessness, and must meet annual income guidelines for homelessness prevention activities. 1) ESG Eligibility Documentation a) Homelessness Prevention: This program will not provide Homelessness Prevention Services. b) Rapid Re-Housing: c) Please refer to the Homeless Eligibility Form for more information on documenting homelessness for d) Sub-recipient agencies must collect the required supporting documentation requested in the Homeless Eligibility Form in order for clients to be considered eligible for services e) All eligibility and supporting documentation for Rapid Re-Housing clients must be maintained in each f) Clients will be referred to ESG programs through the Coordinated Assessment or Coordinated Entry ESG clients. client’s file process. g) CDU-Specific Client Eligibility Requirements Referral through Coordinated Assessment i) ii) HIV Positive, homeless individuals h) DACC-Specific Eligibility Requirements i) Referral through Coordinated Assessment 2) Confidentiality of Client Information a) Subrecipients must have written client confidentiality procedures in their program policies and procedures that conform to items b – d below: b) All records containing personally identifying information of any individual or family who applies for and/or receives ESG assistance must be kept secure and confidential. c) The address or location of any domestic violence project assisted under ESG shall not be made public. d) The address or location of any housing for a program participant shall not be made public. IX. Emergency Shelter Requirement: Policies and procedures for admission, diversion, referral and discharge by emergency shelters assisted under ESG, including standards regarding length of stay, if any, and safeguards to meet the safety and shelter needs of special populations. The ESG-funded emergency shelter, Austin Resource Center for the Homeless, or ARCH is currently limited to those clients in case-management, with 20 beds held open for Emergency Night Shelter for men. The ARCH provides Day Resource Center for enrolled clients. Case Management and other co-located services are provided on-site by the following local service providers. Sleeping Unit Reservation System: Of the 150 sleeping units, approximately 130 are reserved for those clients in full-time case-management with the remaining 20 held open for Emergency Night Shelter. There is no length of stay for the shelter, and in case management, the general length is 6 months with evaluation on a case by case basis. Clients are informed that if they have a reservation, but they do not arrive to check in, within a set number of days, their reserved place will be made available to other clients on the waiting list. There are also available beds in coordination with the following participating agencies: CommUnityCare Clinic, Veterans Administration (VA), and Austin/Travis County Integral Care, the local mental health authority. All these case-managed clients work with their case manager to determine a housing plan and are connected to other resources to find permanent housing. The client is informed of the grievance process, and their end date for services determined on a case by case basis. Clients are encouraged to work with Case Managers to progress towards personal goals related to obtaining/maintaining sustainable income, exploring viable housing options, and addressing self-care issues that impact progress towards self-sufficiency. Case Management services are based on a Harm Reduction philosophy and the stages in the Trans-theoretical Model of Change. Various techniques, including motivational interviewing, are effectively utilized in working with clients whose needs vary across a spectrum of vulnerability. Men’s and women’s support groups as well as anger management classes are offered through case management. ARCH clients with domestic violence concerns are offered coordination and referral to appropriate programs on a case by case basis. The following is provided in the case that a client is terminated: Written notice to the participant containing a clear statement of the reason for termination. A review of the decision, in which the participant is given the opportunity to present written or oral objections before a person other than the person (or subordinate of the person) who made or approved the termination decisions, AND Prompt written notification to the program participant. Because the ARCH is a City building, the agencies cannot deny citizens access to the shelter property on a permanent basis. X. Rapid Rehousing and Other ESG-funded Services There are no essential services funded by ESG. There are no homeless prevention services funded by ESG. Requirement: Policies and procedures for determining and prioritizing which eligible families and individuals will receive rapid re-housing assistance. All programs funded through the Emergency Solutions Grant will use Coordinated Entry for referrals for the program in order to serve the most vulnerable Rapid Rehousing clients in the community. Agency eligibility could include, for example, HIV status for the Communicable Disease Unit. All programs help clients go through the Coordinated Entry process to access appropriate referrals and community programs. Each client will be individually assessed for the amount of Rapid Rehousing using progressive engagement and housing first principles. If a client or family needs continued services and financial assistance past the initial date of entry into the program, agencies will work to address those needs until the client exits the program. Other funding sources will be used to address the other service needs of the client such as case management, housing location or financial and rental assistance as needed. Requirement: Standards for determining the type, amount and duration of housing stabilization and/or relocation services to provide a program participant, including the limits on rapid re-housing assistance. 1) All Rapid Rehousing programs will include the following components: a) Housing Stability Plan with Exit Strategy b) Progressive Engagement c) Coordination with other HUD funded programs and regular review the program’s progress towards the Reducing the length of time program participants spend homeless; HUD benchmarks: i) ii) Exiting households to permanent housing, and iii) Limiting returns to homelessness within a year of program exit. 2) Also, all RR programs will provide the following services with ESG funds or with another funding source. If the agency is not able to provide all of these services, they will work with a collaborative partner to provide them. a) Housing Location b) Financial Assistance – Rental, Deposits, Application Fees, etc. c) Housing Stability Case Management 3) Rapid Rehousing Financial Assistance Guidelines: a) ESG: i) ii) Security Deposits are available for no more than 2 months’ rent. Last Month's Rent is only paid if the last month’s rent is necessary for the participant to obtain housing, if it is paid at the same time as the security deposit and first month’s rent and does not exceed one month’s rent. iii) Utility Deposit, Payments and Arrears is paid if it is within 24 month limit, including up to 6 months of utility arrears, and if the utility account is in the name of the participant or if there is proof of responsibility, and is for eligible gas, electric, water and sewage. iv) Caps on assistance by program: (1) Downtown Austin Community Court: Financial Assistance can include up to $2300 a year in direct financial assistance for all eligible financial assistance and rental assistance funding, with a 24-month cap of $4600. (2) Contracted agencies: None beyond the regulations above. (3) Communicable Disease Unit: Does not administer financial assistance and rental assistance. v) Changes in household composition. The limits on the assistance under this section apply to the total assistance an individual receives, either as an individual or as part of a family. vi) Limit of months of assistance. No client may receive more than 24 months of assistance in a three- year period. vii) Recertification. Clients will be recertified at least every twelve months to determine ongoing eligibility as per 576.401. Recertification will assess clients to see if they do not have an annual income that exceeds 30% AMI and lack sufficient resources and support networks to retain housing without ESG assistance. b) ESG-CV: i) Same as ESG in a) above, but with the following exceptions: (1) Limit of months of assistance. No client may receive more than 12-months of financial assistance in a 24-month period. (2) Recertification- Clients will be recertified at least every twelve months to determine ongoing eligibility as per 576.401. Recertification will assess clients to see if they do not have an annual income that exceeds the Very Low-Income limit of the area, as determined by the Secretary AND lack sufficient resources and support networks to retain housing without ESG assistance. (3) Financial assistance limitations: (a) Landlord incentives are limited to three times the rent charged for each unit to ensure enough ESG-CV funds remain available to provide other eligible activities necessary to prevent the spread of coronavirus. Eligible landlord incentive costs include: (i) Signing bonuses equal to up to 2 months of rent; (ii) Security deposits equal to up to 3 months of rent; (b) Paying the cost to repair damages incurred by the program participant not covered by the security deposit or that are incurred while the program participant is still residing in the unit; and, (c) Paying the costs of extra cleaning or maintenance of a program participant’s unit or appliances. Requirement: Standards for determining what percentage or amount of rent and utilities cost each program participant must pay while receiving rapid re-housing assistance. Most clients receiving financial assistance through the Emergency Solutions Grant will have high housing barriers and will be highly vulnerable. Participants are not required to contribute a percentage of their income to rent or utilities, so there are no standards developed. Requirement: Standards for determining how long a particular program participant will be provided with rental assistance. 1) Short-term and medium-term rental assistance - rental assistance can be provided to a program participant with up to 24 months of rental assistance during any 3-year period. This assistance may be short-term rental assistance, medium-term rental assistance, payment of rental arrears, or any combination of this assistance. a) Short and Medium-Term Rental Assistance - Short-term rental assistance is assistance for up to 3 months of rent; Medium-term rental assistance is assistance for more than 3 months but not more than 24 months of rent; Rental assistance for this program will be tenant-based. i) Rental Assistance use with other subsidies. Except for a one-time payment of rental arrears on the tenant's portion of the rental payment, rental assistance cannot be provided to a program participant who is receiving tenant-based rental assistance, or living in a housing unit receiving project-based rental assistance or operating assistance, through other public sources. Rental assistance may not be provided to a program participant who has been provided with replacement housing payments under the URA during the period of time covered by the URA payments. ii) Fair Market Rent - Rental Assistance must only be provided if rent does not exceed Fair Market Rent and complies with HUD’s standard of rent reasonableness, as established under 24 CFR 982.507. iii) For purposes of calculating rent, the rent shall equal the sum of the total monthly rent for the unit, any fees required for occupancy under the lease (other than late fees and pet fees) and, if the tenant pays separately for utilities, the monthly allowance for utilities (excluding telephone) established by the public housing authority for the area in which the housing is located. iv) Rental assistance agreement. The recipient or subrecipient may make rental assistance payments only to an owner with whom the recipient or subrecipient has entered into a rental assistance agreement. The rental assistance agreement must set forth the terms under which rental assistance will be provided, including the requirements that apply under this section. The rental assistance agreement must provide that, during the term of the agreement, the owner must give the recipient or subrecipient a copy of any notice to the program participant to vacate the housing unit, or any complaint used under state or local law to commence an eviction action against the program participant. Late payments. The recipient or subrecipient must make timely payments to each owner in accordance with the rental assistance agreement. The rental assistance agreement must contain the same payment due date, grace period, and late payment penalty requirements as the program participant's lease. The recipient or subrecipient is solely responsible for paying late payment penalties that it incurs with non-ESG funds. v) vi) Lease. Each program participant receiving rental assistance must have a legally binding, written lease for the rental unit, unless the assistance is solely for rental arrears. The lease must be between the owner and the program participant. Where the assistance is solely for rental arrears, an oral agreement may be accepted in place of a written lease, if the agreement gives the program participant an enforceable leasehold interest under state law and the agreement and rent owed are sufficiently documented by the owner's financial records, rent ledgers, or canceled checks. For program participants living in housing with project-based rental assistance under paragraph (i) of this section, the lease must have an initial term of one year. 2) Tenant-based rental assistance. Rental assistance for this program will be tenant-based, and all programs will provide the minimum amount of assistance needed for client to stabilize using the principles of Progressive Engagement. a) A program participant who receives tenant-based rental assistance may select a housing unit in which to live and may move to another unit or building and continue to receive rental assistance, as long as the program participant continues to meet the program requirements. b) The recipient may require that all program participants live within a particular area for the period in which the rental assistance is provided. c) The rental assistance agreement with the owner must terminate and no further rental assistance payments under that agreement may be made if: i) The program participant moves out of the housing unit for which the program participant has a lease; ii) The lease terminates and is not renewed; or iii) The program participant becomes ineligible to receive ESG rental assistance. 