HomeMy WebLinkAbout041-R-21 Approving the City’s 2021 Action Plan & Adopting the 2021 CDBG HOME Investment Partnerships & Emergency Solutions Grants41-R-21
A RESOLUTION
Approving the City's 2021 Action Plan, and
Adopting the 2021 Community Development Block Grant,
HOME Investment Partnerships, and Emergency Solutions Grants
Program Budgets
WHEREAS, the Congress of the United States did pass Public Law
93-383, Title I of the Housing and Community Development Act of 1974 (which
established the Community Development Block Grant ("CDBG") Program); Public Law
101-625, the Cranston -Gonzales National Affordable Housing Act (which established
the HOME Investment Partnerships Program); and H.R. 205, the McKinney-Vento
Homeless Assistance Act as amended by S.896, the Homeless Emergency Assistance
and Rapid Transition to Housing ("HEARTH") Act of 2009, which re -authorized the
Emergency Solutions Grant ("ESG") Program; and
WHEREAS, the City of Evanston is an "Entitlement City" by definition in
said Acts and, as such, is eligible to make application to the United States Department
of Housing and Urban Development ("HUD") for said grant programs; and
WHEREAS, HUD informed the City of Evanston that its 2021 HUD
entitlement allocations will be
and
Community Development Block Grant
$1,816,493
HOME Investment Partnerships
358,643
Emergency Solutions Grants
156.606
Total 2021 entitlement funding:
$2,311,742
WHEREAS, the Housing and Community Development Act Committee
("HCDA Committee") is charged with oversight of the City's CDBG program, the
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Evanston Housing and Homelessness Commission ("HH Commission") is charged with
oversight of the City's HOME and ESG programs; and
WHEREAS, the HCDA Committee met on several occasions in 2020 and
developed recommendations for use of FY 2021 CDBG funds; and
WHEREAS, the HH Commission will make recommendations to the
Planning & Development Committee and City Council in 2021 for the use of HOME
funds, and the use of said funds is determined by the City Council; and
WHEREAS, recommendations for the allocation of ESG funds to agencies
and programs serving the homeless population and those at high risk of homelessness
will be made in 2021 by the HH Commission to the Human Services Committee and
City Council; and
WHEREAS, HUD requires that the City submit a One Year Action Plan
that details the activities the City proposes to undertake using the sum of the 2021
CDBG, HOME, and ESG funds, including entitlement allocations, and CDBG and
HOME program income totaling two million, four hundred fifty-one thousand, four
hundred fifty-five dollars ($2,451,455), are described; and
WHEREAS, the proposed activities in the One -Year Action Plan address
the statutory goals to provide decent housing, a suitable living environment and
economic opportunity for primarily low and moderate income residents. Specific
projects which will be funded with HUD's 2021 funding are derived from the City's
priority needs, as identified in the City's 2020-2024 HUD Consolidated Plan and specific
CDBG activities and recommended funding levels by Consolidated Plan goal were
approved by the Housing and Community Development Act Committee based on an
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estimated grant amount on December 15, 2020, and adjustments to the recommended
funding levels were approved on March 16, 2021, following the process described in the
draft 2021 Action Plan; and
WHEREAS, the proposed One Year Action Plan for 2021, which includes
2021 CDBG, HOME and ESG funding recommendations by goal, was posted for the
required 30-day public comment period from November 16, 2020 to December 15, 2020
and was the subject of a public hearing as conducted by the Housing and Community
Development Act Committee on December 15, 2020; and
WHEREAS, said Committee conducted said public hearing, received
citizen input on the proposed 2021 One Year Action Plan, and recommends approval by
the Evanston City Council of the proposed One Year Action Plan for 2021;
NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF
THE CITY OF EVANSTON, COOK COUNTY, ILLINOIS:
SECTION 1: That the City's One Year Action Plan for 2021 (attached
hereto as Exhibit A and incorporated herein by reference) is approved.
SECTION 2: That the City of Evanston's 2021 Community Development
Block Grant Program, totaling one million, eight hundred ninety thousand, five hundred
eight dollars ($1,890,508.00), which is the sum of one million, eight hundred sixteen
thousand, four hundred ninety-three dollars ($1,816,493.00) in 2021 entitlement funds;
and seventy four thousand fifteen dollars ($74,015.00) in program income, is
hereby approved.
SECTION 3: That HOME Investment Partnerships (HOME) funding
totaling four hundred four thousand, three hundred forty-one dollars ($404,341.00),
~3-
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which is the sum of three hundred fifty-eight thousand, six hundred forty-three dollars
($358,643.00) in 2021 entitlement funds and forty-five thousand, six hundred
ninety-eight dollars ($45,698.00) in program income; and Emergency Solutions Grants
(ESG) funding totaling one hundred fifty-six thousand, six hundred and six dollars
($156,606.00) in 2021 ESG entitlement funds, is hereby approved.
SECTION 4: That the City Manager of the City of Evanston is hereby
authorized to transmit said One Year Action Plan for 2021 for the proposed CDBG,
HOME and ESG program budgets to the U.S. Department of Housing and Urban
Development (HUD) and to provide any additional information as may be required by
HUD.
SECTION 5: That this resolution shall be in full force and effect from and
after the date of its passage and approval in the manner provided by law.
Attest:
5daGWdo Gomez
Eduardo Gomez, Deputy City Clerk
Adopted: April 12 , 2021
Stephen H. Hagerty, Mayor
Approved as to form:
✓�ul�olal E. n nu�
Nicholas E. Cummings, Corporation Counsel
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EXHIBIT A
City's One Year Action Plan for 2021
2021 Action Plan
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City of Evanston
2021 Action Plan
Updated With 2021 Grant Amounts
March 1212021
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Table of Contents
1. AP-05 — Executive Summary
11. PR-05 — Lead & Responsible Agencies
Ill. AP-10 — Consultation
IV. AP-12 — Participation
V. AP-15 — Expected Resources
VI. AP-20 — Annual Goals and Objectives
VII. AP-35 — Projects
Vill. AP-38 — Project Summary
IX. AP-50 — Geographic Distribution
X. AP-55 — Affordable Housing
XI. AP-60 — Public Housing
XII. AP-65 — Homeless and Other Special Needs Activities
X111. AP -75 — Barriers to Affordable Housing
XIV. AP- 85 — Other Actions
XV. AP-90 — Program Specific Requirements
XVI. Attachments
■ City of Evanston CDBG Target Area Map
■ City of Evanston Low/Moderate Income Map
Page
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7
8
16
19
22
25
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31
32
34
35
38
40
44
Executive Summary
AP-05 Executive Summary - 24 CFR 91.200(c), 91.220(b)
1. Introduction
Evanston's 2021 Action Plan implements the second year of the City's 2020-2024 Consolidated Plan using
CDBG, HOME and ESG funds. Three federal statutory goals to improve living conditions for primarily low -
and moderate -income residents are addressed:
• Provide decent housing
• Provide a suitable living environment
• Expand economic opportunities
The draft 2021 Action Plan was developed in 2020 using estimated 2021 grant amounts of $1,650,000
for CDBG, $310,000 for HOME and $150,000 for ESG, and including CDBG and HOME program income
received to date of $69,893 and $39,102 respectively. The City followed its Citizen Participation Plan
(CPP) by posting the draft Action Plan for a 30-day public comment period and holding a public meeting
for input on that plan at the December 15, 2020 meeting of the Housing and Community Development
Act Committee. This allows the City to charge pre -award costs to our 2021 federal grants.
The 2021 Action Plan was updated using actual grant amounts following their release by HUD on
February 25, 2021: $1,816,493 for CDBG, $358,643 for HOME and $156,606 for ESG. Program income
2020 year end totals were also included; $74,015 for CDBG and $45,698 for HOME. ESG does not
generate program income.
Following receipt of the 2021 CDBG grant amounts, which were larger than estimated, staff updated the
amounts of funding allocated to each goal in the Action Plan using the percentage of funding that was
used to develop the draft Action Plan, following the process described in the draft 2021 Action Plan
(included as additional text below). The CDBG, HOME and ESG funding increases did not constitute a
substantial amendment because no goal was increased or decreased by more than 20%, so a second
30-day public comment period was not needed. The 2021 Action Plan and Amended Citizen Participation
Plan will be submitted to the Evanston City Council for approval at its meeting on April 12, 2021.
Draft 2021 Action Plan Funding Allocation Process
The process and timing to develop the draft 2021 Action Plan has been affected by the coronavirus
pandemic, which has disparate impact on our low/moderate income residents, particularly people of
color. Evanston is experiencing substantial increases in homeless and unstably housed residents due to
income loss from the continued impact of the pandemic. In addition, there is increased food insecurity
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and inability of residents at high risk of infection to shop for groceries. Child care and programming for
elementary through high school age students is greatly reduced, affecting families, particularly those
without a parent or adult at home to supervise children's remote learning, resulting in more women
dropping out of the workforce to care for children or older family members, and reducing income for
necessities. There is also increased need for job counseling and training for workers who have been laid
off and are unable to find living wage jobs.
Staff is working with community partners and the Mayor's COVID-19 Task Force to address these needs
with CDBG-CV and ESG-CV funding, and to develop a plan that continues to support Evanston's recovery
from COVID-19 using CDBG and local Mental Health Board funds and to address inequities in access to
services for residents with greatest needs, particularly Blacks, Latinos and other people of color. This
results in a change to the timing and application process for CDBG and Mental Health Board funds.
The allocation of CDBG funds to specific activities will be made later than in typical years. It is expected
that some or all CDBG funds will be allocated to specific activities after receipt of the City's 2021 CDBG
grant amount, following the current practice for HOME and ESG funding. All available CDBG, HOME and
ESG funds will be allocated to Goals in the final 2021 Action Plan for submission to City Council for
approval and then to HUD. If this process results in a substantial amendment to the draft 2021 Action
Plan, a second 30-day comment period and public meeting for input on the amended plan will be held,
following the process outlined in the CPP. A substantial amendment to the Action Plan is defined in the
CPP as:
• A change in funding among the Goals used in the development of the plan (AP-20) that is greater
than 20% of the total allocated towards the Goal
• The deletion of a Goal included in the plan
• The addition of a Goal not currently included in a plan
Any changes to the Action Plan following receipt of the City's entitlement grant amounts that increase or
decrease funding for a goal by less than 20% shall be considered "non -substantial" and may be approved
by the Housing & Community Development Act Committee, Planning & Development Committee or
Human Services Committee, as appropriate, based on the program affected. These changes would not
trigger a second public comment period.
