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Housing and Community Development FY19 Budget PresentationCopyrighted February 12, 2018 City of Dubuque Public Hearings # 2. IT EM T IT LE:Housing & Community Development Department FY2019 Budget Presentation SUM MARY: SUGGEST ED DISPOSIT ION: ATTACHMENTS: Description Type FY19 Housing Department Budget Rec ommendation Supporting Documentation FY19 Houing Budget Presentation Supporting Documentation -1- Housing And Community Development -2- This page intentionally left blank. -3- HOUSING AND COMMUNITY DEVELOPMENT DEPARTMENT DEPARTMENT SUMMARY Budget Highlights FY 2017 Actual FY 2018 Budget FY 2019 Requested % Change From FY 2018 Budget Expenses Employee Expense 2,178,202 2,207,638 2,093,999 (5.1)% Supplies and Services 889,527 881,276 854,272 (3.1)% Section 8 Housing Assistance Payments 5,184,890 4,592,172 5,208,584 13.4 % Machinery and Equipment 127,106 40,330 40,011 (0.8)% Federal Building Recharge 239,094 219,668 232,880 6.0 % Transfer for Audit/Insurance/Legal 1,393 820 ——% Total Expenses 8,620,212 7,941,904 8,429,746 6.1 % Resources Rental Housing Revenues 368,924 379,703 457,618 20.5 % Circles Initiative 43,472 39,500 39,500 —% Circles Initiative - Restricted Private Donations 4,820 20,000 20,000 —% Escrow Deposits 13,021 12,000 13,651 13.8 % Miscellaneous 11,989 1,000 5,825 482.5 % Federal Building Lease Revenue 326,366 201,442 323,402 60.5 % RRP Repayments/HOME Grant 27,000 4,000 3,000 (25.0)% Continuum of Care Grant 74,455 78,691 78,691 —% HUD Resiliency Grant 11,172 93,945 98,139 4.5 % Lead Paint Grant 481,576 467,494 150,239 (67.9)% Section 8 5,776,258 5,376,728 5,899,711 9.7 % CDBG Charges 590,611 610,023 647,460 6.1 % Total Resources 7,729,664 7,284,526 7,737,236 6.2 % Property Tax Support 890,548 657,378 692,510 35,132 5.3 % Percent Self Supporting 89.67%91.72%91.78% Personnel - Authorized FTE 25.00 25.00 23.82 -4- SAFE AND HEALTHY HOMES SUMMARY Budget Highlights FY 2017 Actual FY 2018 Budget FY 2019 Requested % Change From FY 2018 Budget Expenses Employee Expense 727,727 735,760 617,051 (16.1)% Supplies and Services 236,109 209,562 178,418 (14.9)% Machinery and Equipment 83,924 31,400 24,930 (20.6)% Total Expenses 1,047,760 976,722 820,399 (16.0)% Resources Rental Housing Revenues 368,924 379,703 457,618 20.5 % Lead Paint Grant Charges 481,576 467,494 150,239 (67.9)% CDBG Charges 56,552 62,098 102,971 65.8 % Total Resources 907,052 909,295 710,828 (21.8)% Property Tax Support 140,708 67,427 109,571 62.5 % Percent Self Supporting 86.6%93.1%86.6% Personnel - Authorized FTE 8.20 8.20 7.02 * Includes Code Enforcement; Housing Inspections; Fees & Licensing; Lead Hazard Reduction; and Problem Properties Maintenance NEIGHBORHOOD REVITALIZATION SUMMARY Budget Highlights FY 2017 Actual FY 2018 Budget FY 2019 Requested % Change From FY 2018 Budget Expenses Employee Expense 348,910 402,346 405,774 0.9 % Supplies and Services 67,359 47,775 50,674 6.1 % Machinery and Equipment 4,509 —7,571 —% Total Expenses 420,778 450,121 464,019 3.1 % Resources Escrow Deposits 13,021 12,000 13,651 13.8 % CDBG Charges 360,047 340,176 348,773 2.5 % HUD Resiliency Grant 11,172 93,945 98,139 4.5 % RRP Repayments/HOME Grant 27,000 4,000 3,000 (25.0)% Total Resources 411,240 450,121 463,563 3.0 % Property Tax Support 9,538 —456 —% Percent Self Supporting 97.7%100.0%99.9% Personnel - Authorized FTE 4.00 4.50 4.50 * Includes Homeowner Rehabilitation; HOME Workshop; and HUD Resiliency. -5- SUSTAINABLE LIVING SUMMARY Budget Highlights FY 2017 Actual FY 2018 Budget FY 2019 Requested % Change From FY 2018 Budget Expenses Employee Expense 872,418 831,813 838,994 0.9 % Supplies and Services 889,527 881,276 854,272 (3.1)% Section 8 Housing Assistance Payments 5,184,890 4,592,172 5,208,584 13.4 % Machinery and Equipment 35,469 2,560 5,210 103.5 % Transfer for Legal 1,393 820 ——% Total Expenses 6,983,697 6,308,641 6,907,060 9.5 % Resources Circles Initiative - Grant 43,472 39,500 39,500 —% Circles Initiative - Restricted Private Donations 4,820 20,000 20,000 —% Continuum of Care Grant 74,455 78,691 78,691 —% Section 8 Moderate Rehab 75,532 79,963 81,630 2.1 % Family Self Sufficiency Coordinator Grant 132,476 132,478 140,613 6.1 % Family Self Sufficiency Program Voucher 94,289 88,667 82,976 (6.4)% Section 8 Housing Assistance Payments 4,918,314 4,519,172 5,059,709 12.0 % Section 8 Administration Fee 549,116 538,974 526,708 (2.3)% Section 8 Miscellaneous Revenue 6,531 17,474 8,075 (53.8)% Total Resources 5,899,005 5,514,919 6,037,902 9.5 % Property Tax Support 1,084,692 793,722 869,158 9.5 % Percent Self Supporting 84.5%87.4%87.4% Personnel - Authorized FTE 11.05 10.30 10.30 * Includes Assisted Housing; Continuum of Care; Family Self-Sufficiency; and Circles -6- HOUSING ADMINISTRATION Budget Highlights FY 2017 Actual FY 2018 Budget FY 2019 Requested % Change From FY 2018 Budget Expenses Employee Expense 229,148 237,719 232,180 (2.3)% Supplies and Services 85,744 139,307 79,790 (42.7)% Machinery and Equipment 3,204 3,670 2,300 (37.3)% Total Expenses 318,096 380,696 314,270 (17.4)% Resources Miscellaneous 11,989 1,000 5,825 482.5 % CDBG Charges 174,013 207,749 195,716 (5.8)% Total Resources 186,002 208,749 201,541 (3.5)% Property Tax Support 132,094 171,947 112,729 (34.4)% Percent Self Supporting 58.5%54.8%64.1% Personnel - Authorized FTE 1.75 2.00 2.00 * Includes Housing Director, Community Development Specialist and CDBG/HCV Supervisor. HISTORIC FEDERAL BUILDING MAINTENANCE SUMMARY Budget Highlights FY 2017 Actual FY 2018 Budget FY 2019 Requested % Change From FY 2018 Budget Expenses Supplies and Services 167,876 164,162 176,608 7.6 % Machinery and Equipment —2,700 ——% Federal Building Recharge 239,094 219,668 232,880 6.0 % Total Expenses 406,970 386,530 409,488 5.9 % Resources Historic Fed. Bldg Leases 326,366 201,442 323,402 60.5 % Total Resources 326,366 201,442 323,402 60.5 % Federal Building Surplus (Deficit)(80,604)(185,088)(86,086)(53.5)% Percent Self Supporting 80.2%52.1%79.0% -7- Improvement Package Summary 1 of 8 This improvement package would provide a $5 increase in rental licenses which include multi-dwelling, single family and duplex dwelling. This $5 increase in rental licenses will generate an estimated $17,933 in additional revenue for the rental inspection program and help maintain the 90% self-supporting goal. The impact of the $5 increase is as follows: Current Fee Recommended Fee Recommended Increase Structure/Building $25 $30 $5 Dwelling Unit $20 $20 $— Rooming Unit $10 $10 $— Impact Example: Single Family Rental License $45 $50 $5 Duplex Rental License 65 70 $5 Related Revenue:$17,933 Rental License Fees Recurring Recommend - Yes Activity: Housing Inspection 2 of 8 This improvement package would provide a standing desk and related equipment for the Rehabilitation Supervisor. The requested equipment contributes to an ergonomically friendly work environment, reduces back pain and fatigue, and may contribute to other potential health related benefits, including but not limited to, reduced risk of obesity, diabetes, and cardiovascular disease. Related Cost:$456 CDBG Non-Recurring Recommend - Yes Activity: Rehabilitation Program 3 of 8 This improvement package would provide a computer tablet for an Assisted Housing Coordinator to more effectively perform work in daily operations and in the community. This position requires frequent work in the field, planning and community meetings, travel and conference attendance. The tablet would allow staff to perform and respond to urgent issues when out in the community. The tablet would allow access to calendar, email, and ability to maintain communication for a more effective work practice. The result is a more efficient use of time and resources because staff needs access to information at all times to make decisions no matter the location. The tablet also eliminate the need to print large documents to take to meetings. Related Cost:$950 Tax Funds Non-Recurring Recommend - Yes Related Cost:$324 Tax Funds Recurring Total Cost:$1,274 Property Tax Impact:$0.0005 —% Activity: Section 8 Voucher 4 of 8 This improvement package would fund a full-time position rental inspector position (OE-17B). The addition of this position will support the rental licensing & inspection activity to perform routine inspections of 11,247 licensed rental units and respond to property maintenance complaints throughout the city. In addition to meeting the current demands, filling this position will help the division begin to transition to a tiered inspection model where properties in need of assistance will receive the critical attention they need on a -8- more frequent basis to prevent these properties from falling into a significantly deteriorated or blighted condition where recovery or restoration is not a viable option. In addition, improvement package one increases the license fees by $5 for structure/building. The $5 increase in structure license fees will result in approximately $17,933 in additional revenue in FY 2019. This improvement has a direct correlation with several of the City Council’s Goals and Priorities. Ensuring proper maintenance of the existing housing/building stock throughout the community through effective code enforcement makes the community more inviting and creates community pride that improves the livability of neighborhoods and improves the community vibrancy, safety and wellbeing in the built environment. Routine inspections and focused enforcement on nuisance properties and dilapidated buildings is a key component of the CHANGE Program “Comprehensive Housing Activities for Neighborhood Growth & Enrichment” This improvement also indirectly advances the following City Council Goals and Priorities: • Financially Responsible, High-Performance City Organization: Sustainable, Equitable, and Effective Service Delivery • Central Avenue Revitalization: Streetscape and Business Development • Crime Prevention Program Expansion • Greater Dubuque Development Corporation True North Initiative • Affirmatively Furthering Fair Housing Plan: Development Since 2011, the rental licensing & inspection activities staffing level has decreased by one full time equivalent position. During that same period, there was a 30% increase in rental licenses issued and additional workload absorbed that included increased monitoring of problem properties and additional enforcement through court processes including petitioning for title to abandoned properties. Also during that time, there were several significant changes to the rental licensing and inspections fee structure and the locally adopted property maintenance code through the 2016 City Council adoption of the International Property Maintenance Code, that continue to improve operations and when adequately staffed will allow the division to operate in a financially secure and primarily self-sustaining position while providing optimal services to the community. This inspection position would generate approximately $33,419 in new inspection fees and $10,656 in court and inspection fees. The new position is anticipated to complete approximately 2.86 billable inspections per day, which includes re-inspections. Penalty revenue per inspector in FY 2017 was $15,665 based on 1.2 FTE personnel assigned to billable inspections. Penalties accrue after an inspector develops a history with a property owner that will take three to six months for a new inspector to develop. The new license revenue is based on 205 new rental licenses for single family residences, which follows the trend of over 200 licenses per year issued over the past five years. This new inspector will assist with enforcement on non-licensed rentals. Non-recurring expenses include a computer ($2,300), and smart phone ($400). Related Cost:$82,631 Tax Funds Recurring Recommend - Yes Related Revenue:$34,705 CDBG Grant Recurring Related Revenue:$33,419 Inspection Fees Recurring Related Revenue:$10,656 Fines/Penalties Recurring Net Cost:$3,851 Property Tax Impact:$0.0015 0.01% Activity: Housing Inspection -9- 5 of 8 This improvement package would provide funding for an additional full-time Assisted Housing Specialist Caseworker (GE-27B) to assist with case management and voluntary compliance agreement requirements. The City of Dubuque administers the Housing and Urban Development (HUD) assisted housing programs as the designated Public Housing Authority (PHA). We provide individuals/families with the housing assistance that enables them to find suitable affordable housing. The PHA accepts housing assistance applications from the public and maintains waiting lists for the different programs that we administer. The PHA makes determinations of eligibility and program compliance. The City of Dubuque and HUD entered into a Voluntary Compliance Agreement (VCA) in March, 2014. There are many provisions of the VCA that must be followed which places additional duties on existing assisted housing staff. The VCA requires tracking of all applicants applying for assistance, applicants and participants that are denied admission or terminated from the assisted housing program, and applicants and participants that are ineligible due to criminal background. This information is reported to HUD bi-annually. The VCA also states that the PHA shall maintain not less than 95% utilization rate or 95% of Housing Assistance Payment (HAP) budget. We are currently utilizing approximately 90% of our HAP budget. This request is for one Assisted Housing Specialist (Caseworker) to assist with case management and VCA requirements. There are currently three caseworkers and one coordinator managing a caseload of approximately 850 assisted housing participants. Duties of these caseworkers include requesting and reviewing criminal backgrounds; explaining program procedures and eligibility criteria to applicants and the public; assist potential applicants and participants with completing applications and necessary program forms; coordinates and conducts face to face orientation for applicants selected for participation in the assisted housing program; tracking and monitoring all voucher issuance for clients; verifies all household income, assets and allowances as well as calculates housing assistance payments for initial occupancy, interim changes and unit changes; verification and tracking of all unit inspections; assisting clients with their search for a dwelling unit; performing rent reasonableness test for new units and units with an increased rent, perform annual re-examinations including re-verifying all income, assets and allowances; process all unit changes including ordering inspections, preparation of leases/contracts, assisting clients with portability requests, responds to all phone calls to assist clients/citizens to answer questions and make necessary referrals; and maintaining all reports, files and computer entries necessary for all applicants and participants; perform marketing and outreach for the assisted housing program. One of Housing & CD goals is to utilize the 1072 vouchers or 100% of our budget that the City has been allotted by HUD. In order to do this, we must find ways to keep the HAP costs down while increasing participants. Due to the high caseloads and VCA requirements, staff is barely performing the required duties of the program but there are additional tasks that can be done to maximize performance if the caseloads were more manageable. For each additional family provided with rental assistance, approximately $587.52 is earned each year. If City could utilize all 1072 vouchers, the City could assist 222 additional families. Related Cost:$64,170 Tax Funds Recurring Recommend - No Related Cost:$5,650 Tax Funds Non-Recurring Total Cost:$69,820 Property Tax Impact:$0.0279 0.26% Activity: Housing Voucher 6 of 8 This improvement package would provide funds to add one seasonal Code Enforcement Officer position (624 hours annually or 0.30 FTE). The addition of this seasonal position will allow the General Housing, code enforcement activity to respond to exterior property maintenance complaints more quickly and -10- efficiently without interrupting the routine workload associated with the rental licensing & inspections activities. This position would be active from approximately May 1st through September 30th of each year. During this period in 2017, 468 grass and weed complaints were entered into the citizen service center, compared to 28 from October 1st, 2016 through April 30th, 2017. Additionally, during the summer months, nuisance garbage, junk and debris requests increase to a rate of approximately 60 per month compared to an average of 53 per month during other seasons. This request also includes a smart phone and a computer tablet. Related Cost:$11,328 Tax Funds Recurring Recommend - Yes Related Cost:$1,350 Tax Funds Non-Recurring Related Revenue:$4,995 CDBG Recurring Total Cost:$7,683 Property Tax Impact:$0.0031 0.03% Activity: Housing Inspections 7 of 8 This improvement package would provide funds funding for a Landlord Guarantee Program, which will provide the following: 1. This Program will provide a 50% reimbursement for landlords who experience property damage as a result of tenants who qualify for a rent subsidy. 