HOUSING & COMMUNITY DEVELOPMENT ACT COMMITTEE Tuesday, March 11, 2014 7:30 pm Lorraine H. Morton Civic Center, 2100 Ridge Avenue Aldermanic Library

AGENDA

1. CALL TO ORDER / DECLARATION OF QUORUM

2. APPROVAL OF OCTOBER 15, 2013 MEETING MINUTES

3. PUBLIC INPUT ON THE DRAFT 2014 CONSOLIDATED ANNUAL PERFORMANCE AND EVALUATION REPORT (CAPER)

4. STAFF REPORTS

6. ADJOURNMENT

Next Meeting: Tuesday, April 22, 2014 at 7:30 pm

Order of agenda items is subject to change The City of Evanston is committed to ensuring accessibility for all residents. If an accommodation is needed to participate in this meeting, please contact Sarah Flax (847-448-8684; [email protected]) 48 hours in advance at so that arrangements can be made for the accommodation if possible.

La ciudad de Evanston esta comprometida a proveer accesibilidad a todos; si necesita facilidades adicionales para poder acudir a esta junta, por favor contacte Sarah Flax (847-448-8684; [email protected]) con 48 horas de anticipación para que se hagan los arreglos necesarios para cumplir con su pedido si es posible.

DRAFT

MEETING MINUTES HOUSING & COMMUNITY DEVELOPMENT ACT COMMITTEE TUESDAY, October 15, 2013 7:30 P.M. Lorraine H. Morton Civic Center, 2100 Ridge Avenue, Room 2404

Members Present: Ald. Braithwaite, Ald. Burrus, Ald. Holmes, M. Lacy, S. Opdycke, Ald. Rainey, J. Sanke, Ald. Wilson

Members Absent: A. Hansen, J. Vlahogiannis

Staff Present: S. Flax

Presiding Member: Ald. Rainey, Chair

Declaration of Quorum There being a quorum, Chairman Rainey called the meeting to order at 7:32 PM.

Approval of Meeting Minutes of July 16, September 5, 10, 18 and 24, 2013 Ald. Burrus moved approval of the minutes of the July 16, September 5, 10, 18 and 24, 2013 meetings; Ald. Wilson seconded the motion; the minutes were approved unanimously. Ald. Rainey noted for the record that the minutes totaled 47 pages and recognized Bobbie Newman, who took minutes for the four meetings in September.

Public Input on the draft 2014 Action Plan and the estimated 2014 CDBG Allocations Ald. Rainey opened the floor for input on the draft Action Plan and invited Jordan Goldberg to speak. Mr. Goldberg declined comment on the plan. He explained that he was an Evanston resident and was interested in getting involved in civic affairs and was attending different committee meetings to find out about their work. He found the work of the committee to be interesting and important. Ald. Rainey outlined the responsibilities of the committee and staff offered to provide additional information about how to apply to serve on a committee or commission.

Committee consideration of the draft 2014 Action Plan and vote to recommend approval of that plan to City Council Staff noted that 2014 CDBG planning was based on a grant of $1,500,000, which is approximately 10% less than received in 2013. HUD field office staff was furloughed in the partial government shutdown and there were no indications of when a 2014 budget would be passed. Staff noted that implementation of the new HOME Rule on July 24, 2013 resulted in pushing the application for HOOME funds into 2014; this required an amendment to the City’s 2013 Action Plan. The new HOME rule includes more rigorous capacity requirements for developers and CHDOs, additional compliance and revisions to HOME policies and procedures. If grant estimates differ from actuals by more than 10%, the City would be required to amend its plan, as was done in 2013 because ESG grant was about 24% less than estimated.

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Ald. Wilson moved that the committee recommend approval of the draft 2014 Action Plan to City Council; Ms. Sanke seconded the motion and it was approved unanimously.

Staff Reports Staff reported on a multi-family rehab of an 18-unit, three building rental property in the south NRSA that had been cited for code violations. The building was one of the biggest problems in the neighborhood but the current owners made substantial improvements and it is now a stable property with primarily very low and low income tenants, many with children. Rents are lower than the current Fair Market Rent to be affordable to households below 50% AMI. Correction of the code violations will include lead paint mitigation and asbestos removal, which adds significantly to the project cost. The project is being evaluated for a forgivable loan through CDBG Housing Rehab with affordability restrictions similar to the HOME program because operating revenues will not support additional debt. The housing rehab program has not been meeting its goals for multi-family rehab, in part because interest rates are low enough that property owners are unwilling to take on both the debt and the income restrictions under the current program. Experience with this project would be used to evaluate program structure going forward, including for the 2015-2019 Consolidated Plan that would be developed in 2014. Committee members expressed support for, and requested updates on, the project.

Staff noted that landlord-tenant workshops that are part of the City’s ongoing education program working with Open Communities, would include information on the newly effective change to the Cook County human rights ordinance that prohibits discrimination based on source of income, making it illegal for a property owner to deny to rent to a household with a housing choice voucher. Ald. Rainey asked about outreach to property owners and requested that staff provide information about future trainings to committee members.

Other Ald. Rainey informed the committee that Bob Roy, former executive director of the Evanston Community Defender (now Moran Center for Youth Advocacy), passed away today and recognized his tireless work on behalf of Evanston youth, including his many interactions with the committee relating to that work. Evanston had lost two of its best legal minds and strongest advocates for the needs of low income people that year, as Bill Kolen, an attorney with LAF who headed the Evanston office for many years, passed away in June.

Public Comment There was no public comment.

Adjournment There being no further business, the meeting was adjourned at 8:15 PM.

Respectfully submitted, Sarah K. Flax Housing & Grants Administrator, Community Development Department

Page 2 of 2 Housing & Community Development Act Committee Meeting October 15, 2013 FY2013 Consolidated Annual Performance and Evaluation Report Draft for Public Comment

March 04, 2014 City of Evanston 2013 Consolidated Annual Performance and Evaluation Report

GENERAL

I. Executive Summary

This Consolidated Annual Performance and Evaluation Report (CAPER) reviews how the City of Evanston used federal funding provided by the U. S. Department of Housing and Urban Development (HUD) combined with other federal, state and local resources to successfully implement programs and projects that address community needs during the 2013 program year (January 1 to December 31, 2013).

Summary of Resources Evanston received $2,034,743 in HUD federal entitlement funds in the 2013 program year: $1,668,544 in Community Development Block Grant (CDBG) funds, $250,418 in HOME Investment Partnership (HOME) funds and $115,781 in Emergency Solutions Grant (ESG) funds. Together with unexpended CDBG and HOME funds from prior years, plus program income, the City spent a total of $2,679,685 in the 2013 program year to assist low‐ and moderate‐income residents and address or eliminate conditions that result in blight and deterioration.

Available Expended Grant FY2013 FY2013

CDBG Prior years' funds $ 1,201,630 2013 entitlement $ 1,668,544 Entitlement subtotal $ 2,870,174 Program income $ 91,369 Total CDBG $ 2,961,543 $ 1,828,652

HOME Prior years' funds $ 1,163,730 2013 entitlement $ 250,418 Entitlement subtotal $ 1,414,148 Program income $ 27,384 Total HOME $ 1,441,532 $ 731,319

ESG Prior years' funds $ 138,862 2013 entitlement $ 115,781 Total ESG $ 254,643 $ 119,714

TOTAL FUNDS $ 4,657,718 $ 2,679,685

Distribution of Funds

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Programs and projects funded in 2013 were identified as high or medium need in the City’s 2010‐2014 Consolidated Plan. All funded activities work to improve the quality of life for low and moderate income individuals, families and households in Evanston and address one or more of the three federal statutory goals to: • Provide decent housing • Provide a suitable living environment • Expand economic opportunities.

CDBG resources continued to be focused in the City’s two Neighborhood Revitalization Strategy Areas that were approved as part of the 2010‐2014 Consolidated Plan and represent areas of greatest need in our community. Evanston’s low‐ and moderate‐income residents, as well as its minority residents, are concentrated in these neighborhoods. In addition, the CDBG Target Area, comprising 24 census block groups primarily in west and south Evanston, defines the geographic area for two programs, CDBG Targeted Code Enforcement and Graffiti Removal, that are qualified on a low/moderate income area benefit.

Housing programs, which represent 57% of total funds expended in 2013, were concentrated in these geographic areas. In addition, approximately $3 million in Neighborhood Stabilization Program 2 (NSP2) funds expended in two census tracts, 8092 and 8102, are wholly contained within the NRSAs. HOME‐funded rehabilitation projects that were undertaken in 2013 were predominantly in the NRSAs, where HOME funds were layered with NSP2 on rehab of rental properties and development of new housing in Emerson Square. In addition, two rental properties undertaken by Community Partners for Affordable Housing, a CHDO, are also in the west NRSA. Most CDBG‐ funded substantial rehabilitation was completed on units in the west NRSA. CDBG Targeted Code Enforcement, approximately a third of housing‐related expenditures, is an essential tool for maintaining decent affordable rental housing and livable neighborhoods in the CDBG Target Area.

CDBG‐funded Public Improvements, including alley paving and park rehabilitation, were in the NRSAs or the CDBG Target Area. In addition, many public services programs are in the CDBG Target Area or accessible by public transportation in order to be easily accessible to individuals in need of, and eligible for, the services. Eligibility for most public services activities is established by income‐qualifying participants rather than by limiting participation to residents of areas whose residents can be presumed income eligible in order to maximize program reach and efficiencies. A map showing the NRSAs, CDBG Target Area and NSP2 target census tracts follows the narrative.

Substantial Amendments to 2013 Action Plan

Emergency Solutions Grant The City of Evanston was notified in late May 2013 that its 2013 Emergency Solutions Grant was $115,781, approximately 24% less than estimated. Because the reduction was more than 10% from the estimated grant amount used in the 2013 Action Plan, a substantial amendment to that Plan was required before programs were implemented. There were no significant changes in the percent of funds allocated to each activity but one agency, Family Promise was not funded due to the reduction in funding and because the approval of a Tenant Based Rental Assistance program with HOME fund to enable households, particularly families with children, to access permanent housing, was approved. In addition, $10,042 of Emergency Shelter Grant funds were allocated for operational support of Interfaith Action of Evanston’s day shelter, the Hospitality Center, and to Entry Point, Connections for the Homeless’ Street Outreach program. This helped minimize the impact of the funding reductions.

The Substantial Amendment was posted on the City of Evanston website on August 8, 2013, and notice of the amendment and the public comment period of August 15, 2013 to September 13, 2013 was published in the Evanston RoundTable on August 15, 2013 and sent to over 100 organizations that have requested information on HUD funded programs, per the City’s public process in the 2010‐2014 Consolidated Plan. Public input on the amendment was invited at the August 23 meeting of the Housing and Homelessness Commission. The Substantial

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Amendment was reviewed by the Planning & Development Committee and its approval recommended to City Council at its meeting on September 23, 2013, where it passed on the consent agenda.

Although its ESG grant was less than the estimate used in the 2013 Action Plan, the City received $128,544 more in CDBG entitlement funds than estimated. The Housing & Community Development Act Committee met on July 16, 2013 to determine the allocation of these funds. This allocation did not constitute a substantial amendment to the Action Plan, as the amount is less than 10% of the grant amount, though it enabled substantial expansion of key programs. Funds were allocated to the following activities that were already funded in the approved Action Plan: • $20,000 additional funding was allocated for the Summer Youth Employment Program (SYEP) and Certificate of Rehabilitation Program. The additional funding enabled staff to expand the Certificate of Rehab program significantly to serve over five times the number of people projected. In addition, some participants were older than 25 years. In order to more accurately report outcomes, the two programs have been reported separately, with SYEP classified as Youth Services and Certificate of Rehabilitation classified as Legal Services. • $20,000 additional funding was allocated for the Handyman Program to address the increase in very small scale repairs needed by senior residents. A new handyman was selected through a competitive bidding process for the program in the fall of 2013. The program launched in late fall and will continue in 2014. • $5,000 additional funding was allocated for the Grandmother Park Initiative which, combined with the $5,000 already allocated in 2013 and the $7,000 in 2012 CDBG, would enable the project to be completed in 2013. • $83,544 additional funding was allocated to Alley Paving for two alleys being paved in 2013, one in the census tract 8092 in the west NRSA and one in census tract 8103.01 in southwest Evanston.

II. Five Year Plan Assessment of Progress

The City of Evanston obligated its 2013 CDBG entitlement, program income and reallocated dollars from projects completed in prior years to fund to fund 34 programs and projects in the categories of Housing, Public Services, Public Infrastructure and Facilities and economic Development. Three agencies received ESG funding to provide shelter, essential services and rental assistance to homeless individuals and families. The City committed HOME funds and program income to four activities in 2013, including a Tenant Based Rental Assistance program and three development projects.

CDBG, HOME and ESG activities are categorized by the national objective they address (providing decent housing, suitable living environment and economic opportunity) and the outcome they achieve (availability/accessibility, affordability and sustainability). The following table summarizes 2013 expenditures by those objectives and outcomes. Details of each activity, including goals and accomplishments, are summarized in the program specific sections of the narrative and in Table 3A (Summary of Specific Objectives and Outcome Performance Measurements) following the narrative.

Availability/Accessibility Affordability Sustainability Total Amount Percent Amount Percent Amount Percent Amount Percent Decent Housing $356,701 13% $749,252 28% $413,077 15% $1,519,030 57% Suitable Living Environment $271,225 10% $49,202 2% $476,877 18% $797,304 30% Economic Opportunity $35,000 1% $0 0% $0 0% $35,000 1% Project Totals: $662,926 25% $798,455 30% $889,953 33% $2,351,334 ‐ Admin & Planning NA NA NA NA NA NA $328,351 12% CDBG, HOME & ESG $2,679,685 100%

Impediments to progress towards meeting goals and objectives

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The greatest challenge to meeting goals and objectives in the Action Plan was the late release of funding and the need to amend our plan because ESG funding was more than 10% below estimate. This resulted in several CDBG‐ funded Public Improvements not being completed by fiscal year end. Several others were not undertaken in 2013 but will be undertaken in 2014. In some cases, this was due to 2013 awards being insufficient to undertake the project and 2014 CDBG funds have been awarded to the project, pending receipt of that funding. Details for each funded project are provided in the narrative below.

