Item 4- FY_24_25 CAPER — original pdf
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City of Austin Fiscal Year 2024-2025 CAPER Consolidated Annual Performance and Evaluation Report Providing Opportunities, Changing Lives Housing Department City of Austin, Texas Fiscal Year 2024-2025 Consolidated Annual Performance Evaluation Report (CAPER) For Consolidated Plan Years October 1, 2024 through September 30, 2025 Prepared by: City of Austin Housing Department PO Box 1088, Austin, TX 78767 512-974-3100 www.austintexas.gov/housing Austin City Council Kirk Watson Mayor Vanessa Fuentes, District 2 Mayor, Pro Tempore Council Members Natasha Harper-Madison, District 1 José Velásquez, District 3 José "Chito" Vela, District 4 Ryan Alter, District 5 Krista Laine, District 6 Mike Siegel District 7 Paige Ellis, District 8 Zohaib "Zo" Qadri, District 9 Marc Duchen District 10 TC Broadnax City Manager CR-05 - Goals and Outcomes ............................................................................................................ 2 Contents CR-10 - Racial and Ethnic composition of families assisted .............................................................. 14 CR-15 - Resources and Investments 91.520(a) ................................................................................ 15 CR-20 - Affordable Housing 91.520(b) ............................................................................................. 21 CR-25 - Homeless and Other Special Needs 91.220(d, e); 91.320(d, e); 91.520(c) ............................ 25 CR-30 - Public Housing 91.220(h); 91.320(j) .................................................................................... 30 CR-35 - Other Actions 91.220(j)-(k); 91.320(i)-(j) ............................................................................. 35 CR-40 - Monitoring 91.220 and 91.230............................................................................................ 42 CR-45 - CDBG 91.520(c) .................................................................................................................. 44 CR-50 - HOME 91.520(d) ................................................................................................................. 45 CR-55 - HOPWA 91.520(e) .............................................................................................................. 49 CR-58 – Section 3............................................................................................................................ 51 CR-60 - ESG 91.520(g) (ESG Recipients only) ................................................................................... 53 CR-65 - Persons Assisted................................................................................................................. 53 CR-70 – ESG 91.520(g) - Assistance Provided and Outcomes ........................................................... 58 CR-75 – Expenditures ..................................................................................................................... 59 Attachments 1. ESG Program Report (SAGE) 2. ESG Program Standards 3. PR-01 Financial Summary & PR-26 CDBG Reports 4. Citizen Participation Plan and Public Engagement Report Grantee Unique Appendices 5a. City of Austin Monitoring Plan 5b. HOME Inspection Summary Report by Project 5c. HOME Match Report 5d. Office of Civil Rights Supplement 5e. Summary Funding and Production Table 1 FISCAL YEAR 2024-25 CAPER Consolidated Annual Performance Evaluation Report The Consolidated Annual Performance and Evaluation Report (CAPER) is an end-of-year requirement of the U.S. Department of Housing and Urban Development (HUD). The purpose of the CAPER is to provide an overall evaluation of federally funded activities and accomplishments to HUD and the community served. The Fiscal Year 2024-25 CAPER will be submitted electronically to HUD via the Integrated Disbursement and Information System (IDIS) on or before December 29, 2025. IDIS is the reporting system for the following formula grant programs: ● Community Development Block Grant (CDBG) ● HOME Investment Partnerships (HOME) ● Housing Opportunities for Persons with AIDS (HOPWA) ● Emergency Solutions Grant (ESG) While the CAPER focuses on federally funded activities, the City of Austin recognizes the importance that local funding plays in the provision of housing and community development services. Attachment 5f of this document - Summary Funding and Production Table - presents Fiscal Year 2024-25 accomplishments supported by both local and federal funds. CR-05 - Goals and Outcomes Progress the jurisdiction has made in carrying out its strategic plan and its action plan. 91.520(a) The following table demonstrates the City’s performance in allocating funding from the Housing and Urban Development Department (HUD) in Fiscal Year 2024. The Program Year columns display goals actual performance for the most recent fiscal year. The Strategic Plan columns display the 5 year goal for the program and the actual performance of the program over the course of the Consolidated Plan (FY 2025 – 2029) to date. Data are organized by funding priority, which originate from the City of Austin’s FY 2025-29 Consolidated Plan. The City identified the following high priority needs in its FY 2025-29 Consolidated Plan: Homeless Assistance, Renter Assistance, Homeowner Assistance, Housing Development Assistance, and Other Community Development Assistance. These priority needs provide a spectrum of programs that address community needs for a variety of constituencies. These include, but are not limited to, prospective homebuyers, homeowners, children, seniors, youth, affordable housing developers, and rental tenants, as well as prospective and current small business owners. This CAPER is 2 the first performance report to be issued under FY 2025-29 Consolidated Plan. Comparison of the proposed versus actual outcomes for each outcome measure submitted with the consolidated plan and explain, if applicable, why progress was not made toward meeting goals and objectives. 91.520(g) Categories, priority levels, funding sources and amounts, outcomes/objectives, goal outcome indicators, units of measure, targets, actual outcomes/outputs, and percentage completed for each of the grantee’s program year goals. The Source/Amount column shows how much funding was budgeted for FY 24-25. Strategic Plan columns indicate the 5-year goal for the program and how many services have been provided throughout the Consolidated Plan period to date (2025-2029). Program Year columns indicate the number of services provided in FY 24-25. Percent complete lists the percentage of the goal that was met by actual services provided. Further explanation on goals versus outcomes can be found below the table in the ‘Explanation of Variance Between Expected & Actual Services Provided for Select Projects’ section. 3 Goal Category Homebuyer Assistance Affordable Housing Source / Amount HOME: $871,337 HOME Program Income: $400,000 Indicator Unit of Measure Expected – Strategic Plan Goal Actual – Strategic Plan Percent Complete Expected – Program Year Goal Actual – Program Year Percent Complete Production Detail Direct Financial Assistance to Homebuyers Households Assisted 75 13 17% 15 13 87% Homeless Assistance Homeless Assistance Homeless Assistance Homeless HOME: $1,280,112 Tenant-based rental assistance Households Assisted 325 80 25% 65 80 123% Homeless Homeless ESG: $281,863 ESG: $313,922 (Shelter) Rapid Rehousing Persons Assisted Homeless Person Overnight Shelter Persons Assisted 250 32 13% 50 32 64% 1,875 444 24% 375 444 118% Down Payment Assistance Tenant Based Rental Assistance Rapid Rehousing Shelter Operation and Maintenance 4 Homeowner Assistance Affordable Housing CDBG: $2,195,224 CDBG Revolving Loan: $40,000 HOME Program Income: $200,000 Homeowner Housing Rehabilitated Household Housing Unit 740 128 17% 148 127 86% Architectural Barrier Removal- Owner: 66 Minor Home Repair: 56 Homeowner Rehabilitation Loan Program: 5 5 Housing Development Assistance Affordable Housing Housing Development Assistance Affordable Housing HOME PI: $200,000 HOME (CHDO): $230,495 CDBG Revolving Loan: $55,000 HOME CHDO: $230,495 Rental Units Constructed Household Housing Unit 30 18 60% 6 18 300% Homeowner Housing Added Household Housing Unit 5 11 220% 1 11 1,100% Rental Housing Development Assistance Ownership Housing Development Assistance 6 Other Community Development Non-Housing Community Development Section 108: $1,750,000 Section 108 PI: $73,526 Jobs created/retained Jobs 100 49 49% 50 49 98% Other Community Development Non-Housing Community Development HOME: $153,500 Other Other 10 4 40% 2 4 200% Special Needs Assistance Non-Homeless Special Needs CDBG: $1,083,539 Public Service Activities Other Than Low/Moderate Income Housing Benefit 192 144 75% Persons Assisted 2,322 397 17% 125 103 82% 159 150 94% Family Business Loan Program CHDO Operating Expense Grant CDBG Public Services Childcare: 144 Senior Services: 103 Mental Health Services: 150 7 Special Needs Assistance Non-Homeless Special Needs HOPWA: $2,762,259 N/a Persons Assisted 2,280 371 16% 456 371 81% Table 1- Accomplishments – Program Year & Strategic Plan to Date HOPWA Tenant-based Rental Assistance: 28 Short-Term or Transitional Facility-Based Housing: 130 Short-Term Rent, Mortgage and Utilities Assistance: 149 Permanent Housing Placement Assistance: 60 HOPWA Supportive Services: 8 Assess how the jurisdiction’s use of funds, particularly CDBG, addresses the priorities and specific objectives identified in the plan, giving special attention to the highest priority activities identified. The City’s FY 2025-29 Consolidated Plan and FY 2024-25 Action Plan identified the following high priority need areas: Homeless/Special Needs Assistance; Renter Assistance; Homebuyer Assistance; Homeowner Assistance; Housing Development Assistance; and other Community Development Assistance. These funding priorities were established based on the housing and community development needs identified through public and stakeholder input, the housing market analysis, and the analysis of special populations. All of the proposed funding priorities serve very-low, low- and moderate-income households in the City of Austin. In addition, the City of Austin’s federally funded activities serve populations with specific service needs including seniors, persons with disabilities, persons experiencing homelessness and at risk of homelessness, persons living with HIV/AIDS, at risk children and youth, victims of domestic violence, housing authority residents, and persons returning to the community from correctional institutions and/or with criminal histories. Funding priorities also seek to be responsive to the City of Austin’s Analysis of Impediments to Fair Housing Choice, which is described in CR-35 of this document. Of the high priority need areas identified above, those funded with CDBG in FY 24-25 were Special Needs Assistance; Homebuyer Assistance; Housing Development Assistance and Homeowner Assistance. Progress for these programs in FY 24-25 can be found in Table 1, Accomplishments – Program Year and Strategic Plan to Date. Explanation of Variance Between Expected & Actual Services Provided for Select Projects Ownership Housing Development Assistance In partnership with Austin Habitat for Humanity, two long-running projects completed more units than expected. Scenic Point has been selling single-family detached units for over five years and will soon see the last home of this 67-unit development completed. On the other side of town, Persimmon Point has begun selling units in a several-hundred unit development with single-family detached and attached units as well as condos and other typologies. This development will continue to produce new homes for the next several years. Rental Housing Development Assistance 9 The RHDA program exceeded its goal for FY 25 by producing 18 units of affordable housing using HOME funds, compared to the goal of 6 units. The completed units come from the following projects. • Burnet Place Apartments completed initial lease-up on 4/30/2025. Located at 8007 Burnet Road, Austin TX 78757, the property includes a total of 61 efficiency units. An award of $2,200,000 HOME Funds was provided for the project to cover 17 units. The project total unit mix includes 12 units up to 30% MFI, 12 units up to 40% MFI and 37 units up to 50% MFI, as well as 7 mobility accessible units and 2 sensory accessible units. The loan documents require a 42- year affordability period. Local funds, including Housing Trust Fund and General Obligation Bonds, were used towards the remaining 44 units. • 1611 West 10th Street completed initial lease-up on 7/1/2025. The property is an affordable single-family home funded by $77,950 HOME Funds. The unit includes 2 bedrooms and is reserved for a household with income up to 50% MFI. The loan documents require a 99-year affordability period. Tenant-based Rental Assistance Due to programmatic changes, including expanding the program into the extraterritorial jurisdiction, providing clients more opportunities to find affordable housing that accepts vouchers, and allowing clients to re-enroll in the program after 24 months if they remain eligible, this program was able to serve 15 additional households. Minor Home Repair The Minor Home Repair (MHR) Program completed 56 projects out of an annual goal of 82, achieving 68% of the target. While the program did not meet its intended goal, it continued to provide essential services that directly improved health, safety, and livability for low- and moderate-income homeowners. Two primary factors contributed to the shortfall in project completions this year new nonprofit partners joined the program and required additional time to establish processes, complete onboarding, and become fully operational within program 10 guidelines, and HUD-required Environmental Review procedures extended project timelines. The timing of these mandated reviews created delays that affected the overall number of projects completed within the program year. Architectural Barrier Program – Ownership The Architectural Barrier Removal (ABR) Home Repair Program exceeded its annual performance goal, demonstrating both strong community demand and effective program delivery. With an established goal of completing 60 projects during the year, the program successfully completed 66 home modifications, achieving 110% of the target. These projects provided critical accessibility improvements, such as ramps, widened doorways, accessible bathrooms, and other mobility-enhancing modifications, that allowed residents with disabilities and mobility challenges to safely remain in their homes. Completing six additional projects beyond the goal reflects the program’s efficient use of resources, improved workflow coordination, and strong partnerships with contractors and community stakeholders. Overall, the program’s performance underscores its vital role in promoting independence, safety, and quality of life for residents, while showcasing the team’s commitment to exceeding expectations and meeting community needs. Down Payment Assistance During the reporting period, the Down Payment Assistance (DPA) Program continued to play a vital role in supporting low- and moderate-income households in achieving homeownership. The program was funded through $871,337 in HOME entitlement funds, supplemented by $400,000 in HOME Program Income, which enabled the City to provide direct financial assistance to eligible homebuyers. The program set an annual goal of assisting 15 households and successfully supported 13, achieving 87% of the target. While this represents a slight shortfall of two households, the variance is attributed to 11 external market conditions beyond the City’s control, including elevated interest rates and a constrained supply of affordable homes. Despite these challenges, the program demonstrated strong early performance, with 10 of the 13 loans completed before the end of the first quarter. This progress positions the program favorably to meet or exceed its objectives for FY 2025–2026, as we continue to respond to evolving market conditions through enhanced outreach efforts, process improvements, and a strategic evaluation of increasing the down payment assistance amount to reflect stabilized, yet persistently high, home sale prices. The DPA Program remains a cornerstone of the City’s affordable housing strategy, helping to reduce barriers to homeownership and promote long-term housing stability for Austin residents. Homeowner Rehabilitation Loan Program 83% of the goal of six projects completed has been met, or 5 projects. The contract period is not aligned with the fiscal year; therefore, we are reporting only 7 months of production time. Fourteen projects were rolled over to be completed in the next fiscal year. For the total 2024-2025 Fiscal Year there were twenty-five new applications received. There were four files cancelled. There were two files denied. A total of five projects were completed. Housing Opportunities for Persons with AIDS (HOPWA) Projects: During FY24-25 contracts were not funded for several months after the contract start date, because the grant award was not received until after the start date of the contracts. The project sponsors were unable to provide assistance at the documented start of the contract because of this delay, while the amount of assistance requested increased by 100%. Project sponsors are working diligently to provide as much assistance to as many income-eligible clients as possible with the funds received. 12 Section 108 Detail Project Description The Family Business Loan Program (FBLP), a public-private partnership loan program provides fixed-asset and working capital loans to qualified small-business borrowers in Austin. The lending partners are a private bank member of the Federal Home Loan Bank, an SBA-certified CDC Section 504 community lender, and the City of Austin's Economic Development Department (EDD). The FBLP's goals are to foster business expansion in low- and moderate-income neighborhoods, stimulate low- to moderate-income job creation, and increase Austin's tax base. The FBLP is targeted to Austin's business owners that are ready to expand their businesses and create jobs. Accomplishments Description In FY 2024-25 FBLP approved 1 new loan, managed an additional 8 loans previously closed, and reported 49 jobs to be created. The program has created over 326 jobs since 2012. Jobs created by the FBLP are counted for performance measure purposes when the job is created by the borrower. Borrowers commit to creating 1 full time job for every $35,000 borrowed. Of the total jobs reported for FY 24-25, 51% or greater benefit persons of low-to moderate-incomes (LTMI). Significant variances in actual versus projected activity are common due to difficulty in estimating the quality of Section 108 applicant pool and how prevailing economic conditions each year will impact client interest in lending i.e. interest rates, ability to meet program financial guidelines (post covid, many companies experienced declines or negative profitability. Additionally rising cost of borrowing specifically rising interest rates continue to reduce demand for loans. Program specific job vacancies have resulted in increased employee turnover and difficultly recruiting qualified applicants for the Austin program specifically. For the loan closed in FY 2024-25, $1,521,000 in Section 108 funds leveraged $3,130,925 in private financing. Performance Measure FY 2024-25 Total Funding FY 2024-25 Proposed Goal FY 2024-25 Expended FY 2024-25 Accomplishments Jobs created/retained $1,750,000 (FBLP) + $73,526 (Program Income) = $1,823,526 50 jobs created/retained. $1,521,000 49 jobs created 51% LTMI; 1 business assisted. 13 CR-10 - Racial and Ethnic composition of families assisted Describe the families assisted (including the racial and ethnic status of families assisted). 91.520(a) CDBG HOME ESG HOPWA TOTAL 42 213 4 0 1 216 476 238 82 1 2 0 5 328 736 467 9 7 3 228 1450 385 4 5 1 7 71 39 0 0 1 0 535 111 Race White Black or African American 133 Asian Native American Native Hawaiian or Other Pacific Islander Multi Racial Total Ethnicity Hispanic Not Hispanic Other (declined to state, information missing) Total CDBG HOME ESG HOPWA TOTAL 158 377 0 535 42 69 0 111 199 277 0 481 100 228 0 328 Table 2 – Table of assistance to racial and ethnic populations by source of funds The City of Austin identifies priority needs and offer The City of Austin identifies priority needs and offers services to eligible households regardless of race or ethnicity. The table on this page depicts counts for FY 24-25 by fund source. 499 951 0 1450 14 CR-15 - Resources and Investments 91.520(a) Identify the resources made available Source of Funds Source Resources Made Available Amount Expended During Program Year CDBG HOME ESG public - federal $7,223,591 public - federal $3,873,266 public - federal $647,073 HOPWA public - federal $2,762,259 Section 108 public - federal $1,750,000 Table 3 - Resources Made Available $5,089,071 $5,865,450 $539,204 $3,657,301 $1,521,000 CDBG: The expected total amount available for FY 24-25 was $7,223,591. The actual amount expended in FY 24-25 was $5,089,071. HOME: The expected total amount available in FY 24-25 was $3,873,266, including $2,458,776 in annual HOME allocation funding, $800,000 in HOME program income, $460,990 reserved for CHDO funding and $153,500 reserved for CHDO operating expense grants. The actual amount expended in FY 24-25 was $5,918,801, including $2,581,140 in annual HOME allocated funding, $3,084,310 in HOME CHDO funding, and $200,000 in CHDO operating expense grants. ESG: The expected total amount available in FY 24-25 was $647,073. The actual total amount expended in FY 24-25 was $539,204. ESG funds from prior grant years were also expended. HOPWA: The amount available in FY 24-25 was $2,762,259. The actual amount expended in FY 24-25 is $3,657,301. HOPWA funds from prior grant years were also expended. Section 108: The expected amount available was $2,123,526, including $1,750,000 in Section 108 funding and $373,526 in program income. The actual amount expended is $1,832,978. 