3) Rental Arrears are paid if the client is assisted with one-time payment of up to 6 months of rental arrears, including any late fees on those arrears. A lease must be present in the file with the participant's name on the lease or a document of the rent payments/financial records, as well as Rent Reasonableness, Lead Based Paint and Habitability Standards forms. Where the assistance is solely for rental arrears, an oral agreement may be accepted in place of a written lease, if the agreement gives the program participant an enforceable leasehold interest under state law and the agreement and rent owed are sufficiently documented by the owner's financial records, rent ledgers, or canceled checks. For program participants living in housing with project-based rental assistance under paragraph (i) of this section, the lease must have an initial term of one year. 4) Caps on assistance by program: a) Downtown Austin Community Court: Financial Assistance can include up to a year in direct financial assistance for all eligible financial assistance and rental assistance funding. b) Contracted agencies: None beyond the regulations above. c) Communicable Disease Unit: Does not administer financial assistance and rental assistance. 5) All clients will be recertified at least every twelve months to determine ongoing eligibility as per 576.401. Recertification will assess clients to see if they do not have an annual income that exceeds 30% AMI and lack sufficient resources and support networks to retain housing without ESG assistance. XI. Coordination Between Service Providers The following list gives the types of service coordination activities to be undertaken for the ESG Program: Case management, permanent supportive housing, rapid re-housing and housing location and financial assistance. Services will be coordinated between the downtown Austin Resource Center for the Homeless (ARCH), Downtown Austin Community Court, and in consultation with the local Continuum of Care as well as other service providers such as Austin Travis County Integral Care, Caritas of Austin, Salvation Army, Veterans Administration, Continuum of Care Permanent Supportive Housing programs and other appropriate federal, state and local service providers. Case Management/Supportive Services Permanent Supportive Housing Rapid Rehousing/Housing Location Direct Financial Assistance Agency Caritas of Austin with CoC and City funding Downtown Community Court Public Health Communicable Disease Unit Other Continuum of Care Programs City-funded Social Service Agencies X X X X X X X X X X X X X X X ESG Rapid Rehousing Program Design: All ESG Programs will have all components or coordinate with other funding sources or entities so that all needs of the Rapid Rehousing clients will be adequately addressed. RR Agency Communicable Disease Unit (CDU) Downtown Austin Community Court Case Management/Supportive Services CDU DACC Housing Location Rental Assistance Direct Financial Assistance CDU/DACC ESG DACC ESG DACC ESG DACC DACC ESG DACC ESG XII. Homeless Management Information System (HMIS) Organizations receiving funding from the City of Austin for homelessness prevention and homeless intervention services are required to utilize the Local Homeless Management Information System (HMIS) to track and report client information for individuals who are at risk of homelessness or who are homeless. A high level of data quality is required. All ESG-funded programs will also be working with the community’s Coordinated Entry process. ESG Specific Requirements Include: 1) Entering client data into HMIS as per the guidelines outlined in an agreement with ECHO HMIS and under the requirements of the Austin/Travis County HMIS Data Quality Assurance Plan. 2) ESG-funded programs will participate in the centralized or coordinated assessment system in HMIS, as required under § 576.400(d). 3) The ESG Rapid Rehousing program will accept referrals through Coordinated Entry. 4) Utilizing the ESG eligibility form to determine homeless eligibility. 5) Demographic data collected in the ESG Demographic Form 6) HUD 40118 form or other required form required for Emergency Solutions Grants 7) Submission of HUD reporting information for the Consolidated Plan, Action Plan and Consolidated Annual Performance and Evaluation Report (CAPER). 8) Participation in community homeless coordination and planning. 9) Other HMIS Requirements: Organizations receiving funding from the City of Austin for homelessness prevention and homeless intervention services are required to utilize HMIS to track and report client information for individuals who are at risk of homelessness or who are homeless. A high level of data quality is required. The Ending Community Homelessness Coalition (ECHO) currently serves as the local HMIS administrator. SECTION 2: ESG POLICIES AND PROCEDURES Management and operation of approved projects is the responsibility of the Subrecipient. The Subrecipient is the entity that will receive the City contract. Therefore, the subrecipient has the overall responsibility of the project’s successful completion. I. Grant Subaward Process At its discretion, the City may use a competitive Request for Application and comprehensive review process to award ESG funding to providers of services to homeless persons and persons at-risk of homelessness. Activities will be consistent with the City’s Consolidated Plan, in compliance with local, state, and Federal requirements and the governing regulations for use of ESG funds, and in conformance with program standards. The City will enter into written agreements with selected Subrecipients and will work with Subrecipients to ensure that project costs are reasonable, appropriate, and necessary to accomplish the goals and objectives of the City’s overall ESG Program. The subrecipient must be able to clearly demonstrate the benefits to be derived by the services provided to homeless individuals, and to low-to-moderate income families. Performance measures will be established in the contract. All ESG award decisions of the City are final. II. Contracting Subrecipients must enter into a written contract with the City for performance of the project activities. Once a contract is signed, the subrecipient will be held to all agreements therein. 1) Members of the Subrecipient organization, volunteers, residents, or subcontractors hired by the organization may carry out activities. Subrecipients must enter into a written contract with the subcontractors carrying out all or any part of an ESG project. All subcontractors must comply with the City and Federal procurement and contracting requirements. 2) All contracts are severable and may be canceled by the City for convenience. Project funding is subject to the availability of ESG funds and, if applicable, City Council approval. 3) Amendments - Any amendments to a contract must be mutually agreed upon by the Subrecipient and the City, in writing. Amendment requests initiated by the Subrecipient must clearly state the effective date of the amendment, in writing. Austin Public Health (APH) staff will determine if an amendment request is allowable. APH reserves the right to initiate amendments to the contract. 4) Liability - Subrecipients shall forward Certificates of Insurance to the Austin Public Health Department within 30 calendar days after notification of the award, unless otherwise specified. The City’s Risk Management Department will review and approve the liability insurance requirements for each contract. Subrecipients must maintain current insurance coverage throughout the entire contract period, as well as for any subsequent amendments or contract extensions. III. Internal Controls Subrecipients must have policies and procedures in place to protect assets, create accurate and reliable financial reporting, maintain compliance with all applicable laws and regulations, and ensure that agency operations are effective and efficient. These Internal Controls should include, but are not limited to: 1) Information and documents required through the standard City Boilerplate a) Business continuity/risk management plans b) Conflict of interest policy c) Whistleblower policy d) Financial management policy 2) Staff and Program evaluations 3) Maintaining annual income and expense budget reports to compare expected spending and revenue with actual spending and revenue Information Technology controls 4) 5) Written job descriptions to clearly define roles within the organization IV. Recordkeeping Requirements 1) Project Records- The Subrecipient must manage their contract and maintain records in accordance with City and Federal policies and must be in accordance with sound business and financial management practices, which will be determined by the City. Record retention for all ESG records, including client information, is five years after the expenditure of contract funds. 2) Client Records- The Subrecipient must maintain the following types of client records to show evidence of services provided under the ESG program: a) Client Eligibility records, including documentation of Homelessness, or At-Risk of Homelessness plus income eligibility and support documentation. b) For Rapid Rehousing client files, a copy of the ESG Rapid Rehousing Client File Review checklist and Rapid Rehousing Financial Assistance Checklist should be placed at the beginning of the file and peer reviewed before any financial assistance is provided c) Documentation of Continuum of Care centralized or coordinated assessment (for client intake) d) Financial Assistance backup documentation required for each type of assistance outlined in the previous sections. i) ii) iii) all backup documentation required for each type of assistance Rental assistance agreements and payments security deposits 3) Housing Financial Assistance - for eligible clients, financial assistance may be allocated for eligible expenses with the following requirements and limitations: a) Rental application fees. b) Security deposits. Equal to no more than 2 months' rent. c) Last month's rent. If necessary to obtain housing for a program participant, the last month's rent may be paid from ESG funds to the owner of that housing at the time the owner is paid the security deposit and the first month's rent. This assistance must not exceed one month's rent and must be included in calculating the program participant's total rental assistance, which cannot exceed 24 months during any 3-year period. d) Utility deposits. e) Utility payments. Up to 24 months of utility payments per program participant, per service, including up to 6 months of utility payments in arrears, per service. A partial payment of a utility bill counts as one month. This assistance may only be provided if the program participant or a member of the same household has an account in his or her name with a utility company or proof of responsibility to make utility payments. Eligible utility services are gas, electric, water, and sewage. No program participant shall receive more than 24 months of utility assistance within any 3-year period. Financial assistance cannot be provided to a program participant who is receiving the same type of assistance through other public sources. f) g) Short-Term and Medium-Term Rental Assistance. Up to 24 months of rental assistance during any 3- year period. This assistance may be short-term rental assistance, medium-term rental assistance, payment of rental arrears, or any combination of this assistance. i) ii) Medium-term rental assistance is assistance for more than 3 months but not more than 24 months Short-term rental assistance is assistance for up to 3 months of rent. of rent. iii) Payment of rental arrears consists of a one-time payment for up to 6 months of rent in arrears, including any late fees on those arrears. iv) Rental assistance may be tenant-based or project-based 4) Rent Restrictions. a) Rental assistance cannot be provided unless the rent does not exceed the Fair Market Rent (FMR) established by HUD, as provided under 24 CFR part 888, and complies with HUD's standard of rent reasonableness, as established under 24 CFR 982.507. b) For purposes of calculating rent under this section, the rent shall equal the sum of the total monthly rent for the unit, any fees required for occupancy under the lease (other than late fees and pet fees) and, if the tenant pays separately for utilities, the monthly allowance for utilities (excluding telephone) established by the public housing authority for the area in which the housing is located. c) Rental assistance agreement must state that rental assistance payments will be made only to a landlord or owner with whom the subrecipient has entered into a rental assistance agreement. The rental assistance agreement must set forth the terms under which rental assistance will be provided, including the requirements that apply under this section. The rental assistance agreement must provide that, during the term of the agreement, the landlord/owner must give the agency a copy of any notice to the program participant to vacate the housing unit, or any complaint used under state or local law to commence an eviction action against the program participant. d) Late payments. Subrecipients must make timely payments to each landlord/owner in accordance with the rental assistance agreement. The rental assistance agreement must contain the same payment due date, grace period, and late payment penalty requirements as the program participant's lease. The recipient or sub-recipient is solely responsible for paying late payment penalties that it incurs with non-ESG funds. e) Lease. Each program participant receiving rental assistance must have a legally binding, written lease for the rental unit, unless the assistance is solely for rental arrears. The lease must be between the landlord/owner and the program participant. Where the assistance is solely for rental arrears, an oral agreement may be accepted in place of a written lease, if the agreement gives the program participant an enforceable leasehold interest under state law and the agreement and rent owed are sufficiently documented by the owner's financial records, rent ledgers, or canceled checks. For program participants