The HOME program goal to develop affordable rental throughout the City continued to be affected by the soft development environment and the lack of larger parcels that lend themselves to large‐scale projects attractive to developers with the capacity to secure financing. The City approved a Tenant Based Rental Assistance (TBRA) program in August 2013 using HOME funds to address the rental needs of homeless and doubled up Evanston families with children under 18. The program had a goal of identifying 10 households by December 31, 2013. With the shutdown of the federal government and the issuing of the HOME final rule at the same time of program approval, the TBRA program had a slower rollout than expected. The TBRA program was able to get underway by December 2013 and as of February 2014, approximately 10 households have been approved.

Program changes resulting from 2013 experience The Housing Code Enforcement program provides information on the City’s CDBG Housing Rehab program to multi‐family property owners who receive citations for code violations. Despite this outreach, property owners are not using the program and the City is not achieving its goals to improve the quality of affordable multi‐family rental through the Housing Rehab program. In 2013, City staff began working with the owners of an 18‐unit rental property cited for code violations in the City’s south NRSA as a pilot project that will use a forgivable loan with affordability restrictions based on the HOME program rather than an amortizing loan. The property was in poor condition and had been a destabilizing influence in the neighborhood for many years. It was sold and the current owners have made substantial capital improvements and have stable tenants, many with incomes at or below 50% of area median. Operating revenue is insufficient to address the code violations and build maintenance and capital reserves. Forgivable loans will be evaluated as a tool to achieve goals of improving housing quality while maintaining affordability in the development of the 2015‐2019 Consolidated Plan. In addition, the Essential Repair program, a new grant program limited to income‐eligible single‐family owner occupied homes with life safety issues such as failed furnaces, roofs and lateral sewer lines, whose owners apply, but do not qualify for, a rehab loan, will be evaluated. Two homes with failed lateral sewer lines were improved through this program in 2013. Without it, both properties would have been declared uninhabitable, resulting in the displacement of two very low income households.

Modifications were made to the ESG program, specifically to the split of dollars between prevention and rapid re‐ housing activities, in order to better address the City’s priority target of households with children. Families that received Prevention funds that were identified as eligible TBRA candidates had their ESG funds extended in order to avoid losing their housing when the launch of TBRA was delayed by the enactment of the new HOME regulations in August 2013 and the federal government shut down in October. Furthermore, estimates of the size of subsidy required by households with children was found to be low because of rising rents, resulting in a the need to allocate a larger portion of ESG funds to Prevention activities.

III. Assessment of Annual Progress

Affirmatively Furthering Fair Housing The City of Evanston’s Fair Housing Ordinance is an important tool for enforcing fair housing choice and affirms individual rights to fair housing in our community, regardless of race, color, creed, national origin, sexual orientation or economic and educational levels/groups. Complaints of discrimination made to the City are directed to the Housing Planner. Cases of alleged housing discrimination are generally referred to Open Communities (formerly Interfaith Housing Center of the Northern Suburbs), the HUD Fair Housing Advocacy agency for Chicago’s north suburbs with whom the City has a long‐standing relationship. Open Communities also mediates landlord‐ tenant disputes and works with the City’s Housing Planner and City Building Officials to educate landlords, tenants,

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realtors and community members on housing‐related issues. Currently the City’s Fair Housing Ordinance is being modified to add source of income protection and gender identity and will mirror the Cook County Human Rights Ordinance. The modified ordinance will be presented at the March 10, 2014 City Council meeting.

Summary of impediments to fair housing choice The City released a Request for Proposals in late 2012 for qualified professionals or organizations to complete an Analysis of Impediments to Fair Housing. Three proposals were received and reviewed. The City awarded Mullin & Lonergan Associates the contract in 2013. The draft Analysis of Impediments has been completed and the final version will be presented at the April 28, 2014 City Council meeting.

One of the biggest issues in Evanston is the growing gap between household incomes and the cost of housing, whether rental or ownership. This disparity results in the concentration of racial/ethnic minorities, which comprise a disproportionate share of the City’s low income population, rather than their dispersion throughout the community. The Housing Authority of Cook County considers all of Evanston as an opportunity area because of its high cost housing. Voucher holders may have rents in zip code 60201 that are 29% above HUD Fair Market rents, and rents in zip code 60202 may be 13% higher. In addition, minority families are more likely to have larger households Evanston’s rental housing is predominantly one and two bedrooms. The need for larger affordable units with three or more bedrooms that was identified in the City’s 2010‐2015 Consolidated Plan identified this mismatch. And the City continues to work to address it. Because much of Evanston’s housing stock was built before 1950, there is a shortage of housing that is accessible to persons with mobility impairments. In addition, residents with disabilities were twice as likely to live in poverty as persons without a disability.

Overcoming impediments to fair housing choice Evanston continues to work to increase the supply of affordable rental, however the high cost of land or property acquisition makes this challenging. Affordable rental, particularly units with 3 or more bedrooms, are is a priority for HOME funding and its TBRA program also addresses this need by enabling low income households to access market rate units. Because much of Evanston’s housing stock was built before 1950, there is a shortage of housing that is accessible to persons with mobility impairments. The completion of Emerson Square increased the number of accessible and visitable rental units that are affordable to low‐income households with seven apartments, a combination of one and two bedroom units, which are accessible to persons in wheelchairs.

In addition, the City will review all impediments to fair housing identified by Mullin & Lonergan in the Analysis of Impediments to Fair Housing and develop additional ways to address them in the implementation of its 2014 projects and programs and in the development of the 2015‐2019 Consolidated Plan.

Progress in meeting specific affordable housing objectives The City made significant progress in creating and maintaining affordable housing. The following table shows 2013 accomplishments by tenure and funding source. Goals and accomplishments are shown by activity in Table 3A.

2013 Housing Projects ‐ Funded and Completions

CDBG HOME Total Funded Completed Funded Completed Funded Completed Annual Affordable Rental Housing (Section 215) Acquisition of existing units 0 0 6 7 6 7 Production of new units 0 0 0 14 0 14 Rehabilitation of existing units 6 1 16 5 22 6 Rental Assistance 0 0 20 0 20 0 Total Section 215 Rental Goals 6 1 42 26 48 27

Annual Affordable Owner Housing (Section 215) Acquisition of existing units 0 0 0 0 0 0

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Production of new units 0 0 0 0 0 0 Rehabilitation of existing units 5 10 0 0 5 10 Homebuyer Assistance 0 0 0 0 0 0 Total Section 215 Owner Goals 5 10 0 0 5 10

Annual Affordable Housing (Section 215) Homeless 0 0 20 4 20 4 Non‐Homeless 4 10 22 22 26 32 Special Needs 0 0 0 0 0 0 Total Section 215 Affordable Housing 4 10 42 26 46 36

Annual Housing Rental Housing 6 1 42 26 48 27 Owner Housing* 12 17 0 0 12 17 Total Annual Housing 18 18 42 26 60 44

*Includes seven units with limited scale rehab improved through the Handyman program.

The City adhered to Section 215 Guidelines of the HOME program for affordable housing in that 100% of the HOME‐assisted rental and ownership units were occupied by low‐income households with incomes at or below 80% of Area Median Income. Efforts to address worst case housing needs and the needs of persons with disabilities Evanston is a high cost housing market and continues to have a shortage of housing for households at or below 50% of the area median income. Evanston’s extremely low income population, with incomes under 30% of median, has been served historically though public housing owned and managed by the Housing Authority of Cook County (HACC) which also administers the Housing Choice Voucher program that provides rent subsidies for private market apartments to low‐ and very‐low income households.

HACC manages two 100‐unit buildings in Evanston for seniors and individuals with disabilities, Perlman and Walchirk Apartments. In October of 2013, the HACC received a low income tax credit allocation to rehab both buildings. The HACC will be closing on other financing in April of 2014 and meeting with tenants to update on the status of the project in March of 2014. The city has made a conditional commitment of HOME funds to this project to leverage Cook County’s HOME funds that are needed to fill the gap in development financing. In addition, HACC manages 45 units of scattered‐site family housing consisting of 16 two‐bedroom units, 23 three‐bedroom units, and six four‐bedroom units. There were no losses or additions in 2013 to the subsidized units. The City continues to work with the Housing Authority and private landlords on property code and landlord management issues, as well as problem tenant issues.

As of February 18, 2014, there were 628 voucher holders residing in Evanston. This marks an increase from 575 voucher holders in 2012. The waitlist for Housing Choice Vouchers remains closed with approximately 8,000 names. The geographic distribution of voucher holders in Evanston remains consistent, with concentrations in census tracts 8092 in west Evanston and 8102 in south Evanston, neighborhoods that offer the most affordable rents. HACC has recently established two rent levels within Evanston that coincide with the two zip codes. Rent levels are higher in zip code 60201. This action by HACC may help to disburse voucher holders in more neighborhoods throughout Evanston.

The Housing and Homelessness Commission recommended approval of a $20,188 grant from the City’s Affordable Housing Fund in December 2012 to Housing Opportunity Development Corporation to build a staff bathroom in the lobby of their 48‐unit rental building. The grant was approved by the City’s Planning and Development Committee and City Council in January 2013. The project was completed in July 2013 and has enabled the property manager and social service providers to provide more comprehensive levels of services for the very low‐income tenants.

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The City of Evanston’s homeless services providers received over $1.1 million from HUD this year for renewal projects including Permanent Supportive Housing (PSH), Supportive Housing Programs (SHP) and homeless services funded by the McKinney‐Vento Homeless Assistance Act. The Evanston Continuum of Care (CoC) merged with the Suburban Cook County CoC in 2012 to better coordinate resources and leverage outside funding. CoC grants are awarded through an annual national competition.

HUD requires the use of a Homeless Management Information System (HMIS) to track demographic data and social services for individuals and households served with CoC and ESG funds. The system tracks clients and services provided, helps prevent duplication of services, shows client and program characteristics and tracks outcomes. HMIS is a valuable tool for agencies and funders, including the City, which uses data collected to generate reports for the federal government. The City expects to receive an application to the Affordable Housing Fund from the Alliance to End Homelessness in Suburban Cook County to help support the HMIS database. The use of local funds to support the HMIS database is consistent with the City’s Consolidated Plan as well as its Plan to End Homelessness report. In addition, the use of local funds to support HMIS provides a critical part of the 20% match requirement for Continuum of Care funding from HUD.

The Evanston agencies using HMIS are Connections for the Homeless, Housing Options for the Mentally Ill, Housing Opportunity Development Corporation, Interfaith Action of Evanston, Family Promise and the McGaw YMCA. The YWCA Evanston/North Shore serves victims of domestic violence and is exempt from using HMIS, but is responsible for collecting comparable data on all clients served with ESG funding in its database for reporting purposes. The City is in discussions with Evanston Township and the Alliance to End Homelessness in Suburban Cook County to get General and Emergency Assistance information entered into HMIS database to get a more complete picture of the needs and resources allocated to help people who are homeless or at high risk of homelessness.

The City continues to work to provide for non‐homeless persons with special needs. The City’s NSP2 scattered site acquisition and rehab program completed one fully accessible single‐family rental home and one fully accessible ground floor apartment. Both are leased to households that have a disabled member. The Emerson Square 32‐unit development that was completed in 2013 exceeds 504 requirements for both accessible and visitable units. Four units in that development are funded in part with CDBG‐R Ike funds and are restricted to households whose income s do not exceed 30% AMI and are homeless or at risk of homelessness, or have a head of household with a disability. In total, 28 of the 32 units are restricted to households with incomes that do not exceed 60% AMI.

The City of Evanston used ESG, CDBG and Mental Health funds for emergency and transitional shelter for homeless individuals and families, or those threatened with homelessness, as well as for case management services, job counseling and placement/follow‐up assistance for homeless adults. Mental health and substance abuse services are also provided to stabilize homeless individuals’ lives while they seek employment and housing. Housing Options, Connections for the Homeless and the McGaw YMCA provide transitional and permanent supportive housing and services for individuals who would likely otherwise be homeless. Evanston does not have dedicated housing for persons with HIV/AIDS. In addition, two Institutions for Mental Diseases (IMDs) are located in Evanston; Albany Care and Greenwood Care, have 417 and 145 beds, respectively, for persons with mental illness.

Evanston Township provides General Assistance of up to $500 per month for housing and other necessities, as well as medical needs to very low income single adults who are ineligible for other programs. In addition, the Township provides Emergency Assistance for rent, utilities, etc. to individuals and families facing homelessness or dealing with other financial crises. The Township serves approximately 175 individuals monthly. Social services agencies throughout our community refer clients to Connections for the Homeless, which administers the State of Illinois prevention program in Evanston.

State of Illinois funding for homelessness prevention has been reduced sharply from prior years, from approximately $550,000 annually to approximately $190,000 to cover both Evanston and Northern Cook County.

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The Evanston Continuum of Care (CoC) merged with the Suburban Cook County Continuum in 2012 and the Alliance to End Homelessness in Suburban Cook County, lead agency for the Suburban Cook County CoC, prepares and oversees implementation of the combined CoC plan. Evanston maintains strong involvement in the Suburban Cook County CoC to coordinate uniform intake and assessments and other requirements of the HEARTH Act. The City’s Housing and Grants Administrator is a member of the board of directors of the Alliance to End Homelessness in Suburban Cook County. In addition, staff members of Evanston agencies that are members of the Suburban Cook County Alliance serve as board and committee members

Evanston‐based projects for which applications were submitted through the CoC for FY2013 funding are shown in the chart below. In an effort move toward implementation of the HEARTH Act Housing First model, Connections for the Homeless did not apply for funding for Entry Point, which provides supportive services only, but instead applied for an expansion of its permanent supportive housing. The community will have to find other sources of funding to support services provided at Entry Point moving forward.

Award Agency Project $114,726 Connections for the Homeless PSH Expansion III (new request) 426,528 Connections for the Homeless PSH for Families (includes beds located outside of Evanston) 51,056 Connections for the Homeless PSH Expansion II 119,450 Connections for the Homeless Hilda’s Place, 20‐bed transitional shelter 133,921 Housing Options Pathways Plus PSH 129,844 Connections for the Homeless PSH for Single Adults 115,959 Housing Options Pathways PSH 18,257 Housing Opportunity Development Corp Claridge Apts PSH 85,588 Housing Options Claire/Ganey PSH 43,682 Alliance to End Homelessness Homeless Management Information System $1,188,999

Addressing obstacles to meeting undeserved needs Evanston provided program, operating and capital support for organizations that address the child care, early education and out‐of‐school time needs of low‐ and moderate‐income families, as well as seniors and the disabled, using both federal and local funding.