15 Identify the geographic distribution and location of investments Target Area Planned Percentage of Allocation Actual Percentage of Allocation Narrative Description Throughout the City of Austin 100 100 Citywide Table 4 – Identify the geographic distribution and location of investments Narrative While the City of Austin does not currently target investments to specific geographic areas, it considers the geographic distribution of affordable housing throughout Austin 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 Housing Department currently provides funding points through a scoring matrix system to projects that assist in the dispersion of affordable housing stock throughout the community, to focus on high opportunity areas in Austin where often there is a shortage of affordable housing. The Housing Department utilizes data from Enterprise Community Partners’ Opportunity360 and the Austin Strategic Housing Blueprint goals to inform the scoring matrix. These resources help the City of Austin target rental subsidies and home ownership opportunities to low-income residents. Finally, the City of Austin’s Strategic Housing Blueprint reinforces the importance of geographic dispersion and increasing the diversity of housing choice and supply. The Strategic Housing Blueprint is described in section CR-35 of this document, and additional information is publicly available at https://www.austintexas.gov/page/view-blueprint">https://www.austintexas.gov/page/view-blueprint Explain how federal funds leveraged additional resources (private, state and local funds), including a description of how matching requirements were satisfied, as well as how any publicly owned land or property located within the jurisdiction that were used to address the needs identified in the plan. The City of Austin used several fund types to leverage additional resources to fund both CDBG and HOME projects during FY24-25. The City of Austin’s Down Payment Assistance program provided assistance to 13 households, leveraging significant private financing for first-time homebuyers. Additionally, the HOME Investment Partnership Program requires a 25% match for each HOME dollar invested. At the end of FY24-25, the City of Austin has over $69 million in excess match beyond the required commitment. For details on the City’s commitment to the HOME match requirement, refer to 16 the HOME Match Report in Attachment 5c. Austin Housing Finance Corporation Activities In FY 24-25, the Austin Housing Finance Corporation (AHFC) closed on financing for development of one AHFC-owned property at 3435 Parker Lane (The Roz). Additionally, the AHFC acquired 384 units of naturally occurring affordable housing and placed formal affordability restrictions to preserve their affordability into the future (Twelve100). AHFC continues to work towards a partnership agreement for the development of 6909 Ryan Drive. Publicly Owned Land The AHFC has also just completed an analysis of its vacant land inventory to determine a strategic disposition plan for upcoming partnership solicitations. This analysis identified three sites as priorities for the next round of solicitations for AHFC partnerships: 2908 S. Congress Avenue, 4800 Bolm Road, and 6200 Menchaca Road. These properties alone are estimated to produce between 485 to 805 units and require approximately $26,700,000 to $50,000,000 in gap financing. Staff anticipates beginning pre- solicitation efforts, including community engagement and more in-depth yield studies, for these sites in the next two years. Fiscal Year Summary – HOME Match 1. Excess match from prior Federal fiscal year 1. Excess match from prior Federal fiscal year 2. Match contributed during current Federal fiscal year $70,138,158.06 $70,138,158.06 $342,961.81 3. Total match available for current Federal fiscal year (Line 1 plus Line 2) $70,481,119.87 4. Match liability for current Federal fiscal year $1,371,847.22 5. Excess match carried over to next Federal fiscal year (Line 3 minus Line 4) $69,109,272.65 Table 6 – Fiscal Year Summary - HOME Match Report 17 Project No. or Other ID Date of Contribution Cash (non-Federal sources) Foregone Taxes, Fees, Charges Appraised Land/Real Property Required Infrastructure Match Contribution for the Federal Fiscal Year MF Bond HOME MBE/WBE report Table 7 – Match Contribution for the Federal Fiscal Year Site Preparation, Construction Materials, Donated labor Bond Financing Total Match $3,008,308.45 $342,961.81 Program Income – Enter the program amounts for the reporting period Balance on hand at beginning of reporting period $ Amount received during reporting period $ Total amount expended during reporting period $ Amount expended for TBRA $ Balance on hand at end of reporting period $ $0.00 $53,350.52 $53,350.52 $15,426.10 $0.00 Table 8 – Program Income 18 Minority Business Enterprises and Women Business Enterprises – Indicate the number and dollar value of contracts for HOME projects completed during the reporting period Total Minority Business Enterprises Alaskan Native or American Indian Asian or Pacific Islander Black Non- Hispanic Hispanic White Non- Hispanic Contracts Dollar Amount Number Sub-Contracts Number Dollar Amount Contracts Dollar Amount Number Sub-Contracts Number Dollar Amount Total 0 0 0 0 0 0 0 0 0 0 0 0 Male Women Business Enterprises 0 0 0 0 0 0 0 0 0 0 0 0 Table 9- Minority Business and Women Business Enterprises 0 0 0 0 0 0 0 0 0 0 0 0 19 Minority Owners of Rental Property – Indicate the number of HOME assisted rental property owners and the total amount of HOME funds in these rental properties assisted Total Alaskan Native or American Indian Minority Property Owners Black Non- Hispanic Asian or Pacific Islander Hispanic White Non- Hispanic Number Dollar Amount 0 0 0 0 0 0 0 0 0 0 0 0 Table 10 – Minority Owners of Rental Property Relocation and Real Property Acquisition – Indicate the number of persons displaced, the cost of relocation payments, the number of parcels acquired, and the cost of acquisition Parcels Acquired Businesses Displaced Nonprofit Organizations Displaced Households Temporarily Relocated, not Displaced Households Displaced Total 0 0 0 0 0 0 0 0 Minority Property Enterprises Asian or Pacific Islander Black Non- Hispanic Alaskan Native or American Indian Hispanic White Non- Hispanic Number Cost 0 0 0 0 0 0 0 0 0 0 Table 11 – Relocation and Real Property Acquisition 0 0 20 CR-20 - Affordable Housing 91.520(b) Evaluation of the jurisdiction's progress in providing affordable housing, including the number and types of families served, the number of extremely low-income, low-income, moderate-income, and middle-income persons served. One-Year Goal Actual Number of Homeless households to be provided affordable housing units (TBRA) Number of Non-Homeless households to be provided affordable housing units (RHDA, OHDA, HRLP, DPA) Number of Special-Needs households to be provided affordable housing units (ABR-O, MHR) Total 65 28 142 241 Table 12– Number of Households One-Year Goal Actual Number of households supported through Rental Assistance (TBRA) Number of households supported through The Production of New Units (RHDA, OHDA) Number of households supported through Rehab of Existing Units (ABR-O, MHR, HRLP) Number of households supported through Acquisition of Existing Units (DPA) Total 65 7 148 15 249 80 47 122 241 80 29 127 13 249 Discuss the difference between goals and outcomes and problems encountered in meeting these goals. Table 13 – Number of Households Supported 21 The programs 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. For further explanation of variance between goals and outcomes, please see section CR-05. The following is a breakdown of the values featured in Table 12 – Number of Households Homeless Tenant Based Rental Assistance- Homeless Assistance (HOME) Subtotal Non-Homeless Rental Housing Developer Assistance (HOME) Ownership Housing Development Assistance (CDBG) Home Rehabilitation Loan Program (CDBG) Down Payment Assistance (HOME) Subtotal Special Needs Architectural Barrier Program - Owner (CDBG) Minor Home Repair (CDBG) Subtotal Grand Total 80 80 18 11 5 13 47 66 56 122 249 22 The following is a breakdown of the values featured in Table 13 – Number of Households Supported Rental Assistance Tenant-Based Rental Assistance (HOME) Subtotal Production of New Units Rental Housing Developer Assistance (HOME) Ownership Housing Development Assistance (CDBG) Subtotal Rehab of Existing Units Architectural Barrier Program - Owner (CDBG) Minor Home Repair (CDBG) Home Rehabilitation Loan Program (CDBG) Subtotal Acquisition of Existing Units Down Payment Assistance (HOME) Subtotal Grand Total 80 80 18 11 29 66 56 5 127 13 13 249 Discuss how these outcomes will impact future annual action plans. The City of Austin annually assesses its progress in meeting goals outlined in the FY 2025-2029 Consolidated Plan through development of the Consolidated Annual Performance and Evaluation Report (CAPER). The CAPER provides an opportunity for the City to evaluate the performance of its programs and services and to determine whether adjustments to the current 5-year goals are needed. The City looks at performance in a given year, and trends over time, to inform and calibrate future targets. Additionally, the City is providing technical assistance to subrecipients to help them be more effective and efficient. Include the number of extremely low-income, low-income, and moderate-income persons served by each activity where information on income by family size is required to determine 23 the eligibility of the activity. Income Level Extremely Low-income (≤ 30% MFI) Low-income (31-50% MFI) Moderate-income (51-80% MFI) Number of Households (Individuals or Families) Served by CDBG Housing Projects Number of Households (Individuals or Families) Served by HOME Housing Projects 42 45 51 78 20 13 111 Total 138 Table 14 – Number of Households Served Narrative Information CDBG-funded housing programs include the Homeowner Rehabilitation Loan Program (HRLP), Architectural Barrier Removal for Owners (ABR-O), and the Minor Home Repair (MHR) programs. In FY 2024-2025, CDBG-funded housing programs served a total of 138 CDBG households served, of which 42 (30%) were classified as extremely low-income, 45 (32%) were classified as low-income, and 51 (37%) were classified as moderate income. HOME-funded housing programs include the Tenant-Based Rental Assistance (TBRA), and Down Payment Assistance (DPA) programs. In FY 24-25 HOME-funded housing programs served a total of 111 households, of which 78 (70%) were classified as extremely low income, 20 (18%) were classified as low income and 13 (12%) were classified as moderate income. These proportions are consistent with the funding priorities outlined in the FY 2025-29 Consolidated Plan. The City of Austin continues to deliberately direct federal and local dollars toward services benefiting extremely low-income residents. This summary of progress includes a comparison of actual accomplishments with proposed goals for the FY 2024-25 reporting period, efforts to address “worst- case needs”, and the accessibility needs of persons with disabilities. The City addressed households experiencing “worst-case housing needs” and made progress in meeting the needs of persons with disabilities through the following federally funded housing related programs: ABR-Owner and the Home Repair Loan Program. These programs meet the Section 215 definition of affordable housing for rental and homeownership. 24 CR-25 - Homeless and Other Special Needs 91.220(d, e); 91.320(d, e); 91.520(c) Evaluate the jurisdiction’s progress in meeting its specific objectives for reducing and ending homelessness through: Reaching out to homeless persons (especially unsheltered persons) and assessing their individual needs Street Outreach, Assessment, and Encampment Resolution The City of Austin has advanced its goals in meeting the specific objectives for reducing and ending homelessness through outreach to persons experiencing homelessness, especially unsheltered persons, and assessing their unique needs. The City’s Homeless Encampment Management program has two temporary staff conducting daily street outreach across Austin’s 300+ sq. mi. area. HSO relies on 11 City departments and more than 15 partners for outreach and HEM support. In 2024, HSO initiated a Summer Pilot that tested a coordinated response structure in Summer 2024 with four non-City partners. The Pilot was successful, responding to 782 service calls via structured service delivery. Through investments in efforts to target encampments, create new shelter beds, and expand Street Outreach projects and coordination, the City is progressing on its goals. In FY25-26 the City will build out internal homeless outreach capacity with 12 new positions to broaden and increase access to homeless services across the city. Emergency Solutions Grants Efforts All ESG-funded programs have been working with the CoC to support reducing unsheltered homelessness, connecting clients to shelter, and supporting participants with re-housing. ESG programs are focused on the downtown, sheltered and unsheltered homeless. The ESG funds an employee at Downtown Austin Community Court (DACC) who provides Rapid Rehousing Housing placement and works with case managers who service mostly unsheltered frequent offenders of the court. Individuals may be referred to the DACC Rapid Rehousing program if they meet certain criteria: Homeless persons who receive a Class C Misdemeanor citation in Downtown Austin are arraigned through DACC. Once the homeless person goes before the judge and receives a sentence, the client is connected to a case manager for assessment. DACC has a Case Manager assigned to the HOST who refers homeless persons to DACC programs and case management services. The referred person would be assessed and screened for appropriate programs to assist them. DACC also accepts referrals from Ending Community Homelessness Coalition (ECHO) when there is capacity. At the Austin Shelter for Women and Children (ASWC) ESG funding is used to provide operational support for the low-barrier shelter program. 25 HOPWA Efforts Representatives from the HOPWA program continue to participate in the CoC working group to support people who are experiencing homelessness and living with HIV. Representatives from the HOPWA program have also convened a quarterly meeting composed of representatives from Austin's AIDS service organizations and Austin Public Health, where the group discusses community-wide issues and creates a plan to serve each client. The HOPWA Tenant-Based Rental Assistance program also utilizes the Coordinated Entry process to identify the most vulnerable individuals who are experiencing homelessness and living with HIV. When space in the program becomes available those individuals with the highest vulnerability are prioritized. Many HOPWA clients have a need for more in-depth interventions. In response, the HOPWA program began offering supportive services to clients living at a recuperative care facility. These clients typically arrive directly from the hospital and have been homeless and out of care for some time. They are provided with medical care at the recuperative care facility and can begin to access supportive services so that they can be prepared to meet their housing needs when they are discharged. Addressing the emergency shelter and transitional housing needs of homeless persons The City of Austin advanced its achievements in addressing the emergency shelter and transitional housing needs of individuals and families experiencing homelessness. The City of Austin owns and funds the operation of five emergency shelters, totaling 868 beds. In addition, the City of Austin funds an additional 627 shelter beds across Austin, including the use of the ESG to support families experiencing homelessness. Helping low-income individuals and families avoid becoming homeless, especially extremely low-income individuals and families and those who are: likely to become homeless after being discharged from publicly funded institutions and systems of care (such as health care facilities, mental health facilities, foster care and other youth facilities, and corrections programs and institutions); and, receiving assistance from public or private agencies that address housing, health, social services, employment, education, or youth needs The City’s Emergency Solutions Grant funding is not allocated to prevention programming, or specifically to programs serving individuals discharged from public institutions. However, the City’s general funds are allocated to provide homeless services focused on preventing or quickly resolving homelessness. In September 2025 Austin Homeless Strategies and Operations awarded a new Homeless Prevention contract for the Upstream Together Collaborative. El Buen Samaritano, Sunrise Homeless Navigation 26 Center (Sunrise), and LifeWorks will establish a coordinated, easily accessible, trauma-informed, and equity-driven homelessness prevention pilot program designed to intervene before households reach crisis. The Collaborative will intentionally prioritize outreach and equitable service delivery to subpopulations facing systemic access barriers, ensuring targeted impact for those historically excluded from traditional housing supports. The Collaborative will operate under a "no wrong door" model, allowing clients to access services through walk-ins, the centralized hotline, digital forms, and partner referrals-regardless of location, language, or system involvement. The Collaborative will provide housing stabilization case management, financial assistance, and housing navigation delivered within a unified structure that reflects the principles of the United States Interagency Council on Homelessness (USICH) Federal Prevention Framework and the priorities of the City of Austin. This Collaborative will create a replicable model and sustainability plan for citywide prevention, aligning with long-term systems change goals. The Austin Homeless Strategies and Operations has funded 1) a diversion pilot project and 2) a digital services hotline for individuals and families experiencing or at imminent risk of homelessness. These programs strive to provide resources to households to resolve issues related to financial, health, familial, or other needs. The goal for the diversion funding, is to quickly end individuals’ and households' experiences of homelessness. With little-to-no financial assistance, but through a client-driven and housing-focused approach, its goal is to help the person or household find safe alternative housing immediately. It is intended to ensure that the homelessness experience is as brief as possible, to prevent unsheltered homelessness, and to avoid unnecessary shelter stays. 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 The City of Austin’s Downtown Austin Community Court and Salvation Army both administer ESG Rapid Rehousing funds in coordination to move homeless individuals from the streets and shelters into permanent housing. These programs bring together housing location, financial assistance, and housing stability case management, and leverage other funding sources like the City’s General Fund, to bring housing resources to unhoused individuals. In conjunction with the CoC, the City leverages public funding to offer housing options with wraparound services to the most vulnerable individuals through permanent supportive housing (PSH) and rapid 27 rehousing (RRH) programs. All contracts funded for homeless services receiving City funding are required to utilize the Homeless Management Information System, and housing programs utilize the Coordinated Assessment for referrals. The CoC’s prioritization for Coordinated Entry (CE) uses the Austin Prioritization Assessment Tool, a prioritization tool that plays a vital role in the selection of clients for referrals to program openings they are eligible for, as they become available. Using a prioritization tool pairs persons experiencing homelessness with permanent housing options that provide appropriate level of services according to their needs. The CoC and City of Austin staff also regularly review its Coordinated Entry system’s performance in connecting households to resources expeditiously, and the Austin Homeless Strategies and Operations has begun tracking the length of time from program referral to entry into housing to identify bottlenecks and delays in service provision. CoC Targeted Sub-Populations -Veterans: The CoC, local VA Medical Center, VA-funded programs, and state and private-funded community organizations coordinate housing and support services through the CoC HMIS database and the Coordinated Entry Process (CEP). Veterans are referred to HUD-VASH, SSVF, GPD, or CoC housing programs as determined by client need and eligibility. Program staff from all involved organizations meet every other week to review cases and create active engagement plans for potentially unreached Veterans. -Chronic Homelessness: In 2024 the population of people experiencing chronic homelessness grew by 1.2%, the total number of people grew by 1,314. This is a substantial number of people who became chronically homeless during 2024 (ECHO State of the System report). The CoC prioritizes all Permanent Supportive Housing program units for individuals experiencing homelessness who meet the chronically homeless definition as required by CPD Notice 16-11. The City of Austin and the Austin/Travis County CoC have worked on strategies to expand capacity for Permanent Supportive Housing over the past 5 years, such as incentivizing the set-aside of CoC units in City funded affordable rental housing and community development opportunities. -Families with Children: In 2024, our system served between 3,000-4,000 homeless individuals in households with children; that number is growing. The high cost of living in our community continues to create additional needs to support families with children (ECHO State of the System Report). Investments in shelter for families and youth are growing to meet this need. The City’s homeless services program provide shelter services, rapid rehousing, permanent supportive housing and other 28 basic needs to families experiencing homelessness. -Unaccompanied Youth A report conducted in partnership with Chapin Hall in 2016 found that 76% of youth experiencing homelessness in Austin reported a history of systems involvement, relative to 55% in other communities across the United States. Foster Youth to Independence (FYI) vouchers and Family Unification Program (FUP) vouchers provide 36 months of housing assistance. Austin is a national leader in utilization of FYI vouchers. LifeWorks has administered 69 FYI vouchers since their inception (this represents 85% of all youth housed via FYI vouchers in Austin). LifeWorks currently has 62 youth with leased-up FYI vouchers and 30 youth with leased-up FUP vouchers. In addition, the following projects were created to assist youth. 1) Travis County Transformation Project – in partnership with the District Attorney’s Office and the Excellent Project deflects youth from juvenile justice through respite services, family counseling, case management, and restorative justice circles. The program has a 3% recidivism rate (versus 50%). 2) Launched “Common Ground” in February 2025 – in partnership with Integral Care, is a peer-run drop-in for youth ages 13–17 who are experiencing mental health challenges. 3) Launched the “Addressing the Foster Care to Homelessness Pipeline” Task Force with the goal to develop a coordinated set of policy and financing actions to end the foster care to homelessness pipeline in Austin. It is co-led by LifeWorks and the City of Austin Homeless Strategies and Operations, in partnership with HR&A Advisors & Good River Partners and includes representation from City of Austin Housing Department, HACA, Travis County, DFPS, St. David’s Foundation, Reissa Foundation, Texas Network of Youth Services, and others. 29 CR-30 - Public Housing 91.220(h); 91.320(j) CR-30 - Public Housing 91.220(h); 91.320(j) Actions taken to address the needs of public housing The Housing Authority of the City of Austin (HACA) and the City of Austin are close partners in an effort to increase quality affordable housing for those most in need. As one of two Public Housing Authorities 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 Regional Analysis of Impediments, the Housing Market Analysis, and the Consolidated Plan. Furthermore, the City includes HACA staff and HACA residents in all outreach efforts. HACA administers federally subsidized programs that provide affordable housing to extremely low to low-income families in Austin. HACA provided housing to 27,581 people in FY 2024-2025 through our 21 Project-Based Rental Assistance properties, voucher programs, and our subsidiary Austin Affordable Housing Corporation. Of the 27,500+ people served, 26% were children, 12% were seniors and 30% were persons with disabilities. The average annual income for families in the Housing Choice Voucher program is $16,438. Austin Affordable Housing Corporation (AAHC), a nonprofit subsidiary of HACA, currently provides over 16,116 additional affordable housing units in Austin, as well as 3,473 more units under construction, helping to meet the City’s need for additional affordable housing opportunities. AAHC has more units in its pipeline for possible future acquisition and/or development. Rental Assistance Demonstration (RAD) Overview RAD was initiated by HUD in 2012 to address U.S. public housing's national $26 billion backlog of needed repairs and improvements. Under RAD, existing (and declining) public housing subsidies are converted into more stable rental assistance contracts for each property. This allows housing authorities to leverage that subsidy to finance rehabilitation and preservation of aging properties. HACA has presented information regarding RAD, and the agency's intentions regarding its 18 public housing properties, to the Austin City Council. Council supported issuance of private activity bonds and 4% Low Income Housing Tax Credits for modernization and improvements at several HACA public housing properties. The Council also supported awarding 9% tax credits to redevelop Goodrich Place and Chalmers Courts Apartments. Chalmers Courts was a 158-unit property which now features nearly 400 affordable units, an on-site health clinic and a state-of-the-art Boys & Girls Club in one of Austin's highest opportunity areas. 