2. Requires a Landlord to implement an Affirmative Fair Housing Marketing Plan, this plan would include, but not limited to, outreach, tenant rights education/information and reporting outreach data to the City. 3. In order for a Landlord to qualify and receive any City services, specifically Rehab, Resiliency, Lead and Economic Development Programs, the Landlord will agree to accept tenants who qualify for a rent subsidy. Requested $50,000; recommendation is for $25,000. Related Cost:$25,000 Tax Funds Recurring Recommend - Yes Property Tax Impact:$0.01 0.09% Activity: Housing Inspections -11- 8 of 8 This improvement package request seeks funding for rebranding of the Housing Choice Voucher Program, which will provide the following: • Connect Housing Choice Vouchers to sustainability. • Equal housing opportunity and the development of affordable housing at all income levels. • The Housing Choice Voucher program is one of the largest assistance to the low-income veterans, seniors and persons with disabilities in the City. The faces and stories of program residents as well as program Housing Providers should be made readily available to the entire community. • Publicize economic impact of the Housing Choice Voucher program and the positive effect on the local economy. • Increase the participation of housing providers who will contract with the City for the Housing Choice Voucher program. • Connect residents to the Family Self-Sufficiency (FSS) program and the Circles Initiatives. • Improve the public understanding of the Housing Choice Voucher program. Related Cost:$25,000 Tax Funds Non-Recurring Recommend - Yes Property Tax Impact:$0.01 0.09% Activity: Housing Voucher Significant Line Items Employee Expense 1. FY 2019 employee expense reflects a 1.5% wage package increase. 2. The Iowa Public Employee Retirement System (IPERS) City contribution increased from 8.93% in FY 2018 to 9.44% in FY 2019. This resulted in an increase of City IPERS expense of $7,222 in Housing. The employee contribution increased from 5.95% in FY 2018 to 6.29% in FY 2019. 3. The City portion of health insurance expense decreased from $1,325 in FY 2018 to $1,193 in FY 2019 per month per contract which results in an annual cost savings of -$60,922 or -10.00%. 4. Sick leave payout decreased from $7,219 in FY 2018 to $840 in FY 2019. 5. The Lead-Based Paint Hazard Control Grant Program ends on November 15, 2018. A reduction in full-time equivalents relating to this grant ending are as follows (4 positions): a. -0.62 FTE Lead Paint Hazard Program Supervisor ($59,035) b. -0.62 FTE Lead Paint Assistant ($44,439) c. -1.24 FTE Lead Paint Inspectors ($98,160) 6. The budget recommendation includes a new full-time Housing Inspector +1.0 FTE ($82,631) which is funded by increased rental inspection revenue generated by the new position, a recommended rental license fee increase in FY 2019 and Community Development Block Grant funds. In addition, a new seasonal Housing Inspector +0.30 FTE ($11,328) is recommended. Supplies & Services 7. Electricity increased from $54,794 in FY 2018 to $62,010 in FY 2019 based on FY 2017 actual plus 12.5% for the Historic Federal Building. 8. Education and Training decreased from $54,586 in FY 2018 to $48,169 in FY 2019 due to the education and training related to the Lead Hazard grant reduced due to the grant ending in FY 2019. -12- 9. Mainstream Vouchers Housing Assistance Payments increased from $138,612 in FY 2018 to $161,640 in FY FY 2019. FY 2017 actual was $146,165. This line item represents special vouchers for disabled households only and is based on forty vouchers that are available to be used. The revenue is based on Fiscal Year 2017 actual housing assistance paid and actual vouchers utilized. 10. Port-Out Voucher Housing Assistance Payments increased from $92,844 in FY 2018 to $581,760 in FY 2019 based on fifty-four units per month (7 units in FY 2018) based on calendar year 2017. FY 2017 actual was $180,557. Housing and Urban Development regulations requires port outs to other areas when requested unless there is a freeze on the housing assistance payment subsidy amounts. Other housing authorities are not absorbing the housing assistance payments as they have done in the past and the cost is double of what it is in Dubuque. 11. Tenant Protection Housing Assistance Payments increased from $17,952 in FY 2018 to $21,912 in FY 2019 based on eight units per month (8 units in FY 2018). FY 2017 actual was $25,425. 12. Homeowner Housing Assistance Payments decreased from 50,652 in FY 2018 to $50,136 in FY 2019 based on fourteen units per month (13 units in FY 2018). FY 2017 actual was $51,723. This line item represents assistance for a Section 8 participant to buy a house. 13. Port-in Voucher Assistance Payments unchanged from $10,481 in FY 2018 to $10,481 in FY 2019 and is based on twenty-two vouchers. FY 2017 actual was $726.The City is absorbing vouchers to increase utilization which decreases this line item but increased the HUD Administrative Fee revenue line item. This line item is the projected housing assistance payments for administering other Housing Agencies’ vouchers within the City of Dubuque. This amount is reimbursed by the other Housing Agencies and has an offsetting revenue line item. 14. Housing Assistance Payments increased from $4,230,907 in FY 2018 to $4,329,831 in FY 2019. FY 2019 is based on 769 vouchers and FY 2018 was based on 772 vouchers. FY 2017 actual was $4,726,162. These housing assistance payments exclude any payments for mainstream, port-out, port-in, tenant protection, and homeowner assistant payments which are budgeted in separate line items. 15. In total for all types of vouchers, the City is authorized to use 1,072 vouchers and is currently at 854 vouchers and has budgeted for 902 vouchers in FY 2019. 16. Family Self-Sufficiency Payments increased from $115,945 in FY 2018 to $120,189 in FY 2019 based on the projected amount earned and to be paid out to participants from HUD housing assistance payments. FY 2017 actual was $131,502. Family Self-Sufficiency contracts are for a term of five years and there are several contracts that are at the end of their term and the participants will graduate from the program and will earn the Family Self-Sufficiency escrow. 17. Pay to Other Agency decreased from $83,281 in FY 2018 to $72,923 in FY 2019. This line item includes Operation New View Headstart ($25,000); Every Child|Every Promise ($25,000); Operation New View ($19,756); and Lead Paint Case Management and Home Advocate ($3,167). Continuum Care Grant case management was moved to Contract Administration. -13- Machinery & Equipment 18. Equipment replacement items include ($40,011): CDBG Housing Administration Laptop (0.50)$1,350 Computer Tablet (.50)$475 CDBG Rehab Computer (2.00)$4,750 Computer Tablet (2.00)$1,990 Smart Phone (1.00)$375 CDBG Monitoring Computer Tablet (0.50)$475 Section 8 Administration Computer Tablet (1.00)$475 Laptop (0.25)$675 Section 8 Voucher Computer Tablet (1.00)$950 Smart Phones (1.80)$320 Laptop (0.80)$1,840 General Housing Inspection Compact Car (1.00)$16,900 Smart Phones (3.20)$2,080 Lead Hazard Control Grant Relocations $5,000 Recommended Improvement Packages $2,356 Total Equipment $40,011 Revenue 19. Federal Building Leases increased from $201,442 in FY 2018 to $323,402 in FY 2019. The Federal Post Office was anticipated to decrease the amount of square footage leased from 17,034 square feet to 5,000 square feet effective October 1, 2017, however the Federal Post Office extended their lease for 17,034 square feet in FY 2018 and it is assumed that this will continue in FY 2019. 20. The Lead-Based Paint Hazard Control Grant Program ends November 15, 2018. In FY 2019, $154,303 is projected to be drawn from the grant. The $3,230,815 Lead-Based Paint Hazard Control Grant Program was a three-year grant designated for inspection and lead-based paint hazard reduction in 129 existing residential single family and rental units throughout the City of Dubuque. The grant also included supplemental funding for the remediation of identified health and safety deficiencies within these same 129 properties. 21. HUD Resiliency grant funds of $98,139 will be received in FY 2019 for the HUD Resiliency Project Coordinator employee expense. Beginning in Fiscal Year 2020, some administrative expenses will need to be covered by other funds. -14- 22. Community Development Block Grant (CDBG) revenue is received annually from the U.S. Department of Housing and Urban Development (HUD). The FY 2019 allocation is anticipated to be increased ($968,235) based on FY 2018 actual. CDBG is used to fund eligible operating and capital improvement programs. CDBG requirements separate dollars under three categories of spending: Administration, Public Service and Uncapped. The only category that affects the general fund is spending for administration. 23. HUD Voucher Administration Fee decreased from $538,131 in FY 2018 to $525,625 in FY 2019. FY 2017 actual was $549,116. Housing administrative fees decreased due to HUD not funding the entire amount and only paying a portion as well as increased port out billings that the City has to pay the receiving housing authorities. In calendar year 2016, HUD funded 80% of the administrative fee and in calendar year 2017 HUD funded 77%. 24. HUD Housing Assistance Payments increased from $4,519,172 in FY 2018 to $5,059,709 in FY 2019. FY 2017 actual was $4,918,314. These revenues are based on the number of vouchers budgeted for all types of vouchers, which is 902 in FY19 Budget. The FY 2018 budget was based on 857 vouchers. In calendar year 2017, the City is at 854 vouchers. 25. Family Self-Sufficiency Program participant escrow paid by HUD decreased from $87,875 in FY 2018 to $81,768 in FY 2019 based on a decrease of participants reaching the end of their contracts which results in a decreased amount of earned income and monthly escrow payments. FY 2017 actual was $94,289. There are 70 participants currently enrolled in the FSS program. In calendar year 2016, there were 144 participants served and to-date in calendar year 2017 there were 110 participants served. When a participant increases household income their HUD housing assistance payment is reduced and put into an escrow for the participant. 26. The following are the changes in inspection revenue (FY19 budget based on revenue-to-date): FY 2019 FY 2018 Change FY 2017 Actual Multi Dwelling Unit Rental License $160,050 $149,736 $10,314 $152,037 Single Family Unit Rental License $92,728 $77,295 $15,433 $83,918 Duplex Dwelling Unit Rental License $65,730 $64,311 $1,419 $63,616 New Rental Fee (CSC Inspection)$—$3,200 $(3,200)$— Dwelling Inspection Fee $80,719 $65,771 $14,948 $16,617 Complaint Inspection Fee $2,720 $1,190 $1,530 $2,720 Penalties $25,019 $7,535 $17,484 $18,799 Court Costs $17,841 $10,540 $7,301 $13,405 Total Inspection Revenues $401,947 $361,503 $40,444 $318,908 Miscellaneous 27. General Housing Inspection is 88.5% self-supporting in FY 2019 versus 98.6% self-supporting in FY 2018. -15- HOUSING AND COMMUNITY DEVELOPMENT The Housing and Community Development Department creates safe, healthy, affordable housing for all that promotes strong, sustainable, and inclusive communities. SUCCESS IS ABOUT PLANNING, PARTNERSHIPS AND PEOPLE LEADING TO OUTCOMES -16- HOUSING AND COMMUNITY DEVELOPMENT The Housing Department is supported by 23.82 full-time equivalent employees, which accounts for only 24.84% of the department expense as seen below. Overall, the departments’ expenses are expected to increased by 6.14% in FY 2019 compared to FY 2018. Expenditures by Category by Fiscal Year -17- HOUSING AND COMMUNITY DEVELOPMENT Administration and Community Development Overview Comprehensive Housing Activities for Neighborhood Growth and Enrichment, or C.H.A.N.G.E., is a strategic approach to providing housing, neighborhood, and community development activities that keep Dubuque a great place to call home. Housing & Community Development staff work closely with residents, non-profits, neighborhood groups, businesses, resident, and neighborhood partners to coordinate local, state, and federal resources to meet community needs. We strive to create a more viable community by providing decent housing and suitable living environments while expanding economic opportunities for residents in all neighborhoods. The Department supports several boards and commissions working to advance the goals of the City of Dubuque. Through the boards and commissions, citizens can provide input on the policies that shape the City’s housing and community development strategies. The Community Development Advisory Commission ensures meaningful input from residents in the planning, implementation, and assessment of the City’s Community Development Block Grant funded programs. The Housing Code Appeals Board hears requests to grant extensions of time for compliance or variance from specified housing code provisions. The Housing Commission works to understand and meet the housing needs of the community and recommend specific actions to address the housing needs of low- and moderate-income residents. The Housing Trust Fund Advisory Committee recommends policy direction and oversight for the administration of the Housing Trust