Fostering and maintaining affordable housing Evanston’s Affordable Housing Fund expands the City’s capacity to develop, maintain or support affordable housing for low‐ and moderate‐income households and serves households with incomes up to 100% of AMI. The Affordable Housing Fund is financed through demolition fee payments and payments in lieu of creating affordable units in developments subject to the City’s Inclusionary Housing Ordinance, which requires that new, owner‐ occupied developments with 25 units or more price 10% of total units as affordable to households with incomes at or below 100% of the area median. One fourth of those affordable units must be priced to be affordable to households with incomes at or below 80% of area median. Developers may pay a fee of $40,000 per affordable unit in lieu of providing affordable units on site. Any funds collected become part of the Affordable Housing Fund. Due to the collapse of the market for condos, no developments subject to the Inclusionary Housing Ordinance have been approved since its passage. The Housing and Homelessness Commission’s work plan includes consideration of ways to expand the Inclusionary Housing ordinance and increase its impact.

The City also uses the Affordable Housing Fund to support housing‐related services, including a partnership with Open Communities to provide a comprehensive Tenant‐Landlord program, support the federally mandated HMIS reporting and data collection system for CoC and ESG funded agencies, and other activities that meet the mission of assisting households with incomes under 100% of the area median.

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Eliminating barriers to affordable housing High housing costs and high property taxes continue to present barriers to affordable housing in Evanston. Although property values remain below 2008 levels, purchase prices remain out of reach for most households with incomes below the median seeking to enter the ownership market. High acquisition prices of rental properties and the increased demand for rental due to the reduction in the number of households that can qualify for mortgages to purchase homes contribute to higher rents and reduce the number of rental units affordable to low income tenants.

High property taxes remain a difficult issue to address or influence. Properties are assessed by the County, and numerous taxing bodies share in the property tax revenue. Even as property values declined, homeowners have not necessarily seen a corresponding decrease in their tax bills. The City of Evanston strives not to increase property taxes, but declining revenues, including state funding and sales tax revenues, make this challenging.

Regulatory issues such as building and property standards codes can cause barriers to affordable housing through increased costs, but are directly linked to health and safety and cannot be compromised. The use of Form Based Zoning as an alternative to Euclidean Zoning and development included in neighborhood plans may help address this and development that results from these plans will be analyzed to study its effect on affordability. Zoning regulations are being reviewed in the Analysis of Impediments to Fair Housing that will be completed in 2014 to identify barriers to fair and affordable housing, as well as strategies to address them.

Overcoming gaps in institutional structures and enhancing coordination Federal CDBG, HOME and ESG funding, and monies from the City’s General Fund and Mental Health Board are overseen by several City committees, commissions and departments. The City Council, as the governing body for the City of Evanston, approves all City funding recommendations, so has ultimate responsibility for coordinating responses to needs and use of resources.

Citizens had the opportunity to provide input on housing, economic development and public services needs and policies at regularly scheduled public meetings of the Housing & Community Development Act Committee, Housing and Homelessness Commission, Mental Health Board, Human Services Committee, Economic Development Committee and Planning and Development Committee. In addition, all City Council meetings include the opportunity for public comment.

The Housing & Community Development Act (CD) Committee made recommendations to the City Council on the use of CDBG funds. The CD Committee oversaw the administration of the City’s CDBG program and reviewed the progress of funded activities toward meeting their goals. Staff held two meetings in July 2013 that were mandatory for all agencies applying for 2014 CDBG funding. Applications were submitted via ZoomGrants, an online grants application and management program that provides the ability to translate applications into multiple languages using Google Translate. The Committee’s annual application review meetings were televised live on the Evanston cable channel and rebroadcast, providing Evanston residents who were unable to attend those meetings with an opportunity to observe the CDBG funding process. Information on funding awards was provided to all applicants and shared with City committees and commissions, as well as all City departments. The Action Plan was posted on the City website for public comment; copies were available for review at the City’s Planning and Zoning Division office. The CD Committee conducted a public hearing at its October 2013 meeting for citizen input on the 2014 Action Plan, which included allocations of the estimated CDBG budget for 2014.

The Human Services Committee reviewed and made recommendations for Emergency Solutions Grant and City Mental Health Board funding at public meetings prior to submission to City Council for approval. The Housing and Homelessness Commission reviewed proposals for HOME and Affordable Housing funds and made recommendations to the Planning and Development Committee, which recommended approval by the City Council. All Housing and Homelessness Commission and Planning and Development Committee meetings were open to the public.

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The City’s Planning and Zoning division continues to have responsibility for preparing the Consolidated Annual Performance and Evaluation Report, as well as the Action Plan and the Consolidated Plan. Staff coordinated discussion about priorities and programs and ensured that federally‐funded programs addressed the City’s priority needs according to its Consolidated Plan.

Improving public housing and resident initiatives Public Housing is administered by the Housing Authority of the County of Cook (HACC) which also administers the Housing Choice Voucher program. Currently the waitlists for both the project based Section 8 buildings and the Housing Choice Voucher program are closed.

Both the Walchirk and Perlman apartment buildings, which provide subsidized housing units for seniors and persons with disabilities, have undertaken new resident initiatives and programs. These include: 1. A partnership with New Foundations to provide free case management services for residents on request. The case manager can connect residents with mental health services, assist with job searches, accessing medical benefits and providers, etc. The case manager has office hours at both Walchirk and Perlman once a week. 2. HACC is meeting with Senior Connections, an Evanston‐based agency that currently serves six residents, to expand the number of seniors they serve at each building. The mission of Senior Connections is to recruit, train and support volunteer “visitors” who befriend isolated older adults in Evanston. There is no cost to seniors participating in the program.

Major renovations will be undertaken to both Perlman and Walchirk Apartments in 2014, funded primarily with an award of Low Income Tax Credits (LIHTC). The project includes complete renovation of apartment interiors, building systems and façades, window replacement and improvements to the grounds. Work is anticipated to begin in November 2014 and continue for approximately 15 months. During construction, tenants will be relocated one tier at a time and moved into renovated units at completion. HACC will cover all costs associated with relocation and has contracted with a third party relocation specialist to facilitate resident moves.

Evaluating and reducing lead‐based paint hazards Over 75% of Evanston’s housing units, approximately 21,456, contain lead‐based paint. This correlates with the age of Evanston’s housing stock, 95% of which was built before 1970 when lead‐based paint was still in use. Evanston’s Housing Rehab and HOME programs, along with the Evanston Health Department, ensure that lead‐based paint hazard reduction regulations are followed and that housing rehab projects undertaken with federal funds are brought into compliance with federal lead based paint standards. Housing rehab projects with a construction cost over $5,000 require an analysis for the presence of lead‐based paint. Projects of lesser scope are subject to the EPA’s Renovation, Repair and Painting (RRP) Rule. This requires contractor certification and lead‐safe practices for any work in child‐occupied buildings constructed prior to 1978, including housing, when more than six square feet of interior or 20 square feet of exterior painted surface is disturbed. RRP is not limited to federally funded rehabilitation.

City of Evanston Housing Rehab staff is trained to identify and remediate lead hazards and ensures that lead assessments are completed on properties under consideration for CDBG‐funded rehab and that funding for mitigation or remediation as applicable is included in the project budget. For housing units with income‐eligible families with children in the household, Cook County Lead Remediation Grant funds may be used for lead abatement. Homes occupied by the disabled or solely by the elderly are not assessed. Rehab projects assisted with HOME and NSP2 funds are also evaluated and lead‐based paint hazards remediated as required.

The City of Evanston’s Health Department is a delegate agency for the Illinois Department of Public Health and enforces its lead act and codes. The City receives lead test information for children residing in Evanston and takes appropriate action. Between January 1, 2013 and December 31, 2013, the lead levels of 1,570 Evanston children

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were tested. Of the total, 1,551 children had PbB levels from 0‐9. Eight children tested as having PbB levels between 10 and 14. For twelve cases with a level between 15 and 29, assessments were performed to determine the source of the contamination and follow‐up actions taken. Grant funds from the Cook County Lead‐Based Paint Hazard Control Grant were used for lead hazard mitigation as required. The Health Department provides preventative services to homes with children under 6 years old or that have pregnant women. If a homeowner requests an inspection to determine the presence of lead, an inspector licensed by the State of Illinois will take samples of dust and paint in the home and provide education to the family

In addition, Health department staff responded to complaints from residents about demolition and rehab projects to determine if lead was present and to ensure safe practices. Staff also filed affidavits when windows were replaced in buildings constructed before 1978 to ensure proper lead procedures and disposal of contaminated materials.

Compliance with program and comprehensive planning requirements The City of Evanston evaluates its program management policies and procedures throughout the year. City staff monitored all activities funded by CDBG, HOME and ESG programs to ensure that goals were met and federal funds were spent for approved activities and eligible expenses. In addition, staff monitored the amount of funding allocated, committed and expended to assure compliance with HUD requirements using the City of Evanston’s financial management software (IRIS) and HUD’s IDIS system.

In 2013, the City began to use ZoomGrants, an online grants application and management system used for 2013 applications, for CDBG subrecipient reporting. This system facilitates the collection of program outcomes and makes the data accessible to committee members and staff.

The City’s Community Development Director certified that all Evanston‐based activities in the Suburban Cook County Continuum of Care 2013 application for funding were in compliance with the 2010‐2014 Consolidated Plan.

Efforts to reduce the number of persons living below the poverty line City efforts to reduce the number of people living in poverty focused on employment and the mismatch between income and housing costs. The HOME funded TBRA program targets households with children under 18 whose head(s) are not earning living wages and provides a rental subsidy while they pursue education or training through the Learn and Earn program to break the cycle of poverty.

The City’s Local Employment Program (LEP) Ordinance, which requires contractors awarded City projects of $500,000 or more to hire a specified number of Evanston workers, was modified to include projects with budgets of $250,000 or more with the objective of leveraging more jobs for unemployed or underemployed Evanston residents. One of the issues with this program is that unemployed individuals who may be willing to work do not have the training and are not union members, and therefore are not eligible for projects undertaken by union contractors and subcontractors. The City created a new staff position in the summer of 2013 to improve compliance with the LEP and coordinate it with the Section 3 program, as well as to support and expand the use of minority‐, woman‐ and Evanston‐owned businesses for City contracts and purchases.

Evanston continues to use TIF and Economic Development funds, as well as sales tax sharing agreements, to stimulate economic development and business expansion to create and retain jobs, and to increase tax revenues.

Leveraging Resources The City of Evanston’s ambitious community development goals and priorities necessitate the coordination of public and private resources. Evanston has a history of successful private/public partnerships and supports and encourages many public and private initiatives to address the needs of low‐ and moderate‐income residents. Evanston uses its CDBG, HOME and ESG funds to leverage funds from a broad range of federal, state, local and private sources. Total program/project funding has been entered in IDIS to reflect this by activity.

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McKinney‐Vento Homeless Assistance Programs Funds awarded to Evanston agencies through the competitive Continuum of Care program bring over $1 million to our community and leverage significant amounts of non‐federal funds, as required.

Housing Choice (Section 8 Rental Housing) Vouchers Housing Choice Vouchers enabled 628 low‐income households to live in Evanston.

Other Federal Programs The City of Evanston, in partnership with Brinshore Development, LLC, continued to implement its Neighborhood Stabilization Program 2 grant awarded in February 2010. This partnership leveraged over $14 million in Low Income Housing Tax Credits, Federal Home Loan Bank funds, IKE CDBG‐R funds from the State of Illinois and Project‐Based vouchers from the Housing Authority of Cook County, as well as construction financing through Chase Bank. Self Help provided additional financing for the scattered site rental units in the form of permanent loans and Enterprise provided bridge financing for the rehab of for sale properties. A total of 101 units of foreclosed housing were acquired in two census tracts, 8092 in west Evanston and 8102 in south Evanston, exceeding its goal of addressing the negative impact of 100 units of foreclosed or abandoned housing. Both census tracts are in the City’s NRSAs, focusing both entitlement and competitive grant resources on areas of greatest need in our community. To date, we have rented 37 units and sold 36 homes. In addition, five units are under contract and three listed for sale. Rehabilitation work on four rental units will be complete in early 2014 and the units will be rented. One cleared property will have a new home constructed in Evanston Township High School’s Geometry In Construction program sited there. Disposition strategies for the four remaining cleared lots will be developed as part of grant closeout; the properties may be land banked. Construction of Emerson Square, a 32‐unit mixed income New Urbanist development in census tract 8092 that was funded in part with NSP2, was completed in 2013 and rented.

State of Illinois The City’s Health Department administered a number of state grant programs including the Illinois Tobacco Free Communities grant. The City also receives grants from the Illinois Department of Transportation for a wide range of projects, and the Illinois Department of Human Services for child care for low‐income families and other needs.

Cook County Lead Hazard Control Program: Evanston received $89,000 from Cook County’s Lead Poisoning Prevention Program. Funds are used to remediate lead hazards identified in housing units through the program that tests lead levels in children entering School District 65. Lead grant funds may also be used in conjunction with CDBG through the City’s Housing Rehabilitation Program for lead remediation in housing units occupied by families with children under the age of six.

Local Government The Affordable Housing Fund supported a variety of housing programs and services including continuation of a Landlord Tenant partnership with Open Communities (formerly Interfaith Housing Center of the Northern Suburbs). Funding was approved for Housing Opportunity Development Corporation to build a staff bathroom in the lobby of their 48‐unit Single Room Occupancy (SRO) building. In total, $51,000 was expended on these activities in 2013.

Evanston allocated $748,020 through its Mental Health Board to support needed social services in 2013. Funding came from the City’s General Fund, Evanston Township High School and Evanston Township. In addition, over $35 million was allocated by the City for a wide range of capital improvements throughout Evanston with funding from General Obligation bonds, tax increment financing, grants, loans and other sources.

The City of Evanston used Tax Increment Financing (TIF) and Economic Development funds for a variety of economic development projects to support existing and attract new businesses.

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Evanston’s HOME and ESG funds have a 25% and 100% cumulative match requirement, respectively, and are matched by other public and private funding. Match requirements for both the HOME and ESG programs have been met or exceeded. Details of matching funds are provided in the Housing and the Homeless sections of the narrative and in the match reports.

Public Participation and Citizen Comments The public comment period for the 2013 CAPER opened March 4 and closes March 18, 2013 at 4pm CT. Copies of the draft of the CAPER are available for review in the Planning and Zoning office at the Lorraine H. Morton Civic Center and posted on the City’s website beginning March 4, 2014.