30 With the RAD conversion complete, HACA has shifted focus to post-RAD redevelopment efforts. Over the past year, modernization work focused on maintenance, inspection preparation and capital improvement projects. Our first post-RAD redevelopment was Rosewood Courts and its 124 units of subsidized housing. In addition to the construction/restoration of 184 affordable multifamily units and 12 homeownership units, a new park will be constructed at the corner of Rosewood and Chicon Streets while preserving the historical legacy of the first African American public housing project in the United States. The City supported this project by providing a letter of support for our 9% tax credit application. After some review, HACA determined that a 4% application was more appropriate for the project and an application was submitted and approved for 4% low-income housing tax credit and private activity bonds. AHFC awarded the project $9.2M to offset the cost of required extensive underground drainage improvements and historic restoration work. The first move-ins at Rosewood will occur in December 2025. Santa Rita Courts is the next property to be redeveloped and modernize its offerings for the future including a new pre-K and community center with an increase in the number of affordable units. Collaboration with residents, neighbors, and community members helped inform the direction for redevelopment and to ensure the continued commitment to helping people on their journey to self- sufficiency. HACA's Housing Choice Voucher (HCV) program and other housing assistance programs provide rental vouchers for over 6,400 units of housing. These programs support more than 14,000 individuals, including families with children, elderly, and persons with disabilities, in greater Austin's private rental market. Each year, the department distributes approximately $93 million in rental subsidies to over 1,300 participating landlords. In 2024-2025 HACA administered several voucher programs, including: 4,921 Housing Choice Vouchers 513 Veteran Affairs Supportive Housing (VASH) Vouchers (HACA continues to apply for additional vouchers) 99 Family Unification Program Vouchers 35 Non-Elderly with Disabilities Vouchers 7 Tenant Protection Vouchers 31 4 DHAP to HCV Vouchers 66 Foster to Independence Vouchers 392 Mainstream Vouchers 203 Emergency Housing Vouchers 38 Stability Vouchers 42 Moderate Rehab Single Room Occupancy Vouchers (SRO) 44 HUD Continuum of Care 49 TBRA HACA expends 100% of funds provided by HUD for the Housing Choice Voucher program. HACA has over 5,400 allocated Housing Choice Vouchers. However, due to limited HUD funding and high rental rates, HACA can only afford to assist approximately 4,900 families each month. For families issued a voucher, the average search time to find an affordable housing unit is 78 days. On average, 22% of vouchers issued to families are returned by those unable to find a unit, due to Austin's high rents and a shortage of landlords who accept vouchers. Actions taken to encourage public housing residents to become more involved in management and participate in homeownership Supportive community services through self-sufficiency programs are essential to helping low-income families realize their goals of independence from federal assistance. In conjunction with affordable housing, HACA staff helps clients build assets, attain higher education, and start meaningful careers. These efforts are made possible through HACA’s Family Self-Sufficiency (FSS) program and a robust group of community partners, including Any Baby Can, Boys and Girls Club, Boy Scouts, Communities in Schools, Family Eldercare, Girl Scouts, Goodwill Industries, Lifeworks, and Skillpoint Alliance, among many others. The Housing Choice Voucher program provides case management services to over 235 families working to achieve economic independence. Funding was recently received for additional Austin Pathways Family Self-Sufficiency coaches to serve the residents at fifteen of our Project-Based Rental Assistance (PBRA) properties. As of March 2025, there were over 64 enrollees at our PBRA properties. In 2024-2025, 25 Family Self-Sufficiency participants successfully graduated from the program. To date, more than 450 participants have graduated from the FSS program. 32 The HACA Homeownership program engages with and supports PBRA and HCV households as they seek to purchase their first home, either through Prospect Heights, the Rosewood Townhome Initiative, or through several community and state programs. Actions taken to Help End Homelessness Austin's housing market is a challenge for persons experiencing homelessness. Recognizing this, HACA's Board has approved the allocation of 1,123 project-based housing choice vouchers (316 dedicated to veterans experiencing homelessness) to achieve long-term affordability at specific apartment communities. The allocation of these project-based vouchers reflects HACA's dedication to expanding supportive housing and services to people experiencing homelessness. HACA works closely with community partners to help non-elderly persons with disabilities transition from homelessness to stable homes. HACA signed a Memorandum of Understanding with the Ending Community Homeless Coalition (ECHO). ECHO refers qualified individuals and families to HACA, and in coordination with other partner agencies, establishes case management services for EHV participants. Partnerships with Caritas of Austin, Integral Care, and Downtown Austin Community Court align case management services with housing. HACA operates 75 Foster Youth to Independence vouchers (FYI) worth $920,256. These housing vouchers help young people aging out of foster care find safe and stable housing. LifeWorks Austin and ECHO partner with HACA to provide support services to foster youth. The City of Austin contracts with HACA to provide Tenant Based Rental Assistance (TBRA) for extremely low-income renters experiencing homelessness. The TBRA program helped close to 100 households move from homelessness to self- sufficiency through rent and utility assistance. Case management and support services are provided by community-based nonprofit organizations such as The Salvation Army, Caritas, and The Other Ones Foundation. HACA also operates a grant through the Consolidated HUD Continuum of Care grant application process that provides rental assistance to more than 50 previously homeless disabled individuals each month. Actions taken to provide assistance to troubled PHAs HACA is not a troubled PHA. For Fiscal Year 2024-2025, HACA once again earned a High Performer designation with a score of 100% for the Section 8 Management Assessment Program. Austin Pathways, a HACA-directed 501(c )(3) subsidiary, supports HACA’s scholarship and self-sufficiency programs. In 2024-2025, Austin Pathways sponsored 37 renewable academic scholarships totaling $79,500 for residents of Low Income Housing and Housing Choice Voucher programs to pursue post- 33 secondary education opportunities. Since 2002, over $2 million in scholarships have been awarded to HACA residents. Scholarship recipients include high school graduates, students of post-secondary education, Austin Community College Certification programs, and adults attending college for the first time. I-MOMS, Involved Moms of Many Strengths, an affiliated group of the I-DADS program, grew over the year. This resident-led initiative also created the Annual Women’s Conference where their graduates are celebrated. 34 CR-35 - Other Actions 91.220(j)-(k); 91.320(i)-(j) Actions taken 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. 91.220 (j); 91.320 (i) Plans to Address Barriers to Housing Choice • Strategic Housing Blueprint, 2017- Set community goal to create 60,000 affordable units over 10 years. Recommended funding mechanisms and regulatory changes to increase housing choices • Regional Analysis of Impediments (AI) to Fair Housing Choice, 2019- Identified complex land use regulations and overall lack of affordable housing supply throughout the City as barriers limiting housing choice Current Efforts • Displacement Prevention Division (DPD) focuses on meeting the immediate needs of tenants at risk of eviction or displacement by partnering with legal aid service providers to support eviction representation legal services, negotiate and pay settlements with landlords, and tenant relocation services. DPD manages the Community Initiated Solutions programs which serves residents vulnerable to displacement from the Project Connect transit investment. Programs administered by organizations awarded funding include tenant stabilization, homeownership preservation and expansion and economic mobility services for income eligible residents located within one mile of the planned lines or stations within areas experiencing displacement risk. • Code amendments initiated by City Council or Planning Commission have been adopted to promote housing development and incentivize development of income restricted housing. Code amendments approved by City Council include amendments to expand protections for tenants in multifamily housing, enhancing fencing safety, permitting increased building height along Sixth Street in exchange for affordable housing provisions, and facilitating residential review processes for missing middle housing types and the elimination of minimum parking requirements. Additionally, City Council approved a reduction of minimum lot sizes, allowing up to three units per lot in single-family zones. In response to community feedback expressing concern that minimum lot size reductions will lead to land speculation and increasing property values, which has the potential to cause displacement in areas vulnerable to and experiencing 35 gentrification, City Council has requested a feasibility study to assess a potential Equity Overlay for this code change. • The Equitable Transit-Oriented Development (ETOD) Overlay Phase 1 was approved by City Council on May 16, 2024, impacting properties within ½ mile of the Phase 1 Austin Light rail alignment. This overlay includes the ETOD Density Bonus District (DBETOD), which creates an optional density bonus program that includes development-related incentives and community benefit requirements, including affordable housing and protections for certain residents and businesses. Actions taken to address obstacles to meeting underserved needs. 91.220(k); 91.320(j) The City of Austin continues to leverage federal resources with an annual transfer of general fund revenue in the Housing Trust Fund. The Housing Trust Fund has been instrumental to providing program funding for permanent supportive housing, displacement prevention programs and gap financing for rental and ownership opportunities. In 2018, voters in the City of Austin approved a bond proposition for $250 million for affordable housing. These funds were dedicated to the creation of rental housing and home ownership opportunities for low- and moderate-income households, in order to help meet the goals of the City of Austin’s Strategic Housing Blueprint adopted by Council in 2017. That included the acquisition of real estate for future housing, construction of new housing and rehabilitation of existing housing to ensure homes are up to code, safe and absent of barriers that hinder self-sufficiency and mobility of residents. In 2022, voters approved an additional bond proposition for $350 million for affordable housing. These funds have been dedicated similarly to achieve the goals of the Strategic Housing Blueprint. In addition, voters approved an increase in property taxes in 2020 to fund Project Connect, the city’s transit plan, which included $300 million for anti-displacement activities. These funds are restricted to areas within 1 mile of a Project Connect line in areas experiencing gentrification and displacement. To date, these funds have been spent on the acquisition of real property by the Austin Housing Finance Corporation and by small, community-led, non-profit organizations; financing for long-term affordable housing development; and on community-initiated solutions to mitigate and reverse the effects of gentrification and displacement on historically underserved communities. Anti-displacement funding allocations can be found on the City of Austin Housing Department website. Actions taken to reduce lead-based paint hazards. 91.220(k); 91.320(j) 36 The City continues to test properties built before 1978 for lead-based paint per regulatory requirements. City staff are Lead Certified. Lead activities will be addressed through a different fund source. Community Development Block Grant is an eligible fund source for Lead hazard reduction which may include paint stabilization, interim controls, standard treatments, or abatement. Actions taken to reduce the number of poverty-level families. 91.220(k); 91.320(j) All programs administered by the City of Austin aim to address critical needs through housing, community development, and public services to benefit eligible residents, including persons in poverty, so they can 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 2024-29 Consolidated Plan. Housing Opportunities for People with AIDS (HOPWA) Activities The Austin Public Health (APH) Department administers all HOPWA activities for the City of Austin. APH works very closely with project sponsors that provide housing assistance for income-eligible persons living with HIV/AIDS and their families. The goals of these programs are to stabilize the households’ living arrangement and improve access to primary care and other supportive services so that people living with HIV/AIDS can focus on improving their health and self-sufficiency. APH meets monthly with various community partners, and project sponsors to brainstorm ideas, review data trends, and come up with more effective ways to help the community by providing housing assistance, and assist with maintaining and staying in care. Emergency Solutions Grant (ESG) Activities The Austin Public Health Department administers all ESG activities for the City of Austin. The Homeless Strategy Office will be administering all ESG activities for the City for FY26. These programs are designed to be the first step in a continuum of assistance to help clients quickly regain stability in permanent housing after experiencing a housing crisis and/or homelessness. ESG funds operational costs for the Women and Children’s shelter facility, Rapid Rehousing programs, and administration of the grant. Public Service Activities The Housing Department and Austin Public Health (APH) administer public service contracts funded by CDBG. Public services offer supportive services to households in Austin Full Purpose Jurisdiction with gross incomes at or less than 250% of Federal Poverty Guidelines. The City of Austin contracts with child care providers for services that increase the supply of and access to the following affordable, quality child care services: child care vouchers for families in crisis, including homeless and near homeless 37 families, and parents enrolled in self-sufficiency programs; direct child care services for teen parents who are attending school; and direct child care services through the Early Head Start child development program. Youth Services provides access to holistic, wraparound services and support to youth designated as at-risk and their families. The program's three components provide different levels of intervention: school-based intensive wraparound services, community-based wraparound services, and summer camps. The program, in partnership with the youth and their families, addresses the needs and challenges of each youth's situation to improve their functioning in school, the community, and at home. Senior Services offers services that promote aging in place and prevent abuse, neglect, and/or financial exploitation of seniors. Services include case management; money 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. 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 taken to develop institutional structure. 91.220(k); 91.320(j) 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 FY 2025-2029 Consolidated Plan and subsequent Annual Action Plans. For instance, 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 support to Austin residents living with HIV/AIDS and their families using 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 ESG funds. The Housing Department and APH collaborate on several public service programs. 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). Numerous non-federally funded housing programs and activities offered by the Housing Department rely on the coordination of other City departments including: Austin Energy, Austin Water Utility, Budget Office, City Manager's Office, Austin Code, Office of Real Estate Services, Government Relations, Austin Public Health, Law Department, Office of Sustainability, Parks and Recreation Department, Development Services Department, Public Works, Austin Resource Recovery, Economic Development, Equal Employment and Fair Housing, and Watershed Protection. Finally, the development of federal planning documents such as the Consolidated Plan, Annual Action Plan, and CAPER reflect the contributions of multiple City departments, and would not be possible without purposeful collaboration. 38 Actions taken to enhance coordination between public and private housing and social service agencies. 91.220(k); 91.320(j) The Housing Department continued to work closely with the following organizations to overcome gaps and enhance coordination efforts: Community Development Commission (CDC), Community Advancement Network (CAN), Community Housing Development Organizations (CHDOs), Austin Housing Coalition, Ending Community Homelessness Coalition (ECHO), Housing Authority of the City of Austin (HACA), Housing Authority of Travis County (HATC), Housing Works Austin, and the Urban Renewal Agency, as well as other key stakeholders and organizations. The Housing Department remains engaged with housing finance agencies, the National Association of Local Housing Finance Agencies and the Texas Association of Local Housing Finance Agencies, to connect with other agencies whose missions address critical housing needs. The Housing Department continues to reference opportunity mapping, which is a research tool used to understand the dynamics of opportunity within geographic areas. The purpose of opportunity mapping is to illustrate where opportunity-rich communities exist (and assess who has access to these communities) and to focus on areas of need in underserved or opportunity-poor communities. Key indicators include housing stability, education, mobility, economic security, and health and well-being. Staff utilizes the Opportunity360 metrics to further the City's housing and community development goals to help create more housing choices in areas of high opportunity. Identify actions taken to overcome the effects of any impediments identified in the jurisdictions analysis of impediments to fair housing choice. 91.520(a) Barrier: City and County capacity for addressing fair housing challenges is limited. Action: In order to maximize the limited housing dollars available, the City has leveraged federal dollars with non-federal resources such as Local General Obligation Bonds and Housing Trust Fund dollars to fund housing programs. In addition, Austin may provide developers with incentives- such as fee waivers, density bonuses, tax incentives, and development agreements- to build and to set aside rental and ownership housing for low-and moderate-income households in developments. S.M.A.R.T. Housing is designed to stimulate the production of affordable housing that is Safe, Mixed-Income, Accessible, Reasonably Priced, and Transit Oriented (i.e. S.M.A.R.T.) Eligible S.M.A.R.T. Housing projects may receive development fee waivers if the projects meet the Program requirements. Density Bonus programs such as the Downtown Density Bonus, University Overlay, Transit Oriented Development, East Riverside Corridor, and North Burnet Gateway, allow developers to build more units than are allowed by a site’s base zoning if the developer agrees to set aside a portion of units for income-restricted affordable housing or in some cases pay a fee-in-lieu of providing affordable housing. 39 Barrier: The harm caused by segregation is manifested in disproportionate housing needs and differences in economic opportunity. Action: The City of Austin followed a balanced approach to advancing fair housing. The City made substantial housing, infrastructure, and service investments in under-resourced neighborhoods and facilitated the construction and preservation of affordable housing opportunities in amenity-rich neighborhoods. Together, such investments are designed to empower Austinites with realistic choices to live in thriving, integrated neighborhoods and to ensure that no one is deprived of access to fundamental resources because of their race, ethnicity, disability, religion, or other protected characteristic. Barrier: State regulations, zoning and land use limit housing choice. Action: Following the defeat of the Land Development Code rewrite, Council has adopted several minor amendments to expand the availability of affordable housing. These amendments include allowing greater density for residential developments that restrict half of the units to income-eligible households and allowing residential development in areas zoned for commercial use. Barrier: Affordable rental options in the region are increasingly limited. Action: The City funded Tenant Based Rental Assistance and Rental Housing Development Programs to provide affordable rental housing. In addition, the City has developed an Affordable Housing Online Search Tool (AHOST) to help households find affordable housing based on income restrictions. Austin also has an Affordable Housing Inventory, a dataset of income-restricted affordable housing funded and/or incentivized by the City and/or the Austin Housing Finance Corporation. This inventory provides locations, contact information and income restrictions on certain affordable housing. Barrier: Stricter rental policies further limit options. Action: Austin funded a Tenant Based Rental Assistance (TBRA) Program with the Housing Authority of the City of Austin (HACA). HACA vigorously recruits landlords to participate in the TBRA program; targeting landlords who own properties in high-opportunity areas. Barrier: Disparities in the ability to access homeownership. Action: The City offered a variety of programs and partnerships with area homebuilders and nonprofit agencies to help eligible Austinites achieve home ownership. Programs include Homeownership Education and Down Payment Assistance Loans. The City utilized community land trusts and Down Payment Assistance to provide opportunities for substantial financial assistance to low-and moderate- income households to purchase a home. Austin has links to several websites which provide information 40 on mortgage fraud protection and provide information on how to file a complaint if homeowners believe they have been a victim of mortgage fraud or are experiencing trouble with their mortgage. In addition, the City's Equal Opportunity and Fair Housing Office mission is to investigate charges of discrimination and harassment, and to protect the health and safety of all Austinites. Through this Office, multiple education opportunities on the importance of economic, racial and ethnic diversity were facilitated through such platforms as the UT Opportunity Forums, City of Austin law department presentations to Council, and community engagement meetings. 