Fund. Active, informed, and educated board and commission members work with multiple other City departments to strengthen their understanding of the housing and community resources and needs. Staff, board, and commission members participate in annual Fair Housing trainings, focused on equity and identifying and addressing barriers to fair housing in the community. By integrating an equity lens into the planning and use of resources, staff at Housing & Community Development continually evaluate strategies for outreach, access, and use of programs and services. Administration and Community Development Funding Summary 10061800 FY 2017 Actual FY 2018 Budget FY 2019 Requested Expenditures $318,096 $380,696 $314,270 Resources $186,002 $208,749 $201,541 Administration and Community Development Position Summary FY 2019 Housing/Community Development Director 0.25 Housing/Community Development Director CDBG 0.50 Housing/Community Development Director Sec 8 0.25 CDBG/HCV Supervisor 0.25 CDBG/HVC Supervisor- CDBG 0.50 Community Development Specialist Section 8 0.25 CDBG Specialist 0.50 Total Full-Time Equivalent Employees 2.50 -18- HOUSING AND COMMUNITY DEVELOPMENT Highlights of the Past Year C.H.A.N.G.E. - Comprehensive Housing Activities for Neighborhood Growth & Enrichment Housing Rehabilitation and HomeOwnership Homeowner Rehabilitation Loan - 10 units ($370,021) Provides 0% interest loans up to $25,000 for improvements such as all code violations, deteriorated lead-based paint, weatherization, general re-modeling, beautification, and access for persons with disabilities. Home Repair Program - 8 units ($37,639) Provides loans up to $5,000 for painting, siding, roofing, rebuild existing porch, concrete replacement, windows, tuck-pointing, soffit and fascia repair, gutters, waterproofing and drainage control, foundation repair, electrical repair, window wells, exterior stair repair or replacement. Interior repairs are limited to emergency repairs, health and safety improvements, accessibility or ADA upgrades, and insulation and efficiency improvements. OATH Program - OFFICER AT HOME INCENTIVE PROGRAM - 2 units ($55,000) This program is created to improve security and safety in communities throughout the City by offering. This program makes homeownership more affordable for officers. First Time Homebuyer - 22 units ($152,000) Provides $5,000 loan to help purchase your first home. Households under 30% area median incomes could be eligible to receive $25,000. The properties available for assistance are any property within the city limits but outside of the Washington Neighborhood. Accessibility Rehabilitation Program - 3 units ($34,760) Provides forgivable loans to property owners and homeowners to provide physical accessibility in housing units. Washington Neighborhood Homebuyer Program - 21 units ($445,000) Provides loan assistance for down payment assistance on home purchases in the Washington neighborhood. Loans range from $10,000 - $25,000, based on household income. Washington Neighborhood Homeowner Rehabilitation Program - 1 unit ($15,000) Provides 0% interest loans up to $25,000 for improvements such as all code violations, deteriorated lead-based paint, weatherization, general re-modeling, beautification, and access for persons with disabilities. HOUSING REHABILITATION TOTALS - 66 UNITS = $1,109,150 MARGINAL PROPERTIES - CHI - 10 units ($250,000) The purchasing of marginal properties for the purpose of rehab and resale with a focus on converting properties from multi-family to single-family properties. -19- HOUSING AND COMMUNITY DEVELOPMENT LEAD AND HEALTHY HOMES PROGRAM - 58 units completed, ($1,577,740) Dubuque’s Lead and Healthy Homes Program has received federal Housing & Urban Development (HUD) funding of $3.2 million to assist 129 income eligible owner occupied and rental residential property owners to remove lead-based paint hazards in homes with children under the age of 6 residing or visiting. THE BEE BRANCH HEALTHY HOMES RESILIENCY PROGRAM - 2 units completed, 10 units contracted = 12 units ($212,921) The Bee Branch Healthy Homes Resiliency Program includes $8.4 million to assist 320 income eligible owner-occupied homes, single-unit rentals, and small, multi-family residential units make repairs and implement on-site storm water management principles to decrease environmental health and safety issues from flooding. From January 1, 2016 - October 31, 2017, 175 total units have been addressed with funds totaling $2,829,215 Originally projected was $19 million and 739 units from 2016-2021 Dubuque Source of Income Committee Report and Actions The direction provided by the City Council was to continue work on expanding option #4 and option #6: Option #4. Adopt and implement a mix of educational/outreach programs to increase participation in Housing Choice Voucher program. Option #6. Adopt and implement a mix of financial incentives/policies for creation of Housing Choice Voucher units throughout community. Final Recommendations The Source of Income Committee is recommending a collective impact approach to implementing the City Council’s direction to continue to work on expanding option #4 and option #6 through a re-branding and redesign of the Housing Choice Voucher program. There are a variety of programs that exist within different public, private and non-profit agencies that are not collectively orchestrated to address low-income renter issues around the city like they could. It is also clear the that the topic of Housing Choice Vouchers and greater issues related to affordable, quality low income rental units is complex and a collective impact model is needed. Collective impact initiatives involve a backbone organization, in this case the City, and a structured process that leads to a common agenda, shared measurement, continuous communication, and mutually reinforcing activities among all participants. The collective impact model for Re-branding the Housing Choice Voucher program will be led by the City’s Housing & Community Development Department as the backbone organization. The Department will utilize the Commissions and other advisory groups that play an important role in the governance of Department programs. Members are community volunteers whose contributions help maintain and improve the quality of life for Dubuque residents. -20- HOUSING AND COMMUNITY DEVELOPMENT Housing Commission: Carries out analysis of housing needs and meeting such needs and making results of such studies available to the public; recommends proposed projects in area of low/moderate income housing; and monitors the City's housing programs. Community Development Advisory Commission: Identifies community development needs, particularly the needs of persons of low/moderate income through monitoring and evaluating program activities funded by the Community Development Block Grant. Resident Advisory Board: Provides the City and the Assisted Housing Participants with a forum to provide input about the policies and procedures for the Assisted Housing Program. The Source of Income Committee has served an important research and dialogue role for the past two years. There will be an implementation strategy presented to City Council in January 2018 Future Initiatives • • Support Inclusive Dubuque Action Plan • Continue to coordinate with Source of Income Work Group • Purchase of Services Grant: Furthering Equity through Partnerships • Voluntary Compliance Agreement Increase efforts to Affirmatively Further Fair Housing • C.H.A.N.G.E. Continue acquisition of vacant and abandoned properties Increase homeownership opportunities Performance Measures Administration and Community Development - Activity Statement Ensure policies and plans are in place to support the housing and community development needs of the community. Goal: Partnership for a Better Dubuque Outcome #1: Coordinate Purchase of Services Grant providing support for organizations meeting the human service and community development needs as identified in the City Council Goals and Priorities. Key Performance Indicator: Partnerships promoting equitable service delivery in Fiscal Year 2017: 9 The Community Development Advisory Commission receives, scores, and makes funding recommendations for community partners through the Purchase of Service Grant application program. These grants provide funding for human service programs that further the City’s goals, objectives, and priorities. -21- HOUSING AND COMMUNITY DEVELOPMENT Partnerships Purchase of Service Grant Award St. Mark Youth Enrichment: Before & After School Program Staffing & Professional Development Opportunities $20,000.00 Hillcrest Family Services: Diversity Committee $10,000.00 St. John's Lutheran Church $10,728.00 Opening Doors: Cottage Industry Startup $20,000.00 Dubuque Dream Center $10,728.00 Lutheran Services in Iowa: Community Wraparound $2,500.00 Riverview Center: Sexual Assault Therapy Services $6,250.00 Cedar Valley Friends of the Family: Northeast Iowa Shelter Services $10,000.00 My GEAR Outreach $2,500.00 Total Awards in Fiscal Year 2017:$92,706.00 Goal: Great Place to Live Outcome #2: Administer housing programs in compliance with the Voluntary Compliance Agreement (VCA). The Department must amend, maintain, and administer the Housing Choice Voucher Program and Community Development Block Grant program, and with all applicable plans, in compliance with HUD’s reporting standards. The City has maintained compliance and is entering the fourth year of the seven-year VCA agreement. The City of Dubuque needs a variety of safe, healthy, and affordable housing options. The City inspects rental housing regularly for quality and safety, but by far the biggest housing problem most households in Dubuque experience is affordability. The Housing Choice Voucher program is the main way the City of Dubuque provides affordable housing. The City tracks several housing problems, including: incomplete plumbing or kitchen facilities, cost burden (paying over 30% of household income for housing), and overcrowding. Key Performance Indicator: Households experiencing no housing problems as reported by the U.S. Department of Housing and Urban Development from custom tabulations of the American Community Survey. -22- HOUSING AND COMMUNITY DEVELOPMENT CHAS Household Has 1 of 4 Housing Problems Household has none of 4 Housing Problems Cost burden not available, no other problems Total Households % of Households with no Housing ProblemsData Year 2010-2014 6,650 17,220 160 24,025 71.68% 2009-2013 6,520 17,230 185 23,930 72.00% 2008-2012 6,675 17,170 120 23,970 71.63% 2007-2011 6,340 17,260 120 23,720 72.77% Outcome #3: Safe, healthy, and affordable housing options throughout Dubuque. The City of Dubuque is committed to making housing choice a reality for all citizens. The City conducts an Analysis of Impediments (AI) to identify and take appropriate action to correct barriers to fair housing. The community needs identified in the AI, Consolidated Plan, Annual Plan, and ancillary documents guide the City’s efforts and resources to promote housing opportunities throughout the community. The Department will continue to support the efforts of the source of income work group. The Analysis of Impediments was updated in 2015 and identifies barriers to fair housing in Dubuque and steps taken to address those barriers. The City will begin the next Assessment of Fair Housing in January, 2018. To help provide additional affordable units throughout the community, the City of Dubuque is supporting the development of quality, affordable, well- managed housing in areas of opportunity throughout the City. Housing & Community Development staff work with Economic Development, Planning Services, and Neighborhood Development staff to ensure proposed housing projects involve neighborhood participation, meet identified needs, and increase quality of life for residents. The successful 2015 application to fund Applewood IV provided 54 units of quality, affordable housing. The City recognizes there is a need for affordable housing throughout the City and encourages development of affordable units in areas of opportunity. An area of opportunity is a block group with less than 37.7% benchmark level for poverty concentration, allowing more housing choice throughout the community. Key Performance Indicator: Number of City-supported affordable rental housing developed in areas of opportunity. City-Supported Mixed-Income & Senior Housing Developments Application Year Housing Development Affordable Units Market Rate Units Area of Opportunity Project Status 2018 Central Avenue Historic Residents 24 3 Yes Applied for 2018 Tax Credit Awards 2016 University Lofts 43 5 Yes Developer Declined Award 2016 Marquette Hall 25 3 Yes Awarded 2017 Tax Credits 2016 Fifteenth Street Apartments 32 4 Yes Awarded 2017 Tax Credits 2015 Applewood IV - Senior Housing 54 6 Yes Completed October 2017 -23- HOUSING AND COMMUNITY DEVELOPMENT Neighborhood Revitalization Overview Neighborhood Revitalization assists homeowners and rental property owners in rehabbing their properties to facilitate compliance with City housing code regulations, rehabilitation standards, weatherization, beautification, accessibility and lead based paint removal. Staff uses federal, state and local funds for rehabilitation of housing to revitalize neighborhoods and create affordable housing for new and existing homeowners and rental property owners. Staff facilitates projects ranging from minor home improvements to large-scale housing rehabilitation to preserve the historic character of the neighborhood and assist new homebuyers in acquiring homes and existing homeowners. Staff also facilitates deconstruction when rehabilitation is not feasible. The Neighborhood Revitalization Programs increases community and owner pride, fosters relationships between residents and increases taxable value of their properties through renovations. Neighborhood Revitalization: Programs and Services offered include: • Local Housing Trust Fund Committee; strategic initiative • Homebuyer Programs • Rehabilitation Programs • Washington Neighborhood Incentives Program • C.H.A.N.G.E. Initiative • HOME Workshop Neighborhood Revitalization Funding Summary FY 2017 Actual FY 2018 Budget FY 2019 Requested Expenditures $411,869 $450,121 $365,880 Resources $411,240 $450,121 $365,424 Neighborhood Revitalization Position Summary FY 2019 Rehabilitation Supervisor 1.00 CDBG Specialist 0.50 Inspector 1.00 Secretary 1.00 Total Full-Time Equivalent Employee’s 3.50 Highlights of the Past Year • Revised Programs to increase participation for low/moderate income households • Increased marketing by Rehabilitation Supervisor becoming Circles Initiatives Homeownership Advocate • Increased homeownership throughout the City by 26 households • Closed out Neighborhood Stabilization Program (NSP), completing a total of 12 projects. • Increased opportunities for <30% median income households to purchase properties anywhere in the City of Dubuque by 5 households. -24- HOUSING AND COMMUNITY DEVELOPMENT Future Initiatives • Increase awareness and attendance at “HOME Workshops” to further participant’s knowledge of homeownership • Increasing homeownership to help stabilize and promote safe neighborhoods • Facilitate preservation, conservation and rehabilitation of historic properties • Maintain revolving loan portfolio of approximately $5.5M and 521 loans • Continue rehabilitation efforts to increase tax base • Continue to minimize slum and blight properties through the C.H.A.N.G.E. Initiative (Comprehensive Housing Activities for Neighborhood Growth Enrichment) Performance Measures Neighborhood Revitalization - Activity Statement Provide opportunity for decent safe housing for low-moderate income families and rental properties by administering programs of financial and technical assistance to rehabilitate their properties and become homebuyers. Goal: Robust Local Economy Outcome #1: Increase homeownership opportunities by encouraging citizen participation through education, financial counseling, outreach and incentive programs. Homeownership takes a huge role in sustaining neighborhoods. Homeowners take pride and engage with their neighbors. Children feel a sense of security, stability and can improve health and school outcomes. “Homeownership is having pride to have someone come to your house ” – Homebuyer Increase Homeownership FY16 Actual FY17 Actual FY18 Projected Washington Neighborhood Homebuyers 6 7 10 First Time Homebuyer Program 11 9 10 WN rental units converted to homeowners FY16 Actual FY17 Actual FY18 Projected Washington Neighborhood 5 4 6 “Homeownership means independence. It is a sign that says you are a responsible adult.” Homebuyer -25- HOUSING AND COMMUNITY DEVELOPMENT Outcome #2: Improved properties through financial assistance to revitalize neighborhoods. Increase outreach and marketing efforts to promote neighborhood revitalization. Outreach is very important in order to reach the appropriate people who need the assistance and also to tell our story of the great many things we do in the City of Dubuque. Staff supports the HOME Workshop, Neighborhood Association Meetings presentations; participates in Washington Neighborhood activities, National Night Out, Lender Workshops and City Life, etc. Agency Partners: Operation New View Area Lenders Dubuque Board of Realtors Four Mounds/HEART Program Habitat for Humanity Greater Dubuque Development Corporation (GDDC) Community Foundation of Greater Dubuque The HOME Workshop consists of four classes: - City Programs and Useful Tips - The Keys To Your Home - Spending Plans and Credit - Basic Banking/Mortgage Process/Insurance - How Important is it? - Energy Efficiency/Home Maintenance HOME Workshop 2016 Actual 2017 Actual FY18 Projected Total Participants to- date 63 44 50 Became 1st Time Homebuyers 22 21 30 Outreach 2016 Actual 2017 Actual FY18 Projected Neighborhood Association Presentations 3 3 5 Other outreach activities 17 11 “I learned so much that I didn’t know, information from various sources were presented in one locations and I had the ability to ask questions.” - Homebuyer, regarding HOME Workshop -26- HOUSING AND COMMUNITY DEVELOPMENT Safe & Healthy Housing Overview Safe, healthy, and resilient housing coordinates housing code enforcement and housing grant program efforts to ensure the City’s residents have safe and healthy affordable housing options. Homes made safe from environmental hazards lead to improved physical and mental health of occupants. The City has adopted the International Property Maintenance Code to provide a clear and consistent standard for code enforcement so that all residents can experience safe, healthy and resilient housing opportunities. A safe, healthy and resilient home results in a decreased economic burden because of reduced school and work absenteeism and decreased health care costs. In addition, pride of ownership is fostered through housing programs as property owners and occupants are educated on proper maintenance and assisted with property improvement. These comprehensive interventions not only stabilize individual homes but also strengthen neighborhoods by allowing residents to remain in properties that continue to be affordable while becoming more safe, healthy, and sustainable. Rental licensing, inspections & code enforcement provides services to rental property residents, property owners and the public including licensing and regular inspection of rental properties as mandated by Iowa Code. In addition, inspection staff responds to citizen complaints for exterior environmental concerns including grass, trash and snow/ice and to housing code complaints in owner occupied and rental units. Successful inspection procedures gain compliance with the locally adopted property maintenance code through a variety of methods. Staff coordinates enforcement and rehabilitation resources with other City Departments on nuisance, vacant, abandoned and unsafe properties. The Lead and Healthy Home Program provides financial assistance to low-and moderate- income homeowners and rental property owners to reduce or eliminate lead-based paint hazards in their properties. In addition, financial assistance is available to assist with remediating health and safety deficiencies within a home. The program is targeted to assist families with children under the age of 6. The Program performs comprehensive lead inspections and property assessments that utilize the 7 basic Principles found within the International Property Maintenance Code. These principles are: Keep it Dry Keep It Safe Keep it Maintained Keep It Clean Keep it Pest Free Keep it Well Ventilated Keep It Containment Free In 2015 the City was awarded new Lead and Healthy Homes grant funding totaling $3.2 million to complete lead hazard remediation in 129 homes in the next three years. The lead hazard assistance awarded each unit was on average $14,200 plus each unit received an average of $2,500 for health and safety remediation. The current grant Program is scheduled to reach completion on November 15, 2018. All units will be completed and HUD funds expended and receipted. -27- HOUSING AND COMMUNITY DEVELOPMENT The Bee Branch Healthy Homes Resiliency Program (BBHH) helps Dubuque residents meet unmet structural needs and empower individuals to be part of the creation of more resilient housing through onsite storm water management principles and sustainable, healthy homes behaviors. The program captures a integrated approach with property owners via programming that assesses their residence (rental or owner occupied) and their family structure for opportunities to create a more resilient home and family. The program is fully funded with U.S. Department of Housing and Urban Development, Community Development Block Grant National Disaster Resiliency (CDBG-NDR) grant funds. The grant is part of a $96,000,000 State of Iowa award based on the Iowa Watershed Approach (IWA) that accomplishes six specific goals: 1) reduce flood risk; 2) improve water quality; 3) increase resilience; 4) engage stakeholders thorough collaboration and outreach/education; 5) improve quality of life and health, especially for vulnerable populations; and 6) develop a program that is scalable and replicable throughout the Midwest and the United States. Dubuque’s award also includes significant storm sewer improvements in the same watershed that these home repairs will be completed, creating larger collective impact. Eligible repairs and improvements for the structure may include: Furnace and water heater upgrades, concrete flat work, soil grading, gutters and downspouts, tuck pointing, foundation repairs, point source mold remediation, sump pump and drainage systems amongst others. Home advocates help the program assess the family’s personal circumstances and any opportunities to improve their situation through agency referrals related to healthcare, skillset improvement for underemployed individuals, educational needs, utility assistance, childcare resources and other avenues for personal development. Services include: • 5 year forgivable loans for cost of repairs • Home advocacy services and follow up • Whole home structural inspection and assessment services • Lead hazard reduction activities where warranted Safe and Healthy Housing Funding Summary FY 2017 Actual FY 2018 Budget FY 2019 Requested Expenditures $1,047,760 $976,722 $820,399 Resources $907,052 $909,295 $710,828 Safe and Healthy Housing Position Summary FY 2019 Rental Inspect/License Supervisor 1.00 General Housing Specialist 1.00 Inspector - General Fund 1.18 Inspector - CDBG 1.02 Inspector - Seasonal General Fund 0.16 Inspector - Seasonal CDBG 0.14 HUD Resiliency Grant Coordinator 1.00 Permit Clerk 1.00 Lead Paint Supervisor 0.38 Lead Paint Assistant 0.38 Lead Paint Inspector 0.76 Total Full-Time Equivalent Employee’s 8.02 -28- HOUSING AND COMMUNITY DEVELOPMENT Highlights of the Past Year Rental Licensing, Inspections & Code Enforcement Summary • Increased active rental licenses to 3540 rental licenses 11,247 Rental units licensed (includes dwelling & rooming units). • 3,476 Inspections recorded (includes re-inspections) • 1,227 Citizen Service Center requests received and responded to • 53 Municipal infractions issued for various code violations including non-licensed rental properties and/or property maintenance code violations when all other enforcement efforts had failed • Continued acquisition abandoned properties using state law to petition for title (8 properties in total have been awarded to the City) 4 have been deconstructed and converted to green space 1 structure was completely renovated/reconstructed 3 are under review for financial viability and project planning 14 pending petitions • Increased Lead and BBHH program referrals and improved coordination to ensure that all properties that participate in housing programs are fully code compliant upon completion. • Training provided to first responders, ensuring all staff can recognize serious code violations and make proper referrals to the appropriate agency for follow up. Lead and Healthy Homes Program “ Let’s Attack Lead Poisoning” • Lead and Healthy Homes Program on pace to reach or exceed all HUD benchmarks and expense targets. Cumulative results: 118 Lead Inspections completed through FY 2017 118 Healthy Homes Inspections completed through FY2017 58 Homes made lead safe • Collaboration with Visiting Nurses Association (VNA) and participants to provide case management services, environmental inspections, education, and remediation in units housing lead poisoned children • Education and promotion of eradication and prevention of lead poisoning occurrences in children under the age of six • Alliance with Housing Choice Voucher Program to promote and proactively provide lead safe units • Lead Inspector received International Code Council Certification as Property Maintenance Inspector • Resurgence of Green and Healthy Homes Initiative (GHHI) concepts and collaboration to become a hub to centralize referrals, braid funding sources, and provide community resources Bee Branch Healthy Homes Resiliency Program • Fully executed $8.4 million contract with Iowa Economic Development Authority (IEDA) • Obtained $400,000 match from the Lead and Healthy Homes Program to do 25 Resiliency Units • Fully executed sub contracts for home advocacy with the Visiting Nurse Association (VNA) and technical services with East Central Intergovernmental Association (ECIA) -29- HOUSING AND COMMUNITY DEVELOPMENT • Hired Resiliency Coordinator and Grant Administrator to coordinate programming and collaborate with private and public community partners • Collaboration activities ongoing with the University of Iowa Flood Center and Center for Evaluation and Assessment of program activity and impact • Procurement process integrated with State and Local policies and approved by funder • (38) unit applications approved and inspected, and advocacy services provided Future Initiatives Rental Licensing, Inspections & Code Enforcement Summary • Create priority based inspection schedule where each of the 11,386 residential rental units will be routinely inspected and the time between inspections will be determined based on the specific needs of each property as determined though meaningful data. • Coordinate enforcement efforts with all CHANGE program initiatives to restore marginal properties and stabilize challenged neighborhoods by preventing further deterioration or blight. • Maintain safe, healthy neighborhoods citywide for affordable housing options • Continue to increase accountability of problem property owners and tenants, while minimizing costs and obstacles experienced by high quality rental properties to ensure continued success. Lead and Healthy Homes Program • Make application to Housing and Urban Development Department for refunding of Lead and Healthy Homes Program • Continued GHHI collaboration • Contribute to additional lead safe affordable housing options • Additional staff to receive International Code Council Certification Bee Branch Healthy Homes Resiliency Program • (20) additional units expected to be awarded by 2017 calendar year end, and an additional (45) awarded by end of FY 18. • (75) additional units expected to be awarded and completed FY 19. • Through October 2017 additional (21) approved applications, (3) structural projects completed, with an additional (7) contracts awarded. • (75) family assessments will be completed for the purpose of understanding social resiliency and assisting families in navigating community resources in FY 19. • Increase awareness of the program and continue to approve applications • Support local economy and trade contractors through continued public competitive project bidding process • Grow community resource group for participant growth • Compile collective impact data and create online story map presence • Build structure for replicable model for other communities -30- HOUSING AND COMMUNITY DEVELOPMENT Performance Measures Safe & Healthy Housing - Activity Statement Safe & Healthy Housing provides residential property inspections, a report of conditions, resources to correct deficiencies, and ultimately a safe and healthy home that improves quality of life. Goal: Sustainable Environment Outcome 1: Improve environmental health Reduce the number of lead poisoned children, work and school absenteeism, hospital and emergency visits, and occurrence of medical problems by performing inspections that identify and correct safety and health hazards within a residential unit. • Lead Inspection/Risk Assessment • Healthy Home Inspection 86% of homes inspected showed damp and mold growth 76% have electrical hazards 70% have lead hazards HEALTH IMPACT – Reduced Lead Poisoning in Children *National Average 1.6% Blood Lead Level 1997-2002 2003-2007 2008-2010 2011-Present Target Area 12.8%8.6%4.5% City Wide 10.8%6.8%2.8%1.5%* *The Centers for Disease Control and Prevention now recognizes a reference level of greater than 5 ug/dl to identify children with higher than average blood lead levels. The 2007 Iowa Department of Public Health shows 78.1% of children under the age of 6 with a confirmed EBL > 5 ug/dl. This lower value will allow children with lead exposure to receive earlier action to reduce detrimental effects. Outcome 2: Facilitate sustainable, safe, healthy, resilient, efficient and affordable housing and neighborhoods. Each property visit or point of contact is an opportunity to