The Housing & Community Development Act Committee will hold a public meeting to hear input on the 2013 CAPER on March 11, 2014. Notice of the public meeting and the 15‐day public comment period, including the opportunity to provide public comment at the March 11 meeting, was published in the Evanston Review on February 27, 2014. Notice was included in the City’s e‐newsletter that is delivered to more than 22,000 e‐mails and sent to a list of over 50 individuals and organizations that have indicated an interest in CDBG, HOME and ESG programs. The meeting agenda was posted on the City’s website in the City calendar section and on the CD Committee web page, as well as on information boards in the Lorraine H. Morton Civic Center, following open meeting requirements and City policy.

Citizen Input on the CAPER Citizen comment will be summarized following the close of the public comment period on March 18.

Self Evaluation Staff administering the CDBG, HOME and ESG programs worked with subrecipients and City departments to ensure that HUD funds are spent expeditiously and program objectives are met. CDBG continues to meet HUD’s timeliness requirement; the City’s CDBG draw ratio on November 2, 2013 was 1.06, with an adjusted draw rate of 1.15 when program income was included, significantly below the 1.5 threshold level. The City also met its timeliness deadlines for commitment and disbursement of ESG and HOME funds in 2013.

The City continued to refine its management processes for CDBG, HOME and ESG in 2013 to ensure compliance with programmatic and federal cross‐cutting requirements. The Housing Planner has implemented new procedures and systems for the HOME program, including a new funding application and project summary, project monitoring and processes to ensure compliance with affordability periods that meet all HOME requirements. The Housing Planner helped found a regional roundtable of HOME Participating Jurisdictions to share best practices and information. This has been particularly valuable as the City modifies current practices to align with the new HOME Rule. A new staff position, Grants and Compliance Specialist, was approved and posted in 2013 with the goal of hiring in early 2014. This position will have responsibility for both CDBG and NSP2 compliance and will work with the Housing Planner to develop a comprehensive monitoring and compliance process for all housing activities funded by CDBG, NSP2, HOME and the City’s Affordable Housing Fund.

Staff administering CDBG, HOME and ESG found that subrecipients continue to struggle to balance resources for program delivery and grant compliance. Significant staff time was devoted to programs that received very small grants and to provide technical support to agencies that experienced significant staff changes. Minimum funding levels or funding fewer programs is becoming a more important consideration because of reduced funding levels that also reduce the City’s capacity to administer multiple small grants. In addition, City staff provided support and resources to Evanston agencies by forwarding information on grant opportunities for which they may be eligible.

Monitoring City staff responsible for administering CDBG, HOME and ESG has developed monitoring processes and procedures, following HUD guidance.

CDBG Monitoring Procedures

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An annual risk analysis of CDBG subrecipient programs and projects at the start of the fiscal year based on factors including the type of project, the subrecipient’s previous experience with federal grants and performance on prior grants is used to identify agencies with the greatest need for technical assistance and to prioritize higher risk activities for monitoring. Staff provided technical assistance, made site visits and conducted desk monitoring on all CDBG‐funded activities, reviewing financial and record keeping procedures, methods for determining income eligibility for programs and services, and project/program outcomes.

Program Reports: Reporting schedules for CDBG‐funded programs and projects vary, depending on their activity schedule and amount of funding. Reports include the number and demographics (income, gender, race/ethnicity, etc.) of beneficiaries, progress toward achieving program goals and financials, including expenditures against budget and source documents for line items paid with CDBG. Reports were reviewed by the Grants Administrator to ensure that expenditures charged to the CDBG grant are eligible and actual, and to monitor the progress of the agency or City department toward achieving its goals.

Davis‐Bacon Compliance: A Project Manager was identified for each CDBG‐funded construction project; that individual had primary responsibility for ensuring that procedures were followed and appropriate records were kept. Project Managers reviewed certified timesheets for compliance with prevailing wage rates. The Grants Administrator attended pre‐construction meetings on City projects and provided technical support to City staff and subrecipients regarding Davis‐Bacon compliance.

CDBG grant payments to subrecipients were disbursed from the City’s General Fund. CDBG funds were then drawn down in IDIS following approval of the Bills List, that includes expenditures of CDBG, HOME and ESG funds, by City Council. Funds received from the U. S. Treasury were deposited in the City’s general fund account.

Documenting income is one of the topics covered in the orientation meeting and supporting materials provided to subrecipients. Staff also reviews the methods being used to determine income eligibility on a project‐by‐project basis and recommends ways to improve income documentation and more accurately reflect very low, low and moderate income levels. Most public services funded by CDBG are qualified based serving a limited clientele of low‐ and moderate‐income individuals. Because of tremendous range of incomes in the community, few activities use presumed eligibility even if they serve groups of people who are generally presumed by HUD to income eligible. For example, Evanston/Skokie Valley Senior Services collects income information on its clients unless they reside in subsidized senior housing. As a major service they provide is to assist seniors in accessing benefits for which they are eligible, documentation is readily available. Child Care facilities are qualified for CDBG capital improvements if at least 51% of the children in their care are from low‐ and moderate‐income families; this is determined using documentation provided to establish eligibility for State child care subsidies. Programs that serve older elementary through high school age youth provide greater challenges for income documentation, as many of the youth sign up for and attend without the involvement of a parent or guardian. In some cases, eligibility for free or reduced cost lunch is used to establish family income.

HOME Monitoring Procedures HOME funded projects are monitored by the City’s Housing Planner to ensure that funds are being used for eligible expenses and that other contractual agreements are being met. In addition to any building inspections required during construction or rehab, inspections are conducted at the completion of each project, as well as on a 1, 2, or 3 year inspection schedule as required based on the project’s affordability period. Inspections are conducted in tandem with the City’s inspectors to ensure property and code compliance as well as to ensure that HOME eligible units are occupied by low/moderate income families, per HOME program regulations. Of the sixteen rental buildings with HOME affordability requirements, only one required an on‐site inspection for code compliance in 2013. Minor violations were observed at the one property and the property inspector has given the owner 45 days to correct all violations. Follow up will take place to verify corrections.

Staff developed and implemented a comprehensive long‐term monitoring process for HOME, with technical assistance from TDA. Desk Reviews are being conducted annually for all HOME‐assisted rental and homebuyer

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projects with affordability requirements in place to determine compliance with the income and rent limits for HOME assisted rental units. Property owners document household income and size for each household using tenant‐signed statements that include a clause allowing third party documentation of income. Source documents will be required every sixth year for projects with affordability periods of 10 or more years. The sixteen rental buildings in their compliance periods are required to undergo a desk review each year.

Projects in development are monitored by the Housing Planner for budget changes, payment requests, marketing and compliance with other project terms. Construction progress is assessed by the City’s Housing Rehab Specialist prior to any payments, which are approved by the Community Development Department Director.

ESG Monitoring Procedures ESG subrecipients submitted detailed reports and source documents for ESG‐funded expenditures, which were reviewed by City Housing Planner and the Housing and Grants Administrator for accuracy and compliance with federal requirements. ESG subrecipients are paid on a reimbursement basis following submission of documentation of eligible expenditures. Payments are made from the City’s General Fund and then drawn down in IDIS.

NEPA Compliance Activities were reviewed for compliance with the National Environmental Protection Act (NEPA). Most were determined to be exempt or categorically excluded; none required a full environmental review. Environmental reviews are conducted for housing rehab and economic development projects when specific project sites were identified. City staff continued to work with Region 5 Environmental Officers to improve and update its environmental review process. For example, housing rehab projects’ environmental reviews include noise assessments and use the updated coastal boundaries maps.

IV. Program Narratives

COMMUNITY DEVELOPMENT BLOCK GRANT

Assessment of Relationship of CDBG Funds to Goals and Objectives CDBG funds provided to Evanston were obligated to programs and activities that address the City’s priority community development objectives as identified in the 2010‐2014 Consolidated Plan. The City’s 2013 CDBG entitlement grant was $128,544 more than the estimate used for 2013 planning. Additional funds were allocated to the Certificate of Rehab program, Grandmother Park Initiative, Handyman program and Alley Paving. Evanston significantly exceeded the requirement that a minimum of 70% of CDBG funds be used to benefit low‐ and moderate‐income persons in FY2013. All funded activities were qualified for CDBG on the basis of providing a benefit to primarily low‐ and moderate‐income persons.

The 2010‐2014 Consolidated Plan categorized community development objectives as high, medium or low priorities. Housing continued to be a high priority and CDBG funds were used for substantial and minor rehab programs, as well as for the Targeted Code Enforcement program that is critical to maintaining the quality and safety of rental housing. The Essential Repair Program funded in 2012 continued to be offered and implemented by the City’s Housing Rehab program.

The Consolidated Plan identifies a number of public services (legal services, services for battered and abused spouses, and employment training services) as high priorities because they are essential to address the growing needs of many low‐ and moderate‐income residents in the current economic climate. Thirteen public services programs provided by non‐profit agencies and City departments received funding in 2013 to address these high priority needs.

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Public Facilities and Improvements continue to be high priorities. In 2013 Evanston used CDBG funds for infrastructure improvement, including to install drainage and pave two unimproved alleys, install and upgrade street lighting in the west NRSA and pay the special assessments for alley paving for income eligible homeowners. Two park projects that were funded with both 2012 and 2013 funds, Fireman’s Park and Grandmother Park, were completed and much of the work on Reba Park was completed. The YWCA and Family Focus made substantial progress on their capital improvement projects in 2013; both are expected to be completed and billed in first quarter 2014. Several other capital projects were not undertaken in 2013 but will be in 2014. Information on each is provided below.

Summary of CDBG Funds Expended in 2013 CDBG funds were used to address priority needs identified in the Consolidated Plan. The following chart shows CDBG expenditures by category.

Funding Category Amount Expended % of Total Public Services $ 299,800.00 16.39% Housing $ 314,362.52 17.19% Code Enforcement $ 421,101.78 23.03% Public Improvements $ 492,498.88 26.93% Economic Development $ ‐ 0.00% Demolition $ 2,755.00 0.15% CDBG Administration $ 298,133.46 16.30% TOTAL $ 1,828,651.64 100.00%

Programs and projects awarded 2013 CDBG funds and/or implemented in the 2013 program year with CDBG funds from prior years are shown below.

ORGANIZATION / AGENCY PROGRAM 2013 AWARD EXPENDED IN 2013 Moran Center for Youth Advocacy Legal and social work services $ 33,000 $ 33,000.00 Girl Scouts of Greater Chicago/NW IN Healthy Living Initiative $ 5,000 $ 5,000.00 Family Focus Future Focus Youth program $ 22,500 $ 22,500.00 Open Communities Homesharing Program $ 13,000 $ 13,000.00 LAF (Legal Assistance Foundation) Evanston Legal Services $ 7,000 $ 7,000.00 Meals At Home Meals for Seniors & Disabled $ 14,000 $ 14,000.00 North Shore Senior Center Evanston/SV Senior Services $ 18,000 $ 18,000.00 Open Studio Project Art & Action For At Risk Youth $ 3,500 $ 3,500.00 Youth Job Center Of Evanston Employment Initiative $ 35,000 $ 35,000.00 Housing Oprions for the Mentally Ill I‐WORK $ 20,000 $ 20,000.00 YWCA‐Evanston/Northshore Domestic Violence Services $ 25,000 $ 25,000.00 City of Evanston Graffiti Removal $ 33,800 $ 33,800.00 City of Evanston Certificate of Rehabilitation $ 50,000 $ 50,000.00 City of Evanston Summer Youth Employment $ 20,000 $ 20,000.00 Public Services Total $ 299,800 $ 299,800.00 City‐CD Loan Single‐ & Multi‐Family Rehab $ 90,000 $ 148,648.26 City of Evanston Essential Repairs Program $ ‐ $ 4,205.67 City of Evanston Housing Rehab Administration $ 185,000 $ 160,426.44 City of Evanston Handyman program $ 32,000 $ 1,082.15 SHORE Services Patricia Lloyd Townhomes Rehab $ 22,500 $ ‐ Housing Total $ 329,500 $ 314,362.52 City of Evanston Target Area Code Enforcement $ 400,000 $ 421,101.78

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Code Enforcement Total $ 400,000 $ 421,101.78 City of Evanston Alley Paving $ 238,544 $ 307,316.70 City of Evanston SNAP‐Lighting for Safety $ 25,000 $39,054.96 City of Evanston Alley Special Assessment Assist $ 50,000 $ 35,202.22 City of Evanston WNRSA Tree Planting $ ‐ $ 525.00 City of Evanston Fireman's Park Renovations $ 40,000 $ 75,000.00 City of Evanston Penny Park Renovation $ 30,000 $ ‐ City of Evanston Block Curb & Sidewalk $ 85,800 $ ‐ Grandmother Park Initiative Grandmother Park $ 10,000 $ 17,000.00 Ridgeville Park District Reba Park Renovations $ 15,000 $ 10,400.00 Child Care Center of Evanton Classroom sink installation $ 5,000 $ ‐ Family Focus Weissbourd‐Holmes Ctr Rehab $ 50,000 $ ‐ Youth Organizations Umbrella Nichols Youth Center Rehab $ 27,000 $ ‐ YWCA Evanston‐North Shore Shelter Renovations $ 30,000 $ ‐ McGaw YMCA Residence Kitchen renovation $ 30,000 McGaw YMCA Residence Accessibility & Safety $ ‐ $ 8,000.00 PEER Services Energy Efficient Windows $ 5,000 $ ‐ Public Improvements Total $ 641,344 $ 492,498.88 City of Evanston Economic Development Fund $ 75,000 $ ‐ Economic Development Total $ 75,000 $ ‐ City of Evanston Dangerous Bldg & Tree Removal $ ‐ $ 2,755.00 Clearance/Demolition Total $ ‐ $ 2,755.00

City of Evanston CDBG Administration $ 308,000 $ 298,133.46 Administration/Planning Total $ 308,000 $ 298,133.46 Total 2013 CDBG Expenditures $ 2,053,644 $1,828,651.64

A description of each activity is provided below. Additional detail may be found in Table 3A that follows the narrative section. NRSA activities and spending are summarized in the NRSA Activity Chart that follows the CDBG narrative section.

Public Services Thirteen public service programs were awarded CDBG funds in 2013.