41 CR-40 - Monitoring 91.220 and 91.230 Describe the standards and procedures used to monitor activities carried out in furtherance of the plan and used 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 for all CPD-funded activities, including Section 108, 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 monitoring of active contracts and long-term monitoring for completed projects. In FY24-25, Housing Department staff conducted a review of the Tenant Based Rental Assistance Program administered by the Housing Authority of the City of Austin. Staff reviewed HACA’s recent audits, financial statements, contracts, and a sample of client records to ensure compliance with city and federal requirements. HACA was found to be in compliance with regulations. Minority Business Outreach- The City of Austin Small and Minority Business Resources Department (SMBR) administers the Minority-Owned and Women-Owned Business Enterprise (MBE/WBE) Procurement Program, which was established by the Austin City Council in 1987. SMBR also administers a federally funded Disadvantaged Business Enterprise (DBE) procurement program. SMBR is responsible for the implementation of the certification process for the City of Austin and for ensuring that only firms that meet the eligibility criteria are certified as MBEs or WBEs in compliance with City of Austin Ordinances. The MBE/WBE program encourages the participation of minorities and women on City contracts by establishing procurement goals on City contracts (which excludes social service contracts) above the City Manager’s spending authority. Goals for MBE, WBE, and DBE participation differ from contract to contract, based on the type of contract, the availability of MBEs, WBEs and DBEs to perform the functions of the contract, and other factors. Minority goals may be either aggregate MBE/WBE goals or race-specific goals depending on the project. SMBR provides development opportunities and resources so that small and minority business enterprises can have affirmative access to city procurement opportunities and succeed in their efforts to grow. For more information about the SMBR Office, please visit their website at: http://www.austintexas.gov/department/small-and-minority- business">www.austintexas.gov/department/small-and-minority-business. Citizen Participation Plan 91.105(d); 91.115(d) Describe the efforts to provide citizens with reasonable notice and an opportunity to comment on performance reports. The City of Austin‘s Citizen Participation Plan (CPP) requires that the CAPER be made available for 15 42 days for public comment. The public comment period for this report ran from November 17- December 3, 2025. The CAPER was be available online at Austin's Speak Up website, and in hard copy at the following locations: • Austin Central Public Library, 710 West Cesar Chavez Street (Central) • Austin City Hall, 301 W 2nd Street (Central) • Caritas of Austin, 611 Neches Street (Central) • St. John's Library Branch, 7500 Blessing Avenue (North East) • Menchaca Road Branch Public Library, 5500 Menchaca Rd (South) The public comment period was being promoted in the Austin Chronicle (English) and El Mundo (Spanish) publications. City virtual resources are accessible to persons with disabilities. All comments made on the FY 24-25 CAPER are included in the final report submitted to the Housing and Urban Development Department. The City of Austin’s Citizen Participation Plan also includes an Assessment of Fair Housing clause. The plan is featured in Attachment 4 of this document. 43 CR-45 - CDBG 91.520(c) Specify the nature of, and reasons for, any changes in the jurisdiction’s program objectives and indications of how the jurisdiction would change its programs as a result of its experiences. The Community Development Block Grant (CDBG) Program is authorized under Title I of the Housing and Community Development Act of 1974 as amended. The primary objective of CDBG is the development of viable communities by providing decent housing, providing a suitable living environment, and expanding economic opportunities. To achieve these goals, any activity funded with CDBG must benefit low- and moderate-income persons, aid in the prevention of slums or blight, or meet a particular urgent need. No substantial changes were made to program objectives outlined in the Fiscal Year 2024-25 Action Plan. 44 CR-50 - HOME 91.520(d) Include the results of on-site inspections of affordable rental housing assisted under the program to determine compliance with housing codes and other applicable regulations Please list those projects that should have been inspected on-site this program year based upon the schedule in §92.504(d). Indicate which of these were inspected and a summary of issues that were detected during the inspection. For those that were not inspected, please indicate the reason and how you will remedy the situation. During the Fiscal Year 2024-25, 135 affordable housing units from 42 HOME-funded Rental Housing Development Assistance (RHDA) projects required a physical inspection. 135 units from all 42 of those projects received an on-site physical inspection and were found to be compliant. During the Fiscal Year 2024-25, 135 affordable housing units from 42 HOME-funded Rental Housing Development Assistance (RHDA) projects required a file review. Provide an assessment of the jurisdiction's affirmative marketing actions for HOME units. 92.351(b) The City of Austin’s procurement process includes a Minority and Women-Owned Business requirement to be satisfied to include solicitations from M/WBE vendors. The Housing Department fully complies with this procurement process for all competitive solicitations. Outside of competitive solicitations for contracted services beneath the spending threshold, the Housing Department took measures to research vendors and select local, women or minority owned businesses. The use of the Equal Housing Lender logotype was used on distributed public information materials, marketing flyers, posters, signage and online resources. Additionally, the use of commercial media outlets to raise awareness and increase program participation were chosen specifically for their reach to target audiences including communities of color, low-income renters, eligible homeowners and other focus populations. All promotions directed residents to the City website which is regularly maintained with our program information to ensure accessibility by screen readers and translation of content built- in to the City of Austin platform. The HOME-funded Down Payment Assistance (DPA) program was promoted in a variety of ways to reach eligible homebuyers through local radio, digital and print. To effectively reach community members most impacted by housing affordability issues, we know that we must have a physical presence in at-risk communities and connect directly with people in person. 45 The Housing Department staff attended 3-5 events per month, hosted by community organizations, to distribute information about housing services and collecting information from people to conduct follow- up and share resources. We share with local organizations that enable us to reach community members who have accessed other programs and would also qualify for ours. This also includes neighborhood organizations, libraries, recreation centers, places of worship, schools and other places where people gather. These organizations help us distribute materials in multiple languages to their clientele. Refer to IDIS reports to describe the amount and use of program income for projects, including the number of projects and owner and tenant characteristics Sources of Program Income: Beginning Balance HOME Program Income Down Payment Assistance Loans Repaid $0.00 Amount Down Payment Assistance Loans Recapture 22,666.84 First-time Homebuyer Loans Repaid First-time Homebuyer Loans Recapture Home Rehabilitation Loan Program Repaid Home Rehabilitation Loan Program Recapture Rental Housing Dev. Assistance Repaid Total Uses of Program Income: First-time Homebuyer Loans 9,300.00 21,383.68 $53,350.52 Amount # Project 46 Tenant-Based Rental Assistance $15,426.10 11 Rental Housing Development Assistance CHDO Rental Housing Development Assistance CHDO Ownership Housing Development Assistance Home Rehabilitation Loan Program Down Payment Assistance Administration Total Ending Balance of HOME Program Income Table 15- Sources and Uses of HOME Program Income 12, 13 23 $36,994.42 $930.00 $53,350.52 $0.00 Describe other actions taken to foster and maintain affordable housing. 91.220(k) (STATES ONLY: Including the coordination of LIHTC with the development of affordable housing). 91.320(j) During FY 2024-25, the City of Austin continued to implement the Strategic Housing Blueprint that outlines strategies to build and preserve affordable housing for a range of incomes throughout the City, as envisioned in the Imagine Austin Comprehensive Plan. The plan aligns resources, ensures a unified strategic direction, and helps facilitate community partnerships to achieve this shared vision. It recommends new funding mechanisms, regulatory changes, and other approaches to achieve housing goals. These goals can be realized through a range of strategies addressing the following issues: • Prevent Households from Being Priced Out of Austin – Preserve communities and combat gentrification through legislative changes, local policies, programs and targeted investments. • Foster Equitable, Integrated, and Diverse Communities – Promote strategic investments and • create protections for low-income households and people of color to address racial integration in housing. Invest in Housing for Those Most in Need – Adopt a balanced approach to provide affordable housing resources for low‐income workers, seniors, people with disabilities and the thousands of people experiencing homelessness. • Create New and Affordable Housing Choices for All Austinites in All Parts of Austin–harness new 47 • development to create affordable homes and diversify housing choices for current and future residents. Help Austinites Reduce their Household Costs – Encourage development in a compact and connected manner so households of all incomes have access to a range of affordable housing and transportation options, and can easily access jobs, basic needs, health care, educational opportunities, and public services. Other household expenses such as healthcare costs, utilities, food and telecommunications must also be considered. Concurrently, the City continued to prioritize resources to build and preserve affordable housing through its Ownership Housing Development Program (OHDA), Rental Housing Developer Assistance (RHDA), and home repair programs that benefit low- and moderate-income households. Staff also coordinated with Community Housing Development Organizations (CHDOs) through the Austin Housing Coalition to increase opportunities to foster and maintain affordable housing. 48 CR-55 - HOPWA 91.520(e) Identify the number of individuals assisted and the types of assistance provided Table for report on the one-year goals for the number of households provided housing through the use of HOPWA activities for: short-term rent, mortgage, and utility assistance payments to prevent homelessness of the individual or family; tenant-based rental assistance; and units provided in housing facilities developed, leased, or operated with HOPWA funds. Number of Households Served Through: One-year Goal Actual Short-term rent, mortgage, and utility assistance to prevent homelessness of the individual or family Tenant-Based Rental Assistance Units provided in permanent housing facilities developed, leased, or operated with HOPWA funds Units provided in transitional short-term housing facilities developed, leased, or operated with HOPWA funds Total 197 29 59 101 386 133 28 57 110 328 Table 16– HOPWA Number of Households Served Narrative Short-Term Rent, Mortgage, and Utility (STRMU) Assistance Payments provided short-term assistance to prevent homelessness of the tenant or homeowner. The program helped maintain a stable living environment for the households who experienced financial crisis and possible loss of their housing arrangement. STRMU continues to exceed the goal due to increased demand for the service that has been spurred by lack of affordable housing, while the number of households needing assistance goes up. Tenant-Based Rental Assistance (TBRA) provided rent, including utility assistance, to meet urgent needs of eligible persons with HIV/AIDS and their families. The goal is to prevent 49 homelessness and to support independent living of persons with HIV/AIDS who access the program through HIV case management. TBRA clients are referred to the program through the Coordinated Assessment program and selected based on vulnerability and eligibility. Clients enrolled in the program face multiple barriers and have proved difficult to house independently given the high occupancy rate and shortage of affordable housing in Austin. Permanent Housing Program (PHP) is a supportive housing service that helps establish the household in the housing unit, including but not limited to reasonable costs for security deposits not to exceed two months of rent costs. Supportive Services (SS) include, but are not limited to, health, mental health, assessment, substance use treatment and counseling, day care, personal assistance, nutritional services, intensive care when required, and assistance in gaining access to local, State, and Federal government benefits and services, except that health services may only be provided to PLWH. The DSHS HOPWA Program currently limits the use of Supportive Service funds to Housing Case Management (HCM). Supportive Services may be provided in conjunction with HOPWA housing assistance or as a standalone service (Supportive Services Only). In FY 24-25 we provided support services to 304 unduplicated clients. 50 CR-58 – Section 3 Identify the number of individuals assisted and the types of assistance provided Total Labor Hours Total Number of Activities CDBG 2 HOME 0 ESG 0 HOPWA 0 HTF 0 Total Labor Hours Total Section 3 Worker Hours Total Targeted Section 3 Worker Hours 646 646 365 0 0 0 0 0 0 0 0 0 0 0 0 Table 17– Total Labor Hours Qualitative Efforts - Number of Activities by Program Outreach efforts to generate job applicants who are Public Housing Targeted Workers Outreach efforts to generate job applicants who are Other Funding Targeted Workers. Direct, on-the job training (including apprenticeships). Indirect training such as arranging for, contracting for, or paying tuition for, off-site training. Technical assistance to help Section 3 workers compete for jobs (e.g., resume assistance, coaching). Outreach efforts to identify and secure bids from Section 3 business concerns. Technical assistance to help Section 3 business concerns understand and bid on contracts. Division of contracts into smaller jobs to facilitate participation by Section 3 business concerns. CDBG HOME ESG HOPWA HTF 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 51 Provided or connected residents with assistance in seeking employment including: drafting resumes, preparing for interviews, finding job opportunities, connecting residents to job placement services. Held one or more job fairs. Provided or connected residents with supportive services that can provide direct services or referrals. Provided or connected residents with supportive services that provide one or more of the following: work readiness health screenings, interview clothing, uniforms, test fees, transportation. Assisted residents with finding child care. Assisted residents to apply for, or attend community college or a four year educational institution. Assisted residents to apply for, or attend vocational/technical training. Assisted residents to obtain financial literacy training and/or coaching. Bonding assistance, guaranties, or other efforts to support viable bids from Section 3 business concerns. Provided or connected residents with training on computer use or online technologies. Promoting the use of a business registry designed to create opportunities for disadvantaged and small businesses. Outreach, engagement, or referrals with the state one-stop system, as designed in Section 121(e)(2) of the Workforce Innovation and Opportunity Act. Other. 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Table 18– Qualitative Efforts - Number of Activities by Program 0 0 0 0 0 0 0 0 0 0 0 0 0 52 CR-60 - ESG 91.520(g) (ESG Recipients only) ESG Supplement to the CAPER in e-snaps For Paperwork Reduction Act CR-65 - Persons Assisted As of October 1, 2021, the information in this section is primarily reported through Sage (see Attachment 1). 4. Persons Served 4a. Complete for Homelessness Prevention Activities Number of Persons in Households Adults Children Don't Know/Refused/Other Missing Information Total Total 0 0 0 0 0 Table 19 – Household Information for Homeless Prevention Activities 53 4b. Complete for Rapid Re-Housing Activities Number of Persons in Households Adults Children Don't Know/Refused/Other Missing Information Total Total 20 12 0 0 32 Table 20 – Household Information for Rapid Re-Housing Activities 4c. Complete for Shelter Number of Persons in Households Adults Children Don't Know/Refused/Other Missing Information Total Table 21 – Shelter Information 4d. Street Outreach Number of Persons in Households Adults Total 158 186 0 0 444 Total 0 54 Children Don't Know/Refused/Other Missing Information Total Table 22 – Household Information for Street Outreach 4e. Totals for all Persons Served with ESG Total Number of Persons in Households Adults Children Don't Know/Refused/Other Missing Information Total 0 0 0 0 178 298 0 0 476 Table 23 – Household Information for Persons Served with ESG 5. Gender—Complete for All Activities Total Male Female Transgender Don't Know/Refused/Other Missing Information Total Table 24– Gender Information 26 48 0 0 402 476 55 6. Age—Complete for All Activities Total Under 18 18-24 25 and over Don't Know/Refused/Other Missing Information Total Table 25 – Age Information 298 21 157 0 0 476 7. Special Populations Served—Complete for All Activities Subpopulation Veterans Victims of Domestic Violence Elderly HIV/AIDS Chronically Homeless Total Number of Persons in Households Total Persons Served – Prevention Total Persons Served – RRH 2 105 1 1 122 0 0 0 0 0 0 7 0 1 30 Total Persons Served in Emergency Shelters 2 98 1 0 92 56 Persons with Disabilities: Severely Mentally Ill Chronic Substance Abuse Other Disability Total (Unduplicated if possible) 99 5 156 260 Table 26 – Special Population Served Note Regarding Sage 0 0 0 0 14 3 25 42 85 2 131 218 HUD released updated CAPER requirements for the ESG Program in 2017. Since that time, HUD requires ESG recipients to report aggregated program information at the subrecipient level using the ESG reporting repository system called Sage. The information in Sage is sourced from the Homeless Management Information System (HMIS) and produces statistical information on clients served by projects funded with ESG. Please see the Sage Report included in Attachment 1 of this document. 57 CR-70 – ESG 91.520(g) - Assistance Provided and Outcomes 10. Shelter Utilization Number of New Units - Rehabbed Number of New Units - Conversion Total Number of bed-nights available Total Number of bed-nights provided Capacity Utilization Table 27 – Shelter Capacity 11. Project Outcomes Data measured under the performance standards developed in consultation with the CoC(s) Please see the Sage Report included in Attachment 1 of this document. 58 CR-75 – Expenditures Expenditure data for ESG will be included in the final version of the CAPER. 11a. ESG Expenditures for Homelessness Prevention Dollar Amount of Expenditures in Program Year 2023 2024 2022 Expenditures for Rental Assistance Expenditures for Housing Relocation and Stabilization Services - Financial Assistance Expenditures for Housing Relocation & Stabilization Services - Services Expenditures for Homeless Prevention under Emergency Shelter Grants Program Subtotal Homelessness Prevention Table 28 – ESG Expenditures for Homelessness Prevention 11b. ESG Expenditures for Rapid Re-Housing 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Dollar Amount of Expenditures in Program Year 2023 2024 2022 Expenditures for Rental Assistance Expenditures for Housing Relocation and Stabilization Services - Financial Assistance Expenditures for Housing Relocation & Stabilization Services - Services Expenditures for Homeless Assistance under Emergency Shelter Grants Program 0 0 0 0 26,813.41 56,495.13 0 0 50,998.10 50,675.56 5,832.84 11,635.84 59 Subtotal Rapid Re-Housing 0 83,644.35 118,806.53 Table 29 – ESG Expenditures for Rapid Re-Housing 11c. ESG Expenditures for Emergency Shelter Essential Services Operations Renovation Major Rehab Conversion Subtotal Table 30– ESG Expenditures for Emergency Shelter 11d. Other Grant Expenditures Street Outreach HMIS Administration Table 31- Other Grant Expenditures 11e. Total ESG Grant Funds Dollar Amount of Expenditures in Program Year 2023 2024 2022 0 0 0 0 0 0 0 0 49,162.09 174,905.28 0 0 0 0 0 0 49,162.09 174,905.28 Dollar Amount of Expenditures in Program Year 2023 2024 2022 0 0 0 0 10,571.83 0 0 4,951.65 16,151.09 60 Total ESG Funds Expended 2022 2023 2024 0 148,329.92 309,862.90 Table 32 - Total ESG Funds Expended 11f. Match Source Other Non-ESG HUD Funds Other Federal Funds State Government Local Government Private Funds Other Fees Program Income Total Match Amount 2022 2023 2024 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 $117,281.19 $293,450.09 0 0 $40,177.73 $154,125.97 0 0 0 0 157,458.92 $447,576.06 Table 33- Other Funds Expended on Eligible ESG Activities 11g. Total Total Amount of Funds Expended on ESG Activities 2022 2023 2024 0 305,788.84 757,438.96 Table 34- Total Amount of Funds Expended on ESG Activities 61 Attachment 1: ESG Program Report (Sage) Report: CAPER Period: 10/1/2024 - 9/30/2025 Your user level here: Data Entry Submission Overview: ESG: CAPER Step 1: Dates 10/1/2024 to 9/30/2025 Step 2: Contact Information First Name Middle Name Last Name Suffix Title Jairid Pacileo Social Services Funding Specialist Street Address 1 7201 Levander Loop Street Address 2 Building H Austin Texas 78702 jairid.pacileo@austintexas.gov (512)972-6514 City State ZIP Code E-mail Address Phone Number Extension Fax Number Step 4: Grant Information Emergency Shelter Rehab/Conversion Did you create additional shelter beds/units through an ESG-funded rehab project Did you create additional shelter beds/units through an ESG-funded conversion project Data Participation Information No No Are there any funded projects, except HMIS or Admin, which are not listed on the Project, Links and Uploads form? This includes projects in the HMIS and from VSP No Step 5: Project Outcomes Project outcomes are required for all CAPERS where the program year start date is 1-1-2021 or later. This form replaces the narrative in CR-70 of the eCon Planning Suite. From the Action Plan that covered ESG for this reporting period copy and paste or retype the information in Question 5 on screen AP-90: “Describe performance standards for evaluating ESG.” All City of Austin homeless contracts have the following performance measures: - Number of unduplicated clients served. - Number of households provided homeless services that transition from homelessness into housing. In addition, all ESG recipients must provide demographic information to reflect the IDIS report screens. - Average number of days from program entry to exit from homelessness into housing. Please also see attached ESG Program Standards in Attachment II B. Based on the information from the Action Plan response previously provided to HUD: 1. Briefly describe how you met the performance standards identified in A-90 this program year. If they are not measurable as written type in N/A as the answer. RRH goal was 108 with 32 being served; 30% goal. Emergency Shelter goal was 375 with 444 being served; 118% goal. 2. Briefly describe what you did not meet and why. If they are not measurable as written type in N/A as the answer. RRH goal was not met due to the annual goal being inflated (due to losing two RRH projects previously), DACC losing a CM and the rehiring taking months, and lack of affordable/appropriate housing options. OR 3. If your standards were not written as measurable, provide a sample of what you