CDBG allocations to individual activities may be made on a rolling basis to allow greater capacity to
respond to changing needs during the COVI.D-19 recovery. Programs or projects proposed for CDBG
funding will be reviewed and approved by the Housing and Community Development Act Committee
before submission to City Council for approval in most cases but could go directly to City Council,
following the CARES Act activity approval process.
There is no change to the process of allocating HOME and ESG funding to specific activities. Changes to
the amounts allocated to Goals in the final Action Plan based on actual grant amounts will not constitute
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a substantial amendment unless they result in a change to funding for any goal by more than 20%, or the
addition or deletion of a Goal.
2. Summarize the objectives and outcomes identified in the Plan
This could be a restatement of items or a table listed elsewhere in the plan or a reference to
another location. It may also contain any essential items from the housing and homeless
needs assessment, the housing market analysis or the strategic plan.
Affordable Housing: Maintaining and increasing the supply of affordable rental units is one of the City's
highest priorities, but is increasingly difficult due to reductions in funding and increases in the cost of
real property. COVID-19 has heightened the need for affordable housing, as it has particularly impacted
lower -income residents. Code enforcement in the CDBG Target Area remains an important tool to
maintain decent, safe housing and address blight. Routine interior inspections were halted due to the
pandemic but have resumed on a limited basis; inspections are conducted via Facetime or other
electronic methods or in -person with COVID-19 safety precautions as allowable. Properties cited for
violations are referred to the Housing Rehab program for assistance; the City continues to pursue
demolition of vacant and blighted properties. Demolition is managed by the Housing Rehab staff with
demolition costs funded with Abandoned Property grant funds from IHDA when possible. Cook County
Torrens Lead funding is layered with CDBG on eligible housing rehab projects as additional leverage.
Homelessness: The City will continue to use HOME funding for its Tenant -Based Rental Assistance (TBRA)
program. In combination with education, job training and other supports, TBRA enables parents to
develop self-sufficiency skills to support themselves and their families, lifting two generations out of
poverty. ESG funds will continue to be used to identify individuals and households who are homeless or
at high risk of homelessness through street outreach, and to provide emergency housing, homeless
prevention and rapid re -housing services.
Creating livable communities: The City will continue to use funding to improve public infrastructure and
facilities to revitalize neighborhoods and improve service delivery.
Economic Development: The City uses resources from its Economic Development Fund and Tax
Increment Financing to expand economic development opportunities to small businesses. CDBG grants
and loans to for -profit businesses using CDBG funding allocated in prior years will continue to be
evaluated throughout the year by the City's Economic Development Committee in order to maximize
effectiveness of use of all resources to support economic development in the City; recommendations
from the Economic Development Committee are then submitted to City Council for approval. CDBG-CV
funded a LMI micro -enterprise grant program that provided grants of up to $2,500 per business, with
technical assistance provided via a series of webinars. Additional programs will be developed with
CDBG-CV funds in 2021 to help businesses prevent, prepare for, and respond to coronavirus. 2021 CDBG
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entitlement has not been allocated for Economic Development activities at this time because 2020
funding remains available for these needs. If the 2021 CDBG grant exceeds estimate, funding for
Economic Development may be considered based on needs at that time.
Public Services: Given the devastating effects of the pandemic, public services have become critical for
Evanston's most at -risk population. The City is still reviewing the most effective supports and methods of
allocating funds, but intends to focus on people experiencing homelessness or at -risk of homelessness,
households experiencing food insecurity, and provision of support for low/moderate income households
with children of parents who are essential workers or face significant shortages to accessing child care.
3. Evaluation of past performance
This is an evaluation of past performance that helped lead the grantee to choose its goals or
projects.
Through the CARES Act, Evanston received CDBG-CV funds totaling $1,586,730 and ESG-CV funds totaling
$966,314. Funds were used to prevent, prepare for and respond to the coronavirus. Evanston submitted
three substantial amendments to the PY2019 Action Plan to include these allocations and to add a new
goal, COVID-19 Emergency/Urgent Needs to assist residents and businesses impacted by COVID-19. Use
of funds include a mico-enterprise assistance program for Evanston low/moderate income businesses,
funding to provide non congregate shelter to residents experiencing homelessness and to rapidly
re -house those households, and funding for rent and food assistance efforts.
Evanston uses funding to address needs and leverage outside resources to achieve goals. In 2020, a
60-unit affordable senior housing development by Evergreen Real Estate Group/Council for Jewish
Elderly at 1015 Howard Street project was initiated using HOME and local Affordable Housing Funds. City
funding comprised 8.5%% of the total development budget of $23,433,025 and will result in the largest
number of new housing units for households _5 60% AMI since the completion of the 75-unit Jacob Blake
Manor in 1997. By leveraging other funding sources, the City's investment per unit in this new
development does not exceed $33,333. The units will remain affordable for a minimum of 30 years. The
project adds affordable housing units for very low and low income seniors with 12 units restricted for
households <_ 30% AMI, 18 at 50% AMI and 30 at <_ 60% AMI; additionally 100% of units are adaptable in
compliance with Fair Housing requirements.
The Housing Rehabilitation program was on hold from March - June due to the pandemic. Projects
underway at that time are still being completed. The program continued to use zero interest deferred
loans to help homeowners unable to qualify for market rate financing to maintain decent, sanitary
housing. Due to the retirement of the Rehab Specialist and the opportunity to more effectively leverage
external funding, Community Partners for Affordable Housing will manage construction in 2021.
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Ongoing challenges include identifying projects that are clearly defined and shovel ready. Evanston
continues to try to fund larger, more impactful projects, rather than deferred maintenance, by
prioritizing projects for facilities that have not been funded in the last three years. Evanston agencies are
challenged to meet the increasing demand for services and maintain organizational stability given cuts in
State of Illinois funding and delayed payments on reduced State contracts. The City continued to fund
Connections for the Homeless and the YWCA Evanston -North Shore with ESG to address the needs of
individuals and families who are homeless or at high risk of homelessness. ESG-CV funds have been
allocated primarily to rehouse homeless individuals and families in non -congregate shelter to protect
them from COVID-19.
4. Summary of Citizen Participation Process and consultation process
Summary from citizen participation section of plan.
During the COVID-19 pandemic, Evanston City Council meetings were modified based on Governor
Pritzker's order that waived some requirements of the Illinois Open Meetings Act to allow local
governments and other public bodies to hold "remote" meetings to help control the spread of COVID-19.
Residents are able to participate in live public comments during virtual meetings and are able to sign up
to provide comments by phone or video conference (via Zoom). Virtual meetings will be held during a
nationally declared disaster or locally declared disaster as defined by local health officials. In person
meetings will resume after it is declared by local health officials that special measures to mitigate
damage caused by the disaster are no longer needed.
The City of Evanston invites public participation at all stages of the Consolidated Planning process and is
committed to making reasonable and timely access to the needs assessment, strategy development and
budget recommendation process, particularly for low- and moderate -income persons. The draft Action
Plan based on estimated grant amounts and Amended Citizen participation Plan were posted on the
City's website on November 16, 2020 for the 30-day public comment period; the Housing & Community
Development Act Committee sought input at a publicly accessible Zoom meeting on December 1, 2020
and in written form during the 30-day comment period. No comment was received. The committee
voted to recommend approval of both plans to City Council at its December 15 meeting subject to
updates needed following receipt of the City's 2021 CDBG, HOME and ESG entitlement grant amounts.
City Council meetings, at which action to adopt or approve the plans is decided, also offer opportunity
for public comment. Any comments received are summarized in the Action Plan with an explanation of
any comments or views that are not accepted and why, and submitted to HUD.
5. Summary of public comments
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This could be a brief narrative summary or reference an attached document from the Citizen
Participation section of the Con Plan.
No public comment was received during the public comment period from November 16 - December 15,
2020.
6. Summary of comments or views not accepted and the reasons for not accepting them
N/A
7. Summary
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PR-05 lead & Responsible Agencies — 91.200(b)
1. Agency/entity responsible for preparing/administering the Consolidated Plan
Describe the agency/entity responsible for preparing the Consolidated Plan and those
responsible for administration of each grant program, and funding source.
Agency Role
CDBG Administrator
HOME Administrator
ESG Administrator
Narrative (optional)
Name
EVANSTON
EVANSTON
EVANSTON
Table 1— Responsible Agencies
Department/Agency
Community Development
Community Development
Community Development
The City of Evanston's Housing and Grants division, part of the Community Development Department, is
the administrator for the Community Development Block Grant, HOME, and Emergency Solutions Grant
programs.
Consolidated Plan Public Contact Information
Sarah Flax
Housing and Manager
2100 Ridge Avenue
Evanston, IL 60201
sflax@cityofevanston.org
847.448.8684
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AP-10 Consultation — 91.100, 91.200(b), 91.215(I)
1. Introduction
The City of Evanston's Community Development Department consulted with numerous City departments
(Public Works, Health, Parks and Recreation, Utilities, Economic Development), as well as the Housing
Authority of Cook County, Alliance to End Homelessness in Suburban Cook County Continuum of Care,
local and regional nonprofit service providers, housing providers, and community residents to develop
the 2019 Action Plan. Data are from consulted organizations, the United States Census Bureau and HUD.
Provide a concise summary of the jurisdiction's activities to enhance coordination between
public and assisted housing providers and private and governmental health, mental health
and service agencies (91.215(I))
The City of Evanston's Community Development Department regularly coordinates with public and
assisted housing providers along with private and governmental health, mental health, and service
agencies. Notifications of recent updates and developments are sent to an interested parties email list,
including nonprofit service providers, governmental agencies, community residents, and representatives
from various City departments.
The Community Development Department regularly attends meetings and other events involving the
community and various stakeholders. Staff is aware of any major impacts, such as local and State of
Illinois funding reductions, which affect vulnerable residents. Engaging with nonprofit service providers
on a regular basis fosters an environment where the City works in tandem with the community to
achieve better outcomes.
The City of Evanston's Health and Human Services Department is in the process of developing a
community health improvement plan (EPLAN) based on goals identified through the nationally
recognized Bay Area Regional Health Inequities Initiative, a coalition of Bay Area Health Departments
that created a framework laying the groundwork for defining structural drivers of health. The plan will be
available toward the end of 2021 and will help define the City's health priorities for the next five years.