Senior services. Two programs focused on the needs of Evanston seniors received CDBG funding: • North Shore Senior Center staff provided case management services to 1,796 low‐income Evanston seniors, many of whom are frail elderly. Case managers assess each client's needs, connect them with service providers based on unmet needs and ensure that clients receive medical and other benefits for which they qualify. Their services enable seniors to age in place and remain connected to friends and support systems. • Meals At Home delivered two meals, one hot and one cold, up to six days per week to 204 home‐bound Evanston clients, who are permanently disabled or have a temporary disabling condition that makes them unable to shop and prepare their own meals. Meals At Home per meal cost is determined by each client's income and ability to pay; most are deeply subsidized, as their incomes do not exceed 50% of the area median. Many clients have special dietary requirements such as no salt, renal, chopped or pureed food, helping to control health problems and create a better quality of life through the aid of proper nutrition and daily visits by program volunteers.

Youth services received CDBG funds to address the needs of low and moderate income residents:

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• Open Studio Project served 73 very low and low income youth in their Art & Action program. Participants create mixed media that relates to some aspect of their lives. They write about their work in a process called "witness writing." At the end of each program session, participants show their art work and may also choose to share what they have written. This creative process helps youth to express strong emotions such as anger and frustration in positive, creative ways. The total number served in 2013 was significantly more than in 2012. • The Mayor's Summer Youth Employment Program provided up to nine weeks of employment for 345 Evanston youth ages 14‐18. As a workforce development and non‐law enforcement crime prevention initiative, the MSYEP emphasizes real‐world labor expectations, increases the awareness of services offered by local community based organizations, and provides opportunities for career instruction, financial literacy training, occupational skills training, and social/emotional growth. The program gives participating youth up to nine weeks of entry‐level work experience in a variety of jobs at community based organizations, city government departments, and private sector businesses. • The Girl Scouts of Greater Chicagoland and Northwest Indiana served 118 girls in ages 5‐17 in their Healthy Living Initiative in summer of 2013, all of which are at or below 50% AMI. The activities included at least 20 minutes of physical activity during each session, a presentation from a nutritionist and a grocery store tour to promote healthy living and eating. • Family Focus, Inc provided services through their Future Focus youth program, providing crime prevention services to at risk minority youth ages 14‐18 located in the West NRSA. The program focused on leadership development, family / community life, self‐expression and community service. A total of 27 youth were served and they were engaged in multiple community‐oriented activities and they were also given a lesson in financial planning, interviewing and the college experience.

The YWCA provided services to 670 unduplicated persons, including shelter for up to 90 days for women and children who are victims of domestic violence, legal advocacy and support to obtain orders of protection, financial literacy and budgeting, and other needed services.

Open Communities’ Homesharing program matched homeowners with an extra room with people seeking affordable housing to a total of 60 persons, 25 of which were City of Evanston residents. Of the 25 Evanston residents served, 19 were very low income households. The matches made provided extra income for the homeowners who are then more easily able to pay their mortgage, taxes, utilities and home maintenance costs.

Employment training. Two programs that provide services to the unemployed were implemented in 2013: • The Youth Job Center provides a range of employment services to a total of 1154 unduplicated young adults ages 14‐25 with 600 of the young adults being City of Evanston residents. Services include job readiness assessment, soft skills and computer training, resume preparation, job search and placement. YJC works with area employers to develop on‐the‐job training and internships, host job fairs and to match their clients with appropriate employment opportunities. New this year was the development of the Automotive Training Pilot Program for 18‐25 year olds which pairs with the Oakton Community college. • Housing Options provided employment services to 68 Evanston residents with severe mental illness, specifically assistance in helping participants find competitive employment and support services to keep their employment. The average retention rate was more than 45 days for participants and the program was nominated for the Johnson & Johnson Transformation Award in 2013.

Legal services were supported with CDBG and Mental Health Board funds through: • The Moran Center provided legal and social support services to 362 unduplicated youth (343 of which are City of Evanston residents) ages 12‐21 who have contact with the criminal justice system, school disciplinary actions and for special education needs such as Individualized Education Plans. Staff also provided support services to other family members to address underlying family issues. Each client's situation was assessed by a social worker and a comprehensive plan was developed. Outcomes included maintaining compliance with probation or court orders.

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• LAF, formerly the Legal Assistance Foundation of Metropolitan Chicago, provided legal services to 97 Evanston residents in civil matters. LAF's practice areas included assisting clients with legal issues related to housing, consumer and financial matters, children and family cases and public benefits. In addition to direct client services, LAF conducted numerous community engagement activities including presentations to service providers, client workshops and participation in resource fairs. • The Certificate of Rehabilitation program served a total of 81 persons, significantly more than the original target of 15. The services in this program include: screening and assessment to determine the extent of criminal history and eligibility for the Certificate of Rehabiliation; expungement of other Illinois record sealing programs; development of personal history and references to be presented to the Circuit Court Judge for eligible participants; mentoring in state legal processes from a licensed attorney; submission of all legal documents filings and petitions; and legal representation during court appearances. Of the 81 people served, 48 were eligible for records sealing; 12 were eligible for Certificates of Rehabilitation and 7 were eligible for expungement. Fourteen were determined to be ineligible for this program and were referred to other agencies for services.

The City's Graffiti Specialist removed graffiti from public property (traffic signs, streetlights, etc.) in the CDBG Target Area, benefitting over 24,000 residents of low‐ and moderate‐income neighborhoods. Over 1,000 graffiti tags were removed in 2013.

Housing CDBG funds a number of programs to make decent housing available and affordable to low‐ and moderate‐income families, and to help low‐ and moderate‐income residents maintain their property. In CDBG funds supported the City’s Housing Rehab Administration program, which administers the Single‐ and Multi‐Family Rehab programs that are funded with title transfer or zero interest or below market rate loans based on the type of project. No applicants were approved for either the Self‐Help Paint Program, which provides grants of up to $400 for exterior paint and supplies to low‐income homeowners and is funded from the revolving loan fund. No applicants were approved for the Neighborhood Security program that provides 50/50 matching grants for security improvements for income eligible residential properties in the CDBG Target Area with carryover funds from 2009.

The following chart shows accomplishments by program and geography:

Housing Units Non- South West Total Program NRSA NRSA NRSA Units Single-Family Rehab 0 1 8 9 Multi-Family Rehab 2 0 0 2 Handyman 3 0 4 7 Totals 5 1 12 18

• Substantial rehabs were completed through the loan program on seven single‐family owner‐occupied homes, six of which are in the west NRSA. Emergency work was completed on a two‐flat to correct a life safety concern. • The City's Handyman Program made small but important repairs to 7 housing units occupied by low‐income seniors, most of whom are women living alone, including repairs to doors, windows and locks, repairing leaks and installing water conserving faucets and shower heads, installation of railings and grab bars for accessibility and safety, etc. As noted above, the launch of the handyman program was delayed due to the late release of funding and by the need to competitively procure a new handyman due to the discontinuation of the collaborative program with CEDA at the end of 2012. • The Essential Repairs Program, which was developed and funded in 2012 following the cancellation of the CEDA Minor Repair and Paint program, had its first clients in 2013. Two essential repair projects were completed in 2013, both for emergency sewer lateral replacements for homes in the west NRSA.

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Targeted Code Enforcement The City’s Targeted Housing Code Compliance program conducted routine inspections of 2,714 dwelling units in the CDBG Target Area to ensure that rental housing is decent and safe, and 815 inspections in response to complaints. In addition, 2,476 re‐inspections were conducted to confirm that violations were corrected.

CDBG funds were used for code enforcement activities in the CDBG Target Area, including addressing issues with vacant properties in the CDBG Target Area identified by Property Inspectors. Work included boarding unsecured premises, removing trash, cutting weeds and grass as needed. Liens are placed on the properties for these expenses and property owners must repay them. Repayments are reported as program income.

Public Facilities Improvements Infrastructure and park improvements are identified as a high priority in the Consolidated Plan. Neighborhood facilities and other public facilities owned and operated by non‐profits that serve primarily low and moderate income persons are also a priority. CDBG funded projects in 2013 and projects undertaken with prior years’ funds are described below: • Alley Paving. The City installed drainage and paved two unimproved alleys in neighborhoods with primarily low‐ and moderate‐income residents, one in the west NRSA in census block group 8092.01 and the second in census block group 8103.012 in southwest Evanston. • SNAP Lighting. Work was begun on street lighting improvements in two sections of the West NRSA in fall of 2013. The project involves installation of additional light poles in areas where the number of poles and/or spacing does not provide sufficient lighting for safety. In addition, the lighting components are being replaced for existing Tallmadge light poles, increasing the lighting output to the level recommended by Crime Prevention Through Environmental Design (CPTED) principles. This addresses the problem of insufficient lighting for safety, yet retains the character of the neighborhoods in which these traditional light poles are located. The total CDBG resources include $4,024 of unspent funds from 2011 SNAP Lighting, $30,000 of 2012 and $25,000 of 2013 CDBG entitlement funds. • Alley Special Assessment Assistance. This program paid the special assessments for alley paving improvements for nine income‐qualified households, relieving them of the financial burden of this important infrastructure improvement. • Block Curb & Sidewalk and ADA Curb Ramps. This program was not undertaken in 2013; funding will be carried over into 2014 and used to install new sidewalks, replace broken sidewalk and curb sections and install ADA curb ramps to improve safety and walkability in neighborhoods that are primarily low‐ and moderate‐income; ADA curb ramps may be installed throughout the city. • WNRSA Tree Planting. This activity was reopened to draw an expense of $525 for the planting at the intersection of Dodge and Lake that was completed in 2012 but this invoice was not correctly applied to the project before the year end close. • Fireman’s Park Improvements. Construction work was undertaken at Fireman's Park in summer of 2013 and completed in the fall. Improvements included new playground equipment and installation of a rubberized surface under the equipment, new lighting and walkways. In addition, the antique fire engine for which the park is named was refurbished to meet current safety requirements. • Penny Park. Work on this project in census tract 8096 is being held until additional 2014 CDBG funds become available for design and construction. • Grandmother Park Initiative. Fundraising was completed in July and the property was acquired from Open Lands. Construction of the tot lot was completed in late summer and fall and a grand opening celebration held on November 1, 2013. This project is complete. • Reba Park. The Ridgeville Park District completed most of the construction work to improve this pocket park in census block group 8101.02 that serves a four‐block area comprising primarily low‐ and moderate income multi‐family rental housing. Painting of the basketball court will be completed in 2014; that work was put on hold due to the onset of inclement weather in November.

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• The Child Care Center of Evanston project to run plumbing lines and install a hand washing sink in the 2nd floor Montessori classroom in its Annex building to better prevent the spread of germs through more frequent hand washing and reduce teacher and student time away from the classroom was not undertaken in 2013 due to insufficient resources. The agency is determining if additional funds may be secured to move forward. • Weissbourd‐Holmes Family Focus Center. Work was completed on the refurbishment of the boiler and a new air conditioning unit was installed for the theater, which will be tested in spring of 2014. Security cameras will be installed in 2014. All work is expected to be complete and billed in the first half of 2014. • Nichols Youth Center. Work on the second phase of the renovation of the Youth Organizations Umbrella’s facility that provides after‐school programs for 50‐70 middle school age youth each day and houses the administrative offices of the organization was not undertaken in 2013 and will be carried over into 2014. • YWCA Evanston‐North Shore Shelter Renovation. Work was completed in 2013 to replace components of the aging electrical system in the basement and ground floor. Invoices will be submitted for payment in early 2014. • Residence Kitchen Renovation. The McGaw YMCA worked on plans for the rehab of the kitchen in its Mosaic Room for use by low‐income men residing in its 172 room Single Room Occupancy residence facility. The project will move forward in 2014. • The McGaw YMCA’s 2012 project to lower light switches and door buzzers, and install ground fault interrupters in rooms for residents with mobility impairments in its men’s SRO Residence was completed in 2012 and paid in 2013 following submission of required source documents and beneficiary information. • PEER Services CDBG funded project to replace single‐pane windows with energy efficient, dual‐pane windows and improve their operating efficiencies by reducing heating and cooling costs will be completed in 2014 pending release of 2014 CDBG allocated to the project.

Economic Development No Economic Development projects were funded with CDBG in 2013. Staff worked on several projects in both the west and south NRSAs in 2013 and expect to bring one or more projects to the City’s Economic Development Committee for review and approval before seeking city Council in 2014.

Clearance/Demolition A two car garage that was structurally unsound and a threat to people and vehicles using the public alley was demolished and a lien placed on the property to recover the costs. This program is administered by the Housing Rehab program and funded from the CDBG revolving loan fund.

Administration & Planning CDBG funding in the Administration and Planning category was used for grant management and administration, monitoring and reporting. Planning work included work in the west and south NRSAs, including the commercial/industrial area near the Dempster‐Dodge intersection. Expenditures did not exceed the maximum allowable in this category, which is calculated by taking 20% of the combined 2013 CDBG grant plus 2013 program income.

Changes in Program Objectives, Pursuit of Resources and Certification of Consistency with the Consolidated Plan There were no changes in Evanston’s program objectives in 2013 from the objectives set forth in the City’s 2010‐ 2014 Consolidated Plan. The City pursued all resources it indicated it would in its 2010‐2014 Consolidated Plan and did not hinder implementation of that Plan by action or willful inaction. The City of Evanston received a request for certification of consistency with its Consolidated Plan from the Suburban Cook County Continuum of Care; the request was approved.

Funds Not Used for National Objectives No CDBG funds were used for activities that did not meet one or more national objective of the CDBG program.

Anti‐displacement and Relocation

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The City’s Division Manager, Building & Inspections reviews all demolition activities for displacement and Section 104(d) compliance. No displacement of households, businesses, farms or non‐profit organizations resulted from CDBG‐assisted projects in 2013.

Low/Mod Job Activities and Low/Mod Limited Clientele Activities No CDBG‐funded activities used job creation to meet a CDBG national objective in 2013.

Program Income Received 2013 program income for CDBG and entered in IDIS totaled $91,369.00. It consisted of $77,081.00 in payments on amortized loans or loan payoffs funded from the Revolving Loan Fund. In addition, the City realized $14,288.00 in paid liens for the cost of board‐ups and other property‐related expenses received from property owners.

Prior Period Adjustments There were no CDBG prior period adjustments in 2013.

Loans and Other Receivables

Revolving Loan Fund Loans made from the Revolving Loan Fund are managed by the Housing Rehab program staff and the City’s Finance division. The City invested in a new project and loan management software program, CDM, in 2013 in order to better manage its CDBG, HOME and NSP2 portfolios and track payments and payoffs. Most of the CDBG loans are title transfer and no payments are due unless the property ownership changes. In addition to sending an annual affidavit to homeowners with title transfer loans, the City monitors information on Evanston properties in foreclosure to identify loans that are at risk based on defaults on primary mortgages. Three properties with title transfer loans are known to have foreclosure filings. CDBG housing rehab loans are usually in second position and may not be recoverable. Late payments, generally ranging from 15 to 60 days, continue to be an issue with some amortizing loans. The City will evaluate each of these loans and consider options such as modifications to a title transfer loan if the household income has been reduced to under 50% AMI and qualifies for that type of loan.