will change them to in the future? If they were measurable and you answered above type in N/A as the answer. N/A Step 6: Financial Information ESG Information from IDIS As of 11/28/2025 FY Grant Number Current Authorized Amount Funds Committed By Recipient Funds Drawn Balance Remaining Obligation Date Expenditure 2024 E24MC480500 $647,073.00 2023 E23MC480500 $658,196.00 2022 E22MC480500 $668,074.00 2021 E21MC480500 $669,870.00 2020 E20MC480500 $682,911.00 2019 E19MC480500 $669,980.00 2018 E18MC480500 $645,587.39 2017 E17MC480500 $886,287.00 2016 E16MC480500 $637,196.00 2015 E15MC480500 $622,474.00 $647,073.00 $658,196.00 $668,074.00 $669,870.00 $682,911.00 $669,980.00 $645,587.39 $886,287.00 $637,196.00 $622,474.00 $535,976.07 $111,096.93 11/14/2024 11/14/2026 $658,196.00 $668,074.00 $669,870.00 $682,911.00 $669,980.00 $645,587.39 $886,287.00 $637,196.00 $622,474.00 $0 $0 $0 $0 $0 $0 $0 $0 $0 9/26/2023 9/26/2025 10/27/2022 10/27/2024 9/3/2021 9/3/2023 9/21/2020 9/21/2022 9/4/2019 9/4/2021 10/3/2018 10/3/2020 9/22/2017 9/22/2019 9/29/2016 9/29/2018 9/30/2015 9/30/2017 Total $7,859,616.39 $7,859,616.39 $7,748,519.46 $111,096.93 Expenditures 2024 Yes 2023 2022 2021 No No No 2020 No 2019 No 2018 No Homelessness Prevention Non-COVID FY2024 Annual ESG Funds for Rental Assistance Relocation and Stabilization Services - Financial Assistance Relocation and Stabilization Services - Services Hazard Pay (unique activity) Landlord Incentives (unique activity) Volunteer Incentives (unique activity) Training (unique activity) Homeless Prevention Expenses Rapid Re-Housing Rental Assistance Relocation and Stabilization Services - Financial Assistance Relocation and Stabilization Services - Services Hazard Pay (unique activity) Landlord Incentives (unique activity) Volunteer Incentives (unique activity) Training (unique activity) RRH Expenses Emergency Shelter Essential Services Operations Renovation Major Rehab Conversion Hazard Pay (unique activity) Volunteer Incentives (unique activity) Training (unique activity) Emergency Shelter Expenses FY2024 Annual ESG Funds for 0.00 Non-COVID 56,495.13 11,635.84 50,675.56 118,806.53 FY2024 Annual ESG Funds for Non-COVID 174,905.28 174,905.28 FY2024 Annual ESG Funds for Temporary Emergency Shelter Non-COVID Essential Services Operations Leasing existing real property or temporary structures Acquisition Renovation Hazard Pay (unique activity) Volunteer Incentives (unique activity) Training (unique activity) Other Shelter Costs Temporary Emergency Shelter Expenses Street Outreach Essential Services Hazard Pay (unique activity) Volunteer Incentives (unique activity) Training (unique activity) Handwashing Stations/Portable Bathrooms (unique activity) Street Outreach Expenses FY2024 Annual ESG Funds for Non-COVID FY2024 Annual ESG Funds for 0.00 Other ESG Expenditures Non-COVID Cell Phones - for persons in CoC/YHDP funded projects (unique activity) Coordinated Entry COVID Enhancements (unique activity) Training (unique activity) Vaccine Incentives (unique activity) HMIS Administration Other Expenses Total Expenditures Match Total ESG expenditures plus match Total expenditures plus match for all years 16,151.09 16,151.09 FY2024 Annual ESG Funds for Non-COVID 309,862.90 447,576.06 757,438.96 Step 7: Sources of Match FY2024 FY2023 FY2022 FY2021 FY2020 FY2019 FY2018 FY2017 FY2016 FY2015 Total regular ESG plus COVID expenditures brought forward Total ESG used for COVID brought forward Total ESG used for regular expenses which requires a match $309,862.90 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $309,862.90 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Match numbers from financial form $447,576.06 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Match Percentage 144.44% 0% 0% 0% 0% 0% 0% 0% 0% 0% Match Source FY2024 FY2023 FY2022 FY2021 FY2020 FY2019 FY2018 FY2017 FY2016 FY2015 Other Non-ESG HUD Funds Other Federal Funds State Government Local Government Private Funds Other Fees Program Income Total Cash Match Non Cash Match Total Match 293,450.09 154,125.97 447,576.06 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 447,576.06 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Step 8: Program Income Program income is the income received by the recipient or subrecipient directly generated by a grant supported activity. Program income is defined in 2 CFR §200.307. More information is also available in the ESG CAPER Guidebook. Did the recipient earn program income from any ESG project during the program year? Step 9: Additional Comments Please provide any additional comments on other areas of the CAPER that need explanations: Attachment 2: Emergency Solutions Grant Program Guidelines 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 Exhibit D.1- ESG Program, Standards, and Policies (Revised 09/16/2022) Page 1 of 21 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, State, or local government programs for low-income individuals; OR v) 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 vi) Is exiting a publicly funded institution or system of care; OR 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 Homeless Assistance Act (42 U.S.C. 11360(9)), who: a) Lives in a place not meant for human habitation, a safe haven, or in an emergency shelter; and 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 Exhibit D.1- ESG Program, Standards, and Policies (Revised 09/16/2022) Page 2 of 21 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 Exhibit D.1- ESG Program, Standards, and Policies (Revised 09/16/2022) Page 3 of 21 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 a) Coronavirus- SARS-CoV-2 or another coronavirus with pandemic potential, as defined by section 23005 of the CARES Act. 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. Exhibit D.1- ESG Program, Standards, and Policies (Revised 09/16/2022) Page 4 of 21 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. Exhibit D.1- ESG Program, Standards, and Policies (Revised 09/16/2022) Page 5 of 21 3) 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). 4) If cumulative expenditures are not within acceptable amounts, spending rates, or in accordance with grant compliance the City may require the Grantee to: a) submit an expenditure plan, and/or 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: 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 Exhibit D.1- ESG Program, Standards, and Policies (Revised 09/16/2022) Page 6 of 21 f) ESG Administration costs. 2) ESG-CV Program-specific Waivers, Alternative Requirements, and Statutory Flexibilities for Existing Eligible 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 Exhibit D.1- ESG Program, Standards, and Policies (Revised 09/16/2022) Page 7 of 21 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. 3) Additional ESG-CV Eligible Activities: 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. c) 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 Exhibit D.1- ESG Program, Standards, and Policies (Revised 09/16/2022) Page 8 of 21 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 ESG clients. 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 client’s file f) Clients will be referred to ESG programs through the Coordinated Assessment or Coordinated Entry process. g) CDU-Specific Client Eligibility Requirements i) Referral through Coordinated Assessment 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. Exhibit D.1- ESG Program, Standards, and Policies (Revised 09/16/2022) Page 9 of 21 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 Exhibit D.1- ESG Program, Standards, and Policies (Revised 09/16/2022) Page 10 of 21 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 HUD benchmarks: i) Reducing the length of time program participants spend homeless; 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) Security Deposits are available for no more than 2 months’ rent. ii) 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: Exhibit D.1- ESG Program, Standards, and Policies (Revised 09/16/2022) Page 11 of 21 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. Exhibit D.1- ESG Program, Standards, and Policies (Revised 09/16/2022) Page 12 of 21 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. v) 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. 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. Exhibit D.1- ESG Program, Standards, and Policies (Revised 09/16/2022) Page 13 of 21 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. 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 Case Management/Supportive Services Permanent Supportive Housing Rapid Rehousing/Housing Location Direct Financial Assistance X X X X X X X X X X X X X X X Exhibit D.1- ESG Program, Standards, and Policies (Revised 09/16/2022) Page 14 of 21 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 Direct Financial Assistance Rental 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. Exhibit D.1- ESG Program, Standards, and Policies (Revised 09/16/2022) Page 15 of 21 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 4) Information Technology controls 5) Written job descriptions to clearly define roles within the organization Exhibit D.1- ESG Program, Standards, and Policies (Revised 09/16/2022) Page 16 of 21 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) Rental assistance agreements and payments ii) security deposits iii) all backup documentation required for each type of assistance 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. f) Financial assistance cannot be provided to a program participant who is receiving the same type of assistance through other public sources. 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) Short-term rental assistance is assistance for up to 3 months of rent. ii) Medium-term rental assistance is assistance for more than 3 months but not more than 24 months 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. Exhibit D.1- ESG Program, Standards, and Policies (Revised 09/16/2022) Page 17 of 21 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 Exhibit D.1- ESG Program, Standards, and Policies (Revised 09/16/2022) Page 18 of 21 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 including but not limited to: i) Timesheets 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. Exhibit D.1- ESG Program, Standards, and Policies (Revised 09/16/2022) Page 19 of 21 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) Providing reports in PartnerGrants earlier than the normal fourth quarter deadline ii) Running and submitting an HMIS report to the HUD database, SAGE. 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. Exhibit D.1- ESG Program, Standards, and Policies (Revised 09/16/2022) Page 20 of 21 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. Exhibit D.1- ESG Program, Standards, and Policies (Revised 09/16/2022) Page 21 of 21 Attachment 3: PR-01 Financial Summary & PR-26 CDBG Reports U . S . D E P A R T M E N T O F H O U S I N G A N D U R B A N D E V E L O P M E N T O F F I C E O F C O M M U N I T Y P L A N N I N G A N D D E V E L O P M E N T P R 0 1 - H U D G r a n t s a n d P r o g r a m I n c o m e D A T E : 1 2 / 4 / 2 0 2 5 T I M E : 3 : 2 1 : 5 8 P M P A G E : 1 / 6 I D I S 1 / 6 P r o g r a m F u n d T y p e G r a n t e e N a m e G r a n t e e S t a t e C o d e G r a n t Y e a r G r a n t N u m b e r M e t r i c s A u t h o r i z e d A m o u n t S u b a l l o c a t e d A m o u n t A m o u n t C o m m i t t e d t o A c t i v i t i e s N e t D r a w n A m o u n t F Y Y T D N e t D r a w A m o u n t A v a i l a b l e t o C o m m i t A v a i l a b l e t o D r a w R e c a p t u r e A m o u n t C D B G E N S L S I A U S T I N E N S u b t o t a l : A U S T I N S L S u b t o t a l : A U S T I N T X T X T X 1 9 8 8 1 9 8 9 1 9 9 0 1 9 9 1 1 9 9 2 1 9 9 3 1 9 9 4 1 9 9 5 1 9 9 6 1 9 9 7 1 9 9 8 1 9 9 9 2 0 0 0 2 0 0 1 2 0 0 2 2 0 0 3 2 0 0 4 2 0 0 5 2 0 0 6 2 0 0 7 2 0 0 8 2 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0 0 B 2 1 M C 4 8 0 5 0 0 B 2 2 M C 4 8 0 5 0 0 B 2 3 M C 4 8 0 5 0 0 B 2 4 M C 4 8 0 5 0 0 B 9 4 M C 4 8 0 5 0 0 B 9 4 M C 4 8 0 5 0 0 - A B 9 4 M C 4 8 0 5 0 0 - A - O L D B 9 4 M C 4 8 0 5 0 0 - O L D B 0 1 M C 4 8 0 5 0 0 B 0 1 M C 4 8 0 5 0 0 - A B 0 1 M C 4 8 0 5 0 0 - A - O L D B 0 1 M C 4 8 0 5 0 0 - O L D B 0 5 M C 4 8 0 5 0 0 B 0 5 M C 4 8 0 5 0 0 - O L D B 1 0 M C 4 8 0 5 0 0 B 1 0 M C 4 8 0 5 0 0 $ 4 , 7 3 8 , 0 0 0 . 0 0 $ 0 . 0 0 $ 4 , 7 3 8 , 0 0 0 . 0 0 $ 4 , 7 3 8 , 0 0 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 4 , 9 2 7 , 0 0 0 . 0 0 $ 0 . 0 0 $ 4 , 9 2 7 , 0 0 0 . 0 0 $ 4 , 9 2 7 , 0 0 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 4 , 6 7 6 , 0 0 0 . 0 0 $ 0 . 0 0 $ 4 , 6 7 6 , 0 0 0 . 0 0 $ 4 , 6 7 6 , 0 0 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 5 , 2 2 5 , 0 0 0 . 0 0 $ 0 . 0 0 $ 5 , 2 2 5 , 0 0 0 . 0 0 $ 5 , 2 2 5 , 0 0 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 5 , 5 0 1 , 0 0 0 . 0 0 $ 0 . 0 0 $ 5 , 5 0 1 , 0 0 0 . 0 0 $ 5 , 5 0 1 , 0 0 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 7 , 2 5 4 , 0 0 0 . 0 0 $ 0 . 0 0 $ 7 , 2 5 4 , 0 0 0 . 0 0 $ 7 , 2 5 4 , 0 0 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 7 , 8 8 9 , 0 0 0 . 0 0 $ 0 . 0 0 $ 7 , 8 8 9 , 0 0 0 . 0 0 $ 7 , 8 8 9 , 0 0 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 8 , 5 6 3 , 0 0 0 . 0 0 $ 0 . 0 0 $ 8 , 5 6 3 , 0 0 0 . 0 0 $ 8 , 5 6 3 , 0 0 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 8 , 3 8 1 , 0 0 0 . 0 0 $ 0 . 0 0 $ 8 , 3 8 1 , 0 0 0 . 0 0 $ 8 , 3 8 1 , 0 0 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 8 , 2 5 9 , 0 0 0 . 0 0 $ 0 . 0 0 $ 8 , 2 5 9 , 0 0 0 . 0 0 $ 8 , 2 5 9 , 0 0 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 8 , 0 5 7 , 0 0 0 . 0 0 $ 0 . 0 0 $ 8 , 0 5 7 , 0 0 0 . 0 0 $ 8 , 0 5 7 , 0 0 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 8 , 1 0 5 , 0 0 0 . 0 0 $ 0 . 0 0 $ 8 , 1 0 5 , 0 0 0 . 0 0 $ 8 , 1 0 5 , 0 0 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 8 , 0 9 3 , 0 0 0 . 0 0 $ 0 . 0 0 $ 8 , 0 9 3 , 0 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4 8 8 , 1 3 0 . 8 4 $ 0 . 0 0 $ 0 . 0 0 $ 7 7 8 . 1 6 $ 0 . 0 0 $ 7 , 3 6 2 , 3 5 4 . 0 0 $ 0 . 0 0 $ 3 , 7 3 1 , 1 2 1 . 7 0 $ 3 , 6 5 1 , 8 0 1 . 4 1 $ 9 8 , 4 7 3 . 0 8 $ 3 , 6 3 1 , 2 3 2 . 3 0 $ 3 , 7 1 0 , 5 5 2 . 5 9 $ 0 . 0 0 $ 7 , 2 2 3 , 5 9 1 . 0 0 $ 0 . 0 0 $ 4 , 3 3 6 , 9 4 4 . 4 3 $ 3 , 9 4 3 , 2 4 6 . 9 7 $ 6 2 5 , 2 8 7 . 3 9 $ 2 , 8 8 6 , 6 4 6 . 5 7 $ 3 , 2 8 0 , 3 4 4 . 0 3 $ 0 . 0 0 $ 2 8 6 , 1 5 5 , 0 7 2 . 0 0 $ 0 . 0 0 $ 2 7 9 , 3 8 5 , 6 5 1 . 4 1 $ 2 7 8 , 9 0 0 , 1 0 8 . 3 1 $ 7 2 3 , 7 6 0 . 4 7 $ 6 , 7 6 9 , 4 2 0 . 5 9 $ 7 , 2 5 4 , 9 6 3 . 6 9 $ 0 . 0 0 $ 2 8 6 , 1 5 5 , 0 7 2 . 0 0 $ 0 . 0 0 $ 2 7 9 , 3 8 5 , 6 5 1 . 4 1 $ 2 7 8 , 9 0 0 , 1 0 8 . 3 1 $ 7 2 3 , 7 6 0 . 4 7 $ 6 , 7 6 9 , 4 2 0 . 5 9 $ 7 , 2 5 4 , 9 6 3 . 6 9 $ 0 . 0 0 $ 9 5 5 , 0 0 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 9 5 5 , 0 0 0 . 0 0 $ 9 5 5 , 0 0 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 9 , 0 3 5 , 0 0 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 9 , 0 3 5 , 0 0 0 . 0 0 $ 9 , 0 3 5 , 0 0 0 . 0 0 $ 0 . 0 0 $ 7 , 8 3 0 , 0 0 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 7 , 8 3 0 , 0 0 0 . 0 0 $ 7 , 8 3 0 , 0 0 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 2 , 0 0 0 , 0 0 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 2 , 0 0 0 , 0 0 0 . 0 0 $ 2 , 0 0 0 , 0 0 0 . 0 0 $ 0 . 0 0 $ 6 , 0 3 0 , 0 0 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 6 , 0 3 0 , 0 0 0 . 0 0 $ 6 , 0 3 0 , 0 0 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 3 , 0 0 0 , 0 0 0 . 0 0 $ 0 . 0 0 $ 2 , 8 9 8 , 5 5 6 . 0 0 $ 2 , 8 9 8 , 5 5 6 . 0 0 $ 0 . 0 0 $ 1 0 1 , 4 4 4 . 0 0 $ 1 0 1 , 4 4 4 . 0 0 $ 0 . 0 0 $ 8 , 0 0 0 , 0 0 0 . 0 0 $ 0 . 0 0 $ 2 , 7 4 1 , 0 1 0 . 0 0 $ 2 , 5 0 3 , 0 1 0 . 0 0 $ 0 . 0 0 $ 5 , 2 5 8 , 9 9 0 . 0 0 $ 5 , 4 9 6 , 9 9 0 . 0 0 $ 0 . 0 0 $ 3 6 , 8 5 0 , 0 0 0 . 0 0 $ 0 . 0 0 $ 5 , 6 3 9 , 5 6 6 . 0 0 $ 5 , 4 0 1 , 5 6 6 . 0 0 $ 0 . 0 0 $ 3 1 , 2 1 0 , 4 3 4 . 0 0 $ 3 1 , 4 4 8 , 4 3 4 . 0 0 $ 0 . 0 0 $ 3 6 , 8 5 0 , 0 0 0 . 0 0 $ 0 . 0 0 $ 5 , 6 3 9 , 5 6 6 . 0 0 $ 5 , 4 0 1 , 5 6 6 . 0 0 $ 0 . 0 0 $ 3 1 , 2 1 0 , 4 3 4 . 0 0 $ 3 1 , 4 4 8 , 4 3 4 . 0 0 $ 0 . 0 0 $ 1 4 , 6 0 1 . 9 5 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 1 4 , 6 0 1 . 9 5 $ 1 4 , 6 0 1 . 9 5 $ 0 . 0 0 $ 1 4 , 6 0 1 . 9 5 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 1 4 , 6 0 1 . 9 5 $ 1 4 , 6 0 1 . 9 5 $ 0 . 0 0 U . S . D E P A R T M E N T O F H O U S I N G A N D U R B A N D E V E L O P M E N T O F F I C E O F C O M M U N I T Y P L A N N I N G A N D D E V E L O P M E N T P R 0 1 - H U D G r a n t s a n d P r o g r a m I n c o m e D A T E : 1 2 / 4 / 2 0 2 5 T I M E : 3 : 2 1 : 5 8 P M P A G E : 2 / 6 I D I S 2 / 6 P r o g r a m F u n d T y p e G r a n t e e N a m e G r a n t e e S t a t e C o d e G r a n t Y e a r G r a n t N u m b e r M e t r i c s A u t h o r i z e d A m o u n t S u b a l l o c a t e d A m o u n t A m o u n t C o m m i t t e d t o A c t i v i t i e s N e t D r a w n A m o u n t F Y Y T D N e t D r a w A m o u n t A v a i l a b l e t o C o m m i t A v a i l a b l e t o D r a w R e c a p t u r e A m o u n t C D B G S I R L P I L A S I S u b t o t a l : A U S T I N R L S u b t o t a l : A U S T I N P I S u b t o t a l : A U S T I N T X T X T X 2 0 0 1 2 0 0 2 2 0 0 3 2 0 0 4 2 0 0 5 2 0 0 6 2 0 0 7 2 0 0 8 2 0 0 9 2 0 1 0 2 0 1 1 2 0 1 2 2 0 1 3 2 0 1 4 2 0 1 5 2 0 1 6 2 0 1 7 2 0 1 8 2 0 1 9 2 0 2 0 2 0 2 1 2 0 2 2 2 0 2 3 2 0 2 4 A U S T I N S u b t o t a l : 1 9 9 9 2 0 0 0 2 0 0 1 2 0 0 2 2 0 0 3 2 0 0 4 2 0 0 5 2 0 0 6 2 0 0 7 2 0 0 8 2 0 0 9 2 0 1 0 2 0 1 1 2 0 1 2 2 0 1 3 2 0 1 4 2 0 1 5 2 0 1 6 2 0 1 7 2 0 1 8 2 0 1 9 2 0 2 0 2 0 2 1 2 0 2 2 A U S T I N S u b t o t a l : 2 0 1 1 2 0 1 2 B 0 1 M C 4 8 0 5 0 0 B 0 2 M C 4 8 0 5 0 0 B 0 3 M C 4 8 0 5 0 0 B 0 4 M C 4 8 0 5 0 0 B 0 5 M C 4 8 0 5 0 0 B 0 6 M C 4 8 0 5 0 0 B 0 7 M C 4 8 0 5 0 0 B 0 8 M C 4 8 0 5 0 0 B 0 9 M C 4 8 0 5 0 0 B 1 0 M C 4 8 0 5 0 0 B 1 1 M C 4 8 0 5 0 0 B 1 2 M C 4 8 0 5 0 0 B 1 3 M C 4 8 0 5 0 0 B 1 4 M C 4 8 0 5 0 0 B 1 5 M C 4 8 0 5 0 0 B 1 6 M C 4 8 0 5 0 0 B 1 7 M C 4 8 0 5 0 0 B 1 8 M C 4 8 0 5 0 0 B 1 9 M C 4 8 0 5 0 0 B 2 0 M C 4 8 0 5 0 0 B 2 1 M C 4 8 0 5 0 0 B 2 2 M C 4 8 0 5 0 0 B 2 3 M C 4 8 0 5 0 0 B 2 4 M C 4 8 0 5 0 0 B 9 9 M C 4 8 0 5 0 0 B 0 0 M C 4 8 0 5 0 0 B 0 1 M C 4 8 0 5 0 0 B 0 2 M C 4 8 0 5 0 0 B 0 3 M C 4 8 0 5 0 0 B 0 4 M C 4 8 0 5 0 0 B 0 5 M C 4 8 0 5 0 0 B 0 6 M C 4 8 0 5 0 0 B 0 7 M C 4 8 0 5 0 0 B 0 8 M C 4 8 0 5 0 0 B 0 9 M C 4 8 0 5 0 0 B 1 0 M C 4 8 0 5 0 0 B 1 1 M C 4 8 0 5 0 0 B 1 2 M C 4 8 0 5 0 0 B 1 3 M C 4 8 0 5 0 0 B 1 4 M C 4 8 0 5 0 0 B 1 5 M C 4 8 0 5 0 0 B 1 6 M C 4 8 0 5 0 0 B 1 7 M C 4 8 0 5 0 0 B 1 8 M C 4 8 0 5 0 0 B 1 9 M C 4 8 0 5 0 0 B 2 0 M C 4 8 0 5 0 0 B 2 1 M C 4 8 0 5 0 0 B 2 2 M C 4 8 0 5 0 0 B 1 1 M C 4 8 0 5 0 0 B 1 2 M C 4 8 0 5 0 0 $ 1 4 , 6 0 1 . 9 5 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 1 4 , 6 0 1 . 9 5 $ 1 4 , 6 0 1 . 9 5 $ 0 . 0 0 $ 1 8 1 , 1 3 5 . 0 7 $ 0 . 0 0 $ 1 8 1 , 1 3 5 . 0 7 $ 1 8 1 , 1 3 5 . 0 7 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 2 6 0 , 4 0 2 . 5 7 $ 0 . 0 0 $ 2 6 0 , 4 0 2 . 5 7 $ 2 6 0 , 4 0 2 . 5 7 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 6 3 4 , 6 7 4 . 1 6 $ 0 . 0 0 $ 6 3 4 , 6 7 4 . 1 6 $ 6 3 4 , 6 7 4 . 1 6 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 4 2 6 , 0 0 8 . 5 6 $ 0 . 0 0 $ 4 2 6 , 0 0 8 . 5 6 $ 4 2 6 , 0 0 8 . 5 6 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 5 3 0 , 1 3 5 . 2 5 $ 0 . 0 0 $ 5 3 0 , 1 3 5 . 2 5 $ 5 3 0 , 1 3 5 . 2 5 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 7 8 5 , 5 5 9 . 4 2 $ 0 . 0 0 $ 7 8 5 , 5 5 9 . 4 2 $ 7 8 5 , 5 5 9 . 4 2 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 5 3 8 , 1 5 5 . 0 8 $ 0 . 0 0 $ 5 3 8 , 1 5 5 . 0 8 $ 5 3 8 , 1 5 5 . 0 8 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 4 1 6 , 6 2 2 . 9 4 $ 0 . 0 0 $ 4 1 6 , 6 2 2 . 9 4 $ 4 1 6 , 6 2 2 . 9 4 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 3 4 1 , 8 2 7 . 1 1 $ 0 . 0 0 $ 3 4 1 , 8 2 7 . 1 1 $ 3 4 1 , 8 2 7 . 1 1 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 1 2 4 , 8 3 8 . 1 0 $ 0 . 0 0 $ 1 2 4 , 8 3 8 . 1 0 $ 1 2 4 , 8 3 8 . 1 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 2 6 8 , 1 4 4 . 2 7 $ 0 . 0 0 $ 2 6 8 , 1 4 4 . 2 7 $ 2 6 8 , 1 4 4 . 2 7 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 4 0 9 , 4 9 7 . 2 4 $ 0 . 0 0 $ 4 0 9 , 4 9 7 . 2 4 $ 4 0 9 , 4 9 7 . 2 4 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 2 2 2 , 3 1 1 . 2 7 $ 0 . 0 0 $ 2 2 2 , 3 1 1 . 2 7 $ 2 2 2 , 3 1 1 . 2 7 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 2 1 5 , 3 8 3 . 6 4 $ 0 . 0 0 $ 2 1 5 , 3 8 3 . 6 4 $ 2 1 5 , 3 8 3 . 6 4 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 8 6 , 6 7 7 . 9 5 $ 0 . 0 0 $ 8 6 , 6 7 7 . 9 5 $ 8 6 , 6 7 7 . 9 5 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 1 3 5 , 6 1 7 . 3 0 $ 0 . 0 0 $ 1 3 5 , 6 1 7 . 3 0 $ 1 3 5 , 6 1 7 . 3 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 9 7 , 5 0 6 . 0 8 $ 0 . 0 0 $ 9 7 , 5 0 6 . 0 8 $ 9 7 , 5 0 6 . 0 8 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 2 9 7 , 0 9 3 . 2 4 $ 0 . 0 0 $ 2 9 7 , 0 9 3 . 2 4 $ 2 9 7 , 0 9 3 . 2 4 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 1 0 8 , 1 2 0 . 5 3 $ 0 . 0 0 $ 1 0 8 , 1 2 0 . 5 3 $ 1 0 8 , 1 2 0 . 5 3 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 1 5 0 , 4 6 8 . 2 6 $ 0 . 0 0 $ 1 5 0 , 4 6 8 . 2 6 $ 1 5 0 , 4 6 8 . 2 6 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 2 5 6 , 6 2 3 . 7 8 $ 0 . 0 0 $ 2 5 6 , 6 2 3 . 7 8 $ 2 5 6 , 6 2 3 . 7 8 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 8 9 , 2 9 0 . 9 6 $ 0 . 0 0 $ 8 9 , 2 9 0 . 9 6 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0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 3 2 3 , 8 4 7 . 6 9 $ 0 . 0 0 $ 3 2 3 , 8 4 7 . 6 9 $ 3 2 3 , 8 4 7 . 6 9 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 6 9 , 9 9 9 . 9 6 $ 0 . 0 0 $ 6 9 , 9 9 9 . 9 6 $ 6 9 , 9 9 9 . 9 6 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 6 9 , 9 9 9 . 9 6 $ 0 . 0 0 $ 6 9 , 9 9 9 . 9 6 $ 6 9 , 9 9 9 . 9 6 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 1 7 5 , 1 4 2 . 5 7 $ 0 . 0 0 $ 1 7 5 , 1 4 2 . 5 7 $ 1 7 5 , 1 4 2 . 5 7 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 7 6 , 5 8 0 . 6 3 $ 0 . 0 0 $ 7 6 , 5 8 0 . 6 3 $ 7 6 , 5 8 0 . 6 3 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 6 9 , 9 9 9 . 9 6 $ 0 . 0 0 $ 6 9 , 9 9 9 . 9 6 $ 6 9 , 9 9 9 . 9 6 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 4 1 , 9 9 9 . 9 8 $ 0 . 0 0 $ 4 1 , 9 9 9 . 9 8 $ 4 1 , 9 9 9 . 9 8 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 2 0 0 . 0 0 $ 0 . 0 0 $ 2 0 0 . 0 0 $ 2 0 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 1 2 , 9 6 2 , 1 3 7 . 4 7 $ 0 . 0 0 $ 1 2 , 9 6 2 , 1 3 7 . 4 7 $ 1 2 , 9 6 2 , 1 3 7 . 4 7 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 1 2 , 9 6 2 , 1 3 7 . 4 7 $ 0 . 0 0 $ 1 2 , 9 6 2 , 1 3 7 . 4 7 $ 1 2 , 9 6 2 , 1 3 7 . 4 7 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 6 1 8 , 3 7 6 . 6 9 $ 0 . 0 0 $ 6 1 8 , 3 7 6 . 6 9 $ 6 1 8 , 3 7 6 . 6 9 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 1 8 , 5 0 0 . 7 2 $ 0 . 0 0 $ 1 8 , 5 0 0 . 7 2 $ 1 8 , 5 0 0 . 