The City's application process for 2021 CDBG Public Services and City Mental Health Board funding is
modified to focus funding to the priority needs of the community to address the pandemic and
encourage collaboration among community partners. Additionally, reporting and monitoring practices
are unified to ensure clear programmatic and financial record keeping, compliance, and transparency.
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Describe coordination with the Continuum of Care and efforts to address the needs of
homeless persons (particularly chronically homeless individuals and families, families with
children, veterans, and unaccompanied youth) and persons at risk of homelessness.
The City of Evanston works with the Alliance to End Homelessness in Suburban Cook County (Alliance),
the lead agency for the Suburban Cook County Continuum of Care, to address the needs of homeless
persons and persons at risk of homelessness in Evanston. Evanston's Housing and Grants Administrator
serves on the Finance and Governance Committees of the Alliance. Evanston agencies have staff who are
Alliance members including Connections for the Homeless and Impact Behavioral Health Partners
(formerly Housing Options for the Mentally III); these representatives participate on the board of
directors, HMIS, Coordinated Entry, Prevention and other standing committees. The City of Evanston
works closely with service providers, including the YWCA Evanston-Northshore and Connections for the
Homeless, in order to address the needs of chronically homeless individuals and families, families with
children, veterans, and unaccompanied youth.
Connections for the Homeless and City of Evanston staff participated in the 2020 Point in Time count
which took place on January 29, 2020; Connections and other agencies serving the homeless will
continue to use the Vulnerability Index (VI-SPDAT) to ensure that chronically homeless individuals and
families are part of the Alliance ranking based on vulnerability, so that they have access to permanent
supportive housing, rapid re -housing and other interventions. City staff is participating in
the Coordinated Entry System process with the Alliance and members of the Continuum. Goals for 2021
include the continued use of the Housing Match and By Name Referrals list managed by the Alliance and
developed to prioritize families for housing assistance, and to more successfully provide short term
stability case management and shelter diversion services. The Alliance continued matching households
eligible for Prevention and Rapid Re-Housiing using HMIS and evaluates the collective impact approach to
assisting those in most need.
Describe consultation with the Continuum(s) of Care that serves the jurisdiction's area in
determining how to allocate ESG funds, develop performance standards for and evaluate
outcomes of projects and activities assisted by ESG funds, and develop funding, policies and
procedures for the operation and administration of HMIS
The City of Evanston recognizes that the demand is greater than available resources to provide essential
services, emergency shelter, prevention and re -housing that meet all needs. The City and Alliance agree
that individuals and households must be prioritized to ensure that the limited resources available are
allocated in the most efficient and appropriate manner. The City of Evanston and the Alliance continue to
work on policies and procedures to assess, prioritize and reassess individuals' and families' needs for all
ESG-funded services, including essential services for those in emergency shelter, rapid re -housing, and
homeless prevention activities. Use of HMIS is critical to this process. It is unclear whether InfoNet, the
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system used by organizations supporting households affected by domestic violence, will be able to
integrate with IDIS to report 2020 outcomes.
The City of Evanston continues to work with the Alliance and agencies that serve the homeless and
people at risk of homelessness, as well as other advocacy organizations. Connections for the Homeless,
the primary recipient of City of Evanston ESG funds, participates as a member of the Alliance on many
levels. Connections staff serve on the HMIS Committee meeting and the monthly prevention meetings.
Participation on the Board and committees help to ensure clear communication of goals and priorities
and decrease redundancies as they relate to ESG funding.
As discussed previously, the City prioritizes rapid re -housing. Due to high rent costs in Evanston, people
housed with rapid re -housing often require a longer subsidy than other parts of the Continuum to
become self-sufficient. Connections for the Homeless participated in the HUD survey of Rapid
Re -Housing Programs. One of the goals of Coordinated Entry is to explore using rapid re -housing funds as
bridge funding for individuals/ households approved for permanent supportive housing or on the waitlist
for housing choice vouchers.
The City of Evanston will continue to prioritize households that demonstrate the potential to become .
self-sufficient in a 3 to 6 month time frame. Due to the nature and amount of ESG funds, this population
is best served by this type of funding. Access to HMIS for City staff that administer the General
Assistance program is being arranged to better identify people receiving services through the Continuum
and eliminate duplication of services. The City's Human Services Specialist continues to further
coordinate housing, health, mental health, and other social services for low- and moderate -income
residents and at -risk residents and works closely with community partners including Connections for the
Homeless to address housing needs and link clients to a wide variety of additional supportive services.
Services can include, but are not limited to food, child and senior care, substance abuse cessation
support, as well as mental and physical health services and services for individuals with developmental,
intellectual and physical disabilities.
2. Describe Agencies, groups, organizations and others who participated in the process
and describe the jurisdiction's consultations with housing, social service agencies and other
entities
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Table 2 — Agencies, groups, organizations who participated
1
2
3
Agency/Group/Organization
Agency/Group/Organization Type
What section of the Plan was addressed by
Consultation?
Briefly describe how the
Agency/Group/Organization was consulted.
What are the anticipated outcomes of the
consultation or areas for improved coordination?
Age n cy/Group / O rga n i za t i o n
Agency/Group/Organization Type
What section of the Plan was addressed by
Consultation?
Briefly describe how the
Agency/Group/Organization was consulted.
What are the anticipated outcomes of the
consultation or areas for improved coordination?
Agency/Group/Organization
Agency/Group/Organization Type
What section of the Plan was addressed by
Consultation?
Briefly describe how the
Agency/Group/Organization was consulted.
What are the anticipated outcomes of the
consultation or areas for improved coordination?
4 Agency/Group/Organization
Agency/Group/Organization Type
HOUSING AUTHORITY OF COOK COUNTY
Housing
PHA
Services - Housing
Regional organization
Housing Need Assessment
Public Housing Needs
Attended planning meetings to develop needs
assessment and provided data for relevant sections
of the 2021 Action Plan.
MCGAW YMCA
Housing
Services - Housing
Housing Need Assessment
Attended planning meetings to develop needs
assessment and other related 2021 Action Plan
sections.
YWCA EVANSTON/NORTH SHORE
Housing
Services - Housing
Services -Victims of Domestic Violence
Services -homeless
Housing Need Assessment
Homeless Needs - Families with children
Homelessness Strategy
Attended planning meetings to develop needs
assessment and other related 2021 Action Plan
sections.
MEALS AT HOME
Services -Elderly Persons
What section of the Plan was addressed by Housing Need Assessment
Consultation?
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5
6
7
Briefly describe how the Attended planning meetings to develop needs
Agency/Group/Organization was consulted. assessment and other related 2021 Action Plan
What are the anticipated outcomes of the sections.
consultation or areas for improved coordination?
Agency/Group/Organization
Agency/Group/Organization Type
What section of the Plan was addressed by
Consultation?
James B. Moran Center for Youth Advocacy
Services -Children
Housing Need Assessment
Briefly describe how the Attended planning meetings to develop needs
Agency/Group/Organization was consulted. assessment and other related 2021 Action Plan
What are the anticipated outcomes of the sections.
consultation or areas for improved coordination?
Agency/Group/Organization
Agency/Group/Organization Type
What section of the Plan was addressed by
Consultation?
FAMILY FOCUS
Services -Children
Services -Education
Housing Need Assessment
Public Housing Needs
Market Analysis
Briefly describe how the Attended planning meetings to develop needs
Agency/Group/Organization was consulted. assessment and other related 2021 Action Plan
What are the anticipated outcomes of the sections.
consultation or areas for improved coordination?
Agency/Group/Organization
Agency/Group/Organization Type
What section of the Plan was addressed by
Consultation?
CONNECTIONS FOR THE HOMELESS
Housing
Services - Housing
Services -Children
Services -Elderly Persons
Services -Persons with Disabilities
Services -Victims of Domestic Violence
Services -homeless
Housing Need Assessment
Public Housing Needs
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied youth
Homelessness Strategy
Market Analysis
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Briefly describe how the
Agency/Group/Organization was consulted.
What are the anticipated outcomes of the
consultation or areas for improved coordination?
8 Agency/Group/Organization
Agency/Group/Organization Type
What section of the Plan was addressed by
Consultation?
Briefly describe how the
Agency/Group/Organization was consulted.
What are the anticipated outcomes of the
consultation or areas for improved coordination?
9 Agency/Group/Organization
Agency/Group/Organization Type
What section of the Plan was addressed by
Consultation?
Attended planning meetings to develop needs
assessment and other related 2021 Action Plan
sections.
ILLINOIS HOUSING DEVELOPMENT AUTHORITY
Housing
Services - Housing
Other government - State
Housing Need Assessment
Consulted to provide data/input for relevant 2021
Action Plan sections.
EVANSTON
Housing
Services - Housing
Services -Children
Services -Elderly Persons
Services -Persons with Disabilities
Services -homeless
Services -Health
Services -Education
Services -Employment
Service -Fair Housing
Civic Leaders
Housing Need Assessment
Public Housing Needs
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied youth
Homelessness Strategy
Market Analysis
Economic Development
Anti -poverty Strategy
Lead -based Paint Strategy
Briefly describe how the Various City departments attended planning
Agency/Group/Organization was consulted. meetings to develop needs assessment and
provided data for relevant 2021 Action Plan
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What are the anticipated outcomes of the
consultation or areas for improved coordination?
10 Agency/Group/Organization
Agency/Group/Organization Type
What section of the Plan was addressed' by
Consultation?
Briefly describe how the
Agency/Group/Organization was consulted.
What are the anticipated outcomes of the
consultation or areas for improved coordination?
sections. Departments included Community
Development, Public Works, Parks, Health, and
Economic Development.
Chicago Metropolitan Agency for Planning (CMAP)
Regional organization
Planning organization
Housing Need Assessment
Market Analysis
Consulted to provide data/input for relevant 2021
Action Plan sections.
Identify any Agency Types not consulted and provide rationale for not consulting
All major agencies providing a full range of services in and around the City of Evanston were consulted or
contacted to request comments/input.
Other local/regional/state/federal planning efforts considered when preparing the Plan
Name of Plan
Lead Organization
How do the goals of your Strategic Plan overlap with the
goals of each plan?
Alliance to End
The Continuum of Care provides the framework and
Continuum of Care
Homelessness in
services for many of the activities provided locally to bring
Suburban Cook County
assistance and housing to homeless individuals and
families.