living in housing with project-based rental assistance, the lease must have an initial term of one year. 5) All City of Austin ESG-funded Rapid Re-Housing programs will include the following components: a) Housing Stability Plan with Exit Strategy b) Progressive Engagement c) Coordination with other HUD-funded programs and regular review the program’s progress towards the HUD benchmarks: d) Reducing the length of time program participants spend homeless; e) Exiting households to permanent housing, and f) Limiting returns to homelessness within a year of program exit. 6) All of the below items must be completed and checked “Yes” before financial assistance can be provided: a) Forms Required: i) Required for housing location, housing stability case management, financial assistance, rental assistance (1) Habitability Standards (2) Lead Hazard Standards (3) Rent-Reasonableness (4) Peer Reviewed ESG Rapid Rehousing Client File Review ii) Required for rental assistance – arrears and ongoing rent (in addition to the above forms) (1) Lease in client’s name or a document of the rent payments/financial records (2) Fair market rent calculation (3) Landlord Rental Agreement V. Reporting Requirements 1) Monthly Claims Requests - must be submitted within fifteen (15) calendar days after the reporting month’s end with backup uploaded to the City’s online contract management system, PartnerGrants, which identify the allowable expenditures incurred under this contract. The backup should be uploaded with the Claims request and should include: a) Contracted agencies: General Ledger b) City Agreements: Grant Cost Report grant costs with appropriate backup from the Digital Express Reports (DXR) c) Rapid Rehousing Financial Assistance programs: backup documentation for all direct financial assistance including a Rapid Rehousing Financial Assistance Checklist to verify that all required forms and steps were completed before releasing financial assistance to clients. d) Current Month Matching Funds: i) ESG- Statement must be submitted monthly in the City’s online contract management system, PartnerGrants, along with the monthly Claims report. The contractor is required to expend and document Matching Funds against payments to be received under this Agreement. The Claim cannot be approved unless the Matching Funds statement is included. ii) ESG-CV has no matching fund requirement e) All monthly claims reports must include a copy of the HMIS Universal Data Elements quality report for the month requested with an overall grade for compliance of 96% or higher for all data – if data quality reports fall below minimum standards, payments may be withheld until reports improve to a grade for compliance of 96% or higher 2) Quarterly Reporting a) Quarterly performance reports shall be submitted, in a format prescribed by the City, by the 15th calendar day of the month after the quarter end, which identify the activities accomplished under this contract. b) Other performance metrics may be required to align with HUD system-wide performance measures. c) ESG Demographic Report must be submitted within fifteen (15) calendar days after the end of the preceding quarter. The data from this report should be able to be extracted from HMIS. Sections 4-8 and 10 must be completed by all ESG programs that serve clients. d) Quarterly Claims Review – Quarterly, one Claim will be reviewed for complete documentation Timesheets including but not limited to: i) ii) Check stubs, copies of checks iii) Client File Checklists iv) Peer Reviewed Rapid Rehousing Client File Review Form showing that the required documentation for clients served were collected in the correct order v) Client file documentation of eligibility and appropriate housing documentation vi) If issues are found with the quarterly reviews, or if HUD deems it necessary, the Claims Review process will be conducted monthly rather than quarterly 3) Annual Close-Out Reporting a) The Federal ESG program year ends on September 30th. At completion of all activities, a Contract Closeout Report must be submitted within 30 days of the end of the contract. The subrecipient is required to supply such information, in such form and format as the City and HUD may require. All records and reports must be made available to any authorized City representative upon request and without prior notice. b) For contracts that contain renewal/extension options, an Annual Progress Report shall be completed using the City’s online contract management system by the Grantee and submitted to the City within 60 calendar days following the end of each Program Period identified in Section 4.1.2 of the Contract boilerplate. c) For those Agreements that are ending, a Closeout Report shall be completed by the Grantee through the City’s online contract management system and submitted to the City within 30 calendar days following the expiration or termination of this Agreement. Any encumbrances of funds incurred prior to the date of termination of this Agreement shall be subject to verification by the City. Upon termination of this Agreement, any unused funds, unobligated funds, rebates, credits, or interest earned on funds received under this Agreement shall be returned to the City. d) The Closeout Report must contain all information that the City requires during the normal Contract Close-Out Report or, if the Contract is ongoing but the Program Period had ended, all of the information the City requires for their Contract Progress Report. e) All ESG Subrecipients must use HMIS to report on clients served by the ESG program. f) All ESG programs are required to submit end of year reporting according to HUD requirements. This may include: i) ii) Running and submitting an HMIS report to the HUD database, SAGE. Providing reports in PartnerGrants earlier than the normal fourth quarter deadline VI. Program Limitations 1) ESG Administration costs are limited to 7.5% of the total ESG allocation. 2) ESG Street Outreach and Emergency Shelter costs are limited to the greater of: 60% of the City’s 2011-12 ESG grant -or- the amount committed to emergency shelter for the City’s 2010-11 ESG allocation. 3) Program Income a) ESG - Income derived from any ESG activity must be recorded and reported to APH as program income. Such income may not be retained or disbursed by the subrecipient without written approval from APH and is subject to the same controls and conditions as the Subrecipient’s grant allocation. b) ESG-CV Program Income- Because ESG-CV program income cannot be used as match without the ESG matching requirement, HUD is waiving the ESG provisions for program income under 24 CFR 576.2 and 576.407(c)(1) and establishing alternative requirements, as follows: i) Program income is defined as provided by 2 CFR 200.80, except that: (1) Program income includes any amount of a security or utility deposit returned to the recipient or subrecipient, as provided by 24 CFR 576.2; and (2) Costs that are incidental to generating program income and not charged to the ESG-CV grant or subgrant may be deducted from gross income to determine program income, as allowed under 2 CFR 200.307(b). c) As allowed under 2 CFR 200.307(e), program income may be treated as an addition to recipient’s grant (or the subrecipient’s subgrant, if the income is generated by the subrecipient’s activities), provided that the program income is used in accordance with the purposes and conditions of that grant or subgrant. Program income otherwise must be deducted from allowable costs as provided by 2 CFR 200.307(e)(1). 4) ESG funds may not be used for lobbying or for any activities designed to influence legislation at any government level. 5) A church or religious affiliated organization must show secularism when submitting an ESG application. 6) Any ESG funds that are unallocated after the funding cycle will be reprogrammed by APH. Contracts that show three (3) consecutive months of inactivity (as documented by monthly reports or non-submission of required reports) will be reviewed on a case-by-case basis and may be irrevocably canceled. VII. Performance Standards ESG-funded programs will report into HMIS and have a high level of data quality specified in Section XII. Homeless Management Information Systems. HMIS data quality is reviewed quarterly by City staff. All data quality is reviewed by the ECHO HMIS Administrator. Performance measures will be reviewed quarterly by the City of Austin, Austin Public Health Department. Measures will also be reviewed annually by the local Continuum of Care decision-making body, ECHO, during the annual Consolidated Evaluation and Performance Report process. VIII. Termination Procedures The following is provided in the case that a client is terminated: 1) Written notice to the participant containing a clear statement of the reason for termination. 2) A review of the decision, in which the participant is given the opportunity to present written or oral objections before a person other than the person (or subordinate of the person) who made or approved the termination decisions, AND 3) Prompt written notification to the program participant. Accessibility In order to demonstrate compliance with the Americans with Disabilities Act (ADA) and Section 504 requirements, the following statements must be added to all public notices, advertisements, program applications, program guidelines, program information brochures or packages, and any other material containing general information that is made available to participants, beneficiaries, applicants, or employees: __________________________ (insert the name of your organization) as a subrecipient of 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. Please call _______________ (insert your organization’s phone number) (voice) or Relay Texas at 1-800-735-2989 (TDD) for assistance. ---------------------------------------------------------------------------------------------------------------------------- __________________________ (insert the name of your organization) como un subreceptor de la Ciudad de Austin se compromete a cumplir con el Acta de Americanos con Discapacidades. Con solo solicitarlo se proveerán modificaciónes e igual acceso a comunicaciónes. Para información, favor de llamar a ________ (insert your organization’s phone number) (voz) o Relay Texas 1-800-735-2989 (TDD) para asistencia. Attachment II C: Monitoring Plan 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.  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 Department 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. The Housing Department 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, the Housing Department performs the following long-term monitoring duties: ​ ​ ​ ∙ ∙ ∙ 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. Attachment II D: Relocation Policy 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), 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 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 Department. 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. 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 persons displaced 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 relocation 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 Department. Payment will be made either directly by staff or through other subrecipient organizations or developers under contract to department to operate a housing rehabilitation program. The stipend rate will be reviewed periodically and may be adjusted if in the judgement of the department it does not represent adequate compensation. The following services will be provided by the appropriate program operator (i.e., the City 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 City are fully accessible to the handicapped and mobility impaired. Bilingual staff is available to assist Spanish-speaking clients and portable Telecommunication Devices for the Deaf (TDD) with read/print capability are available for the hearing-impaired. If subrecipients cannot carry out their counseling responsibilities toward handicapped or non- English speaking clients by any other means, clients may be referred to the City for assistance. Tenant-Occupied Housing Rehabilitation HUD-funded rehabilitation of renter-occupied properties can be carried out by the Housing Authority of the City of Austin (HACA) on HUD-subsidized public housing or by subrecipients under contract to the City 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. 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 City 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. Those displaced 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, the claimant has the right to appeal the decision to HUD. June 28, 2024 ******************** Attachment II E: HOME Sale Price Information Attachment II E: HOME Sale Price Information HOME Maximum Sale Price For services funded by the HOME Investment Partnerships grant, such as the Down Payment Assistance Program, federal regulation restricts the maximum allowable purchase price of homeownership units to 95% of the area median purchase price for single family housing. This sets an upper limit for the allowable price of housing assisted with HOME funds. The Housing and Urban Development Department outlines the process for cities and other jurisdictions to determine this maximum purchase price based on the area’s median area purchase price for single family housing in 24 CFR 92.254(a)(2)(iii). The following paragraphs outline how the attached dataset fulfills the requirements listed in 24 CFR 92.254. 24 CFR 92.254(a)(2)(iii) (A) The 95 percent of the median area purchase price must be established in accordance with a market analysis that ensured that a sufficient number of recent housing sales are included in the survey. The below dataset is a market analysis of all home sales (both existing and new construction) of single-family homes (one to four-unit buildings; noted in column B titled "Property Sub Type" below) from the Austin Board of Realtors. With 923 total sales, this dataset includes a sufficient number of recent housing sales per this regulation. (B) Sales must cover the requisite number of months based on volume: For 500 or more sales per month, a one-month reporting period; for 250 through 499 sales per month, a 2-month reporting period; for less than 250 sales per month, at least a 3-month reporting period. The data must be listed in ascending order of sales price. The City provided data for one month of sales from May 2024 as this is the most recently available dataset at the time of executing the methodology. Total sales equaled 1067, listed in ascending order of sales price in column C titled "Close Price" below and is sufficient as it exceeds the requirement of 500 or more sales per month per the regulations. (C) The address of the listed properties must include the location within the participating jurisdiction. Lot, square, and subdivision data may be substituted for the street address. The dataset provided directly to HUD provides detailed address information of each sale in May 2024 and evidences that each sale is located within the City's jurisdiction. (D) The housing sales data must reflect all, or nearly all, of the one-family house sales in the entire participating jurisdiction. 