engage residents and property owners who share in the responsibility and are accountable for maintaining and improving the residential housing stock -31- HOUSING AND COMMUNITY DEVELOPMENT Housing Inspections: 3476 inspections recorded (Including re-inspections) • Exterior Property Code Enforcement • Complaint and Referrals Inspections Citizen support center requests leading to complaint inspections • 346 Grass/weed complaint inspections • 535 Garbage complaint inspections • 346 Other requests responded to by Housing Inspection staff TOTAL RENTAL LICENSING INSPECTIONS = 2358 (includes re-inspections) • Initial Inspections: Performed on regular rotation (NOTE: 11,328 units to inspect) • Re-inspections: Follow up on all listed inspection types • Complaints: Housing code complaint Inspections • Exterior: Exterior structure inspection for housing code violations TOTAL NUMBER OF GENERAL HOUSING INSPECTIONS = 2358 • • Section 8 Initial: Initial inspection performed before occupancy and/or assistance is provided • Section 8 Biennial: Regularly scheduled inspection of assisted housing unit performed at least once every 2 years following an initial inspection. • Shelter Plus Care: Initial inspection performed before occupancy and/or assistance is provided (Program provides emergency placement) • Tenant Based Rental Assistance -32- HOUSING AND COMMUNITY DEVELOPMENT TOTAL NUMBER OF ASSISTED HOUSING INSPECTIONS = 1118 Outcome 3: Increase Number of Resilient Households Increase the number of families assisted through the program by processing applications, inspecting/assessing the family situation, and provide education for maintaining a stable living environment. • Assess Family and provide resources, track results • Inspect the property and assist in process to make meaningful repairs creating a healthier living environment Increase Resilient Households FY17 Actual FY18 Projected # Applications Approved 38 70 # Unit Repairs Completed 0 75 # Advocacy Assessments 27 60 Outcome 4: Support Small Business Growth Capture economic impact of the program in the community by tracking number of businesses completing work for the program and number of employees benefitting from the program. • Work with partners to support Targeted Small Business • Develop multi-faceted ways for small businesses to work with the program Support Small Business FY17 Actual FY18 Projected # Contracts Awarded 0 75 # People employed by Contracts Awarded 0 24 Total $$ Awarded in Contracts Rental Unit (25)$0 $345,475 Total $$ Awarded Single Family Unit (50)$0 $1,247,500 Sustainable Living Overview Sustainable Living Programs improve the lives of people living in poverty by building community partnerships and creating a community where all have the opportunity to contribute and succeed. Housing stability is provided from US Department of Housing and Urban Development (HUD) funding for rental assistance Sustainable Living Funding Summary FY 2017 Actual FY 2018 Budget FY 2019 Requested Expenditures $6,213,702 $5,547,297 $6,228,310 Resources $5,856,569 $5,461,274 $5,984,257 Sustainable Living Position Summary FY 2019 Secretary 1.00 Assisted Housing Specialist 4.00 Assisted Housing Supervisor 1.00 Assisted Housing Coordinator 1.00 Inspector I 0.80 Total Full-Time Equivalent Employee’s 7.80 -33- HOUSING AND COMMUNITY DEVELOPMENT Housing Choice Voucher (HCV) Program The Housing Choice Voucher Program is a federal program for assisting very low income families, the elderly and the disabled to afford decent, safe, and sanitary housing in the private market. In FY 2017, $4.9 million was paid directly to property owners in the City of Dubuque in the form of housing assistance payments. Participants of the HCV Program paid at least $2.1 million for utilities and tenant share of the property rents. Housing Choice Voucher Homeownership The HCV Program permits eligible participants the option of purchasing a home with their voucher assistance rather than renting. The assistance may be provided for 15 years if the initial mortgage has a term of 20 years or longer. In 2015, the Housing & Community Development department committed to helping more voucher holders achieve homeownership. The Voucher program, First Time Homebuyer program, and Circles Initiative came together. 2015: Circles and Rehab Partner to reach first-time homebuyers -34- HOUSING AND COMMUNITY DEVELOPMENT The Family Self-Sufficiency (FSS) program staff develops local strategies to help voucher families obtain employment that leads to self-sufficiency. The program enables HUD-assisted families to increase their earned income and reduce their dependency on welfare assistance and rental subsidies. The FSS program also provides access to child care, transportation, education, job development, and household skills training, affirmatively furthering fair housing, financial and homeownership options. An interest-bearing account on behalf of the FSS family is established and when a family’s rent increases as a result of increased earned income, a deposit is made into the family’s account. Once the family fulfills all of its FSS obligations under the contract including the obligation to be welfare-free for 12 consecutive months, the family earns the escrow account established on their behalf Project Based Assisted Housing Programs City of Dubuque Public Housing Agency contracts with Rose of Dubuque, L.P. to provide rental assistance for low-income seniors and disabled persons who need to reside at an assisted- living facility. Seventeen units in the 70-unit assisted-living facility are designated as Project Based Vouchers. The Moderate Rehabilitation Program provides rental assistance for individuals/families residing in 14 units under contract with private property owners. Continuum of Care Homeless Assistance (aka Shelter Plus Care) The Phoenix Housing Project has been in operation in Dubuque since 2007. The project’s goal is to provide permanent, supportive housing to homeless individuals/families with disabilities. Included in the priorities of the City of Dubuque Consolidated Plan is to increase the housing options and related services for disabled persons and homeless individuals/families. Agreements in place clarify duties of participants, private housing providers, City of Dubuque Public Housing Authority, East Central Development Corporation (Sponsor Agency), and referring agencies. East Central Development Corporation is the primary contact with the client. Highlights of the Past Year Housing Choice Voucher We are committed to providing excellent service to program participants, property providers, and to the community. • Four participants purchased homes. A total of 32 participants of either FSS and/or HCV have purchased a home through the various programs offered since FY 2002. Prior to 2002, six households purchased homes. • Compliance with the HUD Voluntary Compliance Agreement based on bi-annual reporting which is addressing the disproportionate housing needs in the community. • Implemented online application for Housing Choice Voucher program, Project Based Voucher program and Moderate Rehabilitation program. • Achieved designation as a high performing Public Housing Agency by providing efficient use of Housing & Urban Development resources to maximize the impact of housing choice vouchers based on measurement in 14 key areas. Selection of applicants from the waiting list Reasonable rent Payment Standards Verification of family income Annual Reexaminations -35- HOUSING AND COMMUNITY DEVELOPMENT Calculation of the tenant share of the rent and the housing assistance payment Utility Schedules Units in compliance with Housing Quality Standards Timely Inspections Quality Control Inspections Correction of housing code violations Ensure that all available housing choice vouchers are used Expand housing choice outside areas of poverty or minority concentration Enroll families in the family self-sufficiency (FSS) program as required and help FSS families achieve increases in employment income. Family Self-Sufficiency (FSS) In FY 2017, 125 households participated in the FSS program. As of June 30, 2017, the average annual earned income at the start of FSS was $9,327 and the average earned annual income at FSS graduation is $25,881 (increase of 177%). Two of these FSS graduates became homeowners in FY 2017. • Seven people graduated from FSS in FY 2017, bringing our graduate total to 109. • Those FSS Graduates earned a total of $34,037 in escrow. The highest escrow earning payment was $20,792.14. • As of June 30, 3017, Fifty percent (50%) of the households have an established escrow account totaling $176,749.55. Continuum of Care Homeless Assistance In FY 2017, $71,118 was provided to community property owners for rental assistance; however, HUD also requires a 25% match of either cash or in-kind contributions. With our partners within the Dubuque Community, the in-kind match of services provided to participants well exceeded the basic match requirement and totaled $103.663 or 138% of the total grant dollars. A total of 15 households consisting of 16 adults and 8 children were assisted. Community Partners include: Crescent Community Health Center Hillcrest Family Services Hillcrest Mental Health Iowa Workforce -36- HOUSING AND COMMUNITY DEVELOPMENT East Central Development Corporation (ECDC) provides case management to the clients. They follow the Housing First Model which is an approach that offers permanent, affordable housing as quickly as possible for individuals and families experiencing homelessness, and then provides the supportive services and connections to the community-based supports people need to keep their housing and avoid returning to homelessness. ECDC use a client centered approach when working on goals and supports, which means the client takes an active role in knocking down their barriers. Performance Measures Sustainable Living - Activity Statement To provide decent, safe, and affordable housing to low income families by administering housing assistance programs and support to increase economic security and self-sufficiency. The objective is to improve the lives of people living in poverty in order to help make a sustainable community with opportunities for all by engaging people across class barriers. Goal: Great Place to Live Outcome #1: Ensure implementation of programs that are accessible and free from discrimination. • Maintain designation as a high performing Public Housing Agency • Outreach to increase: • Home ownership opportunities for very low income and minority households. • Information and understanding of the assisted housing program for non-English speaking households. Outcome #2: Improve the lives of people living in poverty by increasing participation in self-sufficiency programs. Encourage self-sufficiency of low income families and assist in the expansion of opportunities which address educational, socio-economic, and other community services and needs. • Assist families to achieve increases in income by maintaining a minimum FSS Program of 125 participants. • Increase marketing and outreach efforts to ensure affirmative marketing strategies. • Identify the segments of the eligible population which are least likely to apply for housing by communicating with sources to develop positive relationships and diversify the housing community. • Increase participation of minority households in homeownership programs Outcome #3: Promote freedom of housing choice while integrating lower income and minority persons into the community The HCV program is the largest federal program for assisting very low-income families, the elderly and the disabled to obtain affordable, decent, safe and sanitary housing in the private market in housing of their own choice. • Encourage participants to locate units outside areas of high poverty • Maintain exception rent areas • Provide an incentive to private property owners to rent to lower income persons -37- HOUSING AND COMMUNITY DEVELOPMENT Inspections performed on a biennial basis Inspections are performed without cost Provide information to private property owners who are not familiar with the program • Increase participation/attendance at the Resident Advisory Board All participants of the Voucher program are encouraged to attend monthly board meetings Purpose of the Board is to learn about opportunities available throughout the community and to provide feedback and suggestions for the administration of the program Dubuque Circles® Initiative Overview The Dubuque Circles Initiative is part of an innovative national movement that works to engage individuals and the community to resolve poverty. Circles® USA is a research based campaign that was developed due to the realization that social service agencies struggle to provide those in poverty with long term solutions. The model uses best practices in several disciplines including community engagement, case management, peer-to-peer counseling, and leadership development. It creates long term solutions that contribute to maintaining an equitable community by increasing social resiliency, fostering a diverse community that is safe and welcoming, connecting residents to resources through partnerships, community collaboration and collective impact. The Dubuque Circles Initiative uses the framework and culture from Bridges out of Poverty: Strategies for Professionals and Communities (R.Payne, P. DeVol, T. Smith, 2001) Copyright by aha! Process, Inc. and is presented in partnership with aha! Process, Inc. Bridges is a book and workshop designed to provide training that addresses and breaks down individual, institutional/ community, and policy barriers that keep people and communities from achieving equitable economic stability. Individual: Under-resourced residents take an active role in creating their personal goals of achieving prosperity. This process begins with 20 weeks of personal development using a curriculum called Getting Ahead in the Workplace (P. DeVol 2013) Copyright by DeVol & Associates, LLC and is presented in partnership with aha! Process Inc. Participants then put their plans into action with the support of 2-5 community volunteers and attend weekly programming to expand their knowledge and practice what they’ve learned. Institutional /Community Circles partners with all sectors to offer well rounded resources already available in the community. These partners lead programming, have mutually beneficial referral systems for clients, and/or offer specialized resource options specifically for Circles participants. In addition, Circles staff is trained to facilitate Bridges out of Poverty and Workplace Stability. These trainings offer a comprehensive way for our community to learn about and address socio- economic class difference. -38- HOUSING AND COMMUNITY DEVELOPMENT Circles Initiative Funding Summary FY 2017 Actual FY 2018 Budget FY 2019 Requested Expenditures $208,087 $180,538 $173,260 Resources $43,472 $39,500 $39,500 Circles Initiative Position Summary FY 2019 Circles Coordinator 1.00 Circles Coach 1.00 Total Full-Time Equivalent Employee’s 2.00 Getting Ahead (engaging under-resourced and/or non-minority residents) Getting Ahead is the first step an under-resourced resident takes when beginning their journey with