2016 Annual
Illinois Housing
The City of Evanston works with IHDA to ensure continued
Comprehensive
Development Authority
access to affordable housing for Evanston's low and
Housing Plan
moderate income residents.
Furthering access to employment opportunities is integral
Red and Purple Line
Chicago Transit
to community development and fostering greater
Modernization
Authority
economic growth. The modernization of the Red and
Purple Line trains will serve to provide greater accessibility
for those with disabilities and the elderly.
Chicago Metropolitan
CMAP's Go to 2040 Plan strives for regional growth in the
Go To 2040
Agency for Planning
Chicago area. Evanston is an important component of the
Chicago metropolitan region; coordinated growth and
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EPLAN 2016-2021
Community Health
Assessment
Evanston Climate
Action Plan
Plan for Affordable
Housing
Assessment of Fair
Housing
Narrative (optional)
development with the region will improve the duality of
for Evanston's residents.
The City's EPLAN began with a five-year strategic planning
process to improve the effectiveness and efficiency of the
public health system in Evanston. Interventions to improve
the health of residents were identified in partnership with
City of Evanston public health officials, community leaders, residents, and
service providers based on the following four assessments:
community themes and strengths, forces of change, local
public health system and community health status. The
EPLAN provides a strategic five-year health improvement
plan.
The Evanston Climate Action Plan is organized into nine
focus areas and outlines more than 200 strategies for
reducing Evanston's greenhouse gas emissions. The nine
focus areas are: Transportation & Land Use, Energy
City of Evanston Efficiency & Buildings, Renewable Energy Resources,
Waste Reduction & Recycling, Forestry, Prairie & Carbon
Offsets, Food Production & Distribution, Policy & Research,
Education & Engagement and Communications & Public
Relations.
Evanston's Plan for Affordable Housing looks at how to
effectively and efficiently meet Evanston residents' need
City of Evanston for housing that is affordable. In addition, the plan looks
at the best ways to use federal and local funds to increase
affordable housing opportunities in Evanston.
The City of Evanston is participating in the Cook
City of Evanston County -wide Assessment of Fair Housing, completion of
which has been delayed by the pandemic.
Table 3 — Other local / regional / federal planning efforts
All major agencies providing a full range of services in and around the City of Evanston were consulted or
contacted to request comments/input.
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AP-12 Participation — 91.105, 91.200(c)
1. Summary of citizen participation process/Efforts made to broaden citizen participation
Summarize citizen participation process and how it impacted goal -setting
Many local non-profit organizations and City departments were consulted in the 2020-2024 Consolidated
planning process and in the development of the 2021 Action Plan.
The City of Evanston invited public comment on the draft 2021 Action Plan in a 30-day period from
November 16 - December 15, 2020, following its Citizen Participation Plan. The public comment
period was advertised in the Evanston Review, a newspaper of general circulation, a notice on the
homepage of the City's website, articles in the City's e-newsletter sent to over 50,000 emails, and on
Twitter and Facebook. Non -profits and individuals who have requested information on the City's
Consolidated Plan were emailed at the opening of the public comment period. A link to the draft Action
Plan on the City's website, as well as the location where printed copies of the plan may be reviewed is
included in all forms of communication. People could provide feedback via email, Twitter and Facebook,
in hard copy mailed to staff, or in person at the Housing and Community Development Act Committee
Meeting on December 15, 2020.
See items 7 and 8 for information on the citizen participation process and input relating to the CARES Act
Substantial Amendments
Citizen Participation Outreach
Sort Mode of Target of Summary of
Order Outreach Outreach response/attendance
Non -targeted
1 Public
Meeting /broad
community
Minorities
Newspaper
2 Non -targeted
Ad
/broad
community
Display ad in the
November 12, 2020 issue
of the Evanston Review, a
newspaper of general
circulation, that the draft
2021 Action Plan is
available on the City's
website beginning
November 16, 2020 for the
30-day public comment
period. The ad also
Summary of Summary of
comments comments
received not accepted
and reasons
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URL (If applicable)
http://www.cityofevanston.org/2
021actionplan
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highlights the meeting of
the Housing and
Community Development
Act Committee on
December 15, 2020, at
which input from the
public was being sought.
The Evanston Review is
used because it is the only
local print publ.cation.
News item on the City's
homepage and in an
Non -targeted e-newsletter story that the
3 Internet
Outreach /broad 2021 Action Plan draft was
community available on the City
website beginning
November 16, 2020.
Non -targeted
/broad
community
Internet
4
Outreach
people who
are active on
social media
Bulletin
board
Minorities
postings at
5 community
centers and
senior
the Public
citizens
Library
Outreach
Minorities
through
ward
Ward has
alderman
significant
6
at ward
Black/African
meetings
-American
and via
and Hispanic
email
population
Draft 2021 Action Plan was
posted on the City website,
in a news item on the
Non -targeted homepage, in an opt -in
7 Internet /broad email to
Outreach community individuals/organizations
about ConPlan-related
activities, and posted on
the City's Facebcok and
Twitter accounts for the
30-day public comment
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http://www.cityofevanston.org/2
021actionplan
http://www.cityofevanston.org/2
021actionplan
http://www.cityofevanston.org/2
021actionplan
17 1
period starting November
16, 2020.
Non -targeted
Public https://www.cityofevanston.org/
Meeting/broad
home/showdocument?id=57600
community
Non -targeted
https://www.cityofL-vanston.org/
Public government/departments/comm
Meeting/broad
community unity-development/hud-consolid
ated-plan
Table 4 — Citizen Participation Outreach
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Expected Resources
AP-15 Expected Resources — 91.220(c)(1,2)
Introduction
The anticipated resources section of the strategic plan describes the City of Evanston's financial
resources for the duration of the 2020-2024 Consolidated Plan. The financial resources listed are not all
encompassing but serve to illustrate the City's ability to use federal and local funding to address the
priority needs and goals put forth in this plan. The funds are anticipated to be utilized by various regional
and local government entities as well as the service providers which serve Evanston.
Anticipated Resources
Program Source of Uses of Funds
Funds
CDBG public -
Acquisition
federal
Admin and
Planning
Economic
Development
Housing
Public
Improvements
Public Services
HOME public -
Acquisition
federal
Homebuyer
assistance
Homeowner
rehab
Multifamily
rental new
construction
Multifamily
rental rehab
New
construction
Expected Amoun' Available Year 1
Annual Program Prior Year Total:
Allocation: $ Income: $ Resources: $
1,816,493 74,015
358,643 45,698
0 1,890,508
Expected Narrative Description
Amount
Available
Remainder
of ConPlan
5
Expected Amount
Available for
Remainder of
ConPlan estimated
at an annual grant of
$1,650,000 with
$150,000 in program
income annually
5,400,000
0 404,341 1,008,000
Expected Amount
Available for
Remainder of
ConPlan estimated
at an annual grant of
$310,000 with
$26,000 in program
income annually.
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for ownership
TBRA
ESG public - Conversion and
Expected Amount
federal rehab for
Available for
transitional
Remainder of
housing
ConPlan estimated
Financial
at an annual grant of
Assistance
$150,000
Overnight
shelter
Rapid
re -housing
(rental
assistance)
Rental
Assistance
Services
Transitional
housing 156,606 0 0 156,606 450,000
Continuu public - Conversion and
Expected Amount
m of Care federal rehab for
Available for
transitional
Remainder of
housing
ConPlan estimated
Overnight
at $1,900,000
shelter
annually in CoC
Transitional
funding for Evanston
housing 1,900,000 0 0 1,900,000 5,700,000
projects
LIHTC public - Multifamily
LIHTC, HTF and other
federal rental new
sources for
construction
Evergreen 60-unit
15,000,000 0 0 15,000,000 0
project
Other public - Acquisition
Evanston Affordable
local Multifamily
Housing Fund
rental new
resources for
construction 1,000,000 0 0 1,000,000 0
Evergreen project
Other public - Public Services
Mental Health Board
local
and Affordable
Housing Funds to be
spent on Public
863,373 0 0 863,373 2,590,000
Services programs
Table 1- Expected Resources — Priority Table
Explain how federal funds will leverage those additional resources (private, state and local
funds), including a description of how matching requirements will be satisfied
Federal funding will leverage private, state and local funds by enabling the City of Evanston
to serve
those with the greatest need at the highest capacity. Additionally, federal funds will serve as gap
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financing for City programs or service providers applications that require additional funding in order to
have their program, project, or service come to fruition. The grant money provided by HUD will allow
organizations and the City to successfully meet the needs of the community's most vulnerable members.
Evanston's ESG funds will be matched on a one to one basis using Mental Health Board funds from the
City's Human Services Fund, State funds and other resources including in -kind contributions, depending
on the agencies funded, to meet the match requirement. HOME matching funds will be from the
Affordable Housing Fund, LIHTC, State of IL Housing Trust Fund, and other sources including developers'
contributions.
If appropriate, describe publicly owned land or property located within the jurisdiction that
may be used to address the needs identified in the plan
The City of Evanston owns some properties and land that may be used to address the needs identified in
the plan, particularly those that are located in the CDBG Target Area, which is primarily on the South and
West sides of the City. In addition, some underutilized parking lots in southeast Evanston and irregular
parcels of vacant land in north and east Evanston residential areas are being evaluated as sites for mixed
income housing development to foster economic and racial/ethnic integration throughout Evanston.
Discussion
The City of Evanston will continue to pursue additional funding opportunities which will be used in order
to complement existing resources.