2024. purchase price. The dataset includes all single-family home sales within the City's jurisdiction in May (E) To determine the median, take the middle sale on the list if an odd number of sales, and if an even number, take the higher of the middle numbers and consider it the median. After identifying the median sales price, the amount should be multiplied by 0.95 to determine the 95 percent of the median area The median area closing sale price for single family homes in the City in May 2024 was $609,500. Thus, 95% of the median closing sale pricie for the City of Austin jurisdiction in May 2024 was $579,025. Data was provided by the Austin Board of Realtors ACTRIS database and reflects the closing sales price of all single family homes sold in the City of Austin from May 1, 2024 - May 31, 2024. The dataset included 1067 home sales. Due to a non-disclosure agreement between the City of Austin and the Austin Board of Realtors, the City is unable to publicly disclose the list of houses sold included in the calculation. For Fiscal Year 2025, the City of Austin will use the sale price of $579,025 as the limit for the allowable price of housing assisted with HOME funds. Attachment II F: Analysis of Impediments of Fair Housing Choice Progress Report Progress Report: Fair Housing Action Items from the 2019 Analysis of Impediments City of Austin Housing Department, June 2024 The Housing Department is creating a new 5-year Consolidated Plan as required by the United States Department of Housing and Urban Development (HUD) and the Code of Federal Regulations (24 CFR Part 91). This is a key federal planning tool for states, local governments, and public housing authorities to establish a framework for allocating formula grant program funds from HUD. HUD formula grant programs include the HOME Investment Partnerships Grant (HOME), Community Development Block Grant (CDBG), Housing Opportunities for Persons with AIDS (HOPWA), Emergency Solutions Grants (ESG), and the Housing Trust Fund (HTF). The Consolidated Plan process assesses Austin’s housing and community development needs through data and community engagement. An additional document called the Analysis of Impediments to Fair Housing Choice (AI) usually accompanies Consolidated Plans. However, Austin’s 2025-2029 Consolidated Plan will not have a full AI because HUD removed the previous AI requirement, and the agency is creating new rules for affirmatively furthering fair housing. While awaiting future guidance, the Housing Department reviewed the barriers to fair housing choice that the 2019 AI highlighted. The Department also identified progress toward ameliorating each barrier, and this memorandum summarizes that progress. The rest of this memorandum includes the following sections: • • • • Brief Background on the Consolidated Plan and Analysis of Impediments Barriers to Fair Housing and City of Austin Strengths/Weaknesses Identified in the 2019 AI City of Austin Action Items from 2019 and Progress Additional Fair Housing Progress Brief Background on the Consolidated Plan and Analysis of Impediments HUD created the Consolidated Plan requirement in 1995 to facilitate comprehensive housing affordability strategies and community development planning, communicating in one document how HUD formula grant funds would be spent. Additionally, HUD required that the Consolidated Plan process include an Analysis of Impediments to Fair Housing (AI) to address the goals of the 1968 Fair Housing Act more effectively. A 2015 HUD Rule, “Affirmatively Furthering Fair Housing” (AFFH), sought to push jurisdictions to more meaningfully further fair housing goals by replacing the AI with an Assessment of Fair Housing (AFH). The 2015 AFFH Rule created the most significant federal fair housing regulations since the 1968 Fair Housing Act itself. Austin prepared to produce an AFH for its 2019-2024 Consolidated plan, but HUD Secretary Ben Carson discontinued the AFH process in 2018 to revert to the AI. The 2019 Regional AI is reflective of the rulemaking whiplash between the Obama and Trump Administrations. For example, the document is entitled “Central Texas Assessment of Fair Housing” because it began being crafted as an AFH in compliance with the 2015 AFFH Rule. Terminology then shifts to “Central Texas Regional AI” for the rest of the report (this memo refers to it as the “2019 AI”). The regional scope and collaboration of the report also responded to encouragement from HUD in the 2015 AFFH Rule to undertake a regional approach planning. Secretary Carson later signed another rule in 2020 to fully repeal the 2015 AFFH Rule, which discontinued the AFH and any AI requirement. Austin’s 2025- 2029 Consolidated Plan is the first that does not have a new full AI report, though it utilizes some data and insights from the 2019 AI. The 2019 AI remains a valuable report because the impediments to fair housing that it identifies are still relevant today. Since the Biden Administration took office, HUD has established a 2021 Interim Final Rule, “Restoring Affirmatively Furthering Fair Housing Definitions and Certifications,” which reintroduced some AFFH language and definitions that were previously removed by the Trump administration. In 2023 HUD published a Notice of Proposed Rulemaking for a new AFFH Rule, which is expected to be finalized in 2024. The new AFFH Rule will require an Equity Plan, which is envisioned to be a refined and streamlined improvement on the AFH. As of June 2024, the 2021 Interim Final Rule is still in place and HUD has not announced new AFFH Rule and Equity Plan requirement. The Code of Federal Regulations provisions that govern Consolidated Plan submission make no mention of AI or AFH (24 CFR Part 91), though HUD will provide technical assistance to jurisdictions that are willing and able to voluntarily conduct an AFH or AI. While there is currently no AFFH rule in place, it is crucial that the City of Austin maintain a commitment to taking actions that eliminate housing discrimination and segregation in our city. Barriers to Fair Housing and City of Austin Strengths/Weaknesses Identified in the 2019 AI The 2019 AI identified 8 key barriers to fair housing in the region surrounding Austin (2019 AI, pp. 10-12): 1. City and county capacity for addressing fair housing challenges is limited. 2. The harm caused by segregation is manifested in disproportionate housing needs and differences in economic opportunity. 3. Affordable rental options in the region are increasingly limited. 4. Stricter rental policies further limit options. 5. Disparities in the ability to access homeownership. 6. State regulations and zoning and land use limit housing choice. 7. Educational inequities persist in the region. 8. Public transportation access has not kept up with growth. The report also highlights key strengths and areas for improvement for the City of Austin. The list below paraphrases the main points found on page 12 of the 2019 AI. Strengths included: • Many affordable housing options, both publicly subsidized rentals and rentals affordable to Housing Choice Voucher holders. A very strong toolkit for meeting needs, including significant local funding. • • National model of a Strategic Housing Blueprint and transparency in how funds are used for addressing needs. Noted areas for improvement included: • • Reduce levels of African American and Hispanic/Latino segregation. Continue to address housing affordability challenges related to market demand, especially in historically exclusionary neighborhoods where affordable housing is lacking. • Mitigate displacement. • Narrow the gap in mortgage loan denials among communities of color. City of Austin Action Items from 2019 and Progress For its part, the City of Austin proposed twelve action items in the 2019 AI to address the regional barriers to fair housing and local challenges. The following pages list the twelve Action Items and progress made on them. Each of these action items responds to specific fair housing issues and impediments, and some actions also have assigned metrics and milestones for measuring progress. Text for each Action Item, the Fair Housing Issues and Impediments they respond to, and the Metrics and Milestones is quoted from the table on pages 17-19 of the 2019 AI. Action Item 1: “Raise awareness at the state level about the negative impacts of 3x rent (ability to pay) rules on persons reliant on unearned income that is not counted toward this rule by landlords. Monitor growing support for Source of Income protections at the federal level and among like-minded states.” Fair Housing Issues/Impediments “Disparities in housing cost burden, displacement, increasingly limited neighborhoods in which to use Housing Choice Vouchers, and availability of rental housing to accommodate needs associated with disability, language access, national origin, and rental history.” Metrics and Milestones “Ongoing; raise awareness through the City Intergovernmental Relations Office, city leadership and city advocacy groups, and communication with receptive leaders at the state level.” Progress on Action Item 1 The City of Austin's Intergovernmental Relations Office (IGRO) closely monitors Source of Income protections legislation, supports positive legislation, and communicates with Delegation Members and other cities about the issue. However, the City of Austin does not currently ask the IGRO to raise awareness about the negative impacts of ability to pay rules on people who rely on unearned income. The Texas Legislature has not addressed the fair housing barrier of ability to pay rules in recent legislative sessions. The City of Austin made source of income a protected classification for fair housing in a 2014 ordinance that amended the City Code. However, the State of Texas changed the Local Government Code in 2015 to prohibit source of income protections except for military veterans and when a city or county implements an “incentive, contract commitment, density bonus, or other voluntary program” (Section 250.007). The City of Austin adapted to the State regulations by expanding the number of density bonus programs that prevent source of income discrimination. The City also now requires source of income protections for a development project to receive financing from the Rental Housing Development Assistance (RHDA) program. RHDA guidelines also offer some leniency for alternatives to the commonly used 3x rent rule. Action Item 2: “Implement Displacement Mitigation Strategies and Housing Blueprint action items that are related to Disproportionate Housing Needs identified in this AI. Continue to direct resources to addressing disproportionate needs.” Fair Housing Issues/Impediments “Displacement which disproportionately affects: African Americans, persons of Hispanic descent, Native Americans, persons with disabilities, [and] large families.” Metrics and Milestones “Metrics and milestones will align with the City's Strategic Housing Blueprint and displacement mitigation strategies. Specific strategies will include: 1) Prioritize City-subsidized affordable units that are appropriately sized for households [that] are at risk of or experiencing displacement; 2) Increase participation of communities of color in funding investment recommendations and include cultural displacement in decision making; 3) Incorporate robust tenant protections in City-supported housing; 4) Expand density bonus programs to serve <60% AMI households; 5) Affirmatively market [Housing Department subsidized] properties to people of color in gentrifying areas; and 6) Pilot a neighborhood- based process to mitigate displacement by better connecting people of color with resources to mitigate displacement which could include: an affordable unit database, connecting eligible homeowners with property tax exemptions, connecting tenants facing displacement with assistance, expanding home repair programs in gentrifying areas, supporting assistance to tenants facing eviction, land banking in gentrifying areas, increasing fair housing enforcement and education.” Progress on Action Item 2 This action item and its milestone strategies refer to 13 other action items that are embedded in two planning documents, the Displacement Mitigation Strategy (2018) and the Austin Strategic Housing Blueprint (2017). The City of Austin has made progress on most of these action items. The City of Austin added a Displacement Prevention Division to the Housing and Planning Department in 2020. This new division helps direct resources and services to households at risk of or experiencing displacement, through programs such as home repair, architectural barrier removal, rent assistance, eviction representation, and tenant relocation. The Division considers various types of displacement in its decision making, including cultural displacement. The Division also helps manage the $300 million of Project Connect Anti-Displacement funds that were approved by Austin voters in 2020. They include the community in decision making on how to allocate Project Connect Ant-Displacement funds through the launched a year-long Community Displacement Prevention Navigator Pilot Program in June 2023, which helped connect communities at risk of displacement with resources to help them. This pilot program hired and trained local Navigators who are active community members connected to a variety of organizations, focusing on the high displacement risk neighborhoods of Colony Park and Dove Springs. The Displacement Prevention Division is planning another solicitation for Fall 2024 to continue the program. Initiated Solutions (CIS) program. Additionally, the Division Austin’s strongest current tools for creating more affordable housing are density bonus programs. 