The number and type of loans (amortized or title transfer) and the outstanding balances are shown in the chart below (allowance for doubtful account is not included) In addition, the two Economic Development loans are shown. Payments on these loans are designated for Economic Development projects.

Balance on Loans Current Loans Payments in Balance on Loan Type # 12/31/2012 Closed Expense Transferred 2013 12/31/2013 Amortized loans 18 $399,584 $ ‐ $ ‐ $ ‐ $(5,720) $393,864 Title transfer loans 66 $1,244,128 $ ‐ $ ‐ $ ‐ $(163,673) $1,080,455 Unprocessed loans 38 $410,709 $ ‐ $151,176 $ ‐ $ ‐ $561,885 Economic Dev. Loans 2 Total: 124 $2,054,421 $ ‐ $151,176 $ ‐ $(169,393) $2,036,204

No activities were undertaken with float funding.

Properties Acquired with CDBG Funds No properties were acquired with CDBG funds in 2013.

Lump Sum Agreements No lump sum agreements were made in 2013.

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HOME

Assessment of Relationship of HOME Funds to Goals and Objectives The City of Evanston was successful in using HOME funds to meet the high priority goal of increasing or maintaining our affordable rental housing stock in 2013. Of the eight activities approved, undertaken and/or completed in 2013, seven were rental housing, one was for tenant based rental assistance (TBRA); one was a CHDO project.

HOME Projects in 2013 # Developer CHDO? Status Project Address Funding HOME Units Tenure Community Partners for Committed 1109 Darrow 1 Yes $277,685 2 Rental Affordable Oct. 2013 1409 Darrow Housing Housing Options Committed 2 For The Mentally No Scattered Site $458,777 10 Rental April 2013 Ill Rental Connections for Committed 3 No Varies $500,000 4 approved Assistance the Homeless August 2013

Construction 4 Brinshore/NSP2 No completed 1600 Foster $300,000 14 of 32 Rental Nov. 2013 Committed 5 Brinshore/NSP2 No and Completed 241 Callan $250,000 2 of 5 Rental August 2013

Completed in 6 Brinshore/NSP2 No 2308 Foster $178,036 1 of 2 Rental March 2013

Under 7 Brinshore/NSP2 No 1921 Darrow $178,036 1 of 2 Rental construction Committed Jan 8 Brinshore/NSP2 No 2041 Darrow $250,000 2 of 2 Rental 2013

1. Community Partners for Affordable Housing (CPAH). CPAH received final approval from City Council on May 28, 2013 for the acquisition and rehabilitation of 2 rental units. CPAH acquired two single family homes in October 2013. It is expected that rehabilitation and lease up will be completed by summer of 2014. 2. Housing Options for the Mentally Ill (HOMI). HOMI received final City Council approval February 12, 2013 for the rehabilitation of 10 scattered site rental units. It is expected that rehabilitation will be completed by end of 2014. 3. Connections for the Homeless. A new Tenant Based Rental Assistance (TBRA) Program was approved by City Council July 22, 2013. The program was approved for $500,000 over a 36‐month period, with the goal of assisting 20 households with children under the age of 18. Four households were approved by the end of 2013. 4. Brinshore, the City’s NSP2 development partner, was approved for $300,000 in HOME funds for Emerson Square, a 32 unit new construction project at 1600 Foster St. Units range in size from 1‐3 bedrooms. HOME is layered with NSP2, Low Income Housing Tax Credits and other sources. Fourteen of the 32 units are HOME assisted; four are low HOME units for households with incomes below 50% AMI. Emerson Square was completed in November 2013 and is fully leased up with the exception of one HACC unit. 5. Brinshore, the City’s NSP2 development partner, was approved to assume the original $250,000 of HOME funds that were committed in March of 2008. With HUD guidance, the City was able to acquire the project, which had fallen into foreclosure, with NSP2 funds and maintain compliance for the HOME program. The City

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is requiring a brand new 15 yr. compliance period to start as of the August 2013 lease up date. Two of the five units are HOME assisted; one is a low HOME unit for a household with an income below 50% AMI. 6. Brinshore, the City’s NSP2 development partner, was approved for $178,036 in HOME funds to layer with NSP2 on the rehab of one unit at 2308 Foster. The HOME unit is 3 beds and 1 bathroom. The HOME unit was leased in March 2013. 7. Brinshore, the City’s NSP2 development partner, was approved for $178,036 in HOME funds to layer with NSP2 on the rehab of one unit at 1921 Darrow. The HOME unit is 3 beds and 1 bathroom. Construction is expected to be completed by Spring 2014. 8. Brinshore, the City’s NSP2 development partner, was approved for $250,000 in Jan 2013 to layer with NSP2 on the rehab of 2041 Darrow for 2 HOME units. Units were leased up in September 2013.

HOME funds totaling $23,605.01 were expended on planning, administration, reporting and management of HOME funded development projects, as well as monitoring of rental and ownership projects funded by HOME that are still in their affordability periods.

HOME Match Report The City is required to provide a 25% match for HOME funds drawn down between October 1, 2012 and September 30, 2013, the federal fiscal year. All match obligations must be met by September 30, 2013. The City incurred a match liability of $201,032.67. The liability was covered by $691,397.33 from the Affordable Housing Fund, and TIF funds for Emerson Square, Affordable Housing funds for a bathroom at 319 Dempster and an energy efficiency grant for 131 Callan.

HOME MBE and WBE Report The HOME MBE and WBE Report, HUD Form‐40107, which details contracts/subcontracts awarded to Minority and Women Business Enterprises on HOME‐assisted development projects, is included in the reports section that follows the narrative.

Outreach to Minority and Women Owned Businesses Developers of HOME assisted projects are encouraged to solicit bids from Section 3, minority‐ and women‐owned businesses, and Evanston based enterprises. In addition, developers are to incorporate Section 3 hiring, local job training or apprentice opportunities to the greatest extent possible. The City provides a list of qualified minority, woman‐owned, Evanston‐based and Section 3 businesses to recipients of HOME funding to facilitate this process.

Results of On‐Site Inspections of HOME Assisted Affordable Rental Housing Nine HOME‐assisted rental projects with 84 units are leased up and operating. All nine projects are located in the City’s CDBG Target Area and are routinely inspected on a two‐year schedule in addition to the inspection schedule for HOME requirements. Minor violations only, such as the lack of a working smoke detector, were identified; all been addressed and there were no outstanding violations as of the close of fiscal year 2013.

Address Owner Assisted/Total Units Inspection 319 Dempster Housing Opportunity Development Corp. 8/48 Sept 2013 2014‐2024 Wesley Evanston Housing Coalition 24/24 Aug 2012 727 Brown SHORE Community Services 2/2 July 2013 1929 Jackson Housing Opportunity Development Corp. 2/2 July 2013 2040 Brown Over the Rainbow 33/33 Jan 2014 707‐13 Seward Reba Place Development Corp. 10/24 Feb 2012 1817 Foster Evanston Housing Coalition 2/2 Feb 2012 2223 Emerson Brinshore 2/2 March 2013

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241 Callan Brinshore 2/5 Aug 2013 Emerson Square Brinshore 14/32 Sept 2013 2308 Foster Brinshore 1/2 March 2013 2041 Darrow Brinshore 2/2 Sept 2013

Assessment of Affirmative Marketing and Outreach HOME funded projects are required to submit a detailed marketing plan in order to ensure that the project will be affirmatively marketed and that people traditionally not served by the current market are aware of the project.

Marketing efforts undertaken for the various projects included paid advertisements in the local newspapers, notices in the City newsletter which is distributed to all Evanston residents, and on the City’s website, fliers distributed to local churches, community centers and non‐profit organizations, contacts with local non‐profit service providers, home purchase seminars and open houses.

The City of Evanston does not receive American Dream Downpayment Initiative (ADDI) funds.

HOPWA

The City of Evanston does not receive HOPWA funding.

Emergency Solutions Grant (ESG)

Assessment of Relationship of ESG Funds to Goals and Objectives

The Emergency Solutions Grant (ESG) program regulations enable entitlement communities to use funding for primarily re‐housing and homeless prevention activities, following the “housing first” strategy of the HEARTH Act. The name change from the Emergency Shelter to the Emergency Solutions Grant highlights the focus on permanent housing rather than short‐term shelters. Re‐housing for people who are homeless is strongly prioritized. To facilitate a smooth transition from a shelter‐based system to a housing first model, ESG continues to allow activities from the “old” ESG program, including: conversion, renovation, and rehabilitation of homeless shelter facilities; operational costs for those shelters; and street outreach services. Funding for these activities is capped at 60% of an entitlement community’s allocation or the amount of funding used for these activities in the 2010 fiscal year, whichever is greater. ESG funds may be used for the Homeless Management and Information System (HMIS), use of which is required for all ESG‐funded services by all service providers (excluding domestic violence shelters) to ensure consistency of data points and reduce duplication of services among providers.

A consultation process by the Mayor’s Task Force on Homelessness with Evanston service providers identified families with children under the age of 18 as having the fewest resources, including sources of housing assistance. This is consistent with the needs identified in the 2010‐2014 Consolidated Plan. To address this need, the City prioritized ESG Re‐housing and Prevention funds for this target. Because households with children frequently require larger amounts of assistance, there may be instances when their needs cannot be met with the limited funds available. Though Re‐housing and Prevention funds are prioritized for households with children, households without children that are eligible for ESG funding will also be served. Goals were set based on the City’s experience with HPRP and based on 2013 funding.

The following table summarizes the 2013 goals for unduplicated households to be served, as well as actual numbers served for Prevention and Re‐housing activities:

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Activity 2013 Goal Served in 2013 Prevention 6‐15 Households 21 households Re‐housing 5‐10 Households 13 households

Of the 21 prevention households served in 2014, six households had children under 18. The average subsidy was $3,400 and the average length of subsidy was 4 months. Prevention households often require payment of arrearages to bring them current with their landlord in addition to a rental subsidy going forward. Arrearages averaged $1,350 and were needed for 90% of households receiving Prevention assistance.

Only one of the households receiving Re‐housing assistance included children under 18. The City expected these numbers to be lower than the Prevention households, as families with children tend to double up to avoid homelessness and therefore fall into the Prevention category as they are not literally homeless. Re‐housing clients were primarily adult households and required a lower per month rental subsidy based on the smaller unit size required. The average subsidy for Re‐housing clients was $3,000 for an average of 5 months. Many Re‐housing households require assistance with security deposits, which averaged $350.

Evanston receives ESG funds based on the needs of its residents and its goal is to provide housing and services in Evanston to the greatest extent possible. At present, all shelters and essential services funded with ESG are located in Evanston. Prevention funds are limited to eligible households living in Evanston. In order to be eligible for Re‐ housing funding, an individual or household’s last permanent address must be in Evanston or they are residing in a homeless shelter in Evanston. Due to the shortage of affordable housing in Evanston, particularly larger units, a household eligible for Re‐housing may choose rental housing located outside of Evanston’s boundaries if no appropriate rental housing is identified in Evanston. However, clients must continue to meet with their case manager and fulfill requirements of their case plan for the period in which rental assistance is provided. The City anticipated that no more than 20% of funds allocated for Re‐housing direct assistance would be expended outside Evanston, however this has not been the case. Of 13 households assisted in 2013, five were housed in Evanston, four of them at the McGaw YMCA SRO. Six households were placed in housing in Chicago and two in nearby Skokie. This further highlights the lack of housing affordable to very low income households in Evanston. If provided a subsidy that enables them to find housing in Evanston, the challenge is to ensure that the household will develop the financial capacity to maintain their housing following the completion of their rental subsidy.

The City of Evanston received its second installment of 2011 Emergency Solutions Grant funds totaling $47,748 in September 2012; $42,041 was committed to Connections for the Homeless in February 2013 for Prevention and Re‐housing activities. The remaining $5,707 was allocated to ESG Administration.

The City received its 2013 allocation of ESG funds in July 2013 totaling $115,781, representing a 24% decrease from the previous year’s allocation. This triggered a substantial amendment to the 2013 Action Plan as discussed above. Funds were allocated in October 2013 for programs and activities that address the needs of individuals and families who are homeless or at high risk of homelessness, including prevention and re‐housing, emergency shelter and outreach, HMIS and administration. At the same time, about $10,000 in unspent funds that remained in the City’s line of credit from prior to the new regulations was allocated to street outreach and shelter operations.

Connections for the Homeless was allocated $28,787 in 2013 ESG funds for the operation of its 20‐bed transitional shelter, Hilda’s Place, and to provide street outreach to the homeless. Residents of Hilda’s Place work with case managers to address issues that contribute to their homelessness in order to remain at the shelter for more than three days. Hilda’s Place staff develops case plans for each client to work toward self‐sufficiency and to link them with mainstream resources for mental health, vocational assistance and housing. Connections was also allocated $47,307 for Prevention and $45,676 for Re‐housing activities. Funds may be used for rent and utility payments,

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security and utility deposits and case management services. Connections received ESG funds for its Entry Point outreach program that provides employment, health, drug abuse and education services and assistance to obtain permanent housing. Entry Point was funded with 2013 ESG funds totaling $11,578 and $3,042 in prior year unspent funds. Connections also received $5,789 for HMIS and data collection and reporting.

Interfaith Action of Evanston received $7,000 in prior year ESG funds for its Hospitality Center, a day shelter that provided a welcoming place and employment services for homeless individuals residing at Hilda’s Place and Entry Point clients. Interfaith’s job counselors work with individuals who are seeking employment to prepare resumes, identify job opportunities and practice interviewing skills. The Hospitality Center also provides clients with voice mail, fax service, and use of the phone. All funds were expended in 2013.

The YWCA Evanston/North Shore received $10,000 in 2013 ESG funds for its shelter for victims of domestic violence. The YWCA housed 252 persons, 152 adults and 100 children, over the course of the year. All funds were expended in 2013.