Circles. This 20 week, research-based personal development curriculum guides participants in creating the path to a stable, secure future. Participants examine their own experience of poverty, assess their financial, emotional, social, and other personal resources, and learn how they can build these resources in their lives. It offers concepts and tools that allow participants to create attainable goals for their future. The class is facilitated in a safe learning environment with the support of peers and graduated participants Getting Ahead Graduates FY 2017 18 182 266 Goal: Weekly Community Engagement: Engaging all residents to foster diversity and create a welcoming and inclusive community. Graduates who complete the 20-week personal development process, are then identified as “Circle Leaders,” they can attend weekly community engagement meetings to expand their knowledge and practice what they’ve learned in Getting Ahead. They are matched with 2-5 self- sufficient community volunteers identified as “Allies,” who support them in this process. Every Tuesday evening volunteers and staff meet with Circle Leaders to actively work toward goals. A donated meal is served, and educational youth programming is provided through partnerships established at every weekly meeting, year-round. Circles partners with various community sectors to offer well rounded resources already available. These partners help lead programming at weekly meetings, have mutually beneficial referral systems for clients, and/or offer specialized resource options specifically for Circles participants. Key Performance Indicator: Weekly Attendance. In 2016, Circles averaged 50 participants attending Tuesday meetings. Weekly Participation Fiscal Year 2016 Average Weekly Attendance Ally 13.8 Circle Leader 9.7 Community Members 2.8 Getting Ahead Participants 8.2 Childcare Volunteers*6.4 New to Circles 5.3 *Does not include children receiving childcare services 49.8 -39- HOUSING AND COMMUNITY DEVELOPMENT Some of the programming offered at Circles Weekly Meetings: • Leadership development • Employment soft skills training • Financial empowerment workshops • Peer support groups • SMART Goal assessment • Career and education planning • Advocacy within systemic structures Allies served FY 2017 35 Cumulative( 2010)85 Circle Leaders served FY 2017 15 Cumulative(2010)50 Guiding Coalition (Building strong community partnerships and expanding connectivity) These hands-on committees are made up of community volunteers and lead by City staff. Designed to bring diverse groups of people together and involve various sectors of the community including businesses, in action-oriented leadership roles aimed toward building capacity for the initiative. In FY17 there were 13 active volunteers working on coalition teams. Committees: • Economic Stability-works to develop employment/ education opportunities and training • Resources-secures partnerships and financial resources for participants and the initiative • Big View-focuses on breaking systemic and policy barriers to resolving poverty • Recruitment/Retention-assists in volunteer/participant outreach • Community-assists with the activities of the weekly community engagement meetings Circles weekly community engagement meetings brings together a diverse population and continues to promote and foster a vibrant community that is inclusive and welcoming. The Analysis of Impediments to Fair Housing identified a lack of minority role models as a factor limiting housing choice. Circles connects with community members in ways that build social capital. Intentional recruitment and training engages populations that otherwise might not learn about our programs. Training assists to retain leaders and volunteers, but also allows other groups to replicate the Getting Ahead and Circles model throughout the community. Demographics FY17 Circle Leaders Allies/Volunteers Male 18%39% Female 82%61% Black/African American 40%7% White/Caucasian 60%91% Hispanic 12%2% Other 0%2% -40- HOUSING AND COMMUNITY DEVELOPMENT Bridges out of Poverty and Workplace Stability These trainings offer insight on the systemic, community and individual barriers that block those experiencing daily instability from success, as well as concrete tools to prevent and reduce poverty. Bridges is a comprehensive way for our community to address poverty by bringing people from all sectors and economic classes together to improve job retention rates, build resources, improve outcomes and support those who are moving out of poverty. Trainings are done on both a large community level as well as smaller scale, catered for specific businesses and organizations. Highlights of the Past Year • Provided 80 hours’ personal development by implementing Getting Ahead in the Workplace as the new 20-week personal development curriculum to support employment retention. 18 residents completed the course in FY17 • Staff received training and certification to use the newest material published by aha! Process, Workplace Stability (the equivalent of Bridges out of Poverty) designed for the business sector. • Provided 18 hours of systemic education and engagement through a continued collaboration with Inclusive Dubuque and by partnering with the Planning Department to host an Imagine Dubuque dialog at Circles via our Big View meetings (every 4th Tuesday), that address systemic barriers our residents face • Provided 36 hours of leadership development workshops with community partners and collaboration and by presenting Bridges out of Poverty training. • Provided 72 hours of financial empowerment workshops using Your Money Your Goals a curriculum designed and offered by the Consumer Financial Protection Bureau. • Continued collaboration with Dupaco Community Credit Union to ensure the success of the Money Match program for Circle Leaders. Future Initiatives • Engage business sector using Workplace Stability and offering Getting Ahead in the Workplace to entry-level employees experiencing daily instability. • Continue providing Workplace Stability training(s) to the business sector. Similar to the workshop presented in October of 2017 with 85 business leaders in attendance. • Partner with local entry level employers and to begin to provide supportive services to assist with retention of lower income employees. • Develop new outreach and engagement strategies to offer Getting in the Workplace to entry-level employees. • Collaborate with Dubuque Works via Greater Dubuque Development Corp. to support pathways to employment and education opportunities. • Collaborate with Opportunity Dubuque via NICC to support pathways to education and skill development. Performance Measures Dubuque Circles® Initiative Mission Statement: To inspire and equip families and communities to resolve poverty and thrive. Vision Statement: A community where all have the opportunity to succeed and contribute. -41- HOUSING AND COMMUNITY DEVELOPMENT Goal: Great Place to Live Outcome #1: Engage community members from all sectors and socio economic backgrounds in building unity across differences to resolve poverty. Circles engages 50-75 community members from all socio economic classes every Tuesday evening, all year round. These meetings are one of the best examples of equity in action in Dubuque. • • Increase number of skilled volunteers who can support participants in reaching their goals. • Implement refined training for volunteers to further facilitate understanding and conversation across economic class lines. • Evaluate and refine Leadership Track programming. Created to guide low income participants in becoming active and successful contributors in the community and workforce. • Engage and involve low income participants in the creation and implementation of Circles. Ten percent of Guiding Coalition committee members must be low income participants. Low income participants meet every 2nd Tuesday to collectively problem solve, share ideas, offer support, and subsequently provide feedback for meeting/ training topics. • Remove barriers to participation in Circles Securing of donated weekly meals for every weekly meeting. Encourage volunteer-led ride sharing to Circles Manage Kids’ Corner educational programming as childcare for participants. • Identify new potential partnerships with outside organizations and businesses that could provide tools and resources for families as they work their way out of poverty. Goal: Robust Local Economy Outcome #2: Educate and empower under-resourced community members to be financially responsible, get off of state benefits, and to build wealth & equity. • Every participant of Getting Ahead opens a bank account, if they do not already have one. • Continue to provide workshops on income tax savings and create plans with individuals to help them save more money form their tax returns. • Continue to offer the Dupaco Money Match program and encourage participants to save for wealth building assets. • Continue to provide asset building workshops Developed and delivered through partnerships with various community programs already providing financial literacy services. Educates low income participants in areas such as budgeting, banking, credit repair and development, and home ownership. Key Performance Indicator: Financial empowerment: 72 Hours of Personal & Professional Development -42- HOUSING AND COMMUNITY DEVELOPMENT Outcome #3: Bridge gaps and build skills so under-resourced individuals can succeed in their education and employment goals. • Recruit a larger number of working poor individuals into the Getting Ahead in the Workplace class, who can benefit from soft skill and leadership development. • Evaluate and refine Leadership Track programming Created to guide participants in becoming active and successful contributors in the community and workforce. • Develop relationships with potential employers looking to recruit and/or retain employees in entry level workforce. Streamline a process for employers to refer employees into the Getting Ahead class Support employers by providing training using Workplace Stability so that they can better understand the needs of employees experiencing daily instability. • Support and evaluate participant success in achieving goals Participants choose one track: employment or education. Participants work through a five phase process: participants assess, address, obtain, sustain and maintain their educational and employment goals. -43- Recommended Operating Revenue Budget - Department Total 61 - HOUSING & COMMUNITY DEV Fund Account Account Title FY16 Actual Revenue FY17 Actual Revenue FY18 Adopted Budget FY19 Recomm'd Budget 100 42145 MULTI DWELLING-LICENSES 148,296 152,037 149,736 160,050 100 42150 ROOMING UNIT LICENSES 83,016 83,918 77,295 92,728 100 42155 SINGLE FAMILY-LICENSES 62,158 63,616 64,311 65,730 100 42160 DUPLEX DWELLNG-LICENSES 0 0 3,200 0 100 42162 NEW RENTAL FEE 1,200 5,000 0 0 100 42165 ABANDONED BLDG LICENSES 0 150 0 150 100 42322 DWELLING UNIT INSPECT FEE 65,771 16,617 65,771 80,719 100 42324 COMPLAINT INSPECT FEE 1,190 2,720 1,190 2,720 42 - LICENSES AND PERMITS 361,631 324,058 361,503 402,097 270 43105 INTEREST, LOANS 3,629 33,345 4,000 3,000 280 43110 INVESTMENT EARNINGS 6,135 2,500 6,135 3,708 100 43310 FEDERAL BUILDING LEASES 320,609 326,366 201,442 323,402 260 43410 HOMEOWNER LOAN REPAYMENTS 283,375 293,193 283,375 293,193 260 43415 RENTAL LOAN REPAYMENTS 59,930 21,113 59,930 21,113 260 43420 INFILL-LOAN REPAYMENTS 8,805 10,036 8,805 10,036 270 43425 RRP-LOAN REPAYMENTS 120,907 0 0 0 270 43430 HOME-LOAN REPAYMENTS 109,683 24,775 0 24,775 260 43435 1ST TIME HOMEOWNER LOAN 48,283 38,379 48,283 38,379 100 43450 ESCROW DEPOSITS HOUSING 12,382 13,021 12,000 13,651 43 - USE OF MONEY AND PROPERTY 973,738 762,728 623,970 731,257 100 44170 FEDERAL GRANTS-MISC 76,531 71,118 78,691 78,691 260 44205 CD BLOCK GRANT 696,970 944,189 954,011 968,235 280 44215 FSS COORDINATOR GRANT 97,719 132,476 132,478 140,613 280 44220 PORTABLE ADMINISTRATION 843 113 843 1,083 264 44310 HUD PAYMENTS 0 0 176,304 0 275 44310 HUD PAYMENTS 227,665 507,596 467,494 150,239 280 44310 HUD PAYMENTS 3,932,260 4,993,120 4,588,654 5,130,858 280 44311 HUD ADM FEE REIMBURSEMENT 568,171 549,003 538,131 525,625 280 44325 PORTABLE HAP REIMBURSEMEN 10,481 726 10,481 10,481 44 - INTERGOVERMENTAL 5,610,640 7,198,341 6,947,087 7,005,825 100 51916 APPEALS BOARD APPL FEE 125 225 125 225 100 51950 VARIOUS PROGRAM FEES 1,940 0 39,500 39,500 269 51950 VARIOUS PROGRAM FEES 0 39,500 0 0 280 51983 COPY FEES 5 0 0 0 100 51984 FOOD CLASS FEES 850 825 1,000 825 51 - CHARGES FOR SERVICES 2,920 40,550 40,625 40,550 100 53102 PRIVATE PARTICIPANT 26,138 47,000 0 5,000 269 53102 PRIVATE PARTICIPANT 0 8,200 20,000 5,000 280 53102 PRIVATE PARTICIPANT 2,737 853 1,173 1,189 275 53103 CONTRIBUTIONS 975 0 0 0 280 53201 REFUNDS 30 0 0 0 100 53403 IA DISTRICT COURT FINES 10,540 13,405 10,540 17,841 100 53408 INSPECTION PENALTY 7,535 18,799 7,535 25,019 100 53530 SPECIALIZED SERVICES 0 0 0 98,139 100 53605 MISCELLANEOUS REVENUE 0 67 0 0 280 53605 MISCELLANEOUS REVENUE 87,875 93,081 87,875 81,768 100 53610 INSURANCE CLAIMS 842 0 0 0 280 53615 DAMAGE CLAIMS 128 0 0 0 100 53620 REIMBURSEMENTS-GENERAL 2,185 23,409 0 12,436 260 53620 REIMBURSEMENTS-GENERAL 4,215 5,104 4,215 5,104 269 53620 REIMBURSEMENTS-GENERAL 0 0 0 1,000 280 53620 REIMBURSEMENTS-GENERAL 10,958 4,386 10,958 4,386 53 - MISCELLANEOUS 154,158 214,304 142,296 256,882 260 54104 SALE OF ASSETS OTHER 63,867 117,776 63,867 117,776 54 - OTHER FINANCING SOURCES 63,867 117,776 63,867 117,776 280 59100 FR GENERAL 224,166 86,801 50,384 184,681 59 - TRANSFER IN AND INTERNAL 224,166 86,801 50,384 184,681 61 - HOUSING & COMMUNITY DEV TOTAL 7,391,120 8,744,558 8,229,732 8,739,068 -44- Recommended Operating Expenditure Budget - Department Total 61 - HOUSING & COMMUNITY DEV Fund Account Account Title FY16 Actual Expense FY17 Actual Expense FY18 Adopted Budget FY 19 Recomm'd Budget 100 61010 FULL-TIME EMPLOYEES 325,922 379,509 371,626 412,309 260 61010 FULL-TIME EMPLOYEES 372,998 369,192 365,085 398,789 264 61010 FULL-TIME EMPLOYEES 0 8,149 66,830 0 275 61010 FULL-TIME EMPLOYEES 115,739 230,391 232,230 87,980 280 61010 FULL-TIME EMPLOYEES 491,368 492,751 476,875 494,118 100 61020 PART-TIME EMPLOYEES 0 0 0 71,558 260 61020 PART-TIME EMPLOYEES 5,895 2,103 0 4,876 280 61020 PART-TIME EMPLOYEES 0 0 0 4,266 100 61030 SEASONAL EMPLOYEES 7,266 0 0 0 280 61030 SEASONAL EMPLOYEES 137 0 0 0 100 61050 OVERTIME PAY 266 465 0 0 275 61050 OVERTIME PAY 18,016 18,240 7,219 840 280 61050 OVERTIME PAY 224 388 0 0 100 61091 SICK LEAVE PAYOFF 319 3,200 0 0 280 61091 SICK LEAVE PAYOFF 29,235 34,021 33,186 39,382 100 61092 VACATION PAYOFF 33,309 32,838 32,602 38,050 280 61092 VACATION PAYOFF 0 728 5,968 0 100 61310 IPERS 10,359 20,615 20,738 8,305 260 61310 IPERS 43,880 44,002 42,585 46,645 264 61310 IPERS 0 0 0 6,755 275 61310 IPERS 25,513 28,842 28,982 31,979 280 61310 IPERS 26,833 26,448 27,929 30,833 100 61320 SOCIAL SECURITY 0 534 5,113 0 260 61320 SOCIAL SECURITY 8,262 16,364 17,766 6,730 264 61320 SOCIAL SECURITY 35,584 35,235 36,481 37,800 275 61320 SOCIAL SECURITY 0 0 0 5,474 280 61320 SOCIAL SECURITY 151,689 91,833 96,990 95,592 100 61410 HEALTH INSURANCE 78,354 101,657 89,039 86,148 260 61410 HEALTH