60% MFI is now a common benchmark for income-restricted rental units in these programs, but deeper affordability requirements below 50% MFI do not currently exist in Austin. The City of Austin also adopted robust tenant protections for City-supported housing in 2022 with an addendum to the guidelines for Rental Housing Development Assistance (RHDA). The current RHDA guidelines are from 2021. Lastly, the Austin Community Land Trust eligibility criteria include a “right to return” preference policy focused on generational ties to the city, household size, and a method of prioritizing low- to moderate- income households who are displaced. This policy responds to City Council Resolution No. 20180308-010. Action Item 3: “Through the Working Group, provide leadership and technical assistance to regional partners as they explore similar approaches. This will include the effectiveness of the equity and inclusion framework currently being implemented within City of Austin departments.” Fair Housing Issues/Impediments “Capacity limitations to implement fair housing action items that are impactful and long-lasting.” Metrics and Milestones “Undetermined.” Progress on Action Item 3 The 2019 AI recommended a regional Working Group to facilitate collaboration between the City of Austin and other jurisdictions in Travis and Williamson Counties. Several governing organizations formed the group with the City of Austin, but it was discontinued by the end of 2020 due to COVID 19 disruptions, lack of capacity from participating jurisdictions, and lack of support and direction from leadership in participating jurisdictions. As a result, leadership and technical assistance from the City of Austin to surrounding jurisdictions varies, including for an equity and inclusion framework. Action Item 4: “Encourage developers and landlords who benefit from public funding and development incentives to adopt reasonable policies on tenant criminal history, accept legal unearned income in consideration of the ability to pay rent, and not discriminate based on source of income.” Fair Housing Issues/Impediments “Disproportionate effect of 3x rent income requirements and criminal history policies on persons with disabilities, single parents, persons in recovery (considered by the Federal Fair Housing Act as having a disability).” Metrics and Milestones “Developers' policies should align with the best practices in the Reentry Roundtable guide.” Progress on Action Item 4 The City of Austin amended RHDA program guidelines in 2021, as discussed in Progress on Action Item 2. A 2022 addendum improved the guidelines with robust tenant protections for any development benefiting from the assistance. The guidelines now offer certain protections for source of income, criminal background lookback periods, and other reasonable tenant protections for fair housing. The City of Austin also adopted new density bonus programs after 2019 that include tenant protections and prevent source of income discrimination. The City of Austin still appears to lack housing rights and protections for tenants with criminal history in the City Code, which the Austin/Travis County Reentry Roundtable advocates. The Reentry Roundtable is a local organization that focuses on better support for those exiting incarceration, including access to housing. Their 2022 Civil Rights Strategic Agenda outlines several housing priorities, which are also referenced in their 2022-2026 Strategic Plan. Action Item 5: “Bring forward the recommendation that incentives for the development of affordable housing for households below 50%, 60% and 80% MFI be included in Land Development Code revisions.” Fair Housing Issues/Impediments “Lack of affordable housing disproportionately impacting protected classes with lower incomes and higher poverty rates. Lack of affordable housing citywide exacerbates segregation created through historical policies and practices. The city is limited in its ability by state law to use inclusionary zoning as a tool to broaden housing choice.” Metrics and Milestones “Staff will monitor and modify the Density Bonus program to ensure it will create a quantifiable increase in long-term, on-site affordable units, of which a minimum of 10% are accessible. As part of that monitoring, staff will collect data on protected classes and families with children residing in units created through the City’s density bonus and other incentive programs.” Progress on Action Item 5 The City of Austin successfully made certain amendments to the land development code since 2019 to create incentives (density bonuses) for developing income-restricted housing units. City Council passed Affordability Unlocked (AU) in 2019, which requires at least 50% of on-site rental units to be affordable to households that average 60% of Austin’s median family income (MFI), and 20% to be affordable at or below 50% MFI. For ownership structures, 50% of on-site units must be affordable to households averaging 80% MFI or below. AU has produced 898 total units as of May 2024, with 646 being income restricted. 151 of these income restricted units are permanent supportive housing (PSH). City Council passed Density Bonus 90 (DB90) in February 2024 and its affordability minimums are that 12% of on-site units must be income-restricted or the developer can pay a fee-in-lieu. 12% of on-site income- restricted ownership units must be affordable to households earning 80% of the MFI or less. 12% of on- site income-restricted rental units must be affordable to households earning 60% of the MFI or less, or 10% must be affordable at 50% MFI. City Council approved DBETOD in May 2024, which is a density bonus zoning category for areas within the Equitable Transit Oriented Development (ETOD) overlay. For ownership developments, 12% of on-site units must be affordable at or below 80% MFI, or the developer can pay a fee-in-lieu. For rental developments, affordability requirements increase with greater height allowances: building up to 60 feet requires that 10% of units are affordable at or below 60% MFI; 90 feet requires 12% of units at or below 60% MFI or 10% of units at or below 50% MFI; and 120 feet requires 15% of units at or below 60% MFI or 12% of units at or below 50% MFI. See the City of Austin’s Development Incentives and Agreements webpage for more details. The City of Austin still lacks data on protected classes and families with children residing in units created though density bonus programs and other incentives. Action Item 6: “Bring forward recommendations to modify land use and regulatory requirements that could expand housing choice and reduce housing access barriers through Land Development Code process.” Fair Housing Issues/Impediments “Overly complex land use regulations limit housing choice and create impediments to housing affordability. These include: minimum site area requirements for multifamily housing, limits on accessory dwelling units, compatibility standards, overly restrictive neighborhood plans and excessive parking requirements.” Metrics and Milestones “Undetermined; part of Land Development Code revisions.” Progress on Action Item 6 City Council recently updated the Land Development Code to allow greater variety of building types. Some updates include eased compatibility requirements, eliminated minimum parking requirements (and new maximum parking limits for downtown), reduced minimum lot sizes, and increased number of homes allowed on single family lots by right. Action Item 7: “Bring forward recommendations to modify VMU and PUD ordinances to require 60% MFI rental and 80% owner throughout Austin when on-site affordable units are required.” Fair Housing Issues/Impediments “Lack of affordable housing disproportionately impacting protected classes with lower incomes and higher poverty rates. Lack of affordable housing citywide exacerbates segregation created through historical policies and practices. The city is limited in its ability by state law to use inclusionary zoning as a tool to broaden housing choice.” Metrics and Milestones “Staff will collect data on protected classes and families with children residing in units created through VMU and PUD programs.” Progress on Action Item 7 VMU1 (the original Vertical Mixed Use ordinance from 2010) now benchmarks on-site affordable units at 60% MFI for rental units and 80% MFI for owners, as do Planned Unit Developments (PUDs). VMU2 (established in 2022) set rental affordability at 50% or 60% MFI, but a Travis County court invalidated the program in 2023. The City of Austin does not currently collect data on protected classes and families with children residing in units created by VMU, PUD, or other similar programs. Action Item 8: “Conduct an analysis and calibration of S.M.A.R.T. Housing incentives to function in high opportunity areas.” Fair Housing Issues/Impediments “Difference in access to opportunity for protected classes.” Metrics and Milestones “Undetermined.” Progress on Item 8 City Council passed a resolution to overhaul the S.M.A.R.T. Housing Program in 2023. The City of Austin subsequently fulfilled part of this resolution by streamlining fee waiver calculation for S.M.A.R.T. Housing. More work remains on analysis and calibration of the program in general. See the Land Development Code for current S.M.A.R.T. Housing regulations. Action Item 9: “Increase transparency [in the] monitoring of existing accessible units to ensure consistency.” Fair Housing Issues/Impediments “The City’s historical lack of enforcement of city codes governing the maintenance of housing stock in different neighborhoods disproportionately impacts protected classes, influences housing preferences and restricts access to opportunities.” Metrics and Milestones “Undetermined.” Progress on Action Item 9 The AHOST database allows anyone to search online for accessible units that are income-restricted. The City of Austin’s Office of Civil Rights investigates fair housing complaints. Most official fair housing complaints in the city pertain to disability accessibility. Action Item 10: “The City's efforts to institute cross-departmental planning will include a focus on improvement of infrastructure and housing development in areas of minority/low-income concentration and integration of housing for different incomes in these areas.” Fair Housing Issues/Impediments “The City’s historical lack of enforcement of city codes governing the maintenance of housing stock in different neighborhoods disproportionately impacts protected classes, influences housing preferences and restricts access to opportunities.” Metrics and Milestones “Undetermined; may be integrated into regional work plan.” Progress on Action Item 10 The City of Austin and Travis County are now coordinating the Northeast Planning District, which will facilitate planning and infrastructure in historically marginalized and low-income communities of eastern Travis County. The Colony Park Sustainable Community plans to improve infrastructure and facilitate community development in a portion of the Northeast Planning District. This master planned community will be on city-owned land between the Colony Park and Lakeside neighborhoods, and it promises to respond to longstanding calls from the predominantly low-income communities of color in the area for improved infrastructure and access to amenities. Action Item 11: “Collaborate with partners and disseminate data to develop an online list and map of units created through city incentives and developer agreement programs to increase information available to members of protected classes.” Fair Housing Issues/Impediments “Information on housing choice is not widely available in languages other than English and/or in accessible formats. No information is available to people who are members of protected classes about possibilities to live in housing that was created in higher opportunity areas through city incentive and developer agreement programs.” Metrics and Milestones “Undetermined.” Progress on Action Item 11 The City of Austin established the Comprehensive Affordable Housing Directory in 2019, which is a database for all income-restricted units in the City’s jurisdiction. This data is available to download through Austin’s Open Data Portal and is the basis for the Affordable Housing Online Search Tool (AHOST), which maps and filters properties with income-restricted units in Austin. AHOST averages 112 daily users as of May 2024, which is a metric that the Housing Department is tracking and attempting to increase. The City of Austin also established a database in 2022 called the Affordable Housing Inventory (AHI), which tracks projects that have participated in or received funds from a City developer incentive program. This data is also available to download from Austin’s Open Data Portal. The Displacement Prevention Navigator Pilot Program (discussed in Progress on Action Item 2) disseminated affordable housing information to members of protected classes in communities experiencing displacement. This pilot concluded in June 2024, but another solicitation is planned for Fall 2024. Action Item 12: “Improve connections between low-income populations and employment opportunities.” Fair Housing Issues/Impediments “Disparities in access to opportunity (access to healthy food, quality schools, transit, sidewalks, safe neighborhoods) that affect: African Americans, persons of Hispanic descent, Native Americans, persons with disabilities, large families and families with children. Disproportionate housing needs in general.” Metrics and Milestones “Staff will bring this barrier and its impacts to the attention of the City of Austin representatives on the Capital Metro board of directors.” Progress on Action Item 12 The COVID-19 pandemic significantly curtailed transit service, but Capital Metro has reintroduced most high-frequency bus routes since then. City of Austin voters also approved a multi-billion expansion of public transit called Project Connect in 2020, which promises to improve transit service in the city. The Austin Transit Partnership subsequently scaled back the light rail rollout due to ballooning costs (now the plan will cost $7.1 billion), but the bus rapid transit, commuter rail, and local pickup, and other improvements stand to better connect low-income populations with employment opportunities. Capital Metro plans to open two significant new bus rapid transit routes in 2025 as a part of Project Connect. These are the Pleasant Valley and Expo Center CapMetro Rapid routes. A core challenge remains whereby the City of Austin has very little housing that is shielded from increased property