7 2 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 U . S . D E P A R T M E N T O F H O U S I N G A N D U R B A N D E V E L O P M E N T O F F I C E O F C O M M U N I T Y P L A N N I N G A N D D E V E L O P M E N T P R 0 1 - H U D G r a n t s a n d P r o g r a m I n c o m e D A T E : 1 2 / 4 / 2 0 2 5 T I M E : 3 : 2 1 : 5 8 P M P A G E : 3 / 6 I D I S 3 / 6 P r o g r a m F u n d T y p e G r a n t e e N a m e G r a n t e e S t a t e C o d e G r a n t Y e a r G r a n t N u m b e r M e t r i c s A u t h o r i z e d A m o u n t S u b a l l o c a t e d A m o u n t A m o u n t C o m m i t t e d t o A c t i v i t i e s N e t D r a w n A m o u n t F Y Y T D N e t D r a w A m o u n t A v a i l a b l e t o C o m m i t A v a i l a b l e t o D r a w R e c a p t u r e A m o u n t C D B G C D B G - R E S G H O M E L A E N E N E N A U S T I N L A S u b t o t a l : A U S T I N E N S u b t o t a l : A U S T I N E N S u b t o t a l : A U S T I N T X T X T X T X 2 0 1 4 2 0 1 5 2 0 1 6 2 0 1 7 2 0 1 9 2 0 2 0 2 0 2 1 2 0 2 2 A U S T I N S u b t o t a l : 2 0 0 9 A U S T I N S u b t o t a l : 1 9 8 9 1 9 9 0 1 9 9 1 1 9 9 2 1 9 9 3 1 9 9 4 1 9 9 5 1 9 9 6 1 9 9 7 1 9 9 8 1 9 9 9 2 0 0 0 2 0 0 1 2 0 0 2 2 0 0 3 2 0 0 4 2 0 0 5 2 0 0 6 2 0 0 7 2 0 0 8 2 0 0 9 2 0 1 0 A U S T I N S u b t o t a l : 1 9 9 2 1 9 9 3 1 9 9 4 1 9 9 5 1 9 9 6 1 9 9 7 1 9 9 8 1 9 9 9 2 0 0 0 2 0 0 1 2 0 0 2 2 0 0 3 2 0 0 4 2 0 0 5 2 0 0 6 2 0 0 7 2 0 0 8 B 1 4 M C 4 8 0 5 0 0 B 1 5 M C 4 8 0 5 0 0 B 1 6 M C 4 8 0 5 0 0 B 1 7 M C 4 8 0 5 0 0 B 1 9 M C 4 8 0 5 0 0 B 2 0 M C 4 8 0 5 0 0 B 2 1 M C 4 8 0 5 0 0 B 2 2 M C 4 8 0 5 0 0 B 0 9 M Y 4 8 0 5 0 0 S 8 9 M C 4 8 0 5 0 0 S 9 0 M C 4 8 0 5 0 0 S 9 1 M C 4 8 0 5 0 0 S 9 2 M C 4 8 0 5 0 0 S 9 3 M C 4 8 0 5 0 0 S 9 4 M C 4 8 0 5 0 0 S 9 5 M C 4 8 0 5 0 0 S 9 6 M C 4 8 0 5 0 0 S 9 7 M C 4 8 0 5 0 0 S 9 8 M C 4 8 0 5 0 0 S 9 9 M C 4 8 0 5 0 0 S 0 0 M C 4 8 0 5 0 0 S 0 1 M C 4 8 0 5 0 0 S 0 2 M C 4 8 0 5 0 0 S 0 3 M C 4 8 0 5 0 0 S 0 4 M C 4 8 0 5 0 0 S 0 5 M C 4 8 0 5 0 0 S 0 6 M C 4 8 0 5 0 0 S 0 7 M C 4 8 0 5 0 0 S 0 8 M C 4 8 0 5 0 0 S 0 9 M C 4 8 0 5 0 0 S 1 0 M C 4 8 0 5 0 0 M 9 2 M C 4 8 0 5 0 0 M 9 3 M C 4 8 0 5 0 0 M 9 4 M C 4 8 0 5 0 0 M 9 5 M C 4 8 0 5 0 0 M 9 6 M C 4 8 0 5 0 0 M 9 7 M C 4 8 0 5 0 0 M 9 8 M C 4 8 0 5 0 0 M 9 9 M C 4 8 0 5 0 0 M 0 0 M C 4 8 0 5 0 0 M 0 1 M C 4 8 0 5 0 0 M 0 2 M C 4 8 0 5 0 0 M 0 3 M C 4 8 0 5 0 0 M 0 4 M C 4 8 0 5 0 0 M 0 5 M C 4 8 0 5 0 0 M 0 6 M C 4 8 0 5 0 0 M 0 7 M C 4 8 0 5 0 0 M 0 8 M C 4 8 0 5 0 0 $ 2 9 0 . 0 0 $ 0 . 0 0 $ 2 9 0 . 0 0 $ 2 9 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 3 9 7 . 0 0 $ 0 . 0 0 $ 3 9 7 . 0 0 $ 3 9 7 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 6 , 3 5 0 . 0 8 $ 0 . 0 0 $ 6 , 3 5 0 . 0 8 $ 6 , 3 5 0 . 0 8 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 7 , 9 9 0 . 2 9 $ 0 . 0 0 $ 7 , 9 9 0 . 2 9 $ 7 , 9 9 0 . 2 9 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 2 4 , 9 4 3 . 9 7 $ 0 . 0 0 $ 2 4 , 9 4 3 . 9 7 $ 2 4 , 9 4 3 . 9 7 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 2 1 , 3 7 6 . 9 6 $ 0 . 0 0 $ 2 1 , 3 7 6 . 9 6 $ 2 1 , 3 7 6 . 9 6 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 1 , 6 8 5 . 0 0 $ 0 . 0 0 $ 1 , 6 8 5 . 0 0 $ 1 , 6 8 5 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 6 9 9 , 9 1 0 . 7 1 $ 0 . 0 0 $ 6 9 9 , 9 1 0 . 7 1 $ 6 9 9 , 9 1 0 . 7 1 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 6 9 9 , 9 1 0 . 7 1 $ 0 . 0 0 $ 6 9 9 , 9 1 0 . 7 1 $ 6 9 9 , 9 1 0 . 7 1 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 2 , 0 0 3 , 0 0 3 . 0 0 $ 0 . 0 0 $ 2 , 0 0 3 , 0 0 3 . 0 0 $ 2 , 0 0 3 , 0 0 3 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 2 , 0 0 3 , 0 0 3 . 0 0 $ 0 . 0 0 $ 2 , 0 0 3 , 0 0 3 . 0 0 $ 2 , 0 0 3 , 0 0 3 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 2 , 0 0 3 , 0 0 3 . 0 0 $ 0 . 0 0 $ 2 , 0 0 3 , 0 0 3 . 0 0 $ 2 , 0 0 3 , 0 0 3 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 7 8 , 0 0 0 . 0 0 $ 0 . 0 0 $ 7 8 , 0 0 0 . 0 0 $ 7 8 , 0 0 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 1 2 3 , 0 0 0 . 0 0 $ 0 . 0 0 $ 1 2 3 , 0 0 0 . 0 0 $ 1 2 3 , 0 0 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 1 2 0 , 0 0 0 . 0 0 $ 0 . 0 0 $ 1 2 0 , 0 0 0 . 0 0 $ 1 2 0 , 0 0 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 1 2 0 , 0 0 0 . 0 0 $ 0 . 0 0 $ 1 2 0 , 0 0 0 . 0 0 $ 1 2 0 , 0 0 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 8 1 , 0 0 0 . 0 0 $ 0 . 0 0 $ 8 1 , 0 0 0 . 0 0 $ 8 1 , 0 0 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 2 1 1 , 6 2 3 . 0 0 $ 0 . 0 0 $ 2 1 1 , 6 2 3 . 0 0 $ 2 1 1 , 6 2 3 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 2 8 3 , 1 0 2 . 6 3 $ 0 . 0 0 $ 2 8 3 , 1 0 2 . 6 3 $ 2 8 3 , 1 0 2 . 6 3 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 2 1 7 , 0 0 0 . 0 0 $ 0 . 0 0 $ 2 1 7 , 0 0 0 . 0 0 $ 2 1 7 , 0 0 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 2 1 8 , 0 0 0 . 0 0 $ 0 . 0 0 $ 2 1 8 , 0 0 0 . 0 0 $ 2 1 8 , 0 0 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 3 1 6 , 0 0 0 . 0 0 $ 0 . 0 0 $ 3 1 6 , 0 0 0 . 0 0 $ 3 1 6 , 0 0 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 2 8 8 , 0 0 0 . 0 0 $ 0 . 0 0 $ 2 8 8 , 0 0 0 . 0 0 $ 2 8 8 , 0 0 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 2 8 7 , 0 0 0 . 0 0 $ 0 . 0 0 $ 2 8 7 , 0 0 0 . 0 0 $ 2 8 7 , 0 0 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 2 8 5 , 0 0 0 . 0 0 $ 0 . 0 0 $ 2 8 5 , 0 0 0 . 0 0 $ 2 8 5 , 0 0 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 2 9 0 , 0 0 0 . 0 0 $ 0 . 0 0 $ 2 9 0 , 0 0 0 . 0 0 $ 2 9 0 , 0 0 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 2 9 1 , 0 0 0 . 0 0 $ 0 . 0 0 $ 2 9 1 , 0 0 0 . 0 0 $ 2 9 1 , 0 0 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 3 3 5 , 6 5 3 . 0 0 $ 0 . 0 0 $ 3 3 5 , 6 5 3 . 0 0 $ 3 3 5 , 6 5 3 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 3 2 7 , 9 7 3 . 0 0 $ 0 . 0 0 $ 3 2 7 , 9 7 3 . 0 0 $ 3 2 7 , 9 7 3 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 3 2 6 , 0 6 2 . 0 0 $ 0 . 0 0 $ 3 2 6 , 0 6 2 . 0 0 $ 3 2 6 , 0 6 2 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 3 2 9 , 1 1 6 . 0 0 $ 0 . 0 0 $ 3 2 9 , 1 1 6 . 0 0 $ 3 2 9 , 1 1 6 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 3 2 8 , 2 3 8 . 0 0 $ 0 . 0 0 $ 3 2 8 , 2 3 8 . 0 0 $ 3 2 8 , 2 3 8 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 3 2 8 , 3 4 6 . 0 0 $ 0 . 0 0 $ 3 2 8 , 3 4 6 . 0 0 $ 3 2 8 , 3 4 6 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 3 3 0 , 4 4 4 . 0 0 $ 0 . 0 0 $ 3 3 0 , 4 4 4 . 0 0 $ 3 3 0 , 4 4 4 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 5 , 5 1 4 , 5 5 7 . 6 3 $ 0 . 0 0 $ 5 , 5 1 4 , 5 5 7 . 6 3 $ 5 , 5 1 4 , 5 5 7 . 6 3 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 5 , 5 1 4 , 5 5 7 . 6 3 $ 0 . 0 0 $ 5 , 5 1 4 , 5 5 7 . 6 3 $ 5 , 5 1 4 , 5 5 7 . 6 3 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 2 , 8 6 8 , 0 0 0 . 0 0 $ 7 1 7 , 0 0 0 . 0 0 $ 2 , 1 5 1 , 0 0 0 . 0 0 $ 2 , 1 5 1 , 0 0 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 1 , 8 6 5 , 0 0 0 . 0 0 $ 1 , 5 0 6 , 2 5 0 . 0 0 $ 3 5 8 , 7 5 0 . 0 0 $ 3 5 8 , 7 5 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 2 , 4 0 9 , 0 0 0 . 0 0 $ 1 , 4 7 8 , 2 5 0 . 0 0 $ 9 3 0 , 7 5 0 . 0 0 $ 9 3 0 , 7 5 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 2 , 5 8 8 , 0 0 0 . 0 0 $ 1 , 7 0 1 , 0 0 0 . 0 0 $ 8 8 7 , 0 0 0 . 0 0 $ 8 8 7 , 0 0 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 2 , 7 8 1 , 0 0 0 . 0 0 $ 9 9 4 , 5 9 0 . 0 0 $ 1 , 7 8 6 , 4 1 0 . 0 0 $ 1 , 7 8 6 , 4 1 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 2 , 7 2 3 , 0 0 0 . 0 0 $ 1 , 4 4 5 , 1 9 1 . 6 2 $ 1 , 2 7 7 , 8 0 8 . 3 8 $ 1 , 2 7 7 , 8 0 8 . 3 8 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 2 , 9 1 8 , 0 0 0 . 0 0 $ 1 , 2 3 4 , 1 7 2 . 9 0 $ 1 , 6 8 3 , 8 2 7 . 1 0 $ 1 , 6 8 3 , 8 2 7 . 1 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 3 , 1 3 7 , 0 0 0 . 0 0 $ 3 , 1 3 7 , 0 0 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 3 , 1 4 6 , 0 0 0 . 0 0 $ 3 , 1 4 6 , 0 0 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 3 , 5 0 8 , 0 0 0 . 0 0 $ 3 , 5 0 8 , 0 0 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 3 , 5 0 1 , 0 0 0 . 0 0 $ 3 , 2 9 2 , 1 5 4 . 2 0 $ 2 0 8 , 8 4 5 . 8 0 $ 2 0 8 , 8 4 5 . 8 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 4 , 7 0 0 , 1 7 8 . 0 0 $ 4 , 6 3 2 , 9 1 5 . 3 6 $ 6 7 , 2 6 2 . 6 4 $ 6 7 , 2 6 2 . 6 4 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 5 , 3 4 1 , 0 4 8 . 0 0 $ 5 , 3 4 1 , 0 4 8 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 4 , 7 3 1 , 1 0 0 . 0 0 $ 4 , 7 3 1 , 1 0 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 4 , 3 5 8 , 7 7 3 . 0 0 $ 4 , 3 5 8 , 6 6 8 . 4 5 $ 1 0 4 . 5 5 $ 1 0 4 . 5 5 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 4 , 3 2 7 , 4 5 9 . 0 0 $ 4 , 2 0 5 , 3 2 6 . 1 4 $ 1 2 2 , 1 3 2 . 8 6 $ 1 2 2 , 1 3 2 . 8 6 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 4 , 1 4 0 , 7 7 8 . 0 0 $ 4 , 1 3 5 , 1 0 7 . 0 1 $ 5 , 6 7 0 . 9 9 $ 5 , 6 7 0 . 9 9 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 U . S . D E P A R T M E N T O F H O U S I N G A N D U R B A N D E V E L O P M E N T O F F I C E O F C O M M U N I T Y P L A N N I N G A N D D E V E L O P M E N T P R 0 1 - H U D G r a n t s a n d P r o g r a m I n c o m e D A T E : 1 2 / 4 / 2 0 2 5 T I M E : 3 : 2 1 : 5 8 P M P A G E : 4 / 6 I D I S 4 / 6 P r o g r a m F u n d T y p e G r a n t e e N a m e G r a n t e e S t a t e C o d e G r a n t Y e a r G r a n t N u m b e r M e t r i c s A u t h o r i z e d A m o u n t S u b a l l o c a t e d A m o u n t A m o u n t C o m m i t t e d t o A c t i v i t i e s N e t D r a w n A m o u n t F Y Y T D N e t D r a w A m o u n t A v a i l a b l e t o C o m m i t A v a i l a b l e t o D r a w R e c a p t u r e A m o u n t H O M E E N P I P A A U S T I N E N S u b t o t a l : A U S T I N P I S u b t o t a l : A U S T I N T X T X T X 2 0 0 9 2 0 1 0 2 0 1 1 2 0 1 2 2 0 1 3 2 0 1 4 2 0 1 5 2 0 1 6 2 0 1 7 2 0 1 8 2 0 1 9 2 0 2 0 2 0 2 1 2 0 2 2 2 0 2 3 2 0 2 4 A U S T I N S u b t o t a l : 1 9 9 6 1 9 9 7 1 9 9 8 1 9 9 9 2 0 0 1 2 0 0 2 2 0 0 3 2 0 0 4 2 0 0 5 2 0 0 6 2 0 0 7 2 0 0 8 2 0 0 9 2 0 1 0 2 0 1 1 2 0 1 2 2 0 1 3 2 0 1 4 2 0 1 5 2 0 1 6 2 0 1 7 2 0 1 8 2 0 1 9 2 0 2 0 2 0 2 1 2 0 2 2 2 0 2 3 2 0 2 4 2 0 2 5 A U S T I N S u b t o t a l : 2 0 1 0 2 0 1 1 2 0 1 2 2 0 1 3 2 0 1 4 M 0 9 M C 4 8 0 5 0 0 M 1 0 M C 4 8 0 5 0 0 M 1 1 M C 4 8 0 5 0 0 M 1 2 M C 4 8 0 5 0 0 M 1 3 M C 4 8 0 5 0 0 M 1 4 M C 4 8 0 5 0 0 M 1 5 M C 4 8 0 5 0 0 M 1 6 M C 4 8 0 5 0 0 M 1 7 M C 4 8 0 5 0 0 M 1 8 M C 4 8 0 5 0 0 M 1 9 M C 4 8 0 5 0 0 M 2 0 M C 4 8 0 5 0 0 M 2 1 M C 4 8 0 5 0 0 M 2 1 M P 4 8 0 5 0 0 M 2 2 M C 4 8 0 5 0 0 M 2 3 M C 4 8 0 5 0 0 M 2 4 M C 4 8 0 5 0 0 M 9 6 M C 4 8 0 5 0 0 M 9 7 M C 4 8 0 5 0 0 M 9 8 M C 4 8 0 5 0 0 M 9 9 M C 4 8 0 5 0 0 M 0 1 M C 4 8 0 5 0 0 M 0 2 M C 4 8 0 5 0 0 M 0 3 M C 4 8 0 5 0 0 M 0 4 M C 4 8 0 5 0 0 M 0 5 M C 4 8 0 5 0 0 M 0 6 M C 4 8 0 5 0 0 M 0 7 M C 4 8 0 5 0 0 M 0 8 M C 4 8 0 5 0 0 M 0 9 M C 4 8 0 5 0 0 M 1 0 M C 4 8 0 5 0 0 M 1 1 M C 4 8 0 5 0 0 M 1 2 M C 4 8 0 5 0 0 M 1 3 M C 4 8 0 5 0 0 M 1 4 M C 4 8 0 5 0 0 M 1 5 M C 4 8 0 5 0 0 M 1 6 M C 4 8 0 5 0 0 M 1 7 M C 4 8 0 5 0 0 M 1 8 M C 4 8 0 5 0 0 M 1 9 M C 4 8 0 5 0 0 M 2 0 M C 4 8 0 5 0 0 M 2 1 M C 4 8 0 5 0 0 M 2 2 M C 4 8 0 5 0 0 M 2 3 M C 4 8 0 5 0 0 M 2 4 M C 4 8 0 5 0 0 M 2 5 M C 4 8 0 5 0 0 M 1 0 M C 4 8 0 5 0 0 M 1 1 M C 4 8 0 5 0 0 M 1 2 M C 4 8 0 5 0 0 M 1 3 M C 4 8 0 5 0 0 M 1 4 M C 4 8 0 5 0 0 $ 4 , 5 5 3 , 1 6 7 . 0 0 $ 4 , 5 5 0 , 3 5 5 . 2 3 $ 2 , 8 1 1 . 7 7 $ 2 , 8 1 1 . 7 7 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 4 , 5 3 1 , 8 1 7 . 0 0 $ 4 , 2 4 6 , 2 3 5 . 9 4 $ 2 8 5 , 5 8 1 . 0 6 $ 2 8 5 , 5 8 1 . 0 6 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 4 , 0 1 7 , 1 3 9 . 0 0 $ 3 , 4 5 9 , 1 4 2 . 6 4 $ 5 5 7 , 9 9 6 . 3 6 $ 5 5 7 , 9 9 6 . 3 6 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 2 , 4 2 9 , 1 7 7 . 0 0 $ 2 , 2 6 1 , 3 7 9 . 3 7 $ 1 6 7 , 7 9 7 . 6 3 $ 1 6 7 , 7 9 7 . 6 3 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 2 , 5 2 7 , 1 2 0 . 0 0 $ 2 , 3 7 5 , 7 9 1 . 1 7 $ 1 5 1 , 3 2 8 . 8 3 $ 1 5 1 , 3 2 8 . 8 3 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 2 , 6 8 6 , 7 6 4 . 0 0 $ 2 , 6 2 2 , 2 1 3 . 0 4 $ 6 4 , 5 5 0 . 9 6 $ 6 4 , 5 5 0 . 9 6 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 2 , 4 3 3 , 1 0 8 . 0 0 $ 2 , 4 3 3 , 1 0 8 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 2 , 6 1 2 , 0 5 8 . 0 0 $ 2 , 6 1 2 , 0 5 8 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 2 , 5 4 6 , 7 8 1 . 0 0 $ 2 , 5 4 6 , 7 8 1 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 3 , 4 2 8 , 0 3 4 . 0 0 $ 3 , 4 2 8 , 0 3 4 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 3 , 0 3 1 , 6 0 6 . 0 0 $ 3 , 0 3 1 , 6 0 6 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 3 , 1 7 7 , 5 0 8 . 0 0 $ 3 , 1 7 7 , 5 0 8 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 3 , 1 5 6 , 8 0 3 . 0 0 $ 3 , 1 5 6 , 8 0 3 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 1 1 , 4 5 8 , 4 0 8 . 0 0 $ 1 , 7 1 8 , 7 6 1 . 2 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 9 , 7 3 9 , 6 4 6 . 8 0 $ 9 , 7 3 9 , 6 4 6 . 8 0 $ 0 . 0 0 $ 3 , 5 2 3 , 3 3 4 . 0 0 $ 3 , 5 2 3 , 3 3 4 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 3 , 6 0 1 , 8 6 8 . 0 0 $ 3 , 6 0 1 , 8 6 8 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 3 , 0 7 3 , 2 6 6 . 1 9 $ 3 , 0 7 3 , 2 6 6 . 1 9 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 1 2 1 , 8 3 1 , 2 9 4 . 1 9 $ 1 0 1 , 3 8 2 , 0 1 8 . 4 6 $ 1 0 , 7 0 9 , 6 2 8 . 9 3 $ 1 0 , 7 0 9 , 6 2 8 . 9 3 $ 0 . 0 0 $ 9 , 7 3 9 , 6 4 6 . 8 0 $ 9 , 7 3 9 , 6 4 6 . 8 0 $ 0 . 0 0 $ 1 2 1 , 8 3 1 , 2 9 4 . 1 9 $ 1 0 1 , 3 8 2 , 0 1 8 . 4 6 $ 1 0 , 7 0 9 , 6 2 8 . 9 3 $ 1 0 , 7 0 9 , 6 2 8 . 9 3 $ 0 . 0 0 $ 9 , 7 3 9 , 6 4 6 . 8 0 $ 9 , 7 3 9 , 6 4 6 . 8 0 $ 0 . 0 0 $ 6 7 , 2 3 1 . 0 0 $ 0 . 0 0 $ 6 7 , 2 3 1 . 0 0 $ 6 7 , 2 3 1 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 4 1 , 2 1 3 . 7 0 $ 0 . 0 0 $ 4 1 , 2 1 3 . 7 0 $ 4 1 , 2 1 3 . 7 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 5 , 0 8 0 , 5 8 3 . 7 3 $ 0 . 0 0 $ 5 , 0 8 0 , 5 8 3 . 7 3 $ 5 , 0 8 0 , 5 8 3 . 7 3 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 1 , 8 0 5 , 0 8 1 . 8 0 $ 0 . 0 0 $ 1 , 8 0 5 , 0 8 1 . 8 0 $ 1 , 8 0 5 , 0 8 1 . 8 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 9 9 0 , 1 4 8 . 7 7 $ 0 . 0 0 $ 9 9 0 , 1 4 8 . 7 7 $ 9 9 0 , 1 4 8 . 7 7 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 9 7 7 , 8 7 3 . 8 4 $ 0 . 0 0 $ 9 7 7 , 8 7 3 . 8 4 $ 9 7 7 , 8 7 3 . 8 4 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 1 , 0 1 4 , 0 7 5 . 8 2 $ 0 . 0 0 $ 1 , 0 1 4 , 0 7 5 . 8 2 $ 1 , 0 1 4 , 0 7 5 . 8 2 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 9 7 4 , 3 5 4 . 6 1 $ 0 . 0 0 $ 9 7 4 , 3 5 4 . 6 1 $ 9 7 4 , 3 5 4 . 6 1 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 1 , 0 7 0 , 4 6 9 . 9 1 $ 0 . 0 0 $ 1 , 0 7 0 , 4 6 9 . 9 1 $ 1 , 0 7 0 , 4 6 9 . 9 1 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 7 2 2 , 3 9 5 . 8 0 $ 0 . 0 0 $ 7 2 2 , 3 9 5 . 8 0 $ 7 2 2 , 3 9 5 . 8 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 6 3 2 , 1 0 9 . 9 8 $ 0 . 0 0 $ 6 3 2 , 1 0 9 . 9 8 $ 6 3 2 , 1 0 9 . 9 8 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 4 6 0 , 1 7 2 . 2 9 $ 2 2 1 . 6 9 $ 4 5 9 , 9 5 0 . 6 0 $ 4 5 9 , 9 5 0 . 6 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 3 6 8 , 7 0 8 . 6 7 $ 4 3 . 7 2 $ 3 6 8 , 6 6 4 . 9 5 $ 3 6 8 , 6 6 4 . 9 5 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 6 6 5 , 3 3 6 . 4 1 $ 5 7 , 8 8 6 . 0 2 $ 6 0 7 , 4 5 0 . 3 9 $ 6 0 7 , 4 5 0 . 3 9 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 9 4 6 , 5 8 3 . 6 8 $ 4 6 , 9 0 0 . 5 7 $ 8 9 9 , 6 8 3 . 1 1 $ 8 9 9 , 6 8 3 . 1 1 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 1 , 0 8 0 , 8 2 7 . 0 2 $ 4 2 , 6 1 7 . 2 3 $ 1 , 0 3 8 , 2 0 9 . 7 9 $ 1 , 0 3 8 , 2 0 9 . 7 9 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 1 , 7 7 3 , 3 1 3 . 0 0 $ 1 6 6 , 2 7 2 . 5 7 $ 1 , 6 0 7 , 0 4 0 . 4 3 $ 1 , 6 0 7 , 0 4 0 . 4 3 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 6 9 5 , 5 8 4 . 3 1 $ 6 7 , 4 4 0 . 7 5 $ 6 2 8 , 1 4 3 . 5 6 $ 6 2 8 , 1 4 3 . 5 6 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 7 9 6 , 1 2 2 . 1 0 $ 7 9 , 6 1 2 . 2 1 $ 7 1 6 , 5 0 9 . 8 9 $ 7 1 6 , 5 0 9 . 8 9 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 5 2 7 , 2 8 9 . 4 9 $ 5 2 , 7 2 8 . 9 5 $ 4 7 4 , 5 6 0 . 5 4 $ 4 7 4 , 5 6 0 . 5 4 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 8 4 5 , 8 6 4 . 4 2 $ 8 3 , 6 6 7 . 1 6 $ 7 6 2 , 1 9 7 . 2 6 $ 7 6 2 , 1 9 7 . 2 6 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 3 8 5 , 8 8 2 . 8 4 $ 3 7 , 4 1 7 . 3 0 $ 3 4 8 , 4 6 5 . 5 4 $ 3 4 8 , 4 6 5 . 5 4 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 8 2 9 , 0 6 3 . 5 2 $ 8 2 , 9 0 6 . 3 5 $ 7 4 6 , 1 5 7 . 1 7 $ 7 4 6 , 1 5 7 . 1 7 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 6 4 0 , 2 9 9 . 3 7 $ 6 4 , 0 2 9 . 9 4 $ 5 7 6 , 2 6 9 . 4 3 $ 5 7 6 , 2 6 9 . 4 3 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 1 3 6 , 8 7 1 . 1 9 $ 1 3 , 6 8 7 . 1 2 $ 1 2 3 , 1 8 4 . 0 7 $ 1 2 3 , 1 8 4 . 0 7 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 9 , 3 0 0 . 0 0 $ 9 3 0 . 0 0 $ 8 , 3 7 0 . 0 0 $ 8 , 3 7 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 3 , 5 0 9 . 6 1 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 3 , 5 0 9 . 6 1 $ 3 , 5 0 9 . 6 1 $ 0 . 0 0 $ 2 3 , 5 4 0 , 2 6 6 . 8 8 $ 7 9 6 , 3 6 1 . 5 8 $ 2 2 , 7 4 0 , 3 9 5 . 6 9 $ 2 2 , 7 4 0 , 3 9 5 . 6 9 $ 0 . 0 0 $ 3 , 5 0 9 . 6 1 $ 3 , 5 0 9 . 6 1 $ 0 . 0 0 $ 2 3 , 5 4 0 , 2 6 6 . 8 8 $ 7 9 6 , 3 6 1 . 5 8 $ 2 2 , 7 4 0 , 3 9 5 . 6 9 $ 2 2 , 7 4 0 , 3 9 5 . 6 9 $ 0 . 0 0 $ 3 , 5 0 9 . 6 1 $ 3 , 5 0 9 . 6 1 $ 0 . 0 0 $ 2 2 1 . 6 9 $ 0 . 0 0 $ 2 2 1 . 6 9 $ 2 2 1 . 6 9 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 4 3 . 7 2 $ 0 . 0 0 $ 4 3 . 7 2 $ 4 3 . 7 2 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 5 7 , 8 8 6 . 0 2 $ 0 . 0 0 $ 5 7 , 8 8 6 . 0 2 $ 5 7 , 8 8 6 . 0 2 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 4 6 , 9 0 0 . 5 7 $ 0 . 0 0 $ 4 6 , 9 0 0 . 5 7 $ 4 6 , 9 0 0 . 5 7 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 4 2 , 6 1 7 . 2 3 $ 0 . 0 0 $ 4 2 , 6 1 7 . 2 3 $ 4 2 , 6 1 7 . 2 3 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 U . S . D E P A R T M E N T O F H O U S I N G A N D U R B A N D E V E L O P M E N T O F F I C E O F C O M M U N I T Y P L A N N I N G A N D D E V E L O P M E N T P R 0 1 - H U D G r a n t s a n d P r o g r a m I n c o m e D A T E : 1 2 / 4 / 2 0 2 5 T I M E : 3 : 2 1 : 5 8 P M P A G E : 5 / 6 I D I S 5 / 6 P r o g r a m F u n d T y p e G r a n t e e N a m e G r a n t e e S t a t e C o d e G r a n t Y e a r G r a n t N u m b e r M e t r i c s A u t h o r i z e d A m o u n t S u b a l l o c a t e d A m o u n t A m o u n t C o m m i t t e d t o A c t i v i t i e s N e t D r a w n A m o u n t F Y Y T D N e t D r a w A m o u n t A v a i l a b l e t o C o m m i t A v a i l a b l e t o D r a w R e c a p t u r e A m o u n t H O M E H O P W A P A I U H P C B E N A U S T I N P A S u b t o t a l : A U S T I N I U S u b t o t a l : A U S T I N H P S u b t o t a l : A U S T I N C B S u b t o t a l : A U S T I N T X T X T X T X T X 2 0 1 5 2 0 1 6 2 0 1 7 2 0 1 8 2 0 1 9 2 0 2 0 2 0 2 1 2 0 2 2 2 0 2 3 2 0 2 4 A U S T I N S u b t o t a l : 2 0 1 6 2 0 1 7 2 0 1 8 2 0 2 1 2 0 2 3 A U S T I N S u b t o t a l : 2 0 1 5 2 0 1 6 2 0 1 7 2 0 1 8 2 0 1 9 2 0 2 0 2 0 2 1 2 0 2 2 2 0 2 3 2 0 2 4 A U S T I N S u b t o t a l : 2 0 2 1 A U S T I N S u b t o t a l : 1 9 9 5 1 9 9 6 1 9 9 7 1 9 9 8 1 9 9 9 2 0 0 0 2 0 0 1 2 0 0 2 2 0 0 3 2 0 0 4 2 0 0 5 2 0 0 6 2 0 0 7 2 0 0 8 2 0 0 9 2 0 1 0 2 0 1 1 2 0 1 2 2 0 1 3 2 0 1 4 M 1 5 M C 4 8 0 5 0 0 M 1 6 M C 4 8 0 5 0 0 M 1 7 M C 4 8 0 5 0 0 M 1 8 M C 4 8 0 5 0 0 M 1 9 M C 4 8 0 5 0 0 M 2 0 M C 4 8 0 5 0 0 M 2 1 M C 4 8 0 5 0 0 M 2 2 M C 4 8 0 5 0 0 M 2 3 M C 4 8 0 5 0 0 M 2 4 M C 4 8 0 5 0 0 M 1 6 M C 4 8 0 5 0 0 M 1 7 M C 4 8 0 5 0 0 M 1 8 M C 4 8 0 5 0 0 M 2 1 M C 4 8 0 5 0 0 M 2 3 M C 4 8 0 5 0 0 M 1 5 M C 4 8 0 5 0 0 M 1 6 M C 4 8 0 5 0 0 M 1 7 M C 4 8 0 5 0 0 M 1 8 M C 4 8 0 5 0 0 M 1 9 M C 4 8 0 5 0 0 M 2 0 M C 4 8 0 5 0 0 M 2 1 M C 4 8 0 5 0 0 M 2 2 M C 4 8 0 5 0 0 M 2 3 M C 4 8 0 5 0 0 M 2 4 M C 4 8 0 5 0 0 M 2 1 M P 4 8 0 5 0 0 T X 5 9 H 9 5 F 0 4 9 T X 5 9 H 9 6 F 0 5 7 T X 5 9 H 9 7 F 0 6 1 T X 5 9 H 9 8 F 0 0 4 T X 5 9 H 9 9 F 0 0 4 T X H 0 0 F 0 0 4 T X H 0 1 F 0 0 4 T X H 0 2 F 0 0 4 T X H 0 3 F 0 0 4 T X H 0 4 F 0 0 4 T X H 0 5 F 0 0 4 T X H 0 6 F 0 0 4 T X H 0 7 F 0 0 4 T X H 0 8 F 0 0 4 T X H 0 9 F 0 0 4 T X H 1 0 F 0 0 4 T X H 1 1 F 0 0 4 T X H 1 2 F 0 0 4 T X H 1 3 F 0 0 4 T X H 1 4 F 0 0 4 $ 1 6 6 , 2 7 2 . 5 7 $ 0 . 0 0 $ 1 6 6 , 2 7 2 . 5 7 $ 1 6 6 , 2 7 2 . 5 7 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 6 7 , 4 4 0 . 7 5 $ 0 . 0 0 $ 6 7 , 4 4 0 . 7 5 $ 6 7 , 4 4 0 . 7 5 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 7 9 , 6 1 2 . 2 1 $ 0 . 0 0 $ 7 9 , 6 1 2 . 2 1 $ 7 9 , 6 1 2 . 2 1 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 5 2 , 7 2 8 . 9 5 $ 0 . 0 0 $ 5 2 , 7 2 8 . 9 5 $ 5 2 , 7 2 8 . 9 5 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 8 3 , 6 6 7 . 1 6 $ 0 . 0 0 $ 8 3 , 6 6 7 . 1 6 $ 8 3 , 6 6 7 . 1 6 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 3 7 , 4 1 7 . 3 0 $ 0 . 0 0 $ 3 7 , 4 1 7 . 3 0 $ 3 7 , 4 1 7 . 3 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 8 2 , 9 0 6 . 3 5 $ 0 . 0 0 $ 8 2 , 9 0 6 . 3 5 $ 8 2 , 9 0 6 . 3 5 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 6 4 , 0 2 9 . 9 4 $ 0 . 0 0 $ 6 4 , 0 2 9 . 9 4 $ 6 4 , 0 2 9 . 9 4 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 1 3 , 6 8 7 . 1 2 $ 0 . 0 0 $ 1 3 , 6 8 7 . 1 2 $ 1 3 , 6 8 7 . 1 2 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 9 3 0 . 0 0 $ 0 . 0 0 $ 9 3 0 . 0 0 $ 9 3 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 7 9 6 , 3 6 1 . 5 8 $ 0 . 0 0 $ 7 9 6 , 3 6 1 . 5 8 $ 7 9 6 , 3 6 1 . 5 8 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 7 9 6 , 3 6 1 . 5 8 $ 0 . 0 0 $ 7 9 6 , 3 6 1 . 5 8 $ 7 9 6 , 3 6 1 . 5 8 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 5 , 0 1 2 . 3 1 $ 0 . 0 0 $ 5 , 0 1 2 . 3 1 $ 5 , 0 1 2 . 3 1 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 1 0 5 , 9 5 5 . 6 4 $ 0 . 0 0 $ 1 0 5 , 9 5 5 . 6 4 $ 1 0 5 , 9 5 5 . 6 4 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 1 , 1 2 3 . 0 0 $ 0 . 0 0 $ 1 , 1 2 3 . 0 0 $ 1 , 1 2 3 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 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0 $ 1 , 0 9 6 , 9 7 6 . 0 0 $ 0 . 0 0 $ 1 , 0 9 6 , 9 7 6 . 0 0 $ 1 , 0 9 6 , 9 7 6 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 1 , 1 0 0 , 2 1 9 . 0 0 $ 0 . 0 0 $ 1 , 1 0 0 , 2 1 9 . 0 0 $ 1 , 1 0 0 , 2 1 9 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 1 , 0 4 8 , 3 4 8 . 0 0 $ 0 . 0 0 $ 1 , 0 4 8 , 3 4 8 . 0 0 $ 1 , 0 4 8 , 3 4 8 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 1 , 1 1 2 , 3 8 9 . 9 9 $ 0 . 0 0 $ 1 , 1 1 2 , 3 8 9 . 9 9 $ 1 , 1 1 2 , 3 8 9 . 9 9 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 U . S . D E P A R T M E N T O F H O U S I N G A N D U R B A N D E V E L O P M E N T O F F I C E O F C O M M U N I T Y P L A N N I N G A N D D E V E L O P M E N T P R 0 1 - H U D G r a n t s a n d P r o g r a m I n c o m e D A T E : 1 2 / 4 / 2 0 2 5 T I M E : 3 : 2 1 : 5 8 P M P A G E : 6 / 6 I D I S 6 / 6 P r o g r a m F u n d T y p e G r a n t e e N a m e G r a n t e e S t a t e C o d e G r a n t Y e a r G r a n t N u m b e r M e t r i c s A u t h o r i z e d A m o u n t S u b a l l o c a t e d A m o u n t A m o u n t C o m m i t t e d t o A c t i v i t i e s N e t D r a w n A m o u n t F Y Y T D N e t D r a w A m o u n t A v a i l a b l e t o C o m m i t A v a i l a b l e t o D r a w R e c a p t u r e A m o u n t H O P W A H P R P G R A N T E E T O T A L S E N P I E N A U S T I N E N S u b t o t a l : A U S T I N P I S u b t o t a l : A U S T I N E N S u b t o t a l : T X T X T X 2 0 1 5 2 0 1 6 2 0 1 7 2 0 1 8 2 0 1 9 2 0 2 0 2 0 2 1 2 0 2 2 2 0 2 3 2 0 2 4 A U S T I N S u b t o t a l : 2 0 1 5 A U S T I N S u b t o t a l : 2 0 0 9 A U S T I N S u b t o t a l : T X H 1 5 F 0 0 4 T X H 1 6 F 0 0 4 T X H 1 7 F 0 0 4 T X H 1 8 F 0 0 4 T X H 1 9 F 0 0 4 T X H 2 0 F 0 0 4 T X H 2 0 F H W 0 0 4 T X H 2 1 F 0 0 4 T X H 2 2 F 0 0 4 T X H 2 3 F 0 0 4 T X H 2 4 F 0 0 4 T X H 1 5 F 0 0 4 S 0 9 M Y 4 8 0 5 0 0 $ 1 , 1 1 7 , 7 9 4 . 0 0 $ 0 . 0 0 $ 1 , 1 1 7 , 7 9 4 . 0 0 $ 1 , 1 1 7 , 7 9 4 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 1 , 1 3 8 , 2 0 4 . 0 0 $ 0 . 0 0 $ 1 , 1 3 8 , 2 0 4 . 0 0 $ 1 , 1 3 8 , 2 0 4 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 1 , 2 9 6 , 9 4 8 . 0 0 $ 0 . 0 0 $ 1 , 2 9 6 , 9 4 8 . 0 0 $ 1 , 2 9 6 , 9 4 8 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 1 , 4 6 9 , 1 6 0 . 0 0 $ 0 . 0 0 $ 1 , 4 6 9 , 1 6 0 . 0 0 $ 1 , 4 6 9 , 1 6 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 1 , 6 5 9 , 7 2 7 . 5 0 $ 0 . 0 0 $ 1 , 6 5 9 , 7 2 7 . 5 0 $ 1 , 6 5 9 , 7 2 7 . 5 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 1 , 8 6 9 , 4 9 7 . 0 0 $ 0 . 0 0 $ 1 , 8 6 9 , 4 9 7 . 0 0 $ 1 , 8 6 9 , 4 9 7 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 2 7 2 , 0 6 5 . 0 0 $ 0 . 0 0 $ 2 7 2 , 0 6 5 . 0 0 $ 2 7 2 , 0 6 5 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 2 , 0 9 9 , 1 2 5 . 