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Annual Goals and Objectives
AP-20 Annual Goals and Objectives
Goals Summary Information
Sort Goal Name Start End Category Geographic
Needs Addressed
Order Year Year Area
1 Affordable 2020 2024 Affordable Entire
Access to Rental
Housing Housing Jurisdiction
Housing
Maintain and
Improve Rental
Housing
Maintain and
Improve Owner
Occupied
Housing
2 Homelessn 2020 2024 Homeless Entire Access to Rental
ess Jurisdiction Housing
Public Facilities
Public Services
3 Creating 2020 2024 Non -Housing Entire Public
Livable Community Jurisdiction Infrastructure
Communities Development
Public Facilities
Funding Goal Outcome Indicator
CDBG:
Rental units
$533,767
rehabilitated:2
HOME:
Household Housing Unit
$235,000
Homeowner Housing
Rehabilitated: 7
New Rental Housing
Built: 1
Household Housing Unit
Buildings Demolished: 1
Buildings
Housing Code
Enforcement/Foreclosed
Property Care: 2000
Household Housing Unit
Tenant -based rental
HOME:
assistance / Rapid
$133,477
Rehousing:25
ESG:
Households Assisted
$144,861
Homeless Person
Overnight Shelter: 300
Persons Assisted
Homelessness
Prevention: 5 Persons
Assisted
Other: 200 Other
CDBG: Public Facility or
$709,867 Infrastructure Activities
otherthan
Low/Moderate Income
Housing Benefit: 15000
Persons Assisted
Public Facility or
Infrastructure Activities
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4 Economic
2020 2024 Non-Housi
Entire
Economic
Developme
ng
Jurisdiction
Development
nt
Communit
y
Developm
ent
5 Public
2020 2024 Non-Hom
Entire
Public Services
Services
eless
Jurisdiction
Special
Needs
6 Planning
2020 2024 Planning
Entire
Access to Rental
and
and
Jurisdiction
Housing
Administrat
Administr
Maintain and
ion
ation of
Improve Rental
CDBG,
Housing
HOME &
Maintain and
ESG
Improve Owner
Occupied
Housing
Economic
Development
Public
Infrastructure
Public Facilities
Public Services
Homeownershi
p
Table
2 — Goals Summary
Goal Descriptions
for Low/Moderate
Income Housing Benefit:
1 Households Assisted
CDBG: $0 Jobs created/retained: 1
Jobs
Businesses assisted: 1
Businesses Assisted
CDBG:
Public service activities
$283,576
otherthan
Low/Moderate Income
Housing Benefit: 20000
Persons .Assisted
CDBG:
Other: 3 Other
$363,298
HOME:
$35,864
ESG:
$11,745
1 Goal Name Affordable Housing
Goal Description The City of Evanston aims to increase, maintain, and improve affordable housing. The
advanced age of Evanston's housing supply necessitates the need for rehabbiing of
existing housing. The creation of additional safe, decent, and affordable housing will
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allow low and moderate income residents the opportunity to remain in the
community.
2 Goal Name Homelessness
Goal Description The City of Evanston aims to support services to prevent homelessness and to assist
those currently experiencing homelessness. These services include but are not limited
to street outreach, rapid rehousing, and tenant based rental assistance. Emphasis will
be placed on the housing first model (providing housing as opposed to homeless
shelters).
3 Goal Name Creating, Livable Communities
Goal Description Creating livable communities through improvements to public facilities and
infrastructure. Maintaining and improving the quality of Evanston's existing
infrastructure and public facilities is instrumental to ensuring that residents live in a
safe, clean, and decent environment.
4 Goal Name Economic Development
Goal Description Economic development will promote the vitality of Evanston's economy in areas of the
City that have historically received less investment. Fostering growth in these areas
will in turn provide greater opportunities for the City's low and moderate income
residents. Economic development activities include but are not limited to, workforce
development and job training, and financial assistance to businesses.
5 Goal Name Public Services
Goal Description Improving equitable access to public services for Evanston residents, particularly for
historically underserved segments of our population, is a key goal of the City. As seen
through input from the community and consultation, there is a high need for public
services including, but are not limited to after school and summer youth programs,
senior services, and health services.
6 Goal Name
Goal Description
Planning and Administration
Administration of CDBG, ESG, and HOME.
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Projects
AP-35 Projects — 91.220(d)
Introduction
The City has identified the following projects to be implemented in 2020 to achieve the goals in the
Consolidated Plan. The Emergency Solutions Grant project will address the needs of homeless
individuals, families and households fleeing domestic violence. The Tenant Based Rental Assistance
(TBRA) project will address the needs of homeless families with children with direct rental and utilities
assistance. The Rental Housing project combines both HOME and CDBG activities, both which are for
rental rehabilitation.
Projects
# Project Name
1 ESG21- Evanston
2 Tenant Based Rental Assistance (TBRA)
3 Rental Housing
4 Homeowner Rehabilitation
5 Code Enforcement
6 Public Services
7 Economic Development
8 Public Facilities & Infrastructure
9 Administration
Table 3 - Project Information
Describe the reasons for allocation priorities and any obstacles to addressing underserved
needs
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AP-38 Project Summary
Project Summary Information
Annual Action Plan I 26 i
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1 Project Name
Target Area
Goals Supported
Needs Addressed
Funding
Description
Target Date
Estimate the number and type
of families that will benefit
from the proposed activities
Location Description
Planned Activities
2 Project Name
Target Area
Goals Supported
Needs Addressed
Funding
Description
Target Date
Estimate the number and type
of families that will benefit
from the proposed activities
Location Description
Planned Activities
3 Project Name
Target Area
Goals Supported
Needs Addressed
Funding
ESG21- Evanston
Entire Jurisdiction
Homelessness
Access to Rental Housing
ESG: $156,606
Homeless prevention, rapid re -housing, street outreach, overnight shelters,
and administration of programs.
9/30/2023
There will be 395 beneficiaries of ESG-funded activities, a combination of
single persons, couples, households with children and households fleeing
from domestic violence.
The activities will be throughout the City of Evanston.
Direct rental assistance, supportive services, shelter operations, and street
outreach. Administration of ESG program.
Tenant Based Rental Assistance (TBRA)
Entire Jurisdiction
Homelessness
Access to Rental Housing
HOME: $133,477
Direct rental and utilities assistance.
12/31/2023
Entire jurisdiction.
Rent and utilities assistance for McKinney-Vento families with children under
18 to achieve housing stability and economic independence.
Rental Housing
CDBG TARGET AREA
Affordable Housing
Access to Rental Housing
Maintain and Improve Rental Housing
CDBG: $30,000; HOME: $235,000
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Description
Rental housing development or rehabilitation
Target Date
6/30/2022
Estimate the number and type
31 HHs with incomes <_ 80% AMI
of families that will benefit
from the proposed activities
Location Description
1011 Howard Street and 1930 Jackson Avenue.
Planned Activities
CDBG will be used for rehab of rental units for households with incomes at
80% AMI. HOME funding will be used for new rental housing construction,
the 60-unit CJE/Evergreen Senior Housing and a CHDO project.
4 Project Name
Homeowner Rehabilitation
Target Area
Entire Jurisdiction
Goals Supported
Affordable Housing
Needs Addressed
Maintain and Improve Owner Occupied Housing
Funding
CDBG: $168,767
Description
Rehabilitation of owner -occupied homes throughout Evanston, owned by
low- and moderate -income populations
Target Date
6/30/2022
Estimate the number and type
5 owner -occupied HHs with incomes 5 80% AMI
of families that will benefit
from the proposed activities
Location Description
To be determined based on applications received.
Planned Activities
Substantial rehab. and emergency rehab. of income eligible, owner -occupied
housing.
5 Project Name
Code Enforcement
Target Area
CDBG TARGET AREA
Goals Supported
Affordable Housing
Needs Addressed
Maintain and Improve Rental Housing
Maintain and Improve Owner Occupied Housing
Funding
CDBG: $325,000
Description
Code enforcement and demolition.
Target Date
12/31/2021
Estimate the number and type
Project benefits over 20,000 households living in the CDBG target area.
of families that will benefit
from the proposed activities
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Location Description
Planned Activities Code enforcement inspections in the CDBG Target Area, including necessary
building demolition/clearance as identified by code enforcement inspectors.
6 Project Name Public Services
Target Area
Entire Jurisdiction
Goals Supported
Public Services
Needs Addressed
Public Services
Funding
CDBG: $283,576
Description
All CDBG public service activities.
Target Date
12/31/2021
Estimate the number and type
12,000 individuals and families, primarily low/moderate income, will benefit
of families that will benefit
from public services activities
from the proposed activities
Location Description
Planned Activities
Public (social) services to low- and moderate- income residents throughout
the City of Evanston, particularly for youth programs, senior services, graffiti
removal, housing services and domestic violence services.
7 Project Name
Economic Development
Target Area
CDBG TARGET AREA
Goals Supported
Economic Development
Needs Addressed
Economic Development
Funding
Activities will be funded with 2020 CDBG entitlement allocated for Economic
Development activities
Description
Economic development activities aimed at assisting businesses for the
purpose of job creation for low- and moderate- income persons.
Target Date
12/31/2021
Estimate the number and type
of families that will benefit
from the proposed activities
Location Description
Planned Activities
Loans or grants to businesses for job creation or retention, and technical
assistance to micro -enterprises.
8 Project Name
Public Facilities & Infrastructure
Target Area
Entire Jurisdiction
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Goals Supported Creating Livable Communities
Needs Addressed Public Facilities
Funding CDBG: $709,867
Description Improvements made to public facilities and infrastructure.
Target Date
Estimate the number and type
of families that will benefit
from the proposed activities
Location Description
Public infrastructure activities are primarily in the CDBG target area in
census tracts/block groups with 51%+ low/mod residents. Public facilities
are qualified using LMC and may be located anywhere in the city.
Planned Activities
9 Project Name
Administration
Target Area
Entire Jurisdiction
Goals Supported
Planning and Administration
Needs Addressed
Access to Rental Housing
Maintain and Improve Rental Housing
Maintain and Improve Owner Occupied Housing
Economic Development
Public Infrastructure
Public Facilities
Public Services
Homeownership
Funding
CDBG: $363,298; HOME: $35,864
Description
Administration of CDBG and HOME.
Target Date
12/31/2021
Estimate the number and type
of families that will benefit
from the proposed activities
Location Description
Planned Activities
The planned activities in this project are HOME and CDBG administration
which involve planning and management of grant funded activities and
compliance.
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AP-50 Geographic Distribution — 91.220(f)
Description of the geographic areas of the entitlement (including areas of low-income and
minority concentration) where assistance will be directed
It is estimated that over 90% of all CDBG, HOME and ESG funding will be allocated to benefit persons
who are low- and moderate- income. Some projects will be directed across the entire jurisdiction, such
as public services and homeowner rehabilitation, whereas others will be directed to the CDBG Target
Area (local target area). Some activities, including Code Enforcement and Graffiti Removal, are limited
to the CDBG Target Area.
Additionally, it is expected that a significant amount of housing and economic development funds will be
focused in the CDBG Target Area.