INSURANCE 0 1,545 15,900 0 264 61410 HEALTH INSURANCE 61,880 63,600 63,600 21,753 275 61410 HEALTH INSURANCE 108,836 139,614 131,970 118,774 280 61410 HEALTH INSURANCE 0 0 0 14,310 100 61415 WORKMENS' COMPENSATION 9,333 15,305 12,286 11,244 260 61415 WORKMENS' COMPENSATION 16,842 10,921 12,478 8,714 275 61415 WORKMENS' COMPENSATION 0 6,534 9,224 7,935 280 61415 WORKMENS' COMPENSATION 1,942 1,716 1,910 1,542 100 61416 LIFE INSURANCE 327 336 743 380 260 61416 LIFE INSURANCE 280 306 731 341 264 61416 LIFE INSURANCE 0 6 134 0 275 61416 LIFE INSURANCE 117 220 464 55 280 61416 LIFE INSURANCE 474 469 954 480 100 61417 UNEMPLOYMENT INSURANCE 0 0 0 42 260 61645 TOOL ALLOWANCE 6,272 0 0 0 100 61660 EMPLOYEE PHYSICALS 373 126 0 0 260 61660 EMPLOYEE PHYSICALS 126 0 0 0 275 61660 EMPLOYEE PHYSICALS 122 0 0 0 280 61660 EMPLOYEE PHYSICALS 381 0 0 0 61 - WAGES AND BENEFITS 1,988,473 2,178,203 2,207,638 2,093,999 -45- Recommended Operating Expenditure Budget - Department Total 61 - HOUSING & COMMUNITY DEV Fund Account Account Title FY16 Actual Expense FY17 Actual Expense FY18 Adopted Budget FY 19 Recomm'd Budget 100 62010 OFFICE SUPPLIES 2,414 2,532 3,721 2,630 260 62010 OFFICE SUPPLIES 1,932 1,149 1,394 1,397 275 62010 OFFICE SUPPLIES 1,172 760 154 0 280 62010 OFFICE SUPPLIES 2,508 2,493 2,558 2,494 100 62011 UNIFORM PURCHASES 394 424 402 424 260 62011 UNIFORM PURCHASES 284 92 290 92 275 62011 UNIFORM PURCHASES 602 68 52 60 280 62011 UNIFORM PURCHASES 151 43 154 295 100 62030 POSTAGE AND SHIPPING 4,606 7,450 5,587 4,377 260 62030 POSTAGE AND SHIPPING 2,140 668 716 714 269 62030 POSTAGE AND SHIPPING 0 0 200 200 275 62030 POSTAGE AND SHIPPING 879 2,665 6,000 700 280 62030 POSTAGE AND SHIPPING 12,149 8,395 12,149 12,803 100 62031 PROCESSING MATERIALS 170 244 173 244 260 62031 PROCESSING MATERIALS 251 131 256 163 275 62031 PROCESSING MATERIALS 0 122 120 0 280 62031 PROCESSING MATERIALS 390 375 398 480 260 62033 HAND TOOLS/EQUIPMENT 0 115 0 115 100 62061 DP EQUIP. MAINT CONTRACTS 6,203 6,421 6,949 7,309 260 62061 DP EQUIP. MAINT CONTRACTS 11,547 11,953 12,936 13,606 280 62061 DP EQUIP. MAINT CONTRACTS 12,119 12,545 13,578 14,280 100 62062 JANITORIAL SUPPLIES 7,782 9,693 7,937 9,693 275 62063 SAFETY RELATED SUPPLIES 0 1,008 500 144 100 62090 PRINTING & BINDING 3,293 4,746 5,150 5,155 260 62090 PRINTING & BINDING 542 224 1,000 722 269 62090 PRINTING & BINDING 0 378 500 500 275 62090 PRINTING & BINDING 682 581 300 0 280 62090 PRINTING & BINDING 972 826 991 826 100 62110 COPYING/REPRODUCTION 3,154 3,030 3,154 3,030 260 62110 COPYING/REPRODUCTION 1,883 976 1,758 976 275 62110 COPYING/REPRODUCTION 393 646 600 200 280 62110 COPYING/REPRODUCTION 4,689 3,504 4,689 3,504 100 62130 LEGAL NOTICES & ADS 2,693 2,746 5,246 4,412 260 62130 LEGAL NOTICES & ADS 1,305 649 1,332 439 275 62130 LEGAL NOTICES & ADS 1,475 1,389 3,000 500 280 62130 LEGAL NOTICES & ADS 805 12 821 12 100 62140 PROMOTION 10,675 7,906 3,000 3,000 269 62140 PROMOTION 0 0 500 500 100 62170 SUBSCRIPTIONS-BOOKS-MAPS 71 336 296 336 260 62170 SUBSCRIPTIONS-BOOKS-MAPS 142 252 145 252 280 62170 SUBSCRIPTIONS-BOOKS-MAPS 868 877 885 877 100 62190 DUES & MEMBERSHIPS 13 134 305 159 260 62190 DUES & MEMBERSHIPS 1,058 1,095 1,079 1,095 280 62190 DUES & MEMBERSHIPS 225 256 230 256 100 62206 PROPERTY INSURANCE 25,391 21,202 21,822 22,983 260 62206 PROPERTY INSURANCE 459 388 400 0 280 62206 PROPERTY INSURANCE 923 781 805 46 100 62207 BOILER INSURANCE 500 0 0 0 -46- Recommended Operating Expenditure Budget - Department Total 61 - HOUSING & COMMUNITY DEV Fund Account Account Title FY16 Actual Expense FY17 Actual Expense FY18 Adopted Budget FY 19 Recomm'd Budget 100 62208 GENERAL LIABILITY INSURAN 4,380 11,322 9,131 7,814 260 62208 GENERAL LIABILITY INSURAN 6,847 3,477 5,506 4,930 275 62208 GENERAL LIABILITY INSURAN 0 13,309 3,222 2,809 280 62208 GENERAL LIABILITY INSURAN 6,704 138 146 122 100 62211 PROPERTY TAX 15,992 17,858 18,751 18,696 100 62230 COURT COSTS & RECORD FEES 0 6,911 0 10,641 260 62230 COURT COSTS & RECORD FEES 3,938 2,879 4,017 4,017 275 62230 COURT COSTS & RECORD FEES 98 0 100 0 100 62240 MISCELLANEOUS 670 0 0 0 100 62310 TRAVEL-CONFERENCES 4,841 4,014 18,138 7,584 260 62310 TRAVEL-CONFERENCES 2,861 471 4,291 3,883 275 62310 TRAVEL-CONFERENCES 12,115 3,818 8,000 500 280 62310 TRAVEL-CONFERENCES 333 140 344 0 100 62320 TRAVEL-CITY BUSINESS 150 0 2,705 530 260 62320 TRAVEL-CITY BUSINESS 250 81 355 856 275 62320 TRAVEL-CITY BUSINESS 0 1 0 0 280 62320 TRAVEL-CITY BUSINESS 0 0 0 790 100 62340 MILEAGE/LOCAL TRANSP 7 295 75 175 260 62340 MILEAGE/LOCAL TRANSP 222 202 226 202 280 62340 MILEAGE/LOCAL TRANSP 2 5 2 15 100 62360 EDUCATION & TRAINING 14,723 18,279 18,518 17,228 260 62360 EDUCATION & TRAINING 5,497 6,717 4,788 8,625 269 62360 EDUCATION & TRAINING 0 56 2,500 2,500 275 62360 EDUCATION & TRAINING 11,779 4,214 7,500 500 280 62360 EDUCATION & TRAINING 6,943 18,211 21,280 19,316 100 62411 UTILITY EXP-ELECTRICITY 52,687 55,120 54,794 62,010 100 62412 UTILITY EXP-GAS 18,042 16,296 19,846 17,111 100 62415 UTILITY EXPENSE STORMWATR 1,042 1,104 1,063 1,258 100 62421 TELEPHONE 4,561 6,374 5,561 7,192 260 62421 TELEPHONE 1,999 1,505 1,482 1,299 275 62421 TELEPHONE 332 884 800 336 280 62421 TELEPHONE 2,128 2,922 1,931 3,132 100 62431 PROPERTY MAINTENANCE 24,544 54,540 49,090 54,540 260 62431 PROPERTY MAINTENANCE 12 0 500 0 100 62436 RENTAL OF SPACE 4,365 3,839 4,452 4,088 260 62436 RENTAL OF SPACE 2,993 2,120 1,970 1,808 264 62436 RENTAL OF SPACE 0 210 0 0 275 62436 RENTAL OF SPACE 940 1,696 1,692 644 280 62436 RENTAL OF SPACE 1,771 2,166 1,807 2,053 100 62511 FUEL, MOTOR VEHICLE 2,898 2,831 2,898 2,886 260 62511 FUEL, MOTOR VEHICLE 1,405 530 560 540 275 62511 FUEL, MOTOR VEHICLE 244 622 1,200 236 100 62521 MOTOR VEHICLE MAINT.2,209 4,889 2,253 3,980 260 62521 MOTOR VEHICLE MAINT.1,523 664 268 677 275 62521 MOTOR VEHICLE MAINT.1,541 514 1,200 185 280 62521 MOTOR VEHICLE MAINT.13 0 13 0 100 62522 VEHICLE MAINT., ACCIDENT 1,581 0 0 0 100 62528 MOTOR VEH. MAINT. OUTSOUR 50 769 51 0 -47- Recommended Operating Expenditure Budget - Department Total 61 - HOUSING & COMMUNITY DEV Fund Account Account Title FY16 Actual Expense FY17 Actual Expense FY18 Adopted Budget FY 19 Recomm'd Budget 260 62528 MOTOR VEH. MAINT. OUTSOUR 371 445 0 454 280 62606 HOMEOWNER HAP 41,926 51,723 50,652 50,136 280 62607 PBV HAP 43,393 54,132 50,724 52,824 280 62608 MAINSTREAM VOUCHERS HAP 127,919 146,165 138,612 161,640 280 62609 PORT OUT VOUCHER HAP 70,324 180,557 92,844 581,760 280 62610 PORTOUT VOUCHER ADMIN FEE 2,737 7,104 2,792 25,383 100 62611 MACH/EQUIP MAINTENANCE 9,404 16,340 9,592 14,093 275 62611 MACH/EQUIP MAINTENANCE 13,570 14,170 0 0 100 62614 EQUIP MAINT CONTRACT 1,557 1,557 1,588 1,557 269 62641 HOSPITALITY EXPENSE 0 1,252 1,500 1,500 100 62642 FOOD PRODUCTS 0 6 0 0 100 62645 SPECIAL EVENTS 4,975 2,200 2,674 2,674 269 62645 SPECIAL EVENTS 0 112 1,000 1,000 280 62645 SPECIAL EVENTS 2,413 1,274 5,775 2,400 100 62663 SOFTWARE LICENSE EXP 14,442 28,718 14,732 18,416 260 62663 SOFTWARE LICENSE EXP 15,257 2,545 2,447 2,706 280 62663 SOFTWARE LICENSE EXP 21,088 23,950 21,509 33,223 100 62666 CREDIT CARD CHARGE 0 11 0 11 100 62667 INTERNET SERVICES 1,415 2,151 1,655 2,081 260 62667 INTERNET SERVICES 759 1,096 759 1,036 280 62667 INTERNET SERVICES 236 254 236 600 100 62668 PROGRAM EQUIP/SUPPLIES 1,729 427 1,537 850 260 62668 PROGRAM EQUIP/SUPPLIES 14 0 14 0 275 62668 PROGRAM EQUIP/SUPPLIES 1,306 (107)1,332 0 269 62669 PROGRAMMING 0 398 300 300 280 62688 PORT-IN VOUCH ASSIST PYMT 10,481 726 10,481 10,481 280 62689 TENANT PROTEC ASSIST PYMT 6,496 25,425 17,952 21,912 100 62694 HOUSING ASST. PAYMENT 78,666 66,652 78,691 78,691 280 62694 HOUSING ASST. PAYMENT 3,690,180 4,659,510 4,152,216 4,251,140 100 62713 LEGAL SERVICES 0 0 1,000 0 100 62716 CONSULTANT SERVICES 0 0 12,000 25,000 260 62716 CONSULTANT SERVICES 0 0 25,000 15,000 280 62716 CONSULTANT SERVICES 1,790 1,845 1,826 1,957 100 62717 CRIMINAL BACKGROUND CHECK 12 0 12 0 280 62717 CRIMINAL BACKGROUND CHECK 2,934 2,606 2,993 2,606 260 62726 AUDIT SERVICES 3,000 3,200 3,000 3,200 275 62726 AUDIT SERVICES 0 0 1,300 0 280 62726 AUDIT SERVICES 1,300 1,300 4,600 1,365 280 62727 FINANCIAL SERVICE FEES 713 603 727 603 260 62729 DUST WIPE TESTING 98 70 2,100 2,100 275 62729 DUST WIPE TESTING 2,680 19,709 37,000 2,500 280 62729 DUST WIPE TESTING 208 203 212 203 100 62731 MISCELLANEOUS SERVICES 0 4,476 0 0 100 62732 TEMP HELPCONTRACT SERV.0 3,540 0 0 280 62732 TEMP HELPCONTRACT SERV.25,883 18,510 0 0 269 62734 SPEAKERS/PROGRAMS 0 1,700 2,000 2,000 100 62737 CONTRACT ADM SERVICE 20,833 4,000 39,000 39,000 100 62741 BUILDING DEMOLITION 0 31,383 35,000 31,383 -48- Recommended Operating Expenditure Budget - Department Total 61 - HOUSING & COMMUNITY DEV Fund Account Account Title FY16 Actual Expense FY17 Actual Expense FY18 Adopted Budget FY 19 Recomm'd Budget 269 62755 LEADERSHIP TRAINING 0 0 500 500 100 62758 ESCROW PAYMENTS HOUSING 11,477 13,651 12,000 13,651 100 62761 PAY TO OTHER AGENCY 72,281 106,683 65,281 69,756 275 62761 PAY TO OTHER AGENCY 5,423 18,046 18,000 3,167 280 62761 PAY TO OTHER AGENCY 100 0 0 0 270 62764 LOANS 0 26,950 4,000 3,000 100 62765 GRANTS 700 0 0 0 269 62765 GRANTS 0 0 10,000 10,000 280 62774 FSS, PARTICIPATE PAYMENTS 128,334 131,502 115,945 120,189 100 62785 GIFT CARDS 350 450 0 0 269 62785 GIFT CARDS 0 925 1,000 1,000 280 62785 GIFT CARDS 0 0 80 100 62 - SUPPLIES AND SERVICES 4,793,910 6,074,418 5,473,448 6,062,856 100 63311 ADMIN. OVERHEAD 215,361 239,094 219,668 232,880 63 - ADMIN/OVERHEAD/STORES GAR 215,361 239,094 219,668 232,880 100 71118 PROJECTOR/CAMERA 0 753 0 0 100 71120 PERIPHERALS, COMPUTER 1,380 324 0 950 260 71120 PERIPHERALS, COMPUTER 0 722 0 2,940 280 71120 PERIPHERALS, COMPUTER 0 1,663 0 2,375 260 71123 SOFTWARE 140 0 0 0 280 71123 SOFTWARE 9,843 608 0 0 100 71124 MICRO-COMPUTER 841 16,590 2,700 0 260 71124 MICRO-COMPUTER 170 4,213 2,970 6,100 275 71124 MICRO-COMPUTER 4,768 3,919 0 0 280 71124 MICRO-COMPUTER 16,932 6,520 1,840 2,515 100 71211 DESKS/CHAIRS 0 0 0 456 100 71310 AUTO/JEEP REPLACEMENT 14,168 20,040 0 16,900 280 71310 AUTO/JEEP REPLACEMENT 0 13,360 0 0 100 72418 TELEPHONE RELATED 766 2,136 100 2,080 260 72418 TELEPHONE RELATED 0 621 600 375 275 72418 TELEPHONE RELATED 390 0 0 0 280 72418 TELEPHONE RELATED 0 188 720 320 275 72515 TEST EQUIPMENT, OTHER 0 525 200 0 71 - EQUIPMENT 49,398 72,182 9,130 35,011 100 73112 RELOCATIONS 0 45 0 0 275 73112 RELOCATIONS 17,628 54,829 31,200 5,000 270 73210 CONST CONTRACT-BLDG 0 50 0 0 73 - CIP EXPENDITURES 17,628 54,924 31,200 5,000 280 91100 TO GENERAL 820 1,393 820 0 91 - TRANSFER TO 820 1,393 820 0 61 - HOUSING & COMMUNITY DEV TOTAL 7,065,590 8,620,214 7,941,904 8,429,746 -49- Recommended Expenditure Budget Report by Activity & Funding Source 61 - HOUSING & COMMUNITY DEV ADMINISTRATION - 61100 FUNDING SOURCE: COMMUNITY DEVELOPMENT Account FY17 Actual Expense FY18 Adopted Budget FY19 Recomm'd Budget EQUIPMENT 2,700 300 2,975 SUPPLIES AND SERVICES 57,757 55,408 33,166 WAGES AND BENEFITS 172,300 207,559 202,792 ADMINISTRATION 232,757 263,267 238,933 HEALTH HOMES GRANT - 61135 FUNDING SOURCE: GENERAL Account FY17 Actual Expense FY18 Adopted Budget FY19 Recomm'd Budget SUPPLIES AND SERVICES —1,176 — HEALTH HOMES GRANT —1,176 — HEALTH HOMES GRANT 2015 - 61136 FUNDING SOURCE: GENERAL Account FY17 Actual Expense FY18 Adopted Budget FY19 Recomm'd Budget WAGES AND BENEFITS 636 —— HEALTH HOMES GRANT 636 —— FEDERAL BUILDING MAINT. - 61150 FUNDING SOURCE: GENERAL Account FY17 Actual Expense FY18 Adopted Budget FY19 Recomm'd Budget ADMIN/OVERHEAD/STORES GAR 239,094 219,668 232,880 EQUIPMENT —2,700 — SUPPLIES AND SERVICES 167,876 164,162 176,608 FEDERAL BUILDING MAINT.406,970 386,530 409,488 LEAD PAINT ABATEMENT 2011- 61211 FUNDING SOURCE: LEAD PAINT GRANT Account FY17 Actual Expense FY18 Adopted Budget FY19 Recomm'd Budget CIP EXPENDITURES 54,829 31,200 5,000 EQUIPMENT 4,444 200 — SUPPLIES AND SERVICES 84,114 92,072 12,481 WAGES AND BENEFITS 338,190 344,022 132,758 LEAD PAINT ABATEMENT 2011 481,576 467,494 150,239 HUD RESILIENCY - 61264 FUNDING SOURCE: ENGINEERING SERVICE Account FY17 Actual Expense FY18 Adopted Budget FY19 Recomm'd Budget WAGES AND BENEFITS ——98,139 HUD RESILIENCY ——98,139 -50- Recommended Expenditure Budget Report by Activity & Funding Source 61 - HOUSING & COMMUNITY DEV REHAB. PROGRAM - 61300 FUNDING SOURCE: COMMUNITY DEVELOPMENT Account FY17 Actual Expense FY18 Adopted Budget FY19 Recomm'd Budget CIP EXPENDITURES 50 —— EQUIPMENT 4,459 —7,571 SUPPLIES AND SERVICES 40,149 43,775 47,674 WAGES AND BENEFITS 329,040 308,401 307,635 REHAB. PROGRAM 373,698 352,176 362,880 HOUSING LHAP GRANT - 61320 FUNDING SOURCE: STATE RENTAL REHAB Account FY17 Actual Expense FY18 Adopted Budget FY19 Recomm'd Budget SUPPLIES AND SERVICES 27,000 4,000 3,000 HOUSING LHAP GRANT 27,000 4,000 3,000 MODERATE REHAB. - 005 - 61530 FUNDING SOURCE: SECTION 8 HOUSING Account FY17 Actual Expense FY18 Adopted Budget FY19 Recomm'd Budget SUPPLIES AND SERVICES 72,514 68,985 70,184 MODERATE REHAB. - 005 72,514 68,985 70,184 SECTION 8 VOUCHER - 61600 FUNDING SOURCE: GENERAL Account FY17 Actual Expense FY18 Adopted Budget FY19 Recomm'd Budget EQUIPMENT 22,151 2,560 4,060 SUPPLIES AND SERVICES 110,605 109,448 158,832 TRANSFER TO 1,393 820 — WAGES AND BENEFITS 681,803 627,083 635,108 SECTION 8 VOUCHER 815,951 739,911 798,000 VOUCHER HAP - 61601 FUNDING SOURCE: SECTION 8 HOUSING Account FY17 Actual Expense FY18 Adopted Budget FY19 Recomm'd Budget SUPPLIES AND SERVICES 5,138,805 4,519,172 5,141,477 VOUCHER HAP 5,138,805 4,519,172 5,141,477 FSS PROGRAM VOUCHER - 61640 FUNDING SOURCE: SECTION 8 HOUSING Account FY17 Actual Expense FY18 Adopted Budget FY19 Recomm'd Budget SUPPLIES AND SERVICES 38,421 41,269 38,421 FSS PROGRAM VOUCHER 38,421 41,269 38,421 HUD VOLUNTARY COMP AGREE - 61650 -51- Recommended Expenditure Budget Report by Activity & Funding Source 61 - HOUSING & COMMUNITY DEV FUNDING SOURCE: GENERAL Account FY17 Actual Expense FY18 Adopted Budget FY19 Recomm'd Budget SUPPLIES AND SERVICES 3,056 31,392 3,057 HUD VOLUNTARY COMP AGREE 3,056 31,392 3,057 GENERAL HOUSING INSP. - 61700 FUNDING SOURCE: COMMUNITY DEVELOPMENT Account FY17 Actual Expense FY18 Adopted Budget FY19 Recomm'd Budget CIP EXPENDITURES 45 —— EQUIPMENT 24,607 —19,930 SUPPLIES AND SERVICES 87,907 55,314 101,848 WAGES AND BENEFITS 387,290 391,738 484,293 GENERAL HOUSING INSP.499,848 447,052 606,071 VACANT ABANDONED PROPERTY- 61720 FUNDING SOURCE: GENERAL Account FY17 Actual Expense FY18 Adopted Budget FY19 Recomm'd Budget SUPPLIES AND SERVICES 64,089 61,000 64,089 WAGES AND BENEFITS 1,611 —— VACANT ABANDONED PROPERTY 65,700 61,000 64,089 CDBG ADMIN/MONITORING - 61800 FUNDING SOURCE: COMMUNITY DEVELOPMENT Account FY17 Actual Expense FY18 Adopted Budget FY19 Recomm'd Budget EQUIPMENT 692 3,370 475 SUPPLIES AND SERVICES 7,886 35,303 24,947 WAGES AND BENEFITS 92,419 93,852 93,639 CDBG ADMIN/MONITORING 100,997 132,525 119,061 HUD RESILIENCY - 61850 FUNDING SOURCE: HUD DISASTER RELIEF Account FY17 Actual Expense FY18 Adopted Budget FY19 Recomm'd Budget SUPPLIES AND SERVICES 210 —— WAGES AND BENEFITS 10,962 93,945 — HUD RESILIENCY 11,172 93,945 — WAGES AND BENEFITS 8,908 —— HUD RESILIENCY LEAVE 8,908 —— SHELTER PLUS CARE GRANT - 61915 FUNDING SOURCE: GENERAL Account FY17 Actual Expense