The following table summarizes the 2013 goals for unduplicated individuals to be served, as well as actual numbers served for Emergency Shelter and Street Outreach activities:

Served in Activity 2013 Goal 2013 Street Outreach (Entry Point) – Connections for the Homeless 373 456 H Shelter (Hilda’s Place) ‐ Connections for the Homeless 120 128 Emergency Shelter ‐ YWCA 230 252 Emergency Shelter ‐ Interfaith Action Hospitality Center day Shelter 350 392

Racial and Ethnic Data (CR‐10) The race and ethnicity of persons served with ESG funds in 2013 is shown in the table below:

RACE Number White 420 Black or African American 1106 Asian 28 American Indian or American Native 9 Native Hawaiian or Other Pacific Islander 6 Multiple 32 Don’t Know/Refused 32 Ethnicity Hispanic 321 Not Hispanic 1308 Don’t Know/Refused 23

The City of Evanston used $3,531.36 in ESG funds for staffing costs for ESG program development, administration, monitoring and reporting.

Matching Resources ESG funds have a required match of 100%; each agency receiving funds met their match requirement with cash or volunteer labor as shown below: • Connections for the Homeless match requirement was fulfilled/exceeded with $43,407 in HUD SHP funding and $92,983 in State funding from IDHS for Prevention and $5,789 from the Alliance HUD HMIS grant.

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• Interfaith Action of Evanston’s match requirement for the Hospitality Center was fulfilled with $7,000 in private donations. • The YWCA Evanston‐North Shore match requirement of $10,000 was fulfilled/exceeded with a $9,800 grant from the Chicago Community Trust and $200 grant from the Morton Grove Community Church.

Activity and Beneficiary Data ESG subrecipients are experienced at collecting and reporting client data, including the unduplicated number of persons served and their gender and race/ethnicity. In addition, clients are categorized by subpopulations such as chronically homeless, veterans, mentally ill, and other categories. Connections for the Homeless and Interfaith Action of Evanston enter all client data into the Homeless Management Information System (HMIS) database. Family Promise submits all required data on its clients to Connections for the Homeless, whose staff enters it into HMIS data on their behalf. The YWCA Evanston/North Shore is exempted from using HMIS but maintains comparable data in its proprietary database.

Homeless Discharge Coordination Policy The Alliance to End Homelessness in Suburban Cook County has responsibility for developing policies and procedures for individuals being discharged from foster care, health care, mental health programs and correctional institutions. The Alliance works with publicly funded institutions and systems of care to developed policies and protocols to ensure to the extent possible that persons being released from those institutions are not discharged into homelessness. The following summary from the Alliance CoC 2013 application details their discharge planning policies:

Foster Care: The Youth Housing Assistance Program of the Illinois Department of Children and Family Services (DCFS) provides housing advocacy and cash assistance to young people ages 18 to 21 emancipated from foster care. Up to six months before emancipation, the youth applies to the program and is assigned a Housing Advocate, who helps find housing, creates a budget, and establishes links to other services. The program offers cash assistance of up to $800 ($1,200 if parenting, pregnant or disabled) for security deposits and move‐in expenses, and a rental subsidy up to $100 per month. Being homeless or at risk of homelessness is one of the program eligibility factors. This formal protocol is understood and agreed to by the Alliance, youth service providers, and the DCFS Local Area Networks (LANs). The IL Collaboration on Youth received a 2‐year planning grant for the U.S. Dept. of Health and Human Services to work with DCFS on new strategies to prevent youth from the child welfare system from becoming homeless.

Health Care: The Illinois Department of Public Health (IDPH) operates under eight State administrative rules that govern the facilities it licenses or regulates, including hospital, assisted living, skilled nursing, intermediate care, sheltered care, veteran homes, and community living facilities. All eight administrative rules include discharge procedures. Alliance members participate in Illinois’ Coordinated Care Entity (CCE) projects that involve hospitals, housing and service providers as vital partners. Designed to streamline and improve care for high users of health care, hospitals will notify the CCE of patients during emergency room visits, thereby reducing admissions and releasing individuals to their care coordination team. Emergency shelters have strong relationships with their local hospitals and connect clients to services immediately to avoid serious complication that may arise and require hospitalization. Many have registered nurses who visit weekly to offer these services. The Alliance is also active in advocating for the proposed Illinois 1115 Medicaid waiver to ensure placement and follow‐up care before discharge.

Mental Health: The Illinois Department of Human Services Mental Health Division (DMH) has a long‐standing policy that persons are not to be discharged in to homelessness if possible. In extended care facilities, stable housing and benefits are reliably in place before discharge. In acute treatment facilities, where the length of stay is 12 days or less and where 30% of persons admitted were homeless at entry, the facility staff relies on their relationship with local homeless‐serving organizations to create linkages to other resources. Alliance members work with community hospital social work staff to inform them of resources for avoiding homelessness for person discharged from psychiatric departments. DMH has a new initiative to prevent persons in crisis with a serious mental health

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problem from being discharged/sent to a nursing home if housing resources are not available. Specialized Mental Health Rehabilitation Facilities (SMHRF) Comparable Service Program pays for crisis stabilization as an alternative to psychiatric hospitalization. It will pay for housing and services while securing other benefits in order to transition to other community housing and services.

Corrections: The Alliance works with Illinois Dept. of Corrections (IDOC) programming called TRAC (Trained Reformed And Capable) to ensure successful re‐entry. TRAC begins at intake and extends throughout incarceration, working to obtain appropriate housing before release. Offenders at risk of homelessness or who have special needs are assigned a Parole Re‐Entry Group caseworker to work on discharge plans in 90 days prior to release. Post release, parolees are evaluated for vulnerability. IDOC refers the chronic cases to the Alliance network for community linkages. Cook County Jail has received Second Chance Grants designed to reduce the risk of re‐incarceration and homelessness among juvenile offenders. The Sheriff’s Re‐Entry Council develops community partnerships through homeless resource fairs and cooperative projects like Datalink, which integrates mental health service data in order to reconnect detainees to the their previous service provider. The Sheriff had entered into cooperative agreements with a coordinated health care entity, Be Well Health to house people in IMD facilities as alternative to jail for those persons with serious mental illness who are homeless.

City of Evanston 2013 Consolidated Annual Performance and Evaluation Report – DRAFT for public comment 29 City of Evanston CDBG Target Area, NRSA & NSP2 Target Tracts

0 0 0

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3 000 40 200

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3500 3000 28 2100 1600 1300 1100 3800 3300 3200 2700 2500 1900 3700 2 2900 2 3400 2400 1700 1000 3600 1500 2200 1 3100 1 2600

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2100 2600 2400 160 1 600 200 100 1400 900 1700 1 500 130 19 This map is provided "as is" without warranties of any kind. See www.cityofevanston.org/mapdisclaimers.html for more information. 2013 Activities in Neighborhood Revitalization Strategy Areas

WEST NRSA

Organization Name Program/Project Name Category Source of Funds Goals (One- Year) Outcomes/Completions (Year Four) City of Evanston Single-family Housing Rehab Housing Rehab Revolving Loan Undefined in NRSA plan 8 projects completed City of Evanston Multi-family Housing Rehab Housing Rehab Revolving Loan Undefined in NRSA plan 0 units completed CDBG Targeted Housing Code Property inspections of 475 rental City of Evanston Code Compliance CDBG Over 500 units inspected Compliance units annually 118 girls in grades 2-11 received Girl Scouts Healthy Living Initiative Public Services CDBG Undefined in NRSA plan services in summer program Public Facilities City of Evanston Block, Curb and Sidewalk Program CDBG Undefined in NRSA plan None in 2013 and Improvements City of Evanston Graffiti Removal Program Public Services CDBG Undefined in NRSA plan Tags removed within 3 business days Support improvements to 3 retail City of Evanston Façade Improvement Program Commercial Rehab CDBG None completed in 2013 facades (five-year goal) Public Facilities Improve lighting in 4 SNAP areas City of Evanston SNAP Lighting for Safety CDBG None completed in 2013 and Improvements (five-year goal) Public Facilities City of Evanston Alley Paving CDBG Undefined in NRSA plan 1 alley improved and Improvements 27 youth particpated in activities geared Family Focus Future Focus Youth Program Public Services CDBG Undefined in NRSA plan towards a crime-free future Grandmother Park Public Facilities Grandmother Park CDBG Create new park 1 new park created Initiative and Improvements Return 10 real-estate-owned units Neighborhood Stabilization City of Evanston Housing Rehab NSP2/HOME back to productive use (five-year 23 units completed in 2013 Program 2 goal) Development 7 housing units for Neighborhood Stabilization 4 rental units with 3 or more bedrooms City of Evanston Housing Rehab NSP2/HOME large, 5+ member families (five-year Program 2 completed in 2013 goal) SOUTH NRSA Organization Name Program/Project Name Category Source of Funds Goals (One- and Five-Year) Outcomes/Completions (Year Four) City of Evanston Multi-family Housing Rehab Housing Rehab Revolving Loan Undefined in NRSA plan 1 unit rehabbed in 2013 Target Area Housing Code Provide enhanced code enforcement City of Evanston Code Compliance CDBG Over 600 units inspected Compliance for 450 rental units (one-year goal) Public Facilities City of Evanston ADA Accessible Ramp Program CDBG Undefined in NRSA plan None in 2013 and Improvements Public Facilities City of Evanston Block, Curb and Sidewalk Program CDBG Undefined in NRSA plan None in 2013 and Improvements Public Facilities City of Evanston Graffiti Removal Program CDBG Undefined in NRSA plan Tags removed within 3 business days and Improvements Neighborhood School Grounds Beautification Public Facilities CDBG Undefined in NRSA plan None in 2013 Facilities/Parks Project Phase 1 and Improvements Return 7 real-estate-owned units Neighborhood Stabilization City of Evanston Housing Rehab NSP2/HOME back to productive use (five-year 22 units completed in 2013 Program 2 goal)

TABLE 3A ‐ 2013 ACTIVITIES

Availability/Accessibility of Decent Housing (DH‐1)

Percent Specific Annual Objective Source of Funds Year Performance Indicators Expected Number Actual Number Completed DH‐1 Handyman Program ‐‐ Home repairs CDBG 2010Number of housing units 100 135 135% that do not require a licensed CDBG 2011improved LMH 100 114 114% tradesperson serving low/moderate CDBG 2012 100 55 55% senior homeowners CDBG 2013 110 7 6% 2014 100 0% Multi‐Year Goal: 510 311 61% DH‐1 Housing Rehab Administration ‐‐ CDBG 2010Weatherization units where 0 31 construction was funded through the Administration of SF & MF rehabs, CDBG 2011EECBG are reported here; CDBG‐ 0 8 Weatherization, Self‐Help Paint, Garage CDBG 2012funded construction reported in 0 0 Demolition and Dangerous Tree Removal CDBG 2013 activities below LMH programs for low/moderate income households 2014 Multi‐Year Goal: 039 DH‐1 Single‐Family Rehab ‐‐ Rehab of Rev Loan 2010Number of housing units 8 3 38% low/moderate income owner occupied Rev Loan 2011improved LMH 8 3 38% properties. Funded with low‐ or no‐ Rev Loan 2012 10 5 50% interest loans from the City's Revolving Rev Loan 2013 10 9 90% Loan Fund 2014 Multi‐Year Goal: 36 20 56% DH‐1 Multi‐Family Rehab ‐‐ Rehab of multi‐ Rev Loan 2010Number of housing units 8 0 0% family rental properties leased to Rev Loan 2011improved LMH 8 6 75% low/moderate income households. Rev Loan 2012 6 2 33% Funded with low‐interest loans from Rev Loan 2013 5 2 40% the City's Revolving Loan Fund. 2014 Multi‐Year Goal: 27 10 37% DH‐1 Self‐Help Paint Program ‐ Income‐ Rev Loan 2010Number of housing units 4 11 275% eligible homeowners may qualify for Rev Loan 2011improved LMH 4 9 225% up to $400 in paint and supplies to Rev Loan 2012 4 2 50% paint their home exterior. Rev Loan 2013 8 7 88% 2014 Multi‐Year Goal: 20 29 145% DH‐1 Kitchen for Men's Residence ‐‐ The 2010 Facilities improved LMC McGraw YMCA will build a kitchen in 2011 its Mosaic Room for use by low‐ 2012 income men residing in its 172 Single CDBG 2013 1 0 0% Room Occupancy residence facility. 2014 Multi‐Year Goal: 100% DH-1 McGaw YMCA Accessibility & 2010 Facilities improved; Safety Improvements - installation of 2011 housing units/rooms ground fault interrupters in rooms with sinks CDBG 2012improved LMC 49 0 0% and lowering light switches and buzzers in rooms accessible to persons in wheelchairs 2013 0% 2014 0% Multi-Year Goal: 49 0 0% DH‐1 Rapid Re‐housing ‐‐ Homeless 2010 Households assisted LMH households with incomes < 30% of 2011 AMI will receive rental assistance and ESG 2012 5 0% services to become stably housed ESG 2013 5 13 260% 2014 Multi‐Year Goal: 10 13 260%

City of Evanston 2013 Action Plan TABLE 3A ‐ 2013 ACTIVITIES

Percent Specific Annual Objective Source of Funds Year Performance Indicators Expected Number Actual Number Completed Affordability of Decent Housing (DH‐2) DH‐2 Homesharing Program ‐‐ Matches low‐ CDBG 2010Number of people 32 36 113% income people seeking affordable housing with CDBG 2011maintaining or acquiring 32 30 94% home owners who have a room to rent in their CDBG 2012affordable housing LMC 32 32 100% home or apartment and need additional income CDBG 2013 30 25 83% in order to pay their mortgage, property taxes, 2014 etc. Multi‐Year Goal: 126 123 98% DH‐2 HOME Ownership ‐‐ Funds for HOME 2010Housing units acquired, 5 9 180% acquisition, construction or rehab of HOME 2011constructed or rehabbed 5 2 40% owner‐occupied affordable homes HOME 2012LMH 7 4 57% 2013 2014 Multi‐Year Goal: 17 15 88% DH‐2 HOME TBRA ‐‐ Funds for rental 2010 Households assisted LMH subsidies for income‐eligible 2011 households HOME 2012 5 0 0% HOME 2013 15 0 0% 2014 Multi‐Year Goal: 20 0 0% DH‐2 HOME Rentals ‐‐ Funds for acquisition, HOME 2010Housing units acquired, 10 37 370% construction or rehab of affordable HOME 2011constructed or rehabbed 10 10 100% rental housing HOME 2012LMH 10 18 180% HOME 2013 26 26 100% HOME 2014 Multi‐Year Goal: 56 91 163% DH‐2 Homeless Prevention ‐‐ Households at 2010 Households assisted LMH high risk of becoming homeless will 2011 receive rental subsidies and services to ESG 2012 5 0% maintain stably housed ESG 2013 5 21 420% 2014 Multi‐Year Goal: 10 21 210% Sustainability of Decent Housing (DH‐3) DH‐3 Target Area Housing Code Compliance ‐CDBG 2010Housing units inspected, 3,000 3,750 125% ‐ Inspection of rental units and area CDBG 2011violations cited, 3,000 3,156 105% surveys in the CDBG Target Area for CDBG 2012reinspections LMA 3,000 3,138 105% code violations CDBG 2013 3,000 3,529 118% 2014 Multi‐Year Goal: 12,000 13,573 113% DH‐3 Neighborhood Security ‐‐ a 50/50 cost CDBG 2010Housing units improved 5 0 0% sharing program that funds installation of 2011LMH 5 29 580% security features to improve safety for residents 2012 0 6 of the property and neighborhood. CDBG 2013 14 0 0% funding was allocated prior to 2010 2014 Multi‐Year Goal: 24 35 146% DH‐3 Rehabilitation of P. Lloyd Townhouses ‐ 2010 Housing units improved ‐ funds will be used to correct 2011 LMH problems with ventilation that cause 2012 build up of moisture and other repairs CDBG 2013 5 0 0% 2014 Multi‐Year Goal: 5 0%