Geographic Distribution
Target Area Percentage of Funds
CDBG TARGET AREA 60
Table 4 - Geographic Distribution
Rationale for the priorities for allocating investments geographically
All activities funded will primarily benefit low- and moderate- income persons or households, either as
direct service or financial assistance or by making improvements in areas benefiting primarily low- and
moderate- income persons. Some activities, for reasons of qualification and/or desired beneficiaries, will
be focused geographically. Some examples of how the City anticipates geographically focused
investments are:
Public Infrastructure Improvements — By their nature, they must be in low- and moderate- income
Census Tracts/Block Groups, which are primarily located in the CDBG Target Area. Most of the eligible
block groups are located in the South and West areas of the City. It is anticipated that funded public
infrastructure improvements, including but not limited to alley paving and park improvements, will be
primarily focused in the Target Area.
Economic Development — Economic fundamentals were relatively strong (i.e. low unemployment, low
vacancy rates, demand for new housing development, interest from broker community, etc.) prior to
COVID-19, although brick and mortar national retailers were in decline and many property owners and
real estate experts expressed concern about a micro real estate depression. COVID-19 has had a severe
impact on Evanston businesses. The federal, state and local emergency financial assistance may provide
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stability, however, the unemployment rate in Evanston has essentially quadrupled from 3% to over 12%,
vacancy rates have increased, restaurants have reported revenue of 10% to 20% of FY2019 sales and
sales tax is down 4% over the same period as FY2019. In addition to using CDBG-CV funding to support a
micro -enterprise assistance program, Economic Development staff are working to strengthen
design/appearance codes to address storefront vacancies, consider implementation of a new TIF district
to encourage redevelopment of commercial centers, and invest in support systems to develop local
e-commerce.
Code Enforcement — Although Code Enforcement inspectors perform inspections citywide, the
CDBG-funded portion of code enforcement will be within the CDBG Target area, which will be paired
with other community development activities in the area to address areas of deterioration, maintaining
code enforcement and property standards of dwelling units in the area.
Other programs or projects may take place within the CDBG Target area, but they will not be exclusively
so. An example of this is the CDBG Housing Rehab Program, which benefits all low- and moderate -
income homeowners, as it will likely have a large investment in the CDBG Target Area, as this area is host
to the highest population of low- and moderate- income households
Discussion
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Affordable Housing
AP-55 Affordable Housing — 91.220(g)
Introduction
There are a number of housing initiatives that will be implemented in 2021 to support homeless,
non -homeless and special -needs residents who are in need of safe and affordable housing,including the
CJE/Evergreen Senior Housing project that will be completed and reported in 2021. The programs
that impact the most persons o,r households in 2021 are the tenant -based rental assistance program
(TBRA) and the housing rehab program, which serve two very different, yet vital housing needs for the
low- and moderate- income residents of Evanston.
One Year Goals for the Number of Households to be Supported
Homeless 20
Non -Homeless 15
Special -Needs 0
Total 35
Table 6 - One Year Goals for Affordlable Housing by Support Requirement
One Year Goals for the Number of Households Supported Through
Rental Assistance 25
The Production of New Units 1
Rehab of Existing Units g
Acquisition of Existing Units 0
Total 35
Table 7 - One Year Goals for Affordable Housing by Support Type
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Discussion
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AP-60 Public Housing — 91.220(h)
Introduction
The Housing Authority of Cook County (HACC) serves suburban Cook County, including Evanston. The
HACC administers the Housing Choice Voucher program in Evanston and has two buildings for seniors
and the disabled, scattered site units for families, as well as seven project -based Section 8 units in
Emerson Square.
Actions planned during the next year to address the needs to public housing
The Housing Authority of Cook County (HACC) is planning substantial renovation of its scattered site
family units. In addition, HACC's proposed second housing development with 168 units on the parking
lot of the Jane R Perlman Senior Apartments is expected to be approved by year end 2020. This
development will be mixed income, with 34 units at 50% AMI with PBV support, 11 units between 80%
and 120% AMI for middle -income residents, and 123 at market rate. In addition, a joint project on South
Boulevard just east of Chicago Avenue is being discussed on a City -owned parking lot that is adjacent to a
four unit HACC building that has family units (2- and 3-bedrooms). The development would better utilize
land in a Transit -Oriented location through the development of a mixed income rental project comprising
< 50% AMI using PBV, low -moderate income, and middle to market rate units, with a focus on larger
(3-bedroom) units for families/intergenerational HHs.
Actions to encourage public housing residents to become more involved in management and
participate in homeownership
The HACC has a Resident Advisory Board (RAB) established at one of its sites in Evanston, the Walchirk
building. The RAB's functions include, but are not limited to: assisting residents with access to
computers, offering in-house services such as change for laundry, copies, and postage. RAB activities are
somewhat limited during the rehab of Walchirk and Perlman buildings and are also affected by reduced
occupancy.
HACC's Resident Service Coordinators work closely with other agencies, including the City's Levy Center,
to help its residents access services and participate in activities throughout the community. Additional
services are always being considered and added when possible.
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if the PHA is designated as troubled, describe the manner in which financial assistance will be
provided or other assistance
The HACC is not designated as troubled.
Discussion
The City will continue to actively engage and communicate with HACC to ensure that the needs
of residents assisted by that agency are met and services are coordinated with other agencies for
efficient and effective use of all community resources.
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AP-65 Homeless and Other Special Needs Activities — 91.220(i)
Introduction
The following section discusses the homeless and special needs activities to be undertaken in Evanston
during the first year of the 2020-2024 Consolidated Plan.
Describe the jurisdictions one-year goals and actions for reducing and ending homelessness
including:
Reaching out to homeless persons (especially unsheltered persons) and assessing their
individual needs
Connections for the Homeless' homeless outreach program is the largest provider of services to
Evanston's homeless population, including the unsheltered homeless, and addresses a wide range of
needs. Case managers develop individualized case plans for each client; assist them to obtain housing
and access services that may include employment counseling/placement, health services, substance
abuse counseling and education. Connections for the Homeless works in partnership with the Alliance to
End Homelessness in Suburban Cook County and local providers including, but not limited to, Interfaith
Action, Family Promise, the Men's Residence at the McGaw YWCA, the YWCA of Evanston/North Shore;
all agencies provide housing and case management services to people experiencing homelessness or at
risk of homelessness. Connections participates in Coordinated Entry and follows progressive engagement
strategies as required.
In FY 2020, due to COVID-19, Connections and the City secured non -congregate shelter in the Margarita
Inn, Hilton Garden Inn and Orrington Hotel for 245 people experiencing homelessness, including 67
children. Food pantry and drop -in services were expanded to serve an average of 232 individuals per
month with an average of 20-50 visits per day; total shelter operation expenses averaged $86,750 per
month. Providing non -congregate shelter enabled us to identify and engage people experiencing
homelessness and to rehouse these vulnerable households using ESG-CV funding
Addressing the emergency shelter and transitional housing needs of homeless persons
Connections for the Homeless contracted with the Margarita Inn for 42 rooms as non -congregate
emergency shelter for homeless Evanston residents; this has replaced the 18 congregate beds at Hilda's
Place, Connections for the Homeless' transitional shelter. The YWCA Evanston -North Shore's 34-bed
domestic violence shelter reopened after a brief close due to COVID-19. Participants were also housed at
local hotels; participants receive ongoing support and assistance moving into independent living
arrangements including traditional housing, transitional housing and permanent supportive housing.
Both agencies are supported by the City with ESG, CDBG and Mental Health Board funds. The YWCA
re -opened in July 2020 and anticipates housing 250 women and children in FY2021.
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Helping homeless persons (especially chronically homeless individuals and families, families
with children, veterans and their families, and unaccompanied youth) make the transition to
permanent housing and independent living, including shortening the period of time that
individuals and families experience homelessness, facilitating access for homeless individuals
and families to affordable housing units, and preventing individuals and families who were
recently homeless from becoming homeless again
The City will use ESG funds for re -housing as its primary strategy to reduce the amount of time that
individuals and families (chronically homeless, families with children, veterans and their families, and
unaccompanied youth) experience homelessness; this will include ESG-CV and FY2021 funding. The City
expects to serve 40 households using ESG and ESG-CV rapid re -housing funds in 2021.
The City will use HOME funds for Tenant Based Rental Assistance to address both the shortage of
available affordable units, particularly for larger households, and the inability of some households to pay
rents generally considered affordable due to the lack of ability to earn a living wage. Households with
children under the age of 18 enrolled in Evanston schools that are doubled-up/unstably housed
(category 2 in the definition of homeless) are a priority population for the program. HOME funds will be
used to support the Evergreen project, a 60-unit senior living facility that will provide affordable units to
income eligible seniors. As a result, funding for TBRA will be reduced from prior years and combined with
the anticipated ongoing needs of families previously enrolled, but negatively impacted by COVID-19, the
City anticipates a reduction in total households served by this program in 2021.
Heads of households in the TBRA program will receive education/job training in addition to rent
assistance to develop the ability to earn living wages to maintain market rate housing independent of a
subsidy. Waivers and Alternative Requirements for the Emergency Solutions Grants (ESG) Program Under
the CARES Act, Notice:CPD-20-08 provides waivers that apply to ESG-CV funds which will be used to
provide extensions of up to 6 months of support to further assist households recover from the financial
hardship due to COVID-19 related income loss. The City will work with Connections for the Homeless to
enroll 5 new households in 2021 and provide ongoing, needed support for vulnerable families enrolled in
the prior year.
ESG funds for homeless prevention address preventing individuals and families who were recently
homeless from becoming homeless again. ESG-supported programs are required to provide case
management and supportive services, and to connect clients with mainstream resources to increase
their likelihood of achieving long-term housing stability. ESG-funded clients will receive follow-up contact
to determine their housing status 6 and 18 months after termination of assistance as required and
provide additional support as needed to prevent households from becoming homeless again, as well as
determine program outcomes. The City is still working with community stakeholders like Connections for
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the Homeless to anticipate the need for prevention funds once the moratorium on evictions has been
lifted.
Helping low-income individuals and families avoid becoming homeless, especially extremely
low-income individuals and families and those who are: being discharged from publicly
funded institutions and systems of care (such as health care facilities, mental health facilities,
foster care and other youth facilities, and corrections programs and institutions); or, receiving
assistance from public or private agencies that address housing, health, social services,
employment, education, or youth needs.