FY18 Adopted Budget FY19 Recomm'd Budget SUPPLIES AND SERVICES 111,517 113,691 113,691 SHELTER PLUS CARE GRANT 111,517 113,691 113,691 -52- Recommended Expenditure Budget Report by Activity & Funding Source 61 - HOUSING & COMMUNITY DEV BRIDGES OUT OF POVERTY - 61920 FUNDING SOURCE: GENERAL Account FY17 Actual Expense FY18 Adopted Budget FY19 Recomm'd Budget SUPPLIES AND SERVICES 72 —72 BRIDGES OUT OF POVERTY 72 —72 CIRCLES - 61922 FUNDING SOURCE: GENERAL Account FY17 Actual Expense FY18 Adopted Budget FY19 Recomm'd Budget EQUIPMENT 13,131 —— SUPPLIES AND SERVICES 39,841 39,500 33,553 WAGES AND BENEFITS 155,044 141,038 139,635 CIRCLES 208,015 180,538 173,188 SUPPLIES AND SERVICES 4,820 20,000 20,000 CIRCLES PRIVATE DONATIONS 4,820 20,000 20,000 OPERATION NEW VIEW - 79170 FUNDING SOURCE: GENERAL Account FY17 Actual Expense FY18 Adopted Budget FY19 Recomm'd Budget SUPPLIES AND SERVICES 17,780 17,781 19,756 OPERATION NEW VIEW 17,780 17,781 19,756 HOUSING & COMMUNITY DEV TOTAL $8,620,212.31 $7,941,904.00 $8,429,746.00 -53- C I T Y O F D U B U Q U E , I O W A DEPARTMENT DETAIL - PERSONNEL COMPLEMENT 61 HOUSING AND COMMUNITY DEV. DEPT. FY 2017 FY 2018 FY 2019 FD JC WP-GR JOB CLASS FTE BUDGET FTE BUDGET FTE BUDGET 61010 Full Time Employee Expense 260 7625 GE-41 HOUSING SERVICES MANAGER 0.50 $54,152 0.50 $55,024 0.50 $56,364 280 7625 GE-41 HOUSING SERVICES MANAGER 0.25 $27,076 0.25 $27,512 0.25 $28,182 100 7625 GE-41 HOUSING SERVICES MANAGER 0.25 $27,076 0.25 $27,512 0.25 $28,182 100 5750 GE-35 SENIOR HOUSING INSPECTOR 1.00 $79,938 0.00 $—0.00 $— 100 9200 GE-35 CDBG/HCV SUPERVISOR 0.00 $—0.25 $20,131 0.25 $20,430 260 9200 GE-35 CDBG/HCV SUPERVISOR 1.00 $69,010 0.50 $40,264 0.50 $40,861 280 9200 GE-35 CDBG/HCV SUPERVISOR 0.00 $—0.25 $20,131 0.25 $20,430 100 4368 GE-34 RENTAL INSPECT/LICENSE SUPV 0.00 $—1.00 $75,614 1.00 $76,752 800 4372 GE-34 RESILIENCY COORDINATOR 0.00 $—1.00 $66,830 1.00 $71,558 260 4365 GE-33 REHABILITATION SUPERVISOR 1.00 $73,376 1.00 $74,557 1.00 $75,690 280 8775 GE-33 ASSISTED HOUSING SUPV 2.00 $142,326 1.00 $72,872 1.00 $75,690 100 2590 GE-32 GENERAL HOUSING SPECIALIST 0.00 $—1.00 $69,293 1.00 $70,331 275 GE-32 LEAD PAINT HAZARD PRG SUP 1.00 $65,966 1.00 $68,613 0.38 $26,464 275 GE-30 LEAD PAINT INSPECTOR 2.00 $96,924 2.00 $114,375 0.76 $42,523 100 GE-29 CIRCLES COORDINATOR 1.00 $45,978 1.00 $50,600 1.00 $48,693 280 GE-29 ASSISTED HOUSING COORD 0.00 $—0.00 $—1.00 $60,980 260 4360 GE-27 REHABILITATION SPECIALIST 1.00 $51,689 1.00 $52,520 1.00 $53,318 280 8750 GE-27 ASSISTED HOUSING SPECIALIST 5.00 $248,388 5.00 $259,089 4.00 $207,664 100 8750 GE-27 ASSISTED HOUSING SPECIALIST 0.00 $—0.00 $—0.00 $— 100 8875 GE-26 PERMIT CLERK 1.00 $50,885 1.00 $51,704 1.00 $52,481 275 5400 GE-26 LEAD PAINT ASSISTANT 1.00 $39,129 1.00 $49,242 0.38 $18,993 260 225 GE-25 SECRETARY 1.00 $44,910 1.00 $39,680 1.00 $42,452 280 225 GE-25 SECRETARY 1.00 $37,104 1.00 $42,962 1.00 $46,044 100 NA-52 CIRCLES COACH 1.00 $47,593 1.00 $39,759 1.00 $43,371 100 5400 OE-17 INSPECTOR I 1.20 $78,863 0.60 $37,013 1.18 $72,069 260 5400 OE-17 INSPECTOR I 2.00 $132,303 1.60 $103,040 2.02 $130,104 280 5400 OE-17 INSPECTOR I 0.80 $53,448 0.80 $54,309 0.80 $55,128 TOTAL FULL TIME EMPLOYEES 25.00 $1,466,134 25.00 $1,512,646 23.52 $1,464,754 61030 Seasonal Employee Expense 100 NA-11 INSPECTOR I 0.00 $—0.00 $—0.16 $4,876 260 NA-11 INSPECTOR I 0.00 $—0.00 $—0.14 $4,266 TOTAL SEASONAL EMPLOYEES 0.00 $—0.00 $—0.30 $9,142 TOTAL HOUSING & COMM. DEVL. DEPT.25.00 $1,466,134 25.00 $1,512,646 23.82 $1,473,896 -54- CITY OF DUBUQUE, IOWA ACTIVITY PERSONNEL COMPLEMENT SUMMARY FY 2017 FY 2018 FY 2019 ACCT FD JC WP-GR POSITION CLASS FTE BUDGET FTE BUDGET FTE BUDGET Housing & Comm. Dev. Administration-FT CDBG Fund 26061100 61010 260 7970 0 GE-40 HOUSING SERVICES MANAGER 0.50 $54,152 0.50 $55,024 0.50 $56,364 Total 0.50 $54,152 0.50 $55,024 0.50 $56,364 Housing Administration-FT Section 8 Fund 28061100 61010 280 GE-35 CDBG/HCV SUPERVISOR 0.00 $—0.25 $20,131 0.25 $20,430 28061100 61010 280 7625 GE-40 HOUSING SERVICES MANAGER 0.25 $27,076 0.25 $27,512 0.25 $28,182 Total 0.25 $27,076 0.50 $47,643 0.50 $48,612 Housing Administration-FT General Fund 10061100 61010 100 GE-35 CDBG/HVC SUPERVISOR 0.00 $—0.25 $20,131 0.25 $20,430 10061100 61010 100 7625 GE-40 HOUSING SERVICES MANAGER 0.25 $27,076 0.25 $27,512 0.25 $28,182 Total 0.25 $27,076 0.50 $47,643 0.50 $48,612 Section 8-Voucher Program-FT 28061600 61010 280 225 GE-25 SECRETARY 1.00 $37,104 1.00 $42,962 1.00 $46,044 28061600 61010 280 GE-29 ASSISTED HOUSING COORD 0.00 $—0.00 $—1.00 $60,980 28061600 61010 280 8750 GE-27 ASSISTED HOUSING SPECIALIST 5.00 $248,388 5.00 $259,089 4.00 $207,664 28061600 61010 280 8775 GE-33 ASSISTED HOUSING SUPERVISOR 2.00 $142,326 1.00 $72,872 1.00 $75,690 28061600 61010 280 5400 OE-17 INSPECTOR I 0.80 $53,448 0.80 $54,309 0.80 $55,128 Total 8.80 $481,266 7.80 $429,232 7.80 $445,506 General Housing Inspection- FT General Fund 10061700 61010 100 5400 OE-17 INSPECTOR I 1.20 $78,863 0.60 $37,013 1.18 $72,069 10061700 61010 100 2590 GE-32 GENERAL HOUSING SPECIALIST 0.00 $—1.00 $69,293 1.00 $70,331 10061700 61010 100 4368 GE-34 RENTAL INSPECT/LICENSE SUPV 0.00 $—1.00 $75,614 1.00 $76,752 10061700 61010 100 GE-32 SENIOR HOUSING INSPECTOR 1.00 $79,938 0.00 $—0.00 $— 10061700 61010 100 8875 GE-26 PERMIT CLERK 1.00 $50,885 1.00 $51,704 1.00 $52,481 Total 3.20 $209,686 3.60 $233,624 4.18 $271,633 General Housing Inspection-Seasonal General Fund 10061700 61030 100 5400 OE-17 INSPECTOR I 0.00 $—0.00 $—0.16 $4,876 Total 0.00 $—0.00 $—0.16 $4,876 General Housing Inspection-CDBG Fund 26061700 61010 260 5400 OE-17 INSPECTOR I 1.00 $66,810 0.60 $35,154 1.02 $61,195 Total 1.00 $66,810 0.60 $35,154 1.02 $61,195 General Housing Inspection-Seasonal CDBG Fund 26061700 61030 100 5400 OE-17 INSPECTOR I 0.00 $—0.00 $—0.14 $4,266 Total 0.00 $—0.00 $—0.14 $4,266 Lead Paint Grant - Lead Fund 27561211 61010 275 GE-32 LEAD PAINT SUPERVISOR 1.00 $65,966 1.00 $68,613 0.38 $26,464 27561211 61010 275 GE-26 LEAD PAINT ASSISTANT 1.00 $39,129 1.00 $49,242 0.38 $18,993 27561211 61010 275 GE-30 LEAD PAINT INSPECTOR 2.00 $96,924 2.00 $114,375 0.76 $42,523 Total 4.00 $202,019 4.00 $232,230 1.52 $87,980 -55- CITY OF DUBUQUE, IOWA ACTIVITY PERSONNEL COMPLEMENT SUMMARY FY 2017 FY 2018 FY 2019 ACCT FD JC WP-GR POSITION CLASS FTE BUDGET FTE BUDGET FTE BUDGET Rehab Program-FT CDBG 26061300 61010 260 5400 OE-17 INSPECTOR I 1.00 $65,493 1.00 $67,886 1.00 $68,909 26061300 61010 260 4365 GE-33 REHABILITATION SUPERVISOR 1.00 $73,376 1.00 $74,557 1.00 $75,690 26061300 61010 260 225 GE-25 SECRETARY 1.00 $44,910 1.00 $39,680 1.00 $42,452 26061300 61010 260 4360 GE-27 REHABILITATION SPECIALIST 1.00 $51,689 0.50 $26,260 0.50 $26,659 Total 4.00 $235,468 3.50 $208,383 3.50 $213,710 Community Dev. Block Grant Admin./Monitoring 26061800 61010 260 4360 GE-27 REHABILITATION SPECIALIST 0.00 $—0.50 $26,260 0.50 $26,659 26061800 61010 260 9200 GE-34 CDBG/HVC SUPERVISOR 1.00 $69,010 0.50 $40,264 0.50 $40,861 Total 1.00 $69,010 1.00 $66,524 1.00 $67,520 HUD Resiliency Grant Coordination 80061264 61010 800 4372 GE-34 RESILIENCY COORDINATOR 0.00 $—1.00 $66,830 1.00 $71,558 Total 0.00 $—1.00 $66,830 1.00 $71,558 Circles - FT 10061922 61010 100 9200 NA-52 CIRCLES COACH 1.00 $47,593 1.00 $39,759 1.00 $43,371 10061922 61010 100 GE-29 CIRCLES COORDINATOR 1.00 $45,978 1.00 $50,600 1.00 $48,693 Total 2.00 $93,571 2.00 $90,359 2.00 $92,064 TOTAL HOUSING SERVICES & COMM. DEVL. DEPT 25.00 $1,466,134 25.00 $1,512,646 23.82 $1,473,896 -56- Capital Improvement Projects by Department/Division HOUSING & COMMUNITY DEV CIP Number Capital Improvement Project Title FY 16 Actual Expense FY 17 Actual Expense FY 18 Adopted Budget FY 19 Recomm'd Budget 1001002 MAINT OF VACANT/ABANDONED 34,160 ——— 1002180 NBHD STABILIZATION GRANT 111,146 66,692 —— 1021002 MAINT OF VACANT/ABANDONED 395 ——— 2601065 RESIDENTIAL REHAB PROGRAM 39,802 59,526 159,234 148,938 2601231 PURCHASE/RESALE/REHAB 79,240 87,717 70,000 40,000 2601232 LEAD PAINT ABATEMENT PROG —45,940 85,200 35,600 2601233 RENTAL REHAB UNIT —9,150 119,885 50,000 2601234 FIRST TIME HOMEBUYER PROG 45,000 45,000 50,000 50,000 2601237 HISTORIC PRESERVATION GRA ———10,000 2602689 SALVIA HOUSE ELEVATOR 41,167 (41,167)—— 2602767 LEAD SVC LINE REPLACE ———150,000 2642690 HUD RESILIENCY —444,191 14,700,000 2,418,000 2681021 HTF - WASHINGTON NEIGHBOR 126,852 216,347 153,283 211,283 2701065 RESIDENTIAL REHAB PROGRAM 58,262 28,760 30,000 30,000 2752429 LEAD HZRD REDUC PRG 7,558 863,687 868,400 395,000 3501002 MAINT OF VACANT/ABANDONED 10,405 97 —— 3601595 HOMEOWNERSHIP GRANTS-TARG 72,622 57,889 501,776 450,599 3602573 CHI 75,000 125,000 125,000 125,000 3602766 NORTH END NEIGH REINVEST ———300,000 701,610 2,008,829 16,862,778 4,414,420 -57- PRGRM/ DEPT PROJECT DESCRIPTION FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 TOTAL PAGE HOUSING AND COMMUNITY DEVELOPMENT Community and Economic Development Homeownership Assistance $450,599 $522,719 $775,149 $1,038,720 $1,295,444 $4,082,631 292 North End Neighborhood Reinvestment Program $300,000 $300,000 $300,000 $300,000 $300,000 $1,500,000 294 Homeowner Rehabilitation Program $178,938 $189,234 $189,234 $189,234 $189,234 $935,874 296 Washington Neighborhood Home Purchase Program $211,283 $211,283 $211,283 $211,283 $211,283 $1,056,415 298 First-Time Home Buyer Program $50,000 $50,000 $50,000 $50,000 $50,000 $250,000 299 Rental Dwelling Rehabilitation Programs $50,000 $50,000 $50,000 $50,000 $50,000 $250,000 300 Lead Based Paint Hazard Control $395,000 $—$—$—$—$395,000 301 Washington Neighborhood Housing Initiative $125,000 $125,000 $125,000 $125,000 $125,000 $625,000 303 Lead Hazard Reduction Program-CDBG $35,600 $—$—$—$—$35,600 304 Purchase/Rehab/Resale $40,000 $—$—$—$—$40,000 305 Bee Branch Healthy Homes Resiliency Grant $2,418,000 $2,718,000 $674,000 $—$—$5,810,000 306 Lead Service Line Replacement $150,000 $150,000 $—$—$—$300,000 307 Historic Preservation Housing Forgivable Loan program $10,000 $10,000 $—$—$—$20,000 308 Total - Housing & Community Development $4,414,420 $4,326,236 $2,374,666 $1,964,237 $2,220,961 $15,300,520 -58- This page intentionally left blank. Ho u s i n g Pu r c h a s e R e h a b R e s a l e Ho m e o w n e r U n i t s R e h a b i l i t a t e d Ho m e b u y e r s A s s i s t e d 1 9 25 35 4 U n i t s i n s p e c t e d f o r H o u s i n g C o d e FY 2 0 1 7 Ne i g h b o r h o o d Su p p o r t •O v e r 12 , 0 0 0 re s i d e n t s b e n e f i t f r o m Ne i g h b o r h o o d S u p p o r t G r a n t s a n d Ne i g h b o r h o o d R e c r e a t i o n p r o g r a m s d e l i v e r e d on a n a r e a b a s i s . FY 2 0 1 7 Co m m u n i t y Pa r t n e r s me e t i n g Hu m a n S e r v i c e N e e d s St M a r k Y o u t h E n r i c h m e n t Fo u r M o u n d s H E A R T Wa s h i n g t o n T o o l L i b r a r y Hi l l s & D a l e s L i f e t i m e C e n t e r Ne i g h b o r h o o d A s s o c i a t i o n s Le i s u r e S e r v i c e s & A m e r i C o r p s FY 2 0 1 7 In f r a s t r u c t u r e & Zo n i n g • 6 6 h o u s i n g u n i t s i n s p e c t e d f o r z o n i n g & en f o r c e m e n t • 7 S i d e w a l k s r e p l a c e d f o r l o w / m o d ho m e o w n e r s • 7 S t r e e t o v e r l a y s i n l o w a n d m o d e r a t e in c o m e a r e a s FY 2 0 1 7 Ec o n o m i c De v e l o p m e n t Sm a l l B u s i n e s s SUPPORT DEVELOPED Mi c r o e n t e r p r i s e LOAN PROGRAM 10 y e a r s o f C D B G $1 , 2 0 9 , 5 0 1 $1 , 2 3 6 , 2 6 0 $1 , 3 4 4 , 0 8 4 $1 , 1 2 6 , 9 9 8 $9 2 8 , 3 7 2 $9 7 4 , 4 0 8 $9 5 4 , 4 4 8 $9 5 4 , 0 1 1 $963,306.00 $968,236.00 $0 $2 0 0 , 0 0 0 $4 0 0 , 0 0 0 $6 0 0 , 0 0 0 $8 0 0 , 0 0 0 $1 , 0 0 0 , 0 0 0 $1 , 2 0 0 , 0 0 0 $1 , 4 0 0 , 0 0 0 $1 , 6 0 0 , 0 0 0 FY 0 9 F Y 1 0 F Y 1 1 F Y 1 2 F Y 1 3 F Y 1 4 F Y 1 5 F Y 1 6 F Y 1 7 F Y 1 8 Es t i m a t e d En t i t l e m e n t Pr o g r a m In c o m e To t a l $9 6 8 , 2 3 5 $4 9 0 , 4 2 1 $1 , 4 5 8 , 6 5 6 FY 2 0 1 9 C D B G An n u a l A c t i o n P l a n Ho u s i n g D e v e l o p m e n t P r o g r a m s F Y 2 0 1 9 Cr e a t i n g q u a l i t y , a f f o r d a b l e h o u s i n g t h r o u g h o u t D u b u q u e ’ s n e i g h b o r h o o d s Fi r s t T i m e H o m e o w n e r $ 5 0 , 0 0 0 Hi s t o r i c P r e s e r v a t i o n $ 1 0 , 0 0 0 Ho m e o w n e r R e h a b i l i t a t i o n $ 1 4 8 , 9 3 8 Ho u s i n g C o d e E n f o r c e m e n t $ 1 0 2 , 9 7 1 Ho u s i n g R e h a b i l i t a t i o n S e r v i c e s & S t a f f $ 3 4 8 , 7 7 3 Le a d H a z a r d R e d u c t i o n $ 3 5 , 6 0 0 Le a d W a t e r l i n e & S e w e r R e p a i r / R e p l a c e m e n t $ 1 5 0 , 0 0 0 Re n t a l U n i t R e h a b i l i t a t i o n $ 5 0 , 0 0 0 Pu r c h a s e / R e h a b / R e s a l e $ 4 0 , 0 0 0 $9 3 6 , 2 8 2 Ne i g h b o r h o o d D e v e l o p m e n t P r o g r a m s F Y 2 0 1 9 Cr e a t i n g s u i t a b l e l i v i n g e n v i r o n m e n t s f o r i n l o w & m o d e r a t e in c o m e a r e a s a n d f o r l o w & m o d e r a t e i n c o m e p e r s o n s Fo u r M o u n d s H E A R T $ 1 0 , 0 0 0 Ne i g h b o r h o o d L i g h t i n g $ 2 8 , 0 0 0 Ne i g h b o r h o o d R e c r e a t i o n P r o g r a m m i n g $ 1 3 3 , 1 3 0 Se n i o r C e n t e r $ 1 8 , 2 0 0 Vi s i t i n g N u r s e s A s s o c i a t i o n $ 2 5 , 0 0 0 Wa s h i n g t o n T o o l L i b r a r y $ 1 5 , 7 9 0 Zo n i n g I n s p e c t i o n / E n f o r c e m e n t $ 8 , 7 1 0 Pu r c h a s e o f S e r v i c e s $ 2 , 1 3 4 $2 5 5 , 5 2 4 Ad m i n i s t r a t i o n & P l a n n i n g F Y 2 0 1 9 En s u r i n g e f f i c i e n t a d m i n i s t r a t i o n o f CD B G r e s o u r c e s i n c o m p l i a n c e w i t h Fe d e r a l a n d S t a t e s t a t u t o r y a n d r e g u l a t o r y r e q u i r e m e n t s . y Ci t i z e n Pa r t i c i p a t i o n Ne e d s As s e s s m e n t Pr o j e c t Se l e c t i o n CD A C Pu b l i c Hearing Co u n c i l Pu b l i c Hearing Annual Plan Ci t y Co u n c i l Adopts Budget Ap p l i c a t i o n Preparation Pu r c h a s e of Service Grant Applications En v i r o n m e n t a l Review Pu r c h a s e of Services Grant Awards Fi n a n c i a l Ma n a g e m e n t (Set Up) Aw a r d Fi n a n c i a l Ma n a g e m e n t Draw Down Am e n d An n u a l Plan Re p o r t i n g CD B G A d m i n i s t r a t i o n S e r v i c e s a n d S t a f f $ 1 1 9 , 0 6 1 Ho u s i n g A d m i n i s t r a t i o n $ 7 6 , 6 5 5 Ne i g h b o r h o o d D e v e l o p m e n t S e r v i c e s $ 7 1 , 1 3 4 $2 6 6 , 8 5 0 FY 2 0 1 9 C o m m u n i t y D e v e l o p m e n t B l o c k G r a n t An n u a l A c t i o n P l a n Housing Programs 64% (S u b j e c t t o P u b l i c Se r v i c e C a p , 1 5 % ) Ne i g h b o r h o o d & Co m m u n i t y De v e l o p m e n t 19 % Ad m i n i s t r a t i o n 20 % Ho u s i n g D e v e l o p m e n t $ 9 3 6 , 2 8 2 Ne i g h b o r h o o d & C o m m u n i t y D e v e l o p m e n t $ 2 5 5 , 5 2 4 Pl a n n i n g & A d m i n i s t r a t i o n $ 2 6 6 , 8 5 0 $1 , 4 5 8 , 6 5 6 ww w . c i t y o f d u b u q u e . o r g / c d b g Pl e a s e m e e t w i t h u s a t t h e Co m m u n i t y D e v e l o p m e n t Ad v i s o r y C o m m i s s i o n FY 2 0 1 9 C D B G A n n u a l A c t i o n P l a n P u b l i c C o m m e n t Co n s i d e r c o m p l e t i n g a s u r v e y . P u b l i c c o m m e n t s a r e w e l c o m e .