City of Evanston 2013 Action Plan TABLE 3A ‐ 2013 ACTIVITIES

Percent Specific Annual Objective Source of Funds Year Performance Indicators Expected Number Actual Number Completed Availability/Accessibility of Suitable Living Environment (SL‐1) SL‐1 Connections for the Homeless ‐‐ CDBG 2010Individuals served LMC 300 292 97% services for homeless clients of Entry CDBG 2011 254 303 0% Point outreach program for homeless CDBG 2012 225 94 0% men and women 2013 0% 2014 Multi‐Year Goal: 779 689 88% SL‐1 Moran Center for Youth Advocacy ‐‐ CDBG 2010Individuals served LMC 120 189 158% Legal Assistance in criminal matters CDBG 2011 206 294 0% and social services for low/moderate CDBG 2012 100 389 0% income youth CDBG 2013 150 343 0% 2014 0% Multi‐Year Goal: 576 1,215 211% SL‐1 Girl Scouts‐Healthy Living Initiative ‐‐ CDBG 2010Individuals served LMC 150 396 264% Life skills and self‐esteem building 2011 programs for low/moderate income CDBG 2012 30 83 0% girls CDBG 2013 60 118 0% 2014 Multi‐Year Goal: 240 597 249% SL‐1 Certificate of Rehabilitation program ‐ 2010 Individuals served LMC legal services to expunge and/or seal 2011 records for adults with criminal history 2012 CDBG 2013 15 81 540% 2014 Multi‐Year Goal: 15 81 540% SL‐1 LAF (Legal Assistance Foundation of CDBG 2010Individuals served LMC 450 428 95% Chicago) ‐‐ Free legal assistance for CDBG 2011 350 354 0% low/moderate income individuals and CDBG 2012 220 161 0% seniors in civil cases CDBG 2013 375 97 0% 2014 Multi‐Year Goal: 1,395 1,040 75% SL‐1 Meals At Home ‐‐ Meals delivered to CDBG 2010Individuals served LMC 75 71 95% home‐bound seniors and the disabled CDBG 2011 75 96 128% in Evanston CDBG 2012 75 100 133% CDBG 2013 75 204 272% 2014 Multi‐Year Goal: 300 471 157% SL‐1 North Shore Senior Center ‐‐ CDBG 2010Individuals served LMC 1,500 1,822 121% Evanston/Skokie Valley Senior Services CDBG 2011 1,500 1,748 117% provides case management for low‐ CDBG 2012 1,500 1,771 118% income seniors, helps them assess CDBG 2013 1,500 1,796 120% needs and access benefits 2014 Multi‐Year Goal: 6,000 7,137 119% SL‐1 Open Studio Project‐Art & Action ‐‐ CDBG 2010Individuals served LMC 25 25 100% after‐school program using art and CDBG 2011 25 27 0% writing for self expression and anger CDBG 2012 35 11 0% management CDBG 2013 35 73 0% 2014 Multi‐Year Goal: 120 136 113%

City of Evanston 2013 Action Plan TABLE 3A ‐ 2013 ACTIVITIES

Percent Specific Annual Objective Source of Funds Year Performance Indicators Expected Number Actual Number Completed SL‐1 SYEP/Young Adult Employment CDBG 2010Individuals served LMC 150 146 97% Program ‐‐ summer jobs,employment CDBG 2011 180 153 85% training and Certificate of CDBG 2012 150 169 113% Rehabilitation for low/moderate CDBG 2013 175 345 197% income 14‐25 year olds 2014 Multi‐Year Goal: 655 813 124%

City of Evanston 2013 Action Plan TABLE 3A ‐ 2013 ACTIVITIES

Percent Specific Annual Objective Source of Funds Year Performance Indicators Expected Number Actual Number Completed SL‐1 Youth Action Ministry ‐‐ college tour 2010 Individuals served for local high school age students to CDBG 2011LMC 40 0 0% encourage them to pursue post high CDBG 2012 10 25 250% school education 2013 2014 Multi‐Year Goal: 50 25 50% SL‐1 YWCA Domestic Violence Services ‐‐ CDBG 2010Individuals served LMC 450 691 154% Housing, counseling, case CDBG 2011 450 826 184% management and legal advocacy for CDBG 2012 450 721 160% victims of domestic violence CDBG 2013 450 670 149% 2014 Multi‐Year Goal: 1,800 2,908 162% SL‐1 Grandmother Park Initiative ‐‐ building 2010 Individuals served LMA Grandmother Park in west Evanston 2011 NRSA CDBG 2012 1,400 1,471 105% CDBG 2013 2014 Multi‐Year Goal: 1,400 1,471 105% SL‐1 Future Focus Teen Program ‐‐ Family 2010 Individuals served LMC Focus after‐school program for teens 2011 who are not involved in extracurricular 2012 activities at ETHS CDBG 2013 60 27 0% 2014 Multi‐Year Goal: 60 27 45% SL‐1 Emergency Solutions Grant Program ‐‐ ESG 2010Individuals served LMC 400 855 214% operational support for shelters and ESG 2011 400 826 207% outreach/essential services for homeless ESG 2012 400 604 151% individuals ESG 2013 400 836 209% ESG 2014 400 0% Multi‐Year Goal: 2,000 3,121 156% Affordability of Suitable Living Environment (SL‐2) SL-3 Parkway Tree Planting and 2010 People benefitting Landscaping -- Installation of CDBG 2011LMA 4,700 4,830 0% parkway trees and landscaping of 2012 0% parkways. 2013 0% 2014 0% Multi-Year Goal: 4,700 4,830 103% SL‐2 Alley Special Assessment Assistance ‐‐ CDBG 2010Households assisted LMH 20 23 115% Program pays the special assessment CDBG 2011 20 4 20% for alley improvements for CDBG 2012 20 5 25% low/moderate income households CDBG 2013 15 0% CDBG 2014 Multi‐Year Goal: 75 32 43% Sustainability of Suitable Living Environment (SL‐3) SL‐3 YWCA Evanston/Northshore DV 2010 Facilities improved LMC shelter ‐ Exterior repairs (2012) 2011 Electrical improvements (2013) CDBG 2012 1 1 100% CDBG 2013 1 0 0% 2014 Multi‐Year Goal: 210%

City of Evanston 2013 Action Plan TABLE 3A ‐ 2013 ACTIVITIES

Percent Specific Annual Objective Source of Funds Year Performance Indicators Expected Number Actual Number Completed SL‐3 Youth Organizations Umbrella ‐‐ 2010 Facilities improved LMC rehab/repair of Nichols Youth Center; 2011 window replacement (2012); Phase 2 CDBG 2012 1 10% renovation (2013) CDBG 2013 1 0 0% 2014 Multi‐Year Goal: 210% SL‐3 Alley Paving ‐‐ Improvements to alleys CDBG 2010Facilities improved LMA 24,000 27,424 114% in low/moderate income 2011 neighborhoods CDBG 2012 3 2 67% CDBG 2013 2 1 50% 2014 Multi‐Year Goal: 24,005 27,427 114% SL‐3 Fireman's Park Renovation ‐‐ 2010 Facilities improved LMA renovation of an important 2011 neighborhood amenity in census block CDBG 2012 1 10% tract 8093 CDBG 2013 0% 2014 Multi‐Year Goal: 1 1 100% SL‐3 SNAP Lighting Project ‐‐ new CDBG 2010Individuals benefiting 1,000 1,313 131% streetlighting in the west or south CDBG 2011LMA 1,000 1,290 129% NRSA neighborhood CDBG 2012 500 0 0% CDBG 2013 500 0 0% 2014 Multi‐Year Goal: 3,000 2,603 87% SL‐3 Child Care Center of Evanston ‐‐ re‐ 2010 Individuals benefiting grading to correct drainage (2012) 2011 LMC handwashing sink for Montessori CDBG 2012 90 0 0% classroom (2013) CDBG 2013 20 0 0% 2014 Multi‐Year Goal: 110 0 0% SL‐3 Evanston Day Nursery Association ‐‐ 2010 Individuals benefiting Health & Safety for Children 2011 LMC CDBG 2012 40 40 100% 2013 2014 Multi‐Year Goal: 40 40 100% SL‐3 Graffiti Removal Program ‐‐ CDBG 2010Individuals benefiting 24,000 24,632 103% Elimination of graffiti from public CDBG 2011LMA 24,000 24,632 103% property including signs and CDBG 2012 24,000 24,632 103% streetlights in the CDBG Target Area CDBG 2013 24,000 24,632 103% CDBG 2014 24,000 0% Multi‐Year Goal: 120,000 98,528 82% SL-3 Dangerous Tree & Garage 2010 Housing units Demolition -- removal of 2011 improved LMH dangerous, diseased trees and Rev Loan 2012 1 1 100% structurally unsound garages. 2013 Administered by Housing Rehab 2014 staff using title transfer loans Multi-Year Goal: 1 1 100% SL‐3 Oakton School PTA ‐‐ Outdoor CDBG 2010Individuals benefiting 400 403 101% classroom project CDBG 2011LMC 400 407 102% CDBG 2012 400 0 0% 2013 2014 Multi‐Year Goal: 1,200 810 68% City of Evanston 2013 Action Plan TABLE 3A ‐ 2013 ACTIVITIES

Percent Specific Annual Objective Source of Funds Year Performance Indicators Expected Number Actual Number Completed SL‐3 Penny Park Renovations ‐‐ The design 2010 Individuals benefiting and engineering phase of a multi‐year 2011 LMA project to renovate Penny Park, 2012 located in census tract 8096 CDBG 2013 3,400 0 0% 2014 Multi‐Year Goal: 3,400 0 0% SL‐3 Reba Park Renovations ‐‐ Renovations 2010 Individuals benefiting of Reba Park, which serves a four‐ 2011 LMA block area comprising primarily low‐ 2012 income residents. CDBG 2013 400 0 0% 2014 Multi‐Year Goal: 400 0 0% SL‐3 Block Curb & Sidewalk and ADA Ramps 2010 Individuals benefiting ‐‐ This program replaces broken 2011 LMA sidewalk and curb sections and installs 2012 ADA curb ramps to improve safety and CDBG 2013 1,500 0 0% walkability iFn Evanston 2014 neighborhoods Multi‐Year Goal: 1,500 0 0% SL‐3 Weissbourd‐Holmes Center ‐‐ Repairs 2010 Facilities improved LMA to heating system and installation of 2011 energy efficient lighting 2012 CDBG 2013 1 0 0% 2014 Multi‐Year Goal: 100% SL‐3 PEER Services rehab ‐‐ energy efficient 2010 Facilities improved LMC windows Installation, replacing single‐ 2011 pane windows with energy‐efficient, 2012 dual‐pane windows. CDBG 2013 1 0 0% 2014 Multi‐Year Goal: 100% Availability/Accessibility of Economic Opportunity (EO‐1) EO‐1 Technology Innovation Center ‐‐ loan CDBG 2010Businesses and 5 7 0% counseling for micro enterprises and CDBG 2011entrepreneurs receiving 10 0 0% entrepreneurs seeking to start up CDBG 2012assistance LMCMC 5 0 0% businesses 2013 2014 Multi‐Year Goal: 20 7 35% EO‐1 Interfaith Action Council ‐‐ job CDBG 2010Individuals served LMC 75 62 83% counseling program for residents of CDBG 2011 80 85 0% Hilda's Place, transitional housing. CDBG 2012 80 84 0% 2013 2014 Multi‐Year Goal: 235 231 98% EO‐1 Youth Job Center ‐‐ employment CDBG 2010Individuals served LMC 600 605 101% training and services for low‐income CDBG 2011 500 506 0% individuals between 18 and 25 years CDBG 2012 800 472 0% of age CDBG 2013 800 600 0% 2014 Multi‐Year Goal: 2,700 2,183 81%

City of Evanston 2013 Action Plan TABLE 3A ‐ 2013 ACTIVITIES

Percent Specific Annual Objective Source of Funds Year Performance Indicators Expected Number Actual Number Completed EO‐1 Housing Options I‐WORK ‐‐ job 2010 Individuals served LMC training and placement program for 2011 persons with mental illness to develop 2012 self sufficiency and economic CDBG 2013 55 68 124% independence. 2014 Multi‐Year Goal: 55 68 124% EO‐1 CDBG Economic Development Fund ‐‐ 2010 Projects funded LMJ, grant and loans to for‐profit businesses that 2011 LMCMC, LMA generate jobs or provide needed goods & CDBG 2012 2 2 100% services to LMI neighborhoods, support LMI CDBG 2013 2 0 0% micro‐enterprises or improve commercial 2014 facades in LMI neighborhoods Multi‐Year Goal: 4 2 50% Other (O‐1) O CDBG Administration ‐‐ management CDBG 2010 Other of the CDBG program, including CDBG 2011 planning, monitoring, reporting and CDBG 2012 support to subrecipients, and CDBG 2013 neighborhood planning functions CDBG 2014 Multi‐Year Goal: O ESG Administration and HMIS ‐‐ ESG 2010 Other management and administration of all ESG 2011 ESG programs and the HMIS database ESG 2012 ESG 2013 ESG 2014 Multi‐Year Goal: O HOME Administration ‐‐ management HOME 2010 Other of all HOME projects HOME 2011 HOME 2012 HOME 2013 HOME 2014 Multi‐Year Goal:

City of Evanston 2013 Action Plan