Waivers and Alternative Requirements for the Emergency Solutions Grants (ESG) Program Under the
CARES Act, Notice:CPD-20-08 provides waivers that apply to ESG-CV, which will be used to provide
Prevention assistance to households with incomes at or below 50% of area median income; the FY2021
award will provide assistance for households at or below 30% AMI. Funds will be used to help
low-income households avoid becoming homeless and achieve housing stability. With the current
moratorium on evictions, the City is working with community partners to assess the need for Prevention
funds. It is anticipated that the need will far exceed available funds.
Connections for the Homeless receives referrals from the City staff and community partners dedicated to
working with people who have criminal records. Connections also has partnerships with agencies that
work with people who have diagnosed mental illness and physical disabilities. Community partners like
Impact Employment Services, work to help people with a mental health diagnosis achieve employment
and linkages to additional community support, also refer clients to Connections to assist with housing
needs. Some of the referring agencies receive CDBG and/or local funds. All agencies receiving ESG funds
are required to connect households to mainstream benefits as available and appropriate for their needs.
In addition, the City evaluates the effectiveness of collaborations/referrals of agencies applying for funds
as a criterion for funding. One of the responsibilities of committees and commissions that recommend
funding to external agencies is to maintain and expand the coordination of community resources not
provided by the City, look for gaps in services, and identify ways to improve efficiency.
Discussion
The City of Evanston will continue to collaborate with the Alliance to End Homelessness in Suburban
Cook County to address the needs of homeless individuals and families in Evanston.
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AP-75 Barriers to affordable housing — 91.220(j)
Introduction:
The City is partnering in the regional Assessment of Fair Housing (AFH) for which Cook County is the lead
agency and Enterprise provides staffing and technical assistance. The City expects to have data and most
of the conclusions of this AFH by mid-2021 and will review the goals and strategies in the AFH when
completed and amend our 2020-2024 ConPlan as needed.
Actions it planned to remove or ameliorate the negative effects of public policies that serve as
barriers to affordable housing such as land use controls, tax policies affecting land, zoning
ordinances, building codes, fees and charges, growth limitations, and policies affecting the
return on residential investment
The City of Evanston amended its Inclusionary Housing Ordinance (IHO) in late 2015 with an effective
date of January 1, 2016. To date, several rental projects have been approved that are subject to the IHO,
resulting in the creation of 41 new rental units and a $2.4 million fee -in -lieu payment in 2019. Due to
rising land and construction costs that have pushed the per unit cost of new development over $300,000
in transit oriented areas, it is much more cost effective for developers to pay the fee -in -lieu of on -site
units. As a result, the City put together a Subcommittee in 2018 to evaluate revisions to the IHO in order
to better incentivize on -site affordable units, including raising the fee -in -lieu, because the current
$75,000 - $100,000 per unit will not fund construction of a comparable number of affordable units,
particularly in the City's transit -oriented areas. Revisions to the IHO were approved in 2018, with an
effective date of January 1, 2019. In addition, the mayor appointed a steering committee in 2018 to
oversee the development of an affordable housing plan. That planning process has been put on hold due
to the coronavirus and the need to better understand its long term impact on the housing market.
Discussion:
The primary barrier to affordable housing is the continuing mismatch between incomes and housing
costs in Evanston. Evanston lost 70.7% of its units renting for less than $700 between 2000 and 2011,
while the number of units renting for mere than $1,000 increased by two-thirds. Minimum -wage, single
income households and those depending on Social Security Income (SSI) payments cannot afford an
apartment renting at the fair market rate in Cook County. Additionally, property taxes continue to
represent an affordability concern for residents, particularly those with fixed incomes.
High property costs, particularly in predominantly single family neighborhoods with larger lot sizes and
transit oriented corridors, have resulted in the concentration of affordable housing in west and south
Evanston neighborhoods rather than being dispersed evenly. The stigma associated with affordable
housing can be a barrier to building affordable housing in areas of the City where currently none exist.
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Another barrier to affordable housing within Evanston is the shortage of decent, affordable and
accessible housing for persons with disabilities. The supply of affordable housing accessible to persons
with physical disabilities is due in large part to the age of housing stock, most of which was built before
the Americans with Disabilities Act was passed. Much of the City's older homes are difficult to retrofit for
accessibility because they are multi -story units with stairs. This is true of smaller two -to -four flats as well
as larger three- or four-story walk-ups built in the 1930s and 1940s. Some facilities designed to
accommodate people with mobility disabilities exist in Evanston, including the two buildings HACC
updated per its Section 504 Transition Plan. However, stakeholders and HACC waiting list data suggest
that the unmet need for affordable accessible housing will continue to be significant.
The City's occupancy standards for rental housing that limits the number of unrelated persons residing in
a single housing unit can be an additional barrier to affordable housing, particularly for non-traditional
households.
The City of Evanston wants to ensure that it is the most livable city for all of its residents. In order to
most effectively address the housing needs of its low-, moderate-, and middle -income residents, and
maintain its economic and racial diversity, priority for income restricted rental and ownership units will
be given to eligible households that live in Evanston or have a household member that works in Evanston
wherever possible and in compliance with fair housing. The City has developed a centralized wait list for
income restricted units developed through the Inclusionary Housing Ordinance to facilitate access to
affordable housing for its residents. Properties with income restricted units not developed through the
IHO may choose to get referrals from this centralized wait list to expand its effectiveness. Rental
assistance programs funded with HOME, ESG and local funds will be used in Evanston to the greatest
extent feasible to minimize displacement of lower income residents.
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AP-85 Other Actions — 91.220(k)
Introduction:
The following are actions to be undertaken by the City of Evanston to address obstacles to meeting
underserved needs, foster and maintain affordable housing, reduce lead based paint hazards, reduce the
number of property -level families, develop institutional structure, and enhance coordination between
public and private housing and social service agencies.
Actions planned to address obstacles to meeting underserved needs
As a result of the COVID-19 pandemic, the following priority needs have been identified:
• Housing for Evanston residents currently experiencing homelessness and/or living in
non -congregate shelter
• People experiencing food insecurity due to loss of income and who lack other sources of
support
• Care for preschool, elementary, and middle school) children, particularly for parents/families with
essential/front-line jobs that do not have an adult at home to care for children, including school
age children learning remotely, and older family members
The City received $1,586,370 in CARES Act CDBG-CV funding and $966,314 in ESG-CV funding to prevent,
prepare for and respond to the coronavirus. ESG-CV funds were primarily dedicated to rehousing
individuals and families living in non -congregate shelter to protect from coronavirus. CDBG-CV is being
used for homeless shelter operations, for food assistance, rent assistance, and to support
micro -enterprises that have lost income due to COVID-19. The City expects to have all funds allocated to
activities by June 30, 2021 to provide relief for emergent needs as the recovery efforts continue.
In 2019 the City performed a comprehensive review of all social services offered by City departments
and funded with local or federal funds to measure the potential equity impacts of program service
delivery to ensure that funded services most directly align, with the needs of our underserved
populations and have measurable outcomes leading to improved quality of life. To achieve this, staff
formed the Social Services Core Committee (SSCC), a multi -department internal committee that used a
Racial Equity Impact Assessment (REIA) tool to evaluate potential policies benefits and burdens with the
goal of advancing racial equity. As a result, the City incorporates a resident -focused intake process for all
services, has increased community engagement, and prioritizes local and federal funds to support
services that best match the needs of our at -risk populations.
The City continues to assess the impacts of the pandemic. The Mayor's COVID-19 Task Force includes key
members of the education, government, business, faith, nonprofit, health, and senior communities and
meets weekly to assess community needs and ongoing impact. City staff also work closely with service
providers to assess the needs of the populations they serve. Evanston's goal is to provide support for the
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most at -risk populations as outlined above and restructure the allocation process to provide needed
services directly to identified populations rather than funding traditionally funded programs that meet a
wider variety of needs.
Actions planned to foster and maintain affordable housing
Evanston continues partnerships with Metropolitan Tenants Organization (MTO) and Lawyers'
Committee for Better Housing (LCBH) to strengthen landlord/tenant relations, particularly for
low-income households with subsidies, and increase awareness of landlord -tenant rights and
responsibilities. These efforts are particularly critical given the widespread inability of some
low/moderate income residents to pay rent given theThis contract was renewed for another 12 months
in 2019. Additionally, the partnership with LCBH will provide low-income residents with legal assistance
and representation in cases of evictions, retaliation, illegal lockouts, etc.
The City of Evanston has a locally funded Affordable Housing Fund, which is used for the development
and rehab of affordable housing for persons up to 120% of the area median income. This provides
funding in addition to CDBG and HOME funds to develop and maintain much -needed affordable housing
throughout Evanston. For 2018, 2019 and 2020, City Council named expanding affordable housing
options as one of its annual goals. Several strategies have been researched and discussed by City Council,
such as the creation and rental of accessory dwelling units, zoning changes to allow for smaller lots, and
the use of City -owned land for affordable housing development. In addition, City Council approved the
creation of a Landlord Rehabilitation Assistance Program, rental of existing coach houses to non -family
members, and amendments to the City's Inclusionary Housing Ordinance. Furthermore, the mayor
appointed a steering committee in 2018 to oversee the development of an affordable housing plan. The
steering committee will work with the City's Housing and Homelessness Commission to conduct
outreach and solicit feedback on the plan from Evanston residents and stakeholders. It was anticipated
that the process would take 15 months, however, this was put on hold as noted above.
Actions planned to reduce lead -based paint hazards
As mentioned above, the Evanston HHS receives the TORRENS grant from Cook County Department of
Public Health which offers a yearly maximum of $39,600 of financial assistance for low income property
owners. They also receive a yearly grant of $24,900 from the Illinois Department of Public Health to aid
in paying for testing and inspection supplies.
In addition to responding to cases of childhood lead poisoning the Evanston HHS also provides
preventative lead risk assessments for Evanston residents as long as there is either a child age 6 or less or
a pregnant woman is living at the property. This is a proactive service offered to the residents of
Evanston to help them become aware of the possible lead hazards in their home along with preventing
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their child from becoming lead poisoned.
Actions planned to reduce the number of poverty -level families
There are a variety of actions the City undertakes throughout the year in an effort to reduce the number
of poverty -level families and increase self-sufficiency. The programs funded through CDBG and / or
HOME that work towards this goal are the tenant -based rental assistance (TBRA) program, Certificate of
Rehab program and a variety of other job training and education programs aimed at youth and young
adults. Additionally, the City's investment in the Cradle to Career program demonstrates its commitment
to ensuring that Evanston residents are prepared for the workforce.