values. This leaves certain communities vulnerable to displacement from an increasing tax burden and speculative market pressures. These pressures drive lower-income households and core transit riders toward more car-oriented suburban and exurban neighborhoods. Project Connect includes a $300 million Anti-Displacement fund to help mitigate some of these pressures. Additional Fair Housing Progress The above summary shows that the City of Austin has made meaningful progress towards eleven of the twelve action items listed above (Action Item 3 is the exception). This demonstrates encouraging movement toward overcoming barriers to fair housing. Additional City of Austin programs and actions since 2019 go beyond the twelve official action items of the 2019 AI to address barriers to fair housing choice as well. These include the following: • • • • • • • • City of Austin residents approved a ballot measure for a $350 million affordable housing bond in 2022, which allocated fund to four main areas: land acquisition, funding for affordable rental housing development, funding for affordable ownership housing development, and repairs for existing residences. The downside of a bond is that the City must raise property taxes to pay for it. The Housing Department disbursed 26 down payment assistance loans totaling $969,277 to low- income first-time homebuyers in 2023. These loans are up to $40,000. I Belong in Austin (IBIA) is an emergency rental assistance program that offers direct financial assistance to low-income renters. This program reached 253 households totaling 711 individuals in 2023. These disbursed funds totaled $1.1 million to help these households pay their rent. The City of Austin created a Guaranteed Income Pilot program in 2023, which provided 135 households with $1,000 per month over 12 months. The program was overseen and studied by the Urban Institute. Results show the program was successful in providing housing stability to those in need. Program participants spent 60% of the funds on rent. The City of Austin approved a budget amendment on August 16, 2023, to fund a Family Stabilization Grant program with $1.3 million in FY23-24. This program builds on the successes of the Guaranteed Income Pilot in 2023. The Family Stabilization Grant will provide 96 families with $1,000 per month for 12 months. The Austin Community Land Trust helps secure permanent affordable housing in the community, and the City of Austin is exploring options for leveraging land banking and community land trusts to a greater extent in the future. Texas Rio Grande Legal Aid helped offer legal representation to over 200 families facing eviction in 2023. The Housing Department gave $5,890,569 in loans to repair 336 homes in 2023. • • Developments that participate in the City of Austin’s density bonus programs and other affordable housing incentives sometimes pay a fee instead of building income-restricted housing units on-site (this is commonly referred to as fee-in-lieu). The Housing Department collected roughly $48.5 million in fee-in-lieu funds from density bonus programs and development agreements between 2004 and May 2024. The Department received over 90% of these fees since 2019, roughly $45 million. The Department allocated or spent roughly 80% of total fees received as of May 2024. The remaining 20% ($9 million) remained to be allocated. The allocation of these funds varies between density bonus programs, but the money primarily goes toward Rental Housing Development Assistance (RHDA) and Ownership Housing Development Assistance (OHDA). 180 units of permanent supportive housing (PSH) were built between 2019 and May 2024 with assistance from City funding or density bonus programs. The rate of PSH unit creation is increasing, however. 6 projects with 376 PSH units are currently under construction as of May 2024, and 11 projects with 955 PSH units have been certified and received City funding. Attachment II G: Austin Climate Equity Plan Summary AUSTIN CLIMATE EQUITY PLAN AUSTIN CLIMATE EQUITY PLAN Summary 2020-21 2020-21 NET-ZERO CoNtents CoNtents Austin Climate Equity Plan Summary 2 COVER PHOTO CREDIT, TOP LEFT: René Rentería COVER PHOTO CREDIT, BOTTOM LEFT: Freedom Solar 05 06 08 10 12 14 16 18 19 Rising to the Climate Challenge Grounding Climate Action in Racial Equity Sustainable Buildings Transportation and Land Use Transportation Electrification Food and Product Consumption Natural Systems Net-Zero Hero What’s Next and How You Can Help Impact If we reached all the goals outlined in the Climate Equity Plan—including Austin’s major energy and mobility plans—we could lower our current greenhouse gas emissions 52% by 2030. Austin Climate Equity Plan Summary 4 RISING TO THe CLIMATE CHALLEnGE Over the past few years, it has become clear that the Earth’s climate is changing faster than anticipated, and we are not reducing emissions quickly enough. Climate scientists warn that to avoid the worst impacts of climate change and preserve a livable climate, we must reduce emissions drastically. Currently, we are experiencing a global pandemic, successive waves of catastrophic climate disasters, and international protests against police brutality in support of Black lives. In this global moment of change, the solutions needed to combat systemic racism and the exploitation of the environment are more urgent than ever. The time for real change is now. The Austin Climate Equity Plan proposes the bold and aggressive goal of equitably reaching net-zero community-wide greenhouse gas emissions by 2040. Getting to net-zero means the Austin community would emit zero greenhouse gases into the atmosphere. The new proposed goal updates our previous goal, set by the City Council in 2015, to reach net-zero by 2050. AustiN’s CURrENt EmISsIoNS And wHErE we’rE HEAded In Austin, greenhouse gas emissions have peaked and are heading downward. Yet, we still have more work to do to keep pace with current scientific recommendations and avoid the worst climate impacts. In Austin, our emissions come primarily from five areas: 8M 6M 4M 2M e 2 O C s n o T c i r t e M Energy in Buildings Electricity Natural Gas Transportation Industrial Refrigerants Waste 0 1 0 2 9 1 0 2 0 1 0 2 9 1 0 2 0 1 0 2 9 1 0 2 0 1 0 2 9 1 0 2 0 1 0 2 9 1 0 2 Right now, on-road transportation and electricity used in buildings are our largest sources of emissions. But in the last eight years, building emissions have fallen nearly 20% despite a 20% growth in Austin’s population. This reduction is mostly due to investment in renewable energy generation through our community-owned electric utility, Austin Energy. Since energy use in our city is becoming cleaner, the transportation sector is quickly becoming our number one source of emissions. Austin Climate Equity Plan Summary 5 Equity Racial equity is the condition when race no longer predicts a person’s quality of life outcomes in our community. Community Climate Ambassadors Crucial to the development of this plan was reaching out to community members who have been systematically excluded from the climate change conversation. To help engage with these groups, we created a Community Climate Ambassador Program. Our ambassadors received modest financial compensation to host discussions with their communities about energy, transportation, food, and access to nature. These conversations informed us about community concerns and priorities and helped us think about meaningful framing and implementation. Austin Climate Equity Plan Summary 6 GRouNding ClImAtE ACTion In rAciAL eqUiTy Climate change affects everyone, but around the world—and right here in Austin—the impacts are not felt equally among all communities. Communities of color and other marginalized groups are particularly vulnerable due to systemic racism and environmental injustice. In 1928, Austin created a master plan that racially segregated the city using a practice called redlining. Redlining forcibly displaced and sectioned off primarily Black and Hispanic/Latinx residents into specific, undesirable areas. It was achieved by denying City services and inflicting white supremacist violence on any person of color who tried to live elsewhere. This violent practice forced Black and Hispanic/Latinx residents to live east of IH-35 or outside the city limits and still impacts our community today. Industrial zoning in East Austin intentionally forced communities of color to live in polluted areas with hazardous, environmentally damaging infrastructure. The Holly Street Power Plant and the East Austin fuel tank farms, now decommissioned, are recent examples. We recognize that solving climate change is impossible without addressing the injustices that have occurred in our community. In developing the strategies that will help us reach our climate goals, we set out to create a more inclusive, healthy, affordable, and accessible plan for our city. Each of the plan’s goals and strategies was carefully evaluated to ensure that it would lower greenhouse gas emissions while also addressing racial equity. CoMMItMENT TO CLIMATE EQUITY Equity in Health Outcomes Accessibi lity Community Capacity Preservation Affordabi lity Just Transition to Green Jobs Accountabi lity Austin Climate Equity Plan Summary 7 sUSTAiNABLe BUILDinGs Buildings in Austin are responsible for about 50% of our emissions. We can make strides in reducing our building-related emissions by decarbonizing buildings, addressing refrigerant use and leakage, and more sustainably managing construction materials. But improving our buildings isn’t just about reducing emissions. It’s also important to address indoor air quality and the energy cost of using our homes and commercial spaces. PHOTO CREDIT: Andrea Calo “[We should] implement special programs for Black-, Indigenous-, and People of Color-owned businesses that may want to renovate [and] make their buildings more sustainable.” Austin Climate Equity Plan Summary 8 -Austin community member Impact If we implemented all the sustainable buildings goals in this plan and reached the goals in Austin Energy’s Generation Plan, we could reduce community-wide greenhouse gas emissions 34% by 2030. The following 2030 goals are intended to make buildings more sustainable in Austin while increasing equity. AlL NEw BuIlDiNgs ARe NET-ZEro CARBon, EMIssiONs FRoM EXIsTInG BUILDinGs ARe REducEd By 25%, And nAturAL GAs-RELATEd EMIssiONs ARe REducEd By 30%. A net-zero carbon building is highly efficient and powered entirely by on- or off-site renewable energy. As a growing city, we must ensure new buildings are carbon neutral and continue to reduce the impacts of our existing buildings. Aside from moving toward clean electricity, we can adopt codes that support high standards for new buildings and ensure residents and organizations can lower their energy costs. CoMmuniTy-wiDE EmIssIoNs fRom REfRIgErANt LEAkAgE ARe ReducEd By 25%. Refrigerants have played a critical role in modern life, enabling the comforts of air conditioning and refrigeration. Unfortunately, they have also made significant contributions to our carbon footprint. Reducing refrigerant emissions will require designing more efficient buildings, incentivizing leak reduction, capturing and destroying old refrigerants, training HVAC service providers in best practices, and transitioning to lower-impact options as they become available and safe to use. ThE eMBodIEd CARBon footpRiNt OF BuIlDiNg MATERIALS In LoCAl coNStruCtiOn IS ReducEd By 40%. The embodied carbon of buildings represents all of the emissions associated with extraction, manufacturing, transport, construction and maintenance, demolition, and disposal or reuse of materials. We can reduce these emissions by encouraging the deconstruction of buildings and the use of salvaged and lower-carbon building materials. A coMMuNiTy-widE wATER deMANd OF 152,000 ACRE-FeEt PeR yEAR Is EquItABLy AChIEvEd. Austin is a drought-prone, rapidly growing region, so sustainably managing our water is essential. To include more residents in water use and reduction initiatives, building-focused strategies should promote representative and equitable community engagement and reduce barriers to participation. Energy efficiency and optimization in utility operations are also key tools in reducing the water system’s environmental footprint. Austin Climate Equity Plan Summary 9 Impact If we reached all the transportation and land use goals in this plan and implemented Capital Metro’s Project Connect, we could reduce community-wide greenhouse gas emissions 3% by 2030. “I’m concerned that the low-income and marginalized communities in Austin are being pushed out, reducing the vibrancy and diversity of our city.” Austin Climate Equity Plan Summary 10 -Austin community member trANsPoRTAtIoN And lAND USe Where our residents live, work, and play and how they move around our city greatly impact our community- wide emissions. Coordinated transportation and land use strategies combined with intentional anti-displacement strategies can improve access to greener forms of transportation, create more affordable housing, and reduce greenhouse gas emissions while supporting diverse communities. Our vision is to cultivate a person-centered mobility network that meets the needs of low-income communities and communities of color of all ages and abilities. 80% of nEw noN-rEsIdentIAL dEveLopment IS locATEd wIthIn THe CITy’s ActIVItY CEnTErS. Growing our city sustainably can reduce our dependence on cars. By providing more transportation options and working with employers to incentivize employees not to drive, commuters will more readily pick cleaner ways to get around. Employers should help by making biking, walking, transit, and other forms of shared mobility more accessible to their employees and customers. 