0 0 $ 0 . 0 0 $ 2 , 0 9 9 , 1 2 5 . 0 0 $ 2 , 0 9 9 , 1 2 5 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 2 , 3 5 8 , 7 1 6 . 0 0 $ 0 . 0 0 $ 2 , 3 5 8 , 7 1 6 . 0 0 $ 2 , 3 5 8 , 7 1 6 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 2 , 6 7 0 , 2 7 8 . 0 0 $ 0 . 0 0 $ 2 , 6 7 0 , 2 7 8 . 0 0 $ 2 , 6 7 0 , 2 7 8 . 0 0 $ 5 9 9 . 8 1 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 2 , 7 6 2 , 2 5 9 . 0 0 $ 0 . 0 0 $ 2 , 7 6 2 , 2 5 9 . 0 0 $ 2 , 4 4 6 , 4 0 7 . 4 2 $ 8 0 2 , 2 1 8 . 2 5 $ 0 . 0 0 $ 3 1 5 , 8 5 1 . 5 8 $ 0 . 0 0 $ 3 7 , 6 9 2 , 7 1 9 . 4 9 $ 0 . 0 0 $ 3 7 , 6 9 2 , 7 1 9 . 4 9 $ 3 7 , 3 7 6 , 8 6 7 . 9 1 $ 8 0 2 , 8 1 8 . 0 6 $ 0 . 0 0 $ 3 1 5 , 8 5 1 . 5 8 $ 0 . 0 0 $ 3 7 , 6 9 2 , 7 1 9 . 4 9 $ 0 . 0 0 $ 3 7 , 6 9 2 , 7 1 9 . 4 9 $ 3 7 , 3 7 6 , 8 6 7 . 9 1 $ 8 0 2 , 8 1 8 . 0 6 $ 0 . 0 0 $ 3 1 5 , 8 5 1 . 5 8 $ 0 . 0 0 $ 4 5 3 . 3 4 $ 0 . 0 0 $ 4 5 3 . 3 4 $ 4 5 3 . 3 4 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 4 5 3 . 3 4 $ 0 . 0 0 $ 4 5 3 . 3 4 $ 4 5 3 . 3 4 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 4 5 3 . 3 4 $ 0 . 0 0 $ 4 5 3 . 3 4 $ 4 5 3 . 3 4 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 3 , 0 6 2 , 8 2 0 . 0 0 $ 0 . 0 0 $ 3 , 0 6 2 , 8 2 0 . 0 0 $ 3 , 0 6 2 , 8 2 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 3 , 0 6 2 , 8 2 0 . 0 0 $ 0 . 0 0 $ 3 , 0 6 2 , 8 2 0 . 0 0 $ 3 , 0 6 2 , 8 2 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 3 , 0 6 2 , 8 2 0 . 0 0 $ 0 . 0 0 $ 3 , 0 6 2 , 8 2 0 . 0 0 $ 3 , 0 6 2 , 8 2 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 0 . 0 0 $ 5 4 2 , 7 9 6 , 9 8 1 . 4 8 $ 1 0 2 , 1 7 8 , 3 8 0 . 0 4 $ 3 9 2 , 8 8 0 , 9 8 8 . 4 9 $ 3 9 1 , 8 4 1 , 5 9 3 . 8 1 $ 1 , 5 2 6 , 5 7 8 . 5 3 $ 4 7 , 7 3 7 , 6 1 2 . 9 5 $ 4 8 , 7 7 7 , 0 0 7 . 6 3 $ 0 . 0 0 Office of Community Planning and Development U.S. Department of Housing and Urban Development Integrated Disbursement and Information System PR26 - CDBG Financial Summary Report Program Year 2024 AUSTIN , TX DATE: TIME: PAGE: 12-04-25 15:30 1 Metrics Grantee Program Year PART I: SUMMARY OF CDBG RESOURCES 01 UNEXPENDED CDBG FUNDS AT END OF PREVIOUS PROGRAM YEAR 02 ENTITLEMENT GRANT 03 SURPLUS URBAN RENEWAL 04 SECTION 108 GUARANTEED LOAN FUNDS 05 CURRENT YEAR PROGRAM INCOME 05a CURRENT YEAR SECTION 108 PROGRAM INCOME (FOR SI TYPE) 06 FUNDS RETURNED TO THE LINE-OF-CREDIT 06a FUNDS RETURNED TO THE LOCAL CDBG ACCOUNT 07 ADJUSTMENT TO COMPUTE TOTAL AVAILABLE 08 TOTAL AVAILABLE (SUM, LINES 01-07) PART II: SUMMARY OF CDBG EXPENDITURES 09 DISBURSEMENTS OTHER THAN SECTION 108 REPAYMENTS AND PLANNING/ADMINISTRATION 10 ADJUSTMENT TO COMPUTE TOTAL AMOUNT SUBJECT TO LOW/MOD BENEFIT 11 AMOUNT SUBJECT TO LOW/MOD BENEFIT (LINE 09 + LINE 10) 12 DISBURSED IN IDIS FOR PLANNING/ADMINISTRATION 13 DISBURSED IN IDIS FOR SECTION 108 REPAYMENTS 14 ADJUSTMENT TO COMPUTE TOTAL EXPENDITURES 15 TOTAL EXPENDITURES (SUM, LINES 11-14) 16 UNEXPENDED BALANCE (LINE 08 - LINE 15) PART III: LOWMOD BENEFIT THIS REPORTING PERIOD 17 EXPENDED FOR LOW/MOD HOUSING IN SPECIAL AREAS 18 EXPENDED FOR LOW/MOD MULTI-UNIT HOUSING 19 DISBURSED FOR OTHER LOW/MOD ACTIVITIES 20 ADJUSTMENT TO COMPUTE TOTAL LOW/MOD CREDIT 21 TOTAL LOW/MOD CREDIT (SUM, LINES 17-20) 22 PERCENT LOW/MOD CREDIT (LINE 21/LINE 11) LOW/MOD BENEFIT FOR MULTI-YEAR CERTIFICATIONS 23 PROGRAM YEARS(PY) COVERED IN CERTIFICATION 24 CUMULATIVE NET EXPENDITURES SUBJECT TO LOW/MOD BENEFIT CALCULATION 25 CUMULATIVE EXPENDITURES BENEFITING LOW/MOD PERSONS 26 PERCENT BENEFIT TO LOW/MOD PERSONS (LINE 25/LINE 24) PART IV: PUBLIC SERVICE (PS) CAP CALCULATIONS 27 DISBURSED IN IDIS FOR PUBLIC SERVICES 28 PS UNLIQUIDATED OBLIGATIONS AT END OF CURRENT PROGRAM YEAR 29 PS UNLIQUIDATED OBLIGATIONS AT END OF PREVIOUS PROGRAM YEAR 30 ADJUSTMENT TO COMPUTE TOTAL PS OBLIGATIONS 31 TOTAL PS OBLIGATIONS (LINE 27 + LINE 28 - LINE 29 + LINE 30) 32 ENTITLEMENT GRANT 33 PRIOR YEAR PROGRAM INCOME 34 ADJUSTMENT TO COMPUTE TOTAL SUBJECT TO PS CAP 35 TOTAL SUBJECT TO PS CAP (SUM, LINES 32-34) 36 PERCENT FUNDS OBLIGATED FOR PS ACTIVITIES (LINE 31/LINE 35) PART V: PLANNING AND ADMINISTRATION (PA) CAP 37 DISBURSED IN IDIS FOR PLANNING/ADMINISTRATION 38 PA UNLIQUIDATED OBLIGATIONS AT END OF CURRENT PROGRAM YEAR 39 PA UNLIQUIDATED OBLIGATIONS AT END OF PREVIOUS PROGRAM YEAR 40 ADJUSTMENT TO COMPUTE TOTAL PA OBLIGATIONS 41 TOTAL PA OBLIGATIONS (LINE 37 + LINE 38 - LINE 39 +LINE 40) 42 ENTITLEMENT GRANT 43 CURRENT YEAR PROGRAM INCOME 44 ADJUSTMENT TO COMPUTE TOTAL SUBJECT TO PA CAP 45 TOTAL SUBJECT TO PA CAP (SUM, LINES 42-44) 46 PERCENT FUNDS OBLIGATED FOR PA ACTIVITIES (LINE 41/LINE 45) AUSTIN , TX 2,024.00 5,860,031.36 7,223,591.00 0.00 0.00 24,743.88 0.00 0.00 49,057.94 0.00 13,157,424.18 4,017,152.11 0.00 4,017,152.11 1,162,597.15 0.00 0.00 5,179,749.26 7,977,674.92 0.00 159,083.17 3,858,068.94 0.00 4,017,152.11 100.00% PY: PY: PY: 0.00 0.00 0.00% 1,062,227.43 0.00 0.00 0.00 1,062,227.43 7,223,591.00 500.00 0.00 7,224,091.00 14.70% 1,162,597.15 0.00 0.00 0.00 1,162,597.15 7,223,591.00 24,743.88 0.00 7,248,334.88 16.04% Office of Community Planning and Development U.S. Department of Housing and Urban Development Integrated Disbursement and Information System PR26 - CDBG Financial Summary Report Program Year 2024 AUSTIN , TX DATE: TIME: PAGE: 12-04-25 15:30 2 No data returned for this view. This might be because the applied filter excludes all data. LINE 17 DETAIL: ACTIVITIES TO CONSIDER IN DETERMINING THE AMOUNT TO ENTER ON LINE 17 LINE 18 DETAIL: ACTIVITIES TO CONSIDER IN DETERMINING THE AMOUNT TO ENTER ON LINE 18 IDIS Project IDIS Activity Activity Name 20 6502 RHDA-FY 19-20 CDBG RODEWAY INN RENOVATION Matrix Code National Objective 14B 14B LMH Drawn Amount $159,083.17 Matrix Code 14B $159,083.17 $159,083.17 IDIS Project IDIS Activity Voucher Number Activity Name Matrix Code National Objective Drawn Amount LINE 19 DETAIL: ACTIVITIES INCLUDED IN THE COMPUTATION OF LINE 19 3 3 3 3 3 3 3 3 2 2 2 2 2 2 2 2 4 4 4 4 4 4 4 18 18 18 18 26 26 26 13 13 13 13 13 15 15 15 15 15 15 15 15 15 15 15 15 15 6968 6968 6968 6968 6968 6968 6968 6968 6967 6967 6967 6967 6967 6967 6967 6967 6966 6966 6966 6966 6966 6966 6966 6576 6576 6576 6576 6750 6769 6769 6776 6776 6776 6776 6776 6867 6867 6867 6933 6933 6933 6933 6937 6937 6937 6937 6937 6938 7003334 7027255 7038834 7047710 7058783 7068066 7074937 7084660 7027255 7038834 7047710 7058783 7068066 7074937 7084660 7086441 7019198 7027255 7038834 7047710 7058783 7074937 7084660 7003337 7047718 7074935 7086440 7027272 6991888 7003337 6991888 7003330 7003333 7003337 7027272 7003337 7019212 7038817 6991888 7027272 7047718 7068123 6991888 7027272 7047718 7058791 7068123 6991888 FY 24-25 SENIOR SERVICES FY 24-25 SENIOR SERVICES FY 24-25 SENIOR SERVICES FY 24-25 SENIOR SERVICES FY 24-25 SENIOR SERVICES FY 24-25 SENIOR SERVICES FY 24-25 SENIOR SERVICES FY 24-25 SENIOR SERVICES FY 24-25 CHILDCARE SERVICES FY 24-25 CHILDCARE SERVICES FY 24-25 CHILDCARE SERVICES FY 24-25 CHILDCARE SERVICES FY 24-25 CHILDCARE SERVICES FY 24-25 CHILDCARE SERVICES FY 24-25 CHILDCARE SERVICES FY 24-25 CHILDCARE SERVICES FY 24-25 MENTAL HEALTH SERVICES FY 24-25 MENTAL HEALTH SERVICES FY 24-25 MENTAL HEALTH SERVICES FY 24-25 MENTAL HEALTH SERVICES FY 24-25 MENTAL HEALTH SERVICES FY 24-25 MENTAL HEALTH SERVICES FY 24-25 MENTAL HEALTH SERVICES HRLP-9305 EAST HUNTERS TRACE HRLP-9305 EAST HUNTERS TRACE HRLP-9305 EAST HUNTERS TRACE HRLP-9305 EAST HUNTERS TRACE HRLP-7905 BIXLER DRIVE HRLP-1403 GLENCREST DRIVE HRLP-1403 GLENCREST DRIVE HRLP-1172 GRAHAM STREET HRLP-1172 GRAHAM STREET HRLP-1172 GRAHAM STREET HRLP-1172 GRAHAM STREET HRLP-1172 GRAHAM STREET HRLP-1908 ESPLANADE CIRCLE HRLP-1908 ESPLANADE CIRCLE HRLP-1908 ESPLANADE CIRCLE HRLP-10300 LONE PINE LANE HRLP-10300 LONE PINE LANE HRLP-10300 LONE PINE LANE HRLP-10300 LONE PINE LANE HRLP- CAMACHO 10405 HUXLEY STREET HRLP- CAMACHO 10405 HUXLEY STREET HRLP- CAMACHO 10405 HUXLEY STREET HRLP- CAMACHO 10405 HUXLEY STREET HRLP- CAMACHO 10405 HUXLEY STREET HRLP- Earls 3302 Rockhurst Lane 05A 05A 05A 05A 05A 05A 05A 05A LMC LMC LMC LMC LMC LMC LMC LMC 05A Matrix Code 05A 05L 05L 05L 05L 05L 05L 05L 05L 05L 05O 05O 05O 05O 05O 05O 05O LMC LMC LMC LMC LMC LMC LMC LMC Matrix Code 05L LMC LMC LMC LMC LMC LMC LMC 05O Matrix Code 05O 14A 14A 14A 14A 14A 14A 14A 14A 14A 14A 14A 14A 14A 14A 14A 14A 14A 14A 14A 14A 14A 14A 14A 14A 14A LMH LMH LMH LMH LMH LMH LMH LMH LMH LMH LMH LMH LMH LMH LMH LMH LMH LMH LMH LMH LMH LMH LMH LMH LMH $34,369.32 $5,418.88 $18,886.35 $14,084.66 $13,414.84 $13,783.36 $19,221.00 $9,873.59 $129,052.00 $326,071.95 $70,736.81 $68,703.14 $50,228.12 $52,614.62 $61,091.36 $60,670.22 $46,880.21 $736,996.43 $102,035.58 $24,801.56 $7,931.25 $30,947.75 $2,898.00 $11,778.00 $15,786.86 $196,179.00 $1,559.07 $21,614.69 $39,313.89 $6,769.83 $127.00 $30,914.89 $7,928.06 $1,500.00 $29,432.37 $14,152.71 $60,536.34 $211,495.61 $10,419.79 $27,936.78 $27,296.22 $1,935.50 $22,247.91 $22,935.10 $22,796.70 $1,947.50 $22,395.65 $39,192.38 $240.32 $7,465.23 $2,186.50 Plan Year 2019 Total Plan Year 2024 2024 2024 2024 2024 2024 2024 2024 2024 2024 2024 2024 2024 2024 2024 2024 2024 2024 2024 2024 2024 2024 2024 2019 2019 2019 2019 2020 2020 2020 2021 2021 2021 2021 2021 2022 2022 2022 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 Office of Community Planning and Development U.S. Department of Housing and Urban Development Integrated Disbursement and Information System PR26 - CDBG Financial Summary Report Program Year 2024 AUSTIN , TX DATE: TIME: PAGE: 12-04-25 15:30 3 Plan Year IDIS Project IDIS Activity Voucher Number Activity Name Matrix Code National Objective Drawn Amount 6938 6938 6953 6953 6953 6954 6954 6954 6954 6976 6976 6976 6976 6976 6976 6976 6976 6975 6975 6975 6975 6975 6975 6975 6975 6974 6999 15 15 15 15 15 15 15 15 15 13 13 13 13 13 13 13 13 14 14 14 14 14 14 14 14 15 15 2023 2023 2023 2023 2023 2023 2023 2023 2023 2024 2024 2024 2024 2024 2024 2024 2024 2024 2024 2024 2024 2024 2024 2024 2024 2024 2024 Total 7027272 7038817 6991888 7003337 7027272 6991888 7047718 7047728 7047731 7027255 7038834 7047710 7058783 7068066 7074937 7074941 7084663 7027255 7038834 7047710 7058783 7068066 7074937 7084660 7086441 7047718 7068123 HRLP- Earls 3302 Rockhurst Lane HRLP- Earls 3302 Rockhurst Lane HRLP- 10101 WOODSTOCK DRIVE HRLP- 10101 WOODSTOCK DRIVE HRLP- 10101 WOODSTOCK DRIVE HRLP- 7503 TUMBLEWEED DRIVE HRLP- 7503 TUMBLEWEED DRIVE HRLP- 7503 TUMBLEWEED DRIVE HRLP- 7503 TUMBLEWEED DRIVE FY 24-25 ABR-OWNER FY 24-25 ABR-OWNER FY 24-25 ABR-OWNER FY 24-25 ABR-OWNER FY 24-25 ABR-OWNER FY 24-25 ABR-OWNER FY 24-25 ABR-OWNER FY 24-25 ABR-OWNER FY 24-25 MINOR HOME REPAIR FY 24-25 MINOR HOME REPAIR FY 24-25 MINOR HOME REPAIR FY 24-25 MINOR HOME REPAIR FY 24-25 MINOR HOME REPAIR FY 24-25 MINOR HOME REPAIR FY 24-25 MINOR HOME REPAIR FY 24-25 MINOR HOME REPAIR HRLP- 5413 HUDSON STREET HRLP- 1205 E 13TH STREET 14A 14A 14A 14A 14A 14A 14A 14A 14A 14A 14A 14A 14A 14A 14A 14A 14A 14A 14A 14A 14A 14A 14A 14A 14A 14A 14A LMH LMH LMH LMH LMH LMH LMH LMH LMH LMH LMH LMH LMH LMH LMH LMH LMH LMH LMH LMH LMH LMH LMH LMH LMH LMH LMH $22,473.90 $39,953.07 $48,198.39 $20,846.17 $610.00 $150,794.16 $57,171.03 $27,467.43 $19,625.57 $270,107.10 $179,572.28 $259,247.18 $102,626.40 $263,229.60 $135,811.44 $11,949.36 $40,440.00 $27,000.00 $49,914.89 $101,994.00 $86,400.00 $79,332.00 $63,000.00 $91,187.50 $9,000.00 $850.00 $2,700.00 14A Matrix Code 14A $2,795,841.51 $3,858,068.94 LINE 27 DETAIL: ACTIVITIES INCLUDED IN THE COMPUTATION OF LINE 27 Plan Year IDIS Project IDIS Activity Voucher Number Activity to prevent, prepare for, and respond to Coronavirus Activity Name Grant Number Fund Type Matrix Code National Objective Drawn Amount 3 3 3 3 3 3 3 3 2 2 2 2 2 2 2 2 4 4 4 4 4 4 4 2024 2024 2024 2024 2024 2024 2024 2024 2024 2024 2024 2024 2024 2024 2024 2024 2024 2024 2024 2024 2024 2024 2024 Total 6968 6968 6968 6968 6968 6968 6968 6968 6967 6967 6967 6967 6967 6967 6967 6967 6966 6966 6966 6966 6966 6966 6966 7003334 7027255 7038834 7047710 7058783 7068066 7074937 7084660 7027255 7038834 7047710 7058783 7068066 7074937 7084660 7086441 7019198 7027255 7038834 7047710 7058783 7074937 7084660 No No No No No No No No No No No No No No No No No No No No No No No FY 24-25 SENIOR SERVICES FY 24-25 SENIOR SERVICES FY 24-25 SENIOR SERVICES FY 24-25 SENIOR SERVICES FY 24-25 SENIOR SERVICES FY 24-25 SENIOR SERVICES FY 24-25 SENIOR SERVICES FY 24-25 SENIOR SERVICES FY 24-25 CHILDCARE SERVICES FY 24-25 CHILDCARE SERVICES FY 24-25 CHILDCARE SERVICES FY 24-25 CHILDCARE SERVICES FY 24-25 CHILDCARE SERVICES FY 24-25 CHILDCARE SERVICES FY 24-25 CHILDCARE SERVICES FY 24-25 CHILDCARE SERVICES FY 24-25 MENTAL HEALTH SERVICES FY 24-25 MENTAL HEALTH SERVICES FY 24-25 MENTAL HEALTH SERVICES FY 24-25 MENTAL HEALTH SERVICES FY 24-25 MENTAL HEALTH SERVICES FY 24-25 MENTAL HEALTH SERVICES FY 24-25 MENTAL HEALTH SERVICES B24MC480500 B24MC480500 B24MC480500 B24MC480500 B24MC480500 B24MC480500 B24MC480500 B24MC480500 B24MC480500 B24MC480500 B24MC480500 B24MC480500 B24MC480500 B24MC480500 B24MC480500 B24MC480500 B24MC480500 B24MC480500 B24MC480500 B24MC480500 B24MC480500 B24MC480500 B24MC480500 EN EN EN EN EN EN EN EN EN EN EN EN EN EN EN EN EN EN EN EN EN EN EN No Activity to prevent, prepare for, and respond to Coronavirus LINE 37 DETAIL: ACTIVITIES INCLUDED IN THE COMPUTATION OF LINE 37 05A 05A 05A 05A 05A 05A 05A 05A LMC LMC LMC LMC LMC LMC LMC LMC 05A Matrix Code 05A 05L 05L 05L 05L 05L 05L 05L 05L 05L 05O 05O 05O 05O 05O 05O 05O 05O LMC LMC LMC LMC LMC LMC LMC LMC Matrix Code 05L LMC LMC LMC LMC LMC LMC LMC $34,369.32 $5,418.88 $18,886.35 $14,084.66 $13,414.84 $13,783.36 $19,221.00 $9,873.59 $129,052.00 $326,071.95 $70,736.81 $68,703.14 $50,228.12 $52,614.62 $61,091.36 $60,670.22 $46,880.21 $736,996.43 $102,035.58 $24,801.56 $7,931.25 $30,947.75 $2,898.00 $11,778.00 $15,786.86 Matrix Code 05O $196,179.00 $1,062,227.43 $1,062,227.43 Office of Community Planning and Development U.S. Department of Housing and Urban Development Integrated Disbursement and Information System PR26 - CDBG Financial Summary Report Program Year 2024 AUSTIN , TX IDIS Project IDIS Activity Voucher Number Activity Name 22 22 22 22 22 22 22 22 22 22 6969 6969 6969 6969 6969 6969 6969 6969 6969 6969 6991884 7003334 7019149 7027255 7038834 7047710 7058783 7068066 7074937 7084660 FY 24-25 CDBG ADMIN FY 24-25 CDBG ADMIN FY 24-25 CDBG ADMIN FY 24-25 CDBG ADMIN FY 24-25 CDBG ADMIN FY 24-25 CDBG ADMIN FY 24-25 CDBG ADMIN FY 24-25 CDBG ADMIN FY 24-25 CDBG ADMIN FY 24-25 CDBG ADMIN Plan Year 2024 2024 2024 2024 2024 2024 2024 2024 2024 2024 Total DATE: TIME: PAGE: 12-04-25 15:30 4 Matrix Code National Objective Drawn Amount 21A 21A 21A 21A 21A 21A 21A 21A 21A 21A $125,512.93 $349,578.90 $59,459.47 $71,509.96 $166,882.72 $63,652.75 $63,036.96 $161,976.25 $70,156.70 $30,830.51 21A Matrix Code 21A $1,162,597.15 $1,162,597.15 Office of Community Planning and Development U.S. Department of Housing and Urban Development Integrated Disbursement and Information System PR26 - CDBG-CV Financial Summary Report AUSTIN , TX DATE: TIME: PAGE: 12-04-25 15:34 1 Metrics New Grantee (CV) PART I: SUMMARY OF CDBG-CV RESOURCES 01 CDBG-CV GRANT 02 FUNDS RETURNED TO THE LINE-OF-CREDIT 03 FUNDS RETURNED TO THE LOCAL CDBG ACCOUNT 04 TOTAL CDBG-CV FUNDS AWARDED PART II: SUMMARY OF CDBG-CV EXPENDITURES 05 DISBURSEMENTS OTHER THAN SECTION 108 REPAYMENTS AND PLANNING/ADMINISTRATION 06 DISBURSED IN IDIS FOR PLANNING/ADMINISTRATION 07 DISBURSED IN IDIS FOR SECTION 108 REPAYMENTS 08 TOTAL EXPENDITURES (SUM, LINES 05 - 07) 09 UNEXPENDED BALANCE (LINE 04 - LINE8 ) PART III: LOWMOD BENEFIT FOR THE CDBG-CV GRANT 10 EXPENDED FOR LOW/MOD HOUSING IN SPECIAL AREAS 11 EXPENDED FOR LOW/MOD MULTI-UNIT HOUSING 12 DISBURSED FOR OTHER LOW/MOD ACTIVITIES 13 TOTAL LOW/MOD CREDIT (SUM, LINES 10 - 12) 14 AMOUNT SUBJECT TO LOW/MOD BENEFIT (LINE 05) 15 PERCENT LOW/MOD CREDIT (LINE 13/LINE 14) PART IV: PUBLIC SERVICE (PS) CALCULATIONS 16 DISBURSED IN IDIS FOR PUBLIC SERVICES 17 CDBG-CV GRANT 18 PERCENT OF FUNDS DISBURSED FOR PS ACTIVITIES (LINE 16/LINE 17) PART V: PLANNING AND ADMINISTRATION (PA) CAP 19 DISBURSED IN IDIS FOR PLANNING/ADMINISTRATION 20 CDBG-CV GRANT 21 PERCENT OF FUNDS DISBURSED FOR PA ACTIVITIES (LINE 19/LINE 20) AUSTIN , TX 11,882,733.00 13,951.40 0.00 11,882,733.00 11,631,191.28 0.00 0.00 11,631,191.28 251,541.72 0.00 0.00 11,631,191.28 11,631,191.28 11,631,191.28 100.00% 9,194,303.60 11,882,733.00 77.38% 0.00 11,882,733.00 0.00% Office of Community Planning and Development U.S. Department of Housing and Urban Development Integrated Disbursement and Information System PR26 - CDBG-CV Financial Summary Report AUSTIN , TX DATE: TIME: PAGE: 12-04-25 15:34 2 LINE 10 DETAIL: ACTIVITIES TO CONSIDER IN DETERMINING THE AMOUNT TO ENTER ON LINE 10 No data returned for this view. This might be because the applied filter excludes all data. LINE 11 DETAIL: ACTIVITIES TO CONSIDER IN DETERMINING THE AMOUNT TO ENTER ON LINE 11 No data returned for this view. This might be because the applied filter excludes all data. LINE 12 DETAIL: ACTIVITIES INCLUDED IN THE COMPUTATION OF LINE 12 Plan Year IDIS Project 2020 1 IDIS Activity 6613 2 6614 Voucher Number 6563388 6574610 6628187 6638159 6652371 6665117 6684438 6692769 6701481 6710253 6730441 6749910 6763163 6771620 6797092 6806578 6818265 6836804 6843603 6893639 6900877 6458677 6477384 6491096 6546447 6675256 10 6615 6472829 6491096 6500997 6511760 Activity Name FY 20-21 CDBG-CV CHILDCARE SERVICES FY 20-21 CDBG-CV CHILDCARE SERVICES FY 20-21 CDBG-CV CHILDCARE SERVICES FY 20-21 CDBG-CV CHILDCARE SERVICES FY 20-21 CDBG-CV CHILDCARE SERVICES FY 20-21 CDBG-CV CHILDCARE SERVICES FY 20-21 CDBG-CV CHILDCARE SERVICES FY 20-21 CDBG-CV CHILDCARE SERVICES FY 20-21 CDBG-CV CHILDCARE SERVICES FY 20-21 CDBG-CV CHILDCARE SERVICES FY 20-21 CDBG-CV CHILDCARE SERVICES FY 20-21 CDBG-CV CHILDCARE SERVICES FY 20-21 CDBG-CV CHILDCARE SERVICES FY 20-21 CDBG-CV CHILDCARE SERVICES FY 20-21 CDBG-CV CHILDCARE SERVICES FY 20-21 CDBG-CV CHILDCARE SERVICES FY 20-21 CDBG-CV CHILDCARE SERVICES FY 20-21 CDBG-CV CHILDCARE SERVICES FY 20-21 CDBG-CV CHILDCARE SERVICES FY 20-21 CDBG-CV CHILDCARE SERVICES FY 20-21 CDBG-CV CHILDCARE SERVICES FY 20-21 CDBG-CV1 (RENT 2.0) RELIEF OF EMERGENCY NEEDS FOR TENANTS FY 20-21 CDBG-CV1 (RENT 2.0) RELIEF OF EMERGENCY NEEDS FOR TENANTS FY 20-21 CDBG-CV1 (RENT 2.0) RELIEF OF EMERGENCY NEEDS FOR TENANTS FY 20-21 CDBG-CV1 (RENT 2.0) RELIEF OF EMERGENCY NEEDS FOR TENANTS FY 20-21 CDBG-CV1 (RENT 2.0) RELIEF OF EMERGENCY NEEDS FOR TENANTS FY 20-21 CDBG-CV HOMELESS ASSISTANCE (EMERGENCY RENTAL ASST). FY 20-21 CDBG-CV HOMELESS ASSISTANCE (EMERGENCY RENTAL ASST). FY 20-21 CDBG-CV HOMELESS ASSISTANCE (EMERGENCY RENTAL ASST). FY 20-21 CDBG-CV HOMELESS ASSISTANCE (EMERGENCY RENTAL ASST). Matrix Code National Objective Drawn Amount 05L 05L 05L 05L 05L 05L 05L 05L 05L 05L 05L 05L 05L 05L 05L 05L 05L 05L 05L 05L 05L 05Q LMC LMC LMC LMC LMC LMC LMC LMC LMC LMC LMC LMC LMC LMC LMC LMC LMC LMC LMC LMC LMC LMC 05Q LMC 05Q LMC 05Q LMC 05Q LMC 05Q LMC 05Q LMC 05Q LMC 05Q LMC $8,644.07 $7,527.40 $125,390.16 $174,456.96 $161,847.14 $142,666.60 $326,447.05 $380,988.78 $298,709.32 $68,383.39 $291,794.64 $168,936.97 $364,565.33 $185,302.67 $278,522.98 $140,546.12 $164,562.32 $88,652.51 $20,295.48 $45,989.73 $940.38 $2,499,947.00 $47,798.81 $2,199,782.83 $15,556.36 ($13,951.40) $16,945.34 $109,481.01 $118,176.24 $193,306.52 Office of Community Planning and Development U.S. Department of Housing and Urban Development Integrated Disbursement and Information System PR26 - CDBG-CV Financial Summary Report AUSTIN , TX Activity Name FY 20-21 CDBG-CV HOMELESS ASSISTANCE (EMERGENCY RENTAL ASST). FY 20-21 CDBG-CV HOMELESS ASSISTANCE (EMERGENCY RENTAL ASST). FY 20-21 CDBG-CV HOMELESS ASSISTANCE (EMERGENCY RENTAL ASST). Cobros LLC Colores Spanish Immersion Preschool Espacio Handmade Trading World International, LLC Goldmann Brothers Sienna String Quartet Julia Robinson Photo Oliver Home Healthcare Agency, LLC Halversonics Recording Smiley's Junk Removal & Recycling, LLC. Potion Tx LLC Eclipse Event Co. Zoe Comings Enterprises LLC Southern Comforts General Store LLC dba Uncle Ray's Peanut Brittle Feileacan Ministry CrowdMethod, LLC Wu Chiropractic & Acupuncture Abbey Pelosi Counseling, PLLC Sandlot Fitness, LLC Same Sky Productions, Inc. Austin School of Furniture and Design SSMY.LLC colour beauty lounge llc Law Office of Florencia Rueda, PLLC Vogue nail LLC Keilah Radio LLC ALG Educational Enterprises, LLC Jump On It H & C Food Service Inc Fuerte Fitness, LLC America Telecommunications Group Inc Shrimad Bhagvan Investments Jungle island (fun city) Eastside Music School LLC Yotta Solar Inc. PROPEDIA HEALTH SERVICES INC KRAV MAGA LLC DBA FIT AND FEARLESS Kristen Saksa Juen Frijole rojo LLC LGK Enterprises, Inc The Tax Box Dance Austin Studio Austin City Cryo Llc LEWIS CLARK TRUCKING, LLC Pride Socks Formed LLC Negrel Antiques Center For Music Therapy, Inc. A STAR SIGNS & PRINTING, LLC Vina Pharmacy Max and Charlie LLC, dba Dirty Dog Mandarin Flower Co., Inc. Casey's New Orleans Snowballs, LLC Tan My Noodle Soup Restaurant Chutney Indian Vegetarian Cuisine, LLC. DATE: TIME: PAGE: 12-04-25 15:34 3 Matrix Code National Objective 05Q LMC 05Q LMC 05Q LMC 18A 18A 18A 18A 18A 18A 18A 18A 18A 18A 18A 18A 18A 18A 18A 18A 18A 18A 18A 18A 18A 18A 18A 18A 18A 18A 18A 18A 18A 18A 18A 18A 18A 18A 18A 18A 18A 18A 18A 18A 18A 18A 18A 18A 18A 18A 18A 18A 18A 18A 18A 18A 18A 18A 18A LMA LMA LMA LMA LMA LMA LMA LMA LMA LMA LMA LMA LMA LMA LMA LMA LMA LMA LMA LMA LMA LMA LMA LMA LMA LMA LMA LMA LMA LMA LMA LMA LMA LMA LMA LMA LMA LMA LMA LMA LMA LMA LMA LMA LMA LMA LMA LMA LMA LMA LMA LMA LMA LMA LMA Drawn Amount $389,420.66 $111,875.38 $60,794.85 $1,472.60 $1,623.47 $4,151.52 $4,915.26 $5,196.00 $5,239.92 $6,100.00 $6,717.21 $6,750.00 $7,205.72 $7,216.87 $8,457.64 $8,572.72 $8,730.06 $8,840.00 $8,950.10 $10,781.64 $13,658.55 $14,621.23 $14,853.23 $15,954.17 $16,419.98 $16,560.00 $35,706.80 $16,920.42 $18,000.00 $18,830.00 $19,242.00 $21,302.00 $21,385.82 $21,966.40 $22,523.56 $35,942.99 $37,401.00 $37,443.00 $37,550.00 $23,166.14 $24,937.53 $25,057.00 $26,126.15 $27,070.00 $27,768.13 $30,427.00 $31,005.53 $31,643.03 $32,170.00 $33,095.77 $33,444.00 $34,102.00 $38,349.83 $38,382.20 $38,425.00 $38,866.00 $39,206.00 $39,220.00 Plan Year IDIS Project 2020 10 IDIS Activity 6615 Voucher Number 6525619 38 6546447 6563388 6544667 6544667 6544667 6544667 6544667 6544667 6544667 6544667 6544667 6544667 6544667 6544667 6544667 6544667 6544667 6544667 6544667 6544667 6544667 6544667 6544667 6544667 6544667 6544667 6544667 6544667 6544667 6544667 6544667 6544667 6544667 6544667 6544667 6544667 6544667 6544667 6544667 6544667 6544667 6544667 6544667 6544667 6544667 6544667 6544667 6544667 6544667 6544667 6544667 6544667 6544667 6544667 6544667 6544667 6544667 6659 6660 6661 6662 6663 6664 6665 6666 6667 6668 6669 6670 6671 6672 6673 6674 6675 6676 6677 6678 6679 6680 6681 6682 6683 6684 6685 6686 6687 6688 6689 6690 6691 6692 6693 6694 6696 6697 6698 6699 6700 6701 6702 6703 6704 6705 6706 6707 6708 6709 6710 6711 6712 6713 6714 Office of Community Planning and Development U.S. Department of Housing and Urban Development Integrated Disbursement and Information System PR26 - CDBG-CV Financial Summary Report AUSTIN , TX DATE: TIME: PAGE: 12-04-25 15:34 4 Plan Year IDIS Project IDIS Activity Voucher Number Activity Name Matrix Code National Objective 2020 38 6715 6716 6717 6718 6719 6720 6721 6722 6723 6724 6725 6726 6727 6728 6729 6730 6731 6732 6733 6734 6735 6736 6737 6738 6739 6740 6741 6743 6744 6745 6746 6747 6544667 6544667 6544667 6544667 6544667 6544782 6544782 6544782 6544782 6544782 6544782 6544782 6544782 6544782 6544782 6544782 6544782 6544782 6544782 6544782 6544782 6544782 6544782 6544782 6544782 6544782 6544782 6544782 6544782 6544782 6544782 6544782 Central Athlete LLC Method hair Growing Imaginations Learning Center LLC JAM CITY LLC ProPlay Texas Holdings, LLC d/b/a ATX Sports & Adventures Child Craft School BAGUETTE HOUSE & CAFE Micklethwait Craft Meats Urban Patchwork, LLC DKO Enterprises LP JULIO'S MOTORS, LLC Runa Workshop, LLC Trade Finishing and Graphic Services, LLC Ponce 1973 LLC Hill Country Weavers Figure 8 Coffee Purveyors LLC