Additionally, the City's Economic Development Department works diligently to grow the City's economy,
specifically by working to redevelop vacant or underperforming commercial corridors. Developing a
variety of businesses in Evanston is critical to providing living -wage jobs for a diverse population with
multiple jobs skills and experiences. Economic Development is accomplished by utilizing many different
funding sources including, but not limited to, the CDBG Economic Development Fund, tax -increment
financing (TIF) and local funds.
Actions planned to develop institutional structure
City staff works throughout the year to increase institutional structure, both within the City and
throughout our partner agencies. This is accomplished through providing technical assistance on federal
grant management requirements, such as growing their knowledge of Davis -Bacon requirements,
financial management and other grant management procedures. Staff maintains contact with partner
agencies throughout the year, offering referrals for funding and training opportunities where
appropriate.
All policies and procedures related to internal grant management procedures are being reviewed, and
will be updated when areas of opportunity for efficiency and collaboration are identified. Additionally,
investment is made in technology that assists departments within the City to more effectively and
efficiently manage grant programs; an example is CDM, which is the City's management software
program for all housing -related projects that require project or loan management and ongoing
compliance. Staff also attends relevant training and conferences, where available, on all aspects of grant
and project management.
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Actions planned to enhance coordination between public and private housing and social
service agencies
The City is heavily invested in collaborations throughout the community, as evidenced by Cradle to
Career, the Human Services Task Force on At -risk populations and other initiatives. The City has
successfully paired with multiple health -service providers, such as Erie Family Health Center, which
provides bi-lingual medical, dental and mental health services to the community, regardless of the
person's ability to pay. This has been a critical partnership that has increased the community's access to
quality, affordable healthcare.
Additionally, the City's General Assistance program is currently being evaluated to see where
opportunities exist to coordinate better between the City and public agencies and service providers to
better serve our underserved residents. There are other community collaborations in Evanston, such as
the United Way "Community Schools" program, which works to provide services to the schools with the
most at -risk students. Collaborations such as these are critical to furthering the goals of our Consolidated
Plan and that of the City Council, which both aim to make Evanston one of the most livable cities in
America.
Discussion:
The City's Community Development Department working in collaboration with the Economic
Development Department is committed to making Evanston the most livable city in America, and has
evidenced this commitment through community partnerships, investment in economic and
neighborhood development. The actions identified above will further this initiative and will increase
opportunities for low- and moderate- income residents to receive necessary services and have access to
affordable housing options.
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Program Specific Requirements
AP-90 Program Specific Requirements — 91.220(1)(1,2,4)
Introduction:
Housing and Grants staff is responsible for ensuring compliance with all program specific requirements,
as well as for program monitoring and reporting. In addition, staff ensures that federal cross -cutting
requirements, including the Omni Circular, Davis -Bacon and Related Acts, Uniform Relocation Act, and
Section 3, are met.
Community Development Block Grant Program (CDBG)
Reference 24 CFR 91.220(1)(1)
Projects planned with all CDBG funds expected to be available during the year are identified in the
Projects Table. The following identifies program income that is available for use that is included in
projects to be carried out.
1. The total amount of program income that will have been received before the start of the next program year
and that has not yet been reprogrammed 0
2. The amount of proceeds from section 108 loan guarantees that will be used during the year to address the
priority needs and specific objectives identified in the grantee's strategic plan. 0
3. The amount of surplus funds from urban renewal settlements
C
4. The amount of any grant funds returned to the line of credit for which the planned use has not been
included in a prior statement or plan 0
5. The amount of income from float -funded activities 0
Total Program Income: 0
Other CDBG Requirements
1. The amount of urgent need activities I 30%
2. The estimated percentage of CDBG funds that will be used for activities that benefit persons
of low and moderate income.Overall Benefit - A consecutive period of one, two or three years
may be used to determine that a minimum overall benefit of 70% of CDBG funds is used to
benefit persons of low and moderate income. Specify the years covered that include this
Annual Action Plan. 70%
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HOME Investment Partnership Program (HOME)
Reference 24 CFR 91.220(I)(2)
1. A description of other forms of investment being used beyond those identified in Section 92.205 is
as follows:
Additional forms of investment in the construction of new affordable rental housing includes Low
Income Housing Tax Credits and City of Evanston Affordable Housing Funds that are being invested in
the Evergreen 60-unit senior development project on Howard Street.
2. A description of the guidelines that will be used for resale or recapture of HOME funds when used
for homebuyer activities as required in 92.254, is as follows:
The City does not plan to use HOME funds for homebuyer activities in 2021; HOME resources will be
focused on rental housing needs, primarily of households whose incomes do not exceed 60% of the
area median income.
If homebuyer activities were to be undertaken, the City would use recapture provisions to maintain
long-term affordability for ownership projects with direct homebuyer subsidies in the form of down
payment or closing cost assistance, or purchase price reductions (soft second mortgages) used to
maintain compliance. The length of the affordability period would be based on the amount of HOME
subsidy and forgiven on a pro-rata basis as long as the property remains the owner's primary
residence. The balance is due only if the property is sold or ceases to be the buyer's primary
residence before the end of the affordability period, subject to net proceeds.
The City's recapture terms are based on the minimum HOME requirements. Subsidies of $14,999 per
unit or less are subject to recapture for five years, subsidies between $15,000 and $39,999 are
subject to recapture for ten years and subsidies over $40,000 are subject to recapture for 15 years.
3. A description of the guidelines for resale or recapture that ensures the affordability of units acquired
with HOME funds? See 24 CFR 92.254(a)(4) are as follows:
If homebuyer activities were undertaken, the City would record a Junior Mortgage and Land Use
Regulatory Agreement (LURA) deed restriction that acts as the Affordable Housing Restriction to
ensure that the HOME funds are subject to recapture A the unit does remain the principal residence
of the purchaser for the length of the affordability period. Buyers would also sign an Agreement with
the City describing the HOME subsidy. The City considers requests to subordinate its junior mortgage
in a refinance of the first mortgage as long as the borrower does not receive any cash back as part of
the refinancing and the new loan amount does not exceed the original first mortgage with
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allowances for generally accepted financing costs. The City will not subordinate to a negative
amortization loan or any loan it deems to be predatory.
Loan principal would be forgiven:
• At the rate of 1/60th per month for a 5 year term
• At the rate of 1/120th per month for a 10 year term
• At the rate of 1/180th per month for a 15 year term
4. Plans for using HOME funds to refinance existing debt secured by multifamily housing that is
rehabilitated with HOME funds along with a description of the refinancing guidelines required that
will be used under 24 CFR 92.206(b), are as follows:
HOME funds may be used to refinance existing debt secured on multi -family rehab projects,
excluding projects whose debt is made or insured by any federal program. The City may consider
using HOME funds to refinance existing debt in specific situations using the following guidelines:
• To ensure that rehabilitation is the primary eligible activity, HOME funds may be used only to
refinance the rehabilitation portion of a loan and up to 40% of acquisition financing.
• The property must be inspected to ensure disinvestment has not occurred.
• The Project pro forma will be reviewed to ensure that the long-term needs of the project can be met
and that serving the targeted population is feasible.
• It must be stated whether the new investment is being made to maintain current affordable units,
create additional affordable units, or both.
• Whether the length of the affordability will extend beyond the minimum 15 years will be determined
and specified before HOME funds are invested.
• The project must be located in Evanston.
• HOME funds cannot be used to refinance multifamily loans made or insured by any federal program,
including CDBG.
Annual Action Plan I 48
2020
OMB Control No: 2506-0117 (exp. 06/30/2018)
Emergency Solutions Grant (ESG)
Reference 91.220(I)(4)
1. Include written standards for providing ESG assistance (may include as attachment)
ESG Policies and Procedures are attached.
2. If the Continuum of Care has established a centralized or coordinated assessment system
that meets HUD requirements, describe that centralized or coordinated assessment system.
The City of Evanston is part of the Suburban Cook County Continuum of Care. The Alliance to End
Homelessness in Suburban Cook County, lead agency for the Cook County CoC, has a common intake
form and data entry standards for HMIS. The Alliance includes members of the Continuum of Care in
a process to refine and improve its coordinated intake system. The process coordinates intake from
multiple access points, including phone/internet, walk-ins at agencies, shelters and street outreach
and uses a pre-screen to assign individual cases to:
• Diversion/Prevention with case management only
• Prevention funding and case management
• Referral to parallel systems such as Veterans and DV programs
• Progressive engagement strategies to ensure participants receive needed subsidies and services
• Short-term intervention combining case management and shelter for homeless
• Medium -term intervention combining case management with bridge housing (rapid re -housing),
Safe Haven or transitional housing
• Long-term intervention combining case management with permanent supportive housing or rapid
re -housing or transitional housing, as available.
All cases qualified as needing short-, medium, or long-term interventions would use the VI-SPDAT
and be ranked for housing based on vulnerability.
3. Identify the process for making sub -awards and describe how the ESG allocation available to
private nonprofit organizations (including community and faith -based organizations).
City Staff develops recommendations for ESG allocations that are reviewed by the Housing and
Homelessness Commission (HHC). Staff then takes recommendations to the Human Services
Committee or Planning and Development Committee of City Council. The recommendation of that
committee is reviewed and approved by the Evanston City Council. All recommendations are
discussed at public meetings, whose agendas are published in advance, as required by the Open
Meetings Act.
4. If the jurisdiction is unable to meet the homeless participation requirement in 24 CFR
Annual Action Plan I 49
2020
OMB Control No: 2506-0117 (exp. 06/30/2018)
576.405(a), the jurisdiction must specify its plan for reaching out to and consulting with
homeless or formerly homeless individuals in considering policies and funding decisions
regarding facilities and services funded under ESG.
The City of Evanston is part of the Alliance to End Homelessness in Suburban Cook County and the
Suburban Cook County Continuum of Care. The Alliance has homeless or formerly homeless persons
on its Board of Directors and in its working groups. Connections for the Homeless, an ESG
subrecipient and member of the Alliance, also has people with lived experience on its board of
directors and engaged in Joining Forces, its advocacy program.
5. Describe performance standards for evaluating ESG.
• Engagement rate: the percent of persons exiting shelter where the destination is known
• Percent of persons exiting shelter who used 30 shelter -nights or fewer
• Percent of persons exited to permanent housing
• Follow up contact to determine housing status 6 months after termination of assistance
Annual Action Plan
2020
50
OMB Control No: 2506-0117 (exp. 06/30/2018)
CDBG
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