135,000 hoUsINg uNITs ARe PrEsERveD And PrOdUcEd, iNcLUdING 60,000 AffordABLE hoUsINg uNITs, And 75% of NEw hoUsINg IS locATEd wIthIN A hALf mILE of THe CITy’s ActIVItY CEnTErS. Housing and climate are inseparable. If people live far from necessary services such as grocery stores, banks, healthcare services, and schools, they cannot use mobility options like public transit, walking, and biking. Housing is also becoming increasingly unaffordable, which has displaced low-income people, people with disabilities, and communities of color, while large parts of East Austin face significant barriers to accessing healthy, affordable food. Immediate affordable housing in central locations is needed to help stop displacement, lower transportation emissions, and ensure more housing is available for those who need it. 50% of trIps In AUSTIN ARe mAdE usING PUBLIC trANsIt, BIkINg, wALKINg, CARpooLING, oR AVOIDEd ALtoGETHer By woRKINg FRoM hOME. To reduce the carbon and pollution impacts of vehicles, we must help as many community members as possible to move around Austin without cars. When combined with anti-displacement strategies to help low-income communities and communities of color, public transit is a core element of an equitable, low-carbon city. We need to take steps to modify existing routes and create new routes for increased reliability, frequency, speed, and efficiency. We must also improve transit safety and reliability on routes that serve historically excluded communities and reduce transit costs to serve more people. Leading with equity also means cultivating a person-centered network that makes it as easy as possible for residents to use low-carbon or people-powered options by increasing access to transit and improving our bicycle network, sidewalks, and street crossings. Austin Climate Equity Plan Summary 11 Impact If we reached all the transportation electrification goals in this plan, we could reduce community-wide greenhouse gas emissions by 16%. Austin Climate Equity Plan Summary 12 trANsPoRTAtIoN ELECTRIfIcATIoN In Austin, our transportation system will soon become the largest emitter of greenhouse gases and is already the primary source of local air pollution. The vast majority of these transportation-related emissions are caused by private cars and trucks. This means that to meet our emissions reduction targets, we will need to have more people using sustainable forms of transportation, including private vehicles powered by renewable energy. The good news is that electric vehicles (EVs) are becoming more affordable and have a longer range, and more charging options are available. The following goals for 2030 aim to increase community adoption of EVs. 40% of totAL VEhICLE MiLEs trAvElEd In AustIn ARe ELECTRIfiEd, ANd Ev owNERshIp IS CuLtURALly, geOgrApHicALLy, ANd EConoMiCAlLy diVErSE. EVs powered by renewable energy can be one of the primary ways to reduce local air pollution and climate-related emissions. But this won’t happen overnight. The City will need to support residents and work with businesses to make this transition by listening to community needs, offering incentives, and collaborating on solutions that are cheaper, easier, and better for the environment. AustIn HAs AN EQuItABlY dIsTRiBuTEd mIx oF LEvEl 1, 2, ANd Dc FAsT-CHArGInG sTAtIoNS To SupPoRt moRE Evs on The ROAd. Buying an EV is a big step, but you also need a place to plug in. As the owner of Austin Energy, the City has a big role to play in making car charging simple, affordable, and accessible to all. This means continuing to equitably build Austin’s charging network to enable the switch to EVs while ensuring that anti-displacement strategies are implemented. If done right, our electric utility, residents, and environment all benefit. ThE AustIn-round rock-sAN mARCos AReA IS A LEAdeR In tRAnsportAtiOn ElectrifICAtIOn tHRoUGH PoLicieS And tEChnoLoGIEs THAT sUPport THE GRowtH of ThIS EmeRgInG iNduStRY. Every day, Austin area residents drive across city and county lines for work, school, and play. This means we need EVs to be supported by our neighboring communities to maximize the benefits and ensure equitable access for everyone in our community. The switch to EVs carries a huge business opportunity along with it, and we want to make sure our entire region is at the forefront of that change. “Three years of electric car ownership has convinced me that we are entering an exciting new era.” -Nhat Ho, local electric vehicle driver Austin Climate Equity Plan Summary 13 Fact Austinites throw away 58,000 tons of recyclables that end up in the landfill each year. That’s enough to fill the UT Tower 29 times annually! * PHOTO CREDIT: Nora Chovanec for Texas Farmers’ Market “A fair city is one where our excesses are reused to help amplify the lives of our most vulnerable.” Austin Climate Equity Plan Summary 14 -Austin community member food And pRoduct CoNsuMPTion To fully account for the emissions of the food and products we consume, we need to consider the raw material extraction, consumption, and eventual disposal or reuse of a product—regardless of where those activities occur. Many of the products we consume locally have a global emissions impact. When it comes to the goods and foods we consume, we can create more efficient, circular processes that improve quality of life and restore human and planetary health. The following goals are meant to get us closer to this vision by 2030. ALL AUSTInItes cAN Access A FOoD sySTEM tHAT IS CoMMUnITy-drIvEn, ADdrEsSes FOoD iNSecurITy, PrIoriTIZEs REgeNErATIVE AGRIcuLturE, sUpports dIETAry And hEALTh AGENcy, PrEfErS PLANT-BASeD FoOds, And mInIMiZes FOoD wASTE. In Travis County, 15% of our population is food insecure, and less than 1% of our food supply is produced locally. We also waste far too much food as a community. To help address these issues, collaboration will be needed with local food growers, large food purchasers, retail providers, and organizations that connect with individuals and families to make culturally relevant plant-based food desirable, easy, and affordable. Better understanding why food is wasted will be key to making sure food gets eaten and not thrown away. GReEnHouSE gAS EmISsIoNS fRoM InstiTuTIonAL, CoMmERCIAL, ANd GovERNment PuRCHAsIng ARe REducEd By AT lEAst 50%. Systemic change will begin with the City’s purchasing practices, followed by recruiting organizations of all types to adopt shared sustainable purchasing standards or guidelines. Continuing to enhance the City’s Circular Economy program through incentives, education, and training opportunities while tracking our emissions reduction progress will help us reach this goal. wAste REductIoN, orgANiCS coMpostIng, ANd rECyCLiNg ARe AGgrEssivEly purSuEd to ACHiEve the waste reduction goals in the 2023 austin resource recovery comprehensive plan. Reaching the City’s zero-waste goal means empowering community members through awareness campaigns, neighborhood “Eco-hubs” for sharing and repairing items, training and workforce development opportunities, financial incentives, and updating bulk pickup programs and policies. These efforts will need to support and prioritize the needs of low-income communities, youth, and communities of color. *Source: Austin’s 2015 City-Serviced Residential Waste Characterization Study Austin Climate Equity Plan Summary 15 Impact If all the recommendations outlined in this section are implemented, the natural systems in and around Austin could sequester an additional 5% of the city’s total carbon emissions. Austin Climate Equity Plan Summary 16 NATurAl systeMs Natural systems are all around us. They are the plants, soils, hydrology, geology, weather patterns, and animals that are interlinked to ensure the overall health of our ecosystem. Natural systems also perform the important job of removing carbon from the atmosphere, known as carbon sequestration. They offer a multitude of health and quality of life benefits for our residents. Protecting and preserving our natural systems is an investment in our community’s health, livelihood, and culture. 20,000 ADdITionAL AcRes of CARBoN PoOLs on nAturAL lAndS ARe PrOTECteD, And ALL nAturAL ArEAs ARe mAnAGEd wITH A Focus on RESILiEnCE. When managed properly, natural lands show some of the best potential for removing carbon from the atmosphere. However, these areas can release more carbon than they take in when disturbed, becoming a carbon source rather than a carbon sink. We must preserve natural lands and manage them for resilience in the face of climate impacts such as heat, drought, flood, and wildfire, while also ensuring that all residents have access to, feel welcomed in, and reap the benefits of these natural spaces. 500,000 ACREs of fArMlAnd iN THE FIvE-CoUnTy REGion ARe PrOtECTEd ThrOuGh LEGAl ConsERVATIon or REgenErATIvE AgRICuLtURe ProGRAms. When managed through sustainable or regenerative farming practices, working lands show great potential for carbon sequestration. However, prime farmland is often prime land for development, meaning many small-scale farms are facing major pressure. Protecting prime farmland from development, incentivizing sustainable farming practices, and providing support for small-scale, local farmers will be important to achieving this goal. At lEAsT 50% trEE CAnopy covER IS AcHIEVEd CItywidE By 2050, wIth A foCUs oN iNCrEAsiNg cANOPy COvER EQUITABLy. Urban trees and increased tree canopy cover capture carbon from the atmosphere, provide shade, reduce the heat island effect, and improve air quality, health, and quality of life outcomes. However, like natural lands, trees face many threats due to climate change. We must protect our existing trees, identify opportunities for more tree plantings, and provide for our urban forest’s long-term health and resilience. ALl CiTy-OwNEd lAndS ARe iNcLUDEd uNdEr A mAnAgEMENt plAn ThAt rEsUlTs In neUtrAL or NEgAtIvE CARBon EmIssIoNs AnD MAxImIZES coMMuNiTy BENEFIts. Public lands provide essential benefits to our residents. They offer community access to green spaces, reduce extreme temperatures, and offer many health and quality of life benefits. To reach this goal, we must focus on acquiring and managing more natural areas and promoting community stewardship on public lands. Austin Climate Equity Plan Summary 17 II GETTING i g h borho o d n e beautify beautify Communities Communities Austin Climate Equity Plan Summary 18 Net--Zero Hero Raasin McIntosh Raasin McIntosh is an Olympic and collegiate athlete and founder of the nonprofit organization Raasin in the Sun. Rooted in East Austin, Raasin in the Sun works to beautify urban communities through projects that encourage volunteers to come together and create green spaces where they can gather, grow healthy food, and create strong bonds. “I created Raasin in the Sun to have a platform for creating various types of beautification projects ranging from building community gardens, organizing community clean-ups, painting murals, and restoring residential and vacant lots. I’m so inspired when I’m working collaboratively to transform unused places into areas of community pride where people can gather, grow healthy food, and enjoy greener and unique spaces. Bringing together volunteers to do the shared work of beautification means creating strong bonds through tackling problems together creatively.” -Raasin McIntosh whAT’s NExt The City government can do a lot to reach our climate goals, but we can’t do it alone. This plan will only be as successful as the commitment and follow-through from the entire community. To bring this plan to life, we’ll need to build a representative partner coalition to strategize on how to build inclusive and equitable community engagement and reach the goals outlined in Austin’s Climate Equity Plan. how You CAn hELP Be a net-zero hero in your community! Individual actions like taking sustainable transportation and using less energy at home will have the biggest impact on your personal carbon footprint. Speaking up about climate-related issues you care about and showing up to vote are other important ways to make a difference. Read the full Austin Climate Equity Plan and learn more about how to take action at austintexas.gov/climateplan. Austin Climate Equity Plan Summary 19 beautify beautify Communities Communities togeTHEr, wE’LL BUILD A hEALTHy togeTHEr, wE’LL BUILD A hEALTHy And EQUITABLE AUSTIn. And EQUITABLE AUSTIn. Austin Climate Equity Plan Summary 20 Attachment II H: Funding & Production Summary Table CITY OF AUSTIN CONSOLIDATED PLAN 2025‐2029 June 27, 2024 DRAFT Program / Activity  New Funding   Services   New Funding   Services   New Funding   Services   New Funding   Services   New Funding   Services   New Funding   Services  Funding                  Source  FY 2024‐25 Plan   FY 2025‐26 Plan   FY 2026‐27 Plan   FY 2027‐28 Plan   FY 2028‐29 Plan   Total of ConPlan Yrs.  Subtotal, Special Needs Assistance        3,845,798          932        3,845,798          927        3,845,798          922        3,845,798          913        3,845,798          908       19,228,990       4,602 CDBG GF CDBG GF CDBG GF HOPWA HOPWA HOPWA HOPWA HOPWA HOME GF HESG HESG HESG HESG 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 Project Transitions Integral Care ATCIC ASHwell HOPWA ‐ Adm Subtotal, Housing Opportunities for Persons with AIDS HOMELESS ASSISTANCE Tenant‐Based Rental Assistance Subtotal, TBRA HEARTH Emergency Solutions Grant Shelter Operation and Maintenance HMIS Rapid Rehousing Programs ESG ‐ Adm Subtotal, HEARTH Emergency Solutions Grant Subtotal, Homeless Assistance HOMEBUYER ASSISTANCE Down Payment Assistance Subtotal, Down Payment Assistance Subtotal, Homebuyer Assistance HOMEOWNER ASSISTANCE Architectural Barrier Removal ‐ Owner  Minor Home Repair Homeowner Rehabilitation Loan Program                                               758,308 ‐ 758,308 129,052 ‐ 129,052            196,179 ‐ 196,179 1,083,539                             192                ‐          192          125                ‐          125          159                ‐          159          476                                             758,308 ‐ 758,308 129,052 ‐ 129,052            196,179 ‐ 196,179 1,083,539                    192                         ‐          192 120                         ‐          120          159                ‐          159          471                                             758,308 ‐ 758,308 129,052 ‐ 129,052            196,179 ‐ 196,179 1,083,539                             192                ‐          192          115                ‐          115          159                ‐          159          466                                             758,308 ‐ 758,308 129,052 ‐ 129,052            196,179 ‐ 196,179 1,083,539                    188                         ‐          188 110                         ‐          110          159                ‐          159          457                                             758,308 ‐ 758,308 129,052 ‐ 129,052            196,179 ‐ 196,179 1,083,539                    188                         ‐          188 105                         ‐          105          159                ‐          159          452          3,791,540 ‐ 3,791,540                      645,260 ‐ 645,260                         980,895 ‐ 980,895 5,417,695                      