Lettuce Networks, Inc. EcoScience LLC DBA Positive Energy Bounce Marketing & Events Sunny F Ogunro CPA, PLLC Austin Diesel and Jeep LLC Moontime LLC dba The Hole in the Wall The Panacea Collection, LLC Gamine LLC, DBA Swoon Collective Khadijah LLC THE BEE GROCERY Texas Tech Solutions, Inc Hip Haven Inc Pho Thaison LLC Yogahouse Austin LLC Urban Axes Austin, LLC The Austin Winery 18A 18A 18A 18A 18A 18A 18A 18A 18A 18A 18A 18A 18A 18A 18A 18A 18A 18A 18A 18A 18A 18A 18A 18A 18A 18A 18A 18A 18A 18A 18A 18A LMA LMA LMA LMA LMA LMA LMA LMA LMA LMA LMA LMA LMA LMA LMA LMA LMA LMA LMA LMA LMA LMA LMA LMA LMA LMA LMA LMA LMA LMA LMA LMA Drawn Amount $39,350.49 $39,530.00 $39,532.00 $39,581.35 $39,707.34 $39,723.31 $39,800.00 $40,000.00 $40,000.00 $40,000.00 $40,000.00 $40,000.00 $40,000.00 $40,000.00 $40,000.00 $40,000.00 $40,000.00 $40,000.00 $40,000.00 $40,000.00 $40,000.00 $40,000.00 $40,000.00 $40,000.00 $40,000.00 $40,000.00 $40,000.00 $40,000.00 $40,000.00 $40,000.00 $40,000.00 $40,000.00 $11,631,191.28 Total Plan Year IDIS Project 2020 1 IDIS Activity 6613 LINE 16 DETAIL: ACTIVITIES INCLUDED IN THE COMPUTATION OF LINE 16 Voucher Number 6563388 6574610 6628187 6638159 6652371 6665117 6684438 6692769 6701481 6710253 6730441 6749910 6763163 6771620 6797092 6806578 6818265 6836804 6843603 6893639 6900877 Activity Name FY 20-21 CDBG-CV CHILDCARE SERVICES FY 20-21 CDBG-CV CHILDCARE SERVICES FY 20-21 CDBG-CV CHILDCARE SERVICES FY 20-21 CDBG-CV CHILDCARE SERVICES FY 20-21 CDBG-CV CHILDCARE SERVICES FY 20-21 CDBG-CV CHILDCARE SERVICES FY 20-21 CDBG-CV CHILDCARE SERVICES FY 20-21 CDBG-CV CHILDCARE SERVICES FY 20-21 CDBG-CV CHILDCARE SERVICES FY 20-21 CDBG-CV CHILDCARE SERVICES FY 20-21 CDBG-CV CHILDCARE SERVICES FY 20-21 CDBG-CV CHILDCARE SERVICES FY 20-21 CDBG-CV CHILDCARE SERVICES FY 20-21 CDBG-CV CHILDCARE SERVICES FY 20-21 CDBG-CV CHILDCARE SERVICES FY 20-21 CDBG-CV CHILDCARE SERVICES FY 20-21 CDBG-CV CHILDCARE SERVICES FY 20-21 CDBG-CV CHILDCARE SERVICES FY 20-21 CDBG-CV CHILDCARE SERVICES FY 20-21 CDBG-CV CHILDCARE SERVICES FY 20-21 CDBG-CV CHILDCARE SERVICES Matrix Code National Objective Drawn Amount 05L 05L 05L 05L 05L 05L 05L 05L 05L 05L 05L 05L 05L 05L 05L 05L 05L 05L 05L 05L 05L LMC LMC LMC LMC LMC LMC LMC LMC LMC LMC LMC LMC LMC LMC LMC LMC LMC LMC LMC LMC LMC $8,644.07 $7,527.40 $125,390.16 $174,456.96 $161,847.14 $142,666.60 $326,447.05 $380,988.78 $298,709.32 $68,383.39 $291,794.64 $168,936.97 $364,565.33 $185,302.67 $278,522.98 $140,546.12 $164,562.32 $88,652.51 $20,295.48 $45,989.73 $940.38 Office of Community Planning and Development U.S. Department of Housing and Urban Development Integrated Disbursement and Information System PR26 - CDBG-CV Financial Summary Report AUSTIN , TX DATE: TIME: PAGE: 12-04-25 15:34 5 Plan Year IDIS Project 2020 2 IDIS Activity 6614 Voucher Number 6458677 6477384 6491096 6546447 6675256 10 6615 6472829 6491096 6500997 6511760 6525619 6546447 6563388 Activity Name FY 20-21 CDBG-CV1 (RENT 2.0) RELIEF OF EMERGENCY NEEDS FOR TENANTS FY 20-21 CDBG-CV1 (RENT 2.0) RELIEF OF EMERGENCY NEEDS FOR TENANTS FY 20-21 CDBG-CV1 (RENT 2.0) RELIEF OF EMERGENCY NEEDS FOR TENANTS FY 20-21 CDBG-CV1 (RENT 2.0) RELIEF OF EMERGENCY NEEDS FOR TENANTS FY 20-21 CDBG-CV1 (RENT 2.0) RELIEF OF EMERGENCY NEEDS FOR TENANTS FY 20-21 CDBG-CV HOMELESS ASSISTANCE (EMERGENCY RENTAL ASST). FY 20-21 CDBG-CV HOMELESS ASSISTANCE (EMERGENCY RENTAL ASST). FY 20-21 CDBG-CV HOMELESS ASSISTANCE (EMERGENCY RENTAL ASST). FY 20-21 CDBG-CV HOMELESS ASSISTANCE (EMERGENCY RENTAL ASST). FY 20-21 CDBG-CV HOMELESS ASSISTANCE (EMERGENCY RENTAL ASST). FY 20-21 CDBG-CV HOMELESS ASSISTANCE (EMERGENCY RENTAL ASST). FY 20-21 CDBG-CV HOMELESS ASSISTANCE (EMERGENCY RENTAL ASST). Matrix Code National Objective 05Q LMC 05Q LMC 05Q LMC 05Q LMC 05Q LMC 05Q LMC 05Q LMC 05Q LMC 05Q LMC 05Q LMC 05Q LMC 05Q LMC Total LINE 19 DETAIL: ACTIVITIES INCLUDED IN THE COMPUTATION OF LINE 19 No data returned for this view. This might be because the applied filter excludes all data. Drawn Amount $2,499,947.00 $47,798.81 $2,199,782.83 $15,556.36 ($13,951.40) $16,945.34 $109,481.01 $118,176.24 $193,306.52 $389,420.66 $111,875.38 $60,794.85 $9,194,303.60 Attachment 4 - Citizen Participation Plan and Public Engagement Report 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 May 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 CDBG program emphasizes activities that directly benefit low- and moderate-income persons. 2 Revised May 2024 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 May 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 involved in metropolitan-wide planning and transportation responsibilities ● Financial and lending sector partners ● Businesses or organizations that specialize in broadband access, especially for low- to moderate-income households ● Organizations that specialize in resilience and disaster recovery ● 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 May 2024 authorities, neighborhood at the Housing Department's office, and on the Housing Department's website (www.austintexas.gov/housing). In addition, upon request, federal reports will be provided in a form accessible to persons with disabilities. centers, 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 May 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 (D) in order to gather information on community needs from community members. The CDC are policy advisers to the City who are either appointed by the City Council or elected at the neighborhood-level to represent low-income households. There will be two more hearings sponsored by organizations working with low- and moderate-income populations. An additional hearing will be held before the City Council. Based on public testimony received, the CDC will make recommendations to City Council on the community needs. 4. Written Comments. Based on public input and quantitative analysis, City staff will prepare a draft Consolidated Plan, which includes proposed allocations of first-year funding. A period of 30 calendar days will be provided to receive written comments on the draft Consolidated Plan. The draft plan will be made available at public libraries, public housing authorities, neighborhood centers, at 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 May 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 May 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. 4. The CDC will be given the opportunity to make recommendations to City Council prior to its final action. 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 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. The criteria HUD 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, a project must 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 May 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. 3. The CDC will be given the opportunity to make recommendations to City Council prior to its final action. 4. Upon approval by City Council, the substantial amendment will be posted in the official City Council minutes and available online on (www.austintexas.gov/housing) and in the City Clerk’s office. the Housing Department website 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 May 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 May 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: Housing Department Attn: Director City of Austin P.O. Box 1088 Austin, Texas 78767 If the response is not sufficient, an appeal may be directed to the City Manager, and a written response will be provided within 30 days. An appeal should be addressed as follows: City Manager’s Office Attn: City Manager P.O. Box 1088 Austin, Texas 78767 11 Revised May 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 May 2024 Evaluating Our Performance | FY25 Consolidated Annual Performace & Evaluation Report (CAPER) Exhibit A: Marketing Materials ............................1-7 Website Email Print Exhibit B: Updated funding info graphics ..........8-9 SpeakUpAustin.org Engagement Website 988 Views | 0 Comments 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 FY25 CAPER | 1 Website (cont.) 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 FY25 CAPER | 2 AustinTexas.gov/Housing 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 FY25 CAPER | 3 Community Newsletter Email 8,094 Recipients | 41.7% Open Rate 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 FY25 CAPER | 4 Affordable Housing Developer Newsletter Email 324 Recipients | 52.78% Open Rate 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 FY25 CAPER | 5 El Mundo Newspaper English and Spanish 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 FY25 CAPER | 6 Austin Chronicle English and Spanish 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 FY25 CAPER | 7 Federal Funding - FY 2025 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 FY25 CAPER | 8 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 FY25 CAPER | 9 Attachment 5a- City of Austin Monitoring Plan City of Austin 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. 1. Compliance Review prior to obligation of funds. Prior to entering into any agreement or to the 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: ∙ e.g. Performance ( meeting a national objective, conducting eligible activities, achieving contract objectives, performing scope of work activities, maintaining contract schedule, abiding by the contract budget); ∙ Record keeping; ∙ Reporting practices; and ∙ Compliance with applicable anti-discrimination regulations. There will be follow-up, as necessary, to verify regulatory and program administration compliance has been achieved. 5. Failure to resolve identified problems. If no resolution of identified problems occurs or the contractor fails to perform in accordance with the terms and conditions of the contract, the City of Austin has the authority to suspend further payments to the contractor or recipient of funds until such time that issues have been satisfactorily resolved. 6. Contract Closeout. Once a project activity has been completed and all eligible project funds expended, the staff will require the contractor to submit a project closeout package. The contract closeout will provide documentation to confirm whether the contractor was successful in completing all performance and financial objectives of the contract. Staff will review and ask the contractor, if necessary, to reconcile any conflicting information previously submitted. The project closeout will constitute the final report for the project. Successful completion of a project means that all project activities, requirements, and responsibilities of the contractor have been adequately addressed and completed. Long-term Monitoring Acceptance of funds from the Housing and Planning Department (HPD) Office of the City of Austin, or its sub-recipient Austin Housing Finance Corporation (AHFC) obligates beneficiaries/ borrowers to adhere to conditions for the term of the affordability period. HPD is responsible for the compliance oversight and enforcement of long- or extended-term projects and financial obligations created through City- sponsored or -funded housing and community development projects. In this capacity, HPD performs the following long-term monitoring duties: ∙ 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 5b- HOME Inspection Summary Report by Project Monitoring Completed Physical Inspection Completed Project Name # Units Total # Units to Inspect # Units Passed To Date # Files Reviewed M Station 140 14 14 14 LifeWorks Transitional Living Project Cornerstone The Willows Sierra Vista (fka Shady Oaks) Crossroads Apartments 1009 E 10th Street 907 Spence Street 2320 Santa Rita Street 809 San Marcos Street 1002 Wheeless Street Ivy Condos 7605 Elderberry Drive 2407 S 4th Street 2014 Covered Wagon Pass 908 Neal Street Pecan Springs Commons Pecan Springs Commons Pecan Springs Commons Pecan Springs Commons 1705 Rosewood Avenue 1803 E 22nd Steet 2102 Chicon Street 1700 Martin Luther King Jr Boulevard Austin Travis County MHMR Austin Travis County MHMR Legacy Apartments City View at the Park Marshall Apartments Elm Ridge Apartments Allandale Condos Saint Louise House II 9215 Kempler Drive 12 30 64 238 14 1 1 1 1 2 8 4 3 3 2 4 4 4 4 2 2 1 2 37 24 40 68 100 130 10 22 2 1 3 6 1 3 6 1 3 6 24 24 24 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 4 2 4 7 10 13 1 2 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 4 2 4 7 10 13 1 2 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 4 2 4 7 10 13 1 2 1 Project Address 2906 E Martin Luther King Jr Boulevard 3710 S 2nd Street 1322 Lamar Square Drive 1330 Lamar Square Drive 4320 S Congress Avenue 8801 McCann Drive 1009 E 10th Street 907 Spence Street 2320 Santa Rita Street 809 San Marcos Street 1002 Wheeless Street 3204 Manchaca Road 7605 Elderberry Drive 2407 S 4th Street 2014 Covered Wagon Pass 908 Neal Street 5807 Sweeney Circle 5805 Sweeney Circle 5804 Sweeney Circle 5803 Sweeney Circle 1705 Rosewood Avenue 1803 E 22nd Steet 2102 Chicon Street 1700 Martin Luther King Jr Boulevard 6222 N Lamar Boulevard 403 E 15th Street 1340 Lamar Square Drive 2000 Woodward Street 1401 E 12th Street 1161 Harvey Street 7685 Northcross Drive 2104 Berkett Drive 9215 Kempler Drive Homestead Oaks 126 13 13 13 3226 W Slaughter Lane Ivy Condos - Acq of 10 Units (2/5/13) AHA! @ Briarcliff 10th Street Alley Flat Saint Louise House Guadalupe Saldana - Duplex Guadalupe Saldana - Duplex Guadalupe Saldana - Duplex 4910 West Wind Trail 10 27 1 24 2 2 2 3 1 3 1 2 1 1 1 1 1 3 1 2 1 1 1 1 1 3 1 2 1 1 1 1 3204 Manchaca Road 1915 Briarcliff Blvd 1817 W 10th Street 3200 S Lamar Boulevard 1208 Paul Theresa Saldana Street 1216 Paul Theresa Saldana Street 1220 Paul Theresa Saldana Street 4910 W Wind Trail 1,177 135 135 135 Attachment 5c- HOME Match Report HOME Match Report U.S. Department of Housing and Urban Development Office of Community Planning and Development OMB Approval No. 2506-0171 (exp. 12/31/2012) Part I Participant Identification 1. Participant No. (assigned by HUD) 480264 5. Street Address of the Participating Jurisdiction 1000 East 11th Street, Suite 300 6. City Austin 2. Name of the Participating Jurisdiction City of Austin 7. State TX 8. Zip Code 78702 Part II Fiscal Year Summary 1. Excess match from prior Federal fiscal year 2. Match contributed during current Federal fiscal year (see Part III.9.) 3. Total match available for current Federal fiscal year (line 1 + line 2) 4. Match liability for current Federal fiscal year 5. Excess match carried over to next Federal fiscal year (line 3 minus line 4) Part III Match Contribution for the Federal Fiscal Year 1. Project No. or Other ID Prior Year MF Bonds 2. Date of Contribution (mm/dd/yyyy) 10/30/2014 3. Cash (non-Federal sources) Match Contributions for Federal Fiscal Year Ending 09/30/2025 3. Name of Contact (person completing this report) (cid:23)(cid:17) Contact's Phone Number (include area code) (cid:47)(cid:68)(cid:55)(cid:75)(cid:72)(cid:68)(cid:86)(cid:68)(cid:3)(cid:54)(cid:87)(cid:72)(cid:89)(cid:72)(cid:81)(cid:86) (cid:24)(cid:20)(cid:21)(cid:16)974-(cid:28)(cid:22)(cid:24)(cid:28) $ $ 70,138,158.06 342,961.81 $ $ $ 70,481,119.87 1,371,847.22 69,109,272.65 4. Foregone Taxes, Fees, Charges 5. Appraised Land/ Real Property 6. Required Infrastructure 7. Site Preparation, Construction Materials, Donated labor 8. Bond Financing 9. Total Match $ 3,008,308.45 $ 342,961.81 Page 1 of 1 form HUD-40107-A (12/94) Attachment 5d- Office of Civil Rights Fair Housing Act Supplement Equity and Inclusion One Texas Center 505 Barton Springs Road Suite 515 Austin, TX 78704 City of Austin Equity and Inclusion Consolidated Annual Performance and Evaluation Report (CAPER) The City of Austin Office of Equity and Inclusion (COAOEI) is the housing discrimination enforcement arm within the city limits of Austin. As a Fair Housing Assistance Program, the COAOEI is funded annually on a non-competitive basis to enforce Fair Housing laws that HUD has determined to be substantially equivalent to the Federal Fair Housing Act. The following is the housing team’s performance for FY 25 under the City of Austin’s Ordinance Chapter 5-1 on Housing Discrimination. 33 housing complaints were processed during FY 25 (October 1, 2024, to September 30, 2025). No Cause to Believe Discrimination Occurred Conciliations with Benefits to the Charging Party, Including relief in the Public’s Interest Complaints Withdrawn by Complainant After Resolution Complaints Withdrawn Without Resolution No Jurisdiction FHAP Judicial Consent Order Complainant Failed to Cooperate Charges Filed/Issued Against Respondent After a Cause Determination Case Reactivated by HUD TOTAL CASES 10 14 7 1 0 0 1 0 33 The City of Austin Office of Equity and Inclusion (COAOEI) has participated in outreach and training opportunities to affirmatively further Fair Housing in FY 24-25 to include: Fair Housing Investigator Training 10/01/24 10/8-17/24 12/2-5/25 01/03/25 01/13-17/25 01/21/25 Unconscious Bias: Znobea Williams Enforcing Fair Housing: Znobea Williams Fundamentals of Fair Housing Intake: Znobea Williams Texas Cybersecurity Awareness Training: All Staff Advanced Fair Housing Investigations: Znobea Williams Travel Claim Form Training: FH Staff https://www.austintexas.gov/department/office-equity-and-inclusion/civil-rights Direct Number (512) 974-3251 Fax Number (512) 974-3278 The City of Austin is committed to compliance with the Americans with Disabilities Act. Reasonable modifications and equal access to communication will be provided upon request. 01/28/25 02/4-5/25 02/10-11/25 01/28/25 02/25/25 02/25/25 04/14/25 05/13/25 06/03/25 06/17/25 07/01-03/25 07/11/25 07/18/25 07/25/25 08/01/25 07/21/25 08/29/25 02/19-21/25 02/27-28/25 The Design and Construction Requirements of the FHA: Technical Overview Part 1: FH Staff 25th Central Texas African American Family Support Conference: Empowering Resilience Celebrating 25 Years of Hope and Healing: Znobea Williams Fair Housing for Our Future; Virtual Fair Housing Conference: FH staff The Design and Construction Requirements of the FHA: Technical Overview Part 2: FH Staff Fair Housing Act: The Most Common Accessibility Questions: FH Staff Better Relationships, Beter Results: Skills to Building High Performing Teams: All Staff Personnel Policies: Chapter A (HRD 2025) : All Staff Workday: Employee Self Service: All Staff Fair Housing Act Requirements: Kitchens: FH Staff Fair Housing Act Requirements: Parking: FH Staff Texas Civil Rights Symposium 2025: All Staff Microaggressions: Making the Invisible Visible: All Staff Stronger Together Session 2: Strengthening Trust & Collaborative Culture: All Stqaff Session 3: Operationalizing Our Shared Mission: All Staff 40 Hour Basic Mediation: Rikki Pfouts and Juanita Martinez Education and Outreach: 10/19/25 Urban League 47th Annual Equal Opportunity Day: Dr. Wilson, Angelia Gooden 10/26/24 Austin Energy Community Connection Fair: Juanita Martinez, Jesus Simental, Damian Pantoja Interdepartmental Networking Fair Housing Conference and Resource Hub: All Staff Indiana Civil Rights Siniors and Second Chances: FH Staff Foundations for Unity and Purpose : All Staff 04/`6/25 04/17/25 06/30/25 07/14/25 Re-entry Roundtable Community Forum on Housing Policy: Rikki Pfouts, Znobea Williams 11/13/24 Veteran’s Conference All Staff TWC Symposium 7/1-3/25 IAOHRA Conference: Dr. Wilson, Beverly Davis, Juanita Martinez, Rikki Pfouts, Znobea 10/5-8/25 Williams Attachment 5e- Summary Funding and Production Table CITY OF AUSTIN HOUSING & PLANNING OFFICE FY 2024-25 Summary Funding and Production Table December 10, 2025 FY 2024-25 Action Plan FY 2024-25 CAPER Program / Activity Funding Source New Funding Estimated Services Actual Expenditures Services Provided 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 Adjustment for Duplicated Services Subtotal, Housing Opportunities for Persons with AIDS Subtotal, Special Needs Assistance HOMELESS ASSISTANCE Tenant-Based Rental Assistance Subtotal, TBRA Public Facilities Homeless Supportive Services HEARTH Emergency Solutions Grant Shelter Operation and Maintenance HMIS Rapid Rehousing Programs ESG - Adm CDBG CDBG CDBG HOPWA HOPWA HOPWA HOPWA HOPWA HOPWA HOME HOME - PI CDBG HOME-ARP HOME-ARP HESG HESG HESG HESG Subtotal, HEARTH Emergency Solutions Grant Subtotal, Homeless Assistance RENTER ASSISTANCE Architectural Barrier Program - Rental CDBG Subtotal, Renters Assistance 758,308 758,308 129,052 129,052 196,179 196,179 1,083,539 1,053,977 1,405,303 158,481 61,631 82,867 - 2,762,259 3,845,798 1,280,112 - 1,280,112 - - 313,922 21,289 - 281,863 - 29,999 - 647,073 1,927,185 - - 192 192 125 125 159 159 476 280 88 70 18 - - 456 932 65 - 65 - - 375 50 - - - 425 490 - - 736,996 736,996 129,052 129,052 196,179 196,179 1,062,227 1,296,343 1,932,077 224,137 88,430 116,314 - 3,657,301 4,719,528 965,286 15,426 980,712 159,083 78,900 2,900 313,922 - - 225,282 - - - 539,204 1,760,799 578 578 144 144 103 103 150 150 397 134 109 70 15 - 328 725 80 - 80 - - - 444 - - 37 - - - 481 561 - - 1 of 4 FINAL 12/10/2025 HOMEBUYER ASSISTANCE Program / Activity Down Payment Assistance Subtotal, Down Payment Assistance Subtotal, Homebuyer Assistance HOMEOWNER ASSISTANCE Architectural Barrier Removal - Owner Minor Home Repair Homeowner Rehabilitation Loan Program Subtotal, Homeowner Rehab Subtotal, Homeowner Assistance HOUSING DEVELOPMENT ASSISTANCE Rental Housing Development Assistance Subtotal, Rental Housing Dev Assist Ownership Housing Development Assistance Subtotal, Ownership Housing Dev Assistance Subtotal, Housing Developer Assistance OTHER COMMUNITY DEVELOPMENT ASSISTANCE CITY OF AUSTIN HOUSING & PLANNING OFFICE FY 2024-25 Summary Funding and Production Table December 10, 2025 FY 2024-25 Action Plan FY 2024-25 CAPER Funding Source New Funding Estimated Services Actual Expenditures Services Provided HOME HOME - PI CDBG CDBG - RL CDBG CDBG - RL HOME - PI CDBG CDBG - PI CDBG - RL CDBG CDBG Pro Housing HOME HOME - PI HOME (CHDO) CDBG CDBG Pro Housing CDBG - RL HOME HOME - PI HOME (CHDO) 871,337 400,000 1,271,337 1,271,337 1,210,594 - 619,405 - 200,000 365,335 40,000 - 605,335 15 - 15 15 60 - 82 - 6 - 6 412,436 36,994 449,430 449,430 1,262,983 - 507,828 - - 934,352 - 24,744 - 959,096 13 13 13 66 - 56 - - 5 - - - 5 2,435,334 148 2,729,907 127 - 2,875,000 - 200,000 230,495 3,305,495 - 200,000 55,000 - - 230,495 485,495 3,790,990 - - - 2 4 6 - - - 1 1 7 2 - - 957,109 - 3,084,310 4,041,419 - - - - - - - 4,041,419 200,000 - - 18 - - 18 11 - - - - - 11 29 4 - - CHDO Operating Expenses Grants HOME (CO) 153,500 Infrastructure Development CDBG 2,500,000 13,480 - Pro Housing Grant Contracts CDBG Pro Housing 3,402,604 21,890 Family Business Loan Program Section 108 1,750,000 50 1,521,000 49 2 of 4 FINAL 12/10/2025 CITY OF AUSTIN HOUSING & PLANNING OFFICE FY 2024-25 Summary Funding and Production Table December 10, 2025 FY 2024-25 Action Plan FY 2024-25 CAPER Program / Activity Funding Source Section 108 - PI New Funding - 73,526 Estimated Services - - Actual Expenditures - - Services Provided - - Subtotal, Other Community Development Assistance 7,879,630 13,532 1,742,890 53 DEBT SERVICE Neighborhood Commercial Mgmt., Debt Service Section 108 - PI 300,000 311,978 ADMINISTRATION Subtotal, Administration CDBG CDBG Pro Housing HOME HOME - PI 1,444,718 250,645 307,327 - - 2,002,690 - - - - - - 1,162,019 - 246,309 930 - 1,409,259 - - - - - - TOTAL Programs, Debt Service, and Admin Cost 23,452,964 15,124 17,165,788 1,508 3 of 4 FINAL 12/10/2025 CITY OF AUSTIN HOUSING & PLANNING OFFICE FY 2024-25 Summary Funding and Production Table December 10, 2025 FY 2024-25 Action Plan FY 2024-25 CAPER Program / Activity Funding Source New Funding Estimated Services Actual Expenditures Services Provided FUND SUMMARIES: HOPWA HOPWA-CV HOPWA-PI HESG HESG-CV CDBG CDBG Pro Housing CDBG - PI CDBG - RL HOME HOME (CHDO) HOME (CO) HOME - PI HOME-ARP Section 108 - PI Section 108 2,762,259 - - 647,073 - 7,223,591 6,728,249 - 95,000 2,458,776 460,990 153,500 800,000 - 373,526 1,750,000 0 Totals 23,452,964 456 - - 425 - 14,104 - - - 80 5 2 2 - - 50 15,124 3,657,301 - - 539,204 - 5,089,071 21,890 - 24,744 2,581,139.64 3,084,310.00 200,000.00 53,351 81,800 311,978 1,521,000 328 - - 481 - 535 - - - 111 - 4 - - - 49 17,165,788 1,508 4 of 4 FINAL 12/10/2025