952                         ‐          952 575                         ‐          575          795                ‐          795       2,322                                                              1,053,977 1,405,303 158,481 61,631 82,867 2,762,259                                              280 88 70 18          456                                                              1,053,977 1,405,303 158,481 61,631 82,867 2,762,259                                              280 88 70 18          456                                                              1,053,977 1,405,303 158,481 61,631 82,867 2,762,259                                              280 88 70 18          456                                                              1,053,977 1,405,303 158,481 61,631 82,867 2,762,259                                              280 88 70 18          456                                                              1,053,977 1,405,303 158,481 61,631 82,867 2,762,259                                              280 88 70 18          456                                                              5,269,885 7,026,515 792,405 308,155 414,335 13,811,295       1,400          440          350 90                            ‐       2,280                 1,280,112 ‐ 1,280,112             65                ‐             65                 1,280,112 ‐ 1,280,112             65                ‐             65                 1,280,112 ‐ 1,280,112             65                ‐             65                 1,280,112 ‐ 1,280,112             65                ‐             65                 1,280,112 ‐ 1,280,112             65                ‐             65                   6,400,560 ‐ 6,400,560 325                         ‐          325                                                            313,922 21,289 281,863 29,999 647,073          375             50          425                                                            313,922 21,289 281,863 29,999 647,073          375             50          425                                                            313,922 21,289 281,863 29,999 647,073          375             50          425                                                            313,922 21,289 281,863 29,999 647,073          375             50          425                                                            313,922 21,289 281,863 29,999 647,073          375             50          425                                                    1,569,610 106,445 1,409,315 149,995 3,235,365 1,875                      ‐          250                ‐       2,125        1,927,185          490        1,927,185          490        1,927,185          490        1,927,185          490        1,927,185          490         9,635,925       2,450 HOME HOME ‐ PI                               871,337 400,000 1,271,337             15                ‐             15                               871,337 200,000 1,071,337 15                            ‐             15                                  871,337 100,000 971,337             15                ‐             15                       871,337 ‐ 871,337 15                            ‐             15                       871,337 ‐ 871,337 15                            ‐             15                               4,356,685 700,000 5,056,685 75                            ‐             75        1,271,337            15        1,071,337            15            971,337            15            871,337            15            871,337            15         5,056,685            75 CDBG CDBG HOME ‐ PI CDBG         1,210,594             60         1,210,594             60         1,210,594             60         1,210,594             60         1,210,594             60          6,052,970          300            619,405             82            619,405             82            619,405             82            619,405             82            619,405             82          3,097,025          410                       200,000 365,335                ‐               6                       100,000 365,335                ‐               6                         50,000 365,335                ‐               6 ‐ 365,335                ‐               6            ‐ 365,335                ‐               6                                 350,000 1,826,675                ‐             30 1 of 3 Program / Activity Subtotal, Homeowner Rehab Subtotal, Homeowner Assistance HOUSING DEVELOPMENT ASSISTANCE Rental Housing Development Assistance Subtotal, Rental Housing Dev Assist Ownership Housing Development Assistance CITY OF AUSTIN CONSOLIDATED PLAN 2025‐2029 June 27, 2024 DRAFT Funding                  Source CDBG ‐ RL  FY 2024‐25 Plan   FY 2025‐26 Plan   FY 2026‐27 Plan   FY 2027‐28 Plan   FY 2028‐29 Plan   Total of ConPlan Yrs.   New Funding               40,000            605,335  Services                 ‐               6  New Funding               40,000            505,335  Services                 ‐               6  New Funding               40,000            455,335  Services                 ‐               6  New Funding               40,000            405,335  Services                 ‐               6  New Funding               40,000            405,335  Services                 ‐               6  New Funding              200,000          2,376,675  Services                 ‐             30        2,435,334          148        2,335,334          148        2,285,334          148        2,235,334          148        2,235,334          148       11,526,670          740 CDBG HOME HOME ‐ PI HOME (CHDO) GO Bonds HTF HPD UNO CDBG CDBG ‐ RL HOME HTF GO Bonds HOME (CHDO)                                                                                                                                 ‐ ‐  200,000 230,495 ‐  ‐  ‐  ‐  430,495 ‐ 55,000 ‐ ‐ ‐ 230,495 285,495                ‐                ‐               2               4                ‐                ‐                ‐                ‐                ‐                ‐                ‐               1               1 ‐ ‐  200,000 230,495 ‐  ‐  ‐  ‐  430,495 ‐ 55,000 ‐ ‐ ‐ 230,495 285,495 ‐                ‐                2               4                              ‐ ‐                               ‐ ‐                ‐                ‐                ‐                               ‐ 1                             1 ‐ ‐  200,000 230,495 ‐  ‐  ‐  ‐  430,495 ‐ 55,000 ‐ ‐ ‐ 230,495 285,495                ‐               2               4                ‐                ‐                ‐                ‐                ‐                ‐                ‐               1               1 ‐ ‐  200,000 230,495 ‐  ‐  ‐  ‐  430,495 ‐ 55,000 ‐ ‐ ‐ 230,495 285,495                ‐ 2               4                              ‐                ‐ ‐                ‐                ‐                ‐                               ‐ 1                             1 ‐ ‐  200,000 230,495 ‐  ‐  ‐  ‐  430,495 ‐ 55,000 ‐ ‐ ‐ 230,495 285,495                ‐               2               4                ‐                ‐                ‐                ‐                ‐                ‐                ‐               1               1 ‐ ‐ 1,000,000 1,152,475 ‐ ‐ ‐ ‐ 2,152,475 ‐ 275,000 ‐ ‐ ‐ 1,152,475 1,427,475 ‐                               ‐             10 20                            ‐ ‐                ‐                               ‐             30 ‐                ‐                ‐                ‐                               ‐ 5                             5                                                                                                       6                          6                          6                          6                          6          Subtotal, Ownership Housing Dev Assistance                                                                                                                                 Subtotal, Housing Developer Assistance            715,990               7            715,990               7            715,990               7            715,990               7            715,990               7         3,579,950            35 OTHER COMMUNITY DEVELOPMENT ASSISTANCE CHDO Operating Expenses Grants Infrastructure Development Family Business Loan Program HOME (CO)            153,500               2            153,500               2            153,500               2            153,500               2            153,500               2             767,500             10 CDBG         2,500,000     13,480         2,500,000     13,480         2,500,000     13,480         2,500,000     13,480         2,500,000     13,480        12,500,000     67,400 Section 108 Section 108 ‐ PI                      1,750,000 73,526             50                ‐                      1,750,000 73,526 50                            ‐ ‐ ‐                ‐                ‐ ‐ ‐ ‐                               ‐ ‐ ‐                ‐                ‐                      3,500,000 147,052 100                         ‐ Subtotal, Other Community Development Assistance        4,477,026    13,532        4,477,026    13,532        2,653,500    13,482        2,653,500    13,482        2,653,500    13,482       16,914,552    67,510 DEBT SERVICE Subtotal, Debt Service ADMINISTRATION Subtotal, Administration Neighborhood Commercial Mgmt., Debt Service Section 108 ‐ PI            300,000                ‐                ‐            300,000                ‐            300,000                ‐            300,000                ‐          1,500,000                ‐ 300,000 .            300,000                ‐            300,000                ‐            300,000                ‐            300,000                ‐            300,000                ‐         1,500,000                ‐ CDBG CDBG ‐ PI HOME HOME ‐ PI GF                    1,444,718 ‐ 307,327 ‐ ‐        1,752,045                ‐                ‐                ‐                ‐                ‐                ‐                    1,444,718 ‐ 307,327 ‐ ‐        1,752,045 ‐                ‐                ‐                ‐                ‐                               ‐                    1,444,718 ‐ 307,327 ‐ ‐        1,752,045                ‐                ‐                ‐                ‐                ‐                ‐                    1,444,718 ‐ 307,327 ‐ ‐        1,752,045 ‐                ‐                ‐                ‐                ‐                               ‐                    1,444,718 ‐ 307,327 ‐ ‐        1,752,045                ‐                ‐                ‐                ‐                ‐                ‐                   7,223,590 ‐ 1,536,635 ‐ ‐         8,760,225 ‐                ‐                ‐                               ‐ ‐                               ‐ TOTAL Programs, Debt Service, and Admin Cost       16,724,715    15,124      16,424,715    15,119      14,451,189    15,064      14,301,189    15,055      14,301,189    15,050       76,202,997    75,412 2 of 3 CITY OF AUSTIN CONSOLIDATED PLAN 2025‐2029 June 27, 2024 DRAFT Program / Activity  New Funding   Services   New Funding   Services   New Funding   Services   New Funding   Services   New Funding   Services   New Funding   Services   FY 2024‐25 Plan   FY 2025‐26 Plan   FY 2026‐27 Plan   FY 2027‐28 Plan   FY 2028‐29 Plan   Total of ConPlan Yrs.  Funding                  Source FUND SUMMARIES:                   HOPWA HESG CDBG CDBG ‐ PI CDBG ‐ RL HOME HOME (CHDO) HOME (CO) HOME ‐ PI HTF Section 108 ‐ PI Section 108 GO Bonds CIP GF HPD DDDB UNO                                                                                                     2,762,259 647,073 7,223,591 ‐ 95,000 2,458,776 460,990 153,500 800,000 ‐ 373,526 1,750,000 ‐ ‐ ‐ ‐ ‐ ‐          456          425 14,104                    ‐ ‐                            80               5               2               2                ‐                ‐             50                ‐                ‐ ‐                               ‐                ‐                                                                                                     2,762,259 647,073 7,223,591 ‐ 95,000 2,458,776 460,990 153,500 500,000 ‐ 373,526 1,750,000 ‐ ‐ ‐ ‐ ‐ ‐          456          425 14,099     ‐                ‐                            80 5               2               2               ‐                               ‐ 50                            ‐ ‐                ‐                               ‐                ‐                                                                                             2,762,259 647,073 7,223,591 ‐ 95,000 2,458,776 460,990 153,500 350,000 ‐ 300,000 ‐ ‐ ‐ ‐ ‐ ‐ ‐          456          425 14,094                    ‐ ‐                            80               5               2               2                ‐                ‐                ‐                ‐                ‐ ‐                               ‐                ‐                                                                                             2,762,259 647,073 7,223,591 ‐ 95,000 2,458,776 460,990 153,500 200,000 ‐ 300,000 ‐ ‐ ‐ ‐ ‐ ‐ ‐          456          425 14,085     ‐                ‐                            80 5               2               2               ‐                               ‐ ‐                               ‐ ‐                ‐                               ‐                ‐                                                                                             2,762,259 647,073 7,223,591 ‐ 95,000 2,458,776 460,990 153,500 200,000 ‐ 300,000 ‐ ‐ ‐ ‐ ‐ ‐ ‐          456          425 14,080                    ‐                ‐             80               5               2               2                ‐                ‐                ‐                ‐                ‐ ‐                               ‐                ‐                                                                                           13,811,295 3,235,365 36,117,955 ‐ 475,000 12,293,880 2,304,950 767,500 2,050,000 ‐ 1,647,052 3,500,000 ‐ ‐ ‐ ‐ ‐ ‐       2,280       2,125 70,462     ‐                               ‐          400             25             10 10             ‐                               ‐ 100          ‐                ‐                ‐                ‐                               ‐                ‐ 0 Totals       16,724,715     15,124       16,424,715     15,119       14,451,189     15,064       14,301,189     15,055       14,301,189     15,050        76,202,997     75,412 3 of 3