Housing and Community Development Fiscal Year 2016 Budget PresentationCopyright 2014
City of Dubuque Public Hearings # 2.
ITEM TITLE: Housing and Community Development Fiscal Year 2016 Budget
Presentation
SUMMARY:
SUGGESTED DISPOSITION:
ATTACHMENTS:
Description
❑ Housing & Community Devel. FY16 Recommended Budget
Type
Supporting Documentation
Housing
And
Community
Development
HOUSING AND COMMUNITY DEVELOPMENT DEPARTMENT
Budget Highlights
DEPARTMENT SUMMARY
% Change
FY 2013/14 FY 2014/15 FY 2014/15 FY 2015/16 from Adopted
Actual Adopted Amended Recomm'd FY 2014/15
Expense
Employee Expense 2,104,067 2,140,843 1,676,809 1,737,672 -18.8%
Supplies and Services 4,386,165 4,251,766 4,299,855 4,626,349 8.8%
Machinery and Equipment 115,939 45,292 26,003 55,533 22.6%
Administrative Overhead 160,209 197,957 197,957 223,718 13.0%
Transfer for Audit/Insurance/Legal 820 820 820 820 0.0%
Total 6,767,200 6,636,678 6,201,444 6,644,092 0.1%
Revenue
Rental Housing Revenues 152,829 150,947 150,947 413,850 174.2%
Circles Inititiative 48,593 51,500 51,500 45,500 -11.7%
Miscellaneous 1,275 - 850 0.0%
Federal Building Lease Revenue 335,793 332,608 332,608 336,589 1.2%
RRP Repayments/HOME Grant 43,106 19,000 42,911 15,000 -21.1%
Healthy Homes Grant 162,469 190,618 - - 0.0%
Continuum of Care Grant 105,158 102,115 102,115 75,103 -26.5%
Lead Paint Grant 369,968 388,249 - - 0.0%
Section 8 4,343,762 3,948,000 3,895,551 4,505,926 14.1%
CDBG Charges 737,151 742,560 743,537 615,738 -17.1%
Total Resources 6,300,104 5,925,597 5,319,169 6,008,556 1.4%
Property Tax Support
Percent Self Supporting
Personnel - Authorized FTE
467,096 711,081 882,275 635,536 -10.6%
93.1% 89.3% 85.8% 90.4%
27.75 26.00 22.50 21.00
-9-
Budget Highlights
SAFE AND HEALTHY HOMES SUMMARY
% Change
FY 2013/14 FY 2014/15 FY 2014/15 FY 2015/16 from Adopted
Actual Adopted Amended Recomm'd FY 2014/15
Expense
Employee Expense 742,160 785,723 380,496 379,599 -51.7%
Supplies and Services 175,109 202,319 103,715 91,924 -54.6%
Machinery and Equipment 86,156 42,669 42,924 38,864 -8.9%
Total 1,003,425 1,030,711 527,135 510,387 -50.5%
Revenue
Rental Housing Revenues 152,829 150,947 150,947 413,850 174.2%
Healthy Homes Grant Charges 162,469 190,618 - 0.0%
Lead Paint Grant Charges 369,968 388,249 - 0.0%
CDBG Charges 184,460 189,605 191,541 88,140 -53.5%
Total Resources 869,726 919,419 342,488 501,990 -45.4%
Property Tax Support
Percent Self Supporting
Personnel - Authorized FTE
133,699
86.7%
111,292
89.2%
184,647 8,397
65.0% 98.4%
9.20 9.20 6.70 4.20
-92.5%
* Includes Code Enforcement; Housing Inspections; Fees & Licensing; Lead Hazard Reduction; and Healthy
Homes Production
Budget Highlights
NEIGHBORHOOD REVITALIZATION SUMMARY
% Change
FY 2013/14 FY 2014/15 FY 2014/15 FY 2015/16 from Adopted
Actual Adopted Amended Recomm'd FY 2014/15
Expense
Employee Expense 316,208 325,693 325,054 324,148 -0.5%
Supplies and Services 69,197 54,927 82,629 49,704 -9.5%
Machinery and Equipment 25,431 - - - 0.0%
Total 410,836 380,620 407,683 373,852 -1.8%
Revenue
CDBG Charges
RRP Repayments/HOME Grant
Total Resources
Property Tax Support
Percent Self Supporting
Personnel - Authorized FTE
369,676 359,990 359,351 358,852
43,106 19,000 42,911 15,000
412,782 378,990 402,262 373,852
(1,946) 1,630 5,421 -
100.5% 99.6% 98.7% 100.0%
4.00 4.00 4.00 4.00
* Includes Homeowner Rehabilitation and HOME Workshop
0.0%
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Budget Highlights
SUSTAINABLE LIVING SUMMARY
% Change
FY 2013/14 FY 2014/15 FY 2014/15 FY 2015/16 from Adopted
Actual Adopted Amended Recomm'd FY 2014/15
Expense
Employee Expense 846,571 822,155 820,500 825,353 0.4%
Supplies and Services 3,852,802 3,708,598 3,746,098 4,202,186 13.3%
Machinery and Equipment 2,202 2,623 22,249 15,969 508.8%
Transfer for Legal 820 820 820 820 0.0%
Total 4,702,395 4,534,196 4,589,667 5,044,328 11.3%
Revenue
Dubuque Works Grant 31,000 39,500 39,500 39,500 0.0%
Program Fees 17,593 12,000 12,000 6,000 -50.0%
Continuum of Care 105,158 102,115 102,115 75,103 -26.5%
Mod Rehab 70,510 72,167 72,167 76,786 6.4%
FSS Coordinator Grant 120,334 114,861 62,949 62,949 -45.2%
FSS Program Voucher 59,893 30,000 30,000 36,084 20.3%
Section 8 HAP Payments 3,649,268 3,324,230 3,324,230 3,854,090 15.9%
Section 8 Admin Fee 432,744 400,597 400,597 470,126 17.4%
Section 8 Misc. Revenue 11,013 6,145 6,145 5,891 -4.1%
Total Resources 4,497,513 4,101,615 4,049,703 4,626,529 12.8%
Property Tax Support
Percent Self Supporting
204,882 432,581 539,964 417,799 -3.4%
95.6% 90.5% 88.2% 91.7%
Personnel - Authorized FTE 12.80 11.05 11.05
* Includes Assisted Housing; Continuum of Care; Family Self -Sufficiency; and Circles
11.05
HOUSING ADMINISTRATION
% Change
FY 2013/14 FY 2014/15 FY 2014/15 FY 2015/16 from Adopted
Budget Highlights Actual Adopted Amended Recomm'd FY 2014/15
Expense
Employee Expense 199,129 207,272 206,535 208,572 0.6%
Supplies and Services 91,466 116,174 192,964 85,536 -26.4%
Machinery and Equipment 1,950 700 0.0%
Total 292,545 323,446 399,499 294,808 -8.9%
Revenue
Miscellaneous 1,275 850 0.0%
CDBG Charges 183,015 192,965 192,645 168,746 -12.6%
Total Resources 184,290 192,965 192,645 169,596 -12.1%
Property Tax Support
Percent Self Supporting
Personnel - Authorized FTE
108,255 130,481 206,854 125,212
63.0% 59.7% 48.2% 57.5%
1.75 1.75
* Includes Housing Director and Community Development Specialist
1.75 1.75
-4.0%
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HISTORIC FEDERAL BUILDING MAINTENANCE SUMMARY
% Change
FY 2013/14 FY 2014/15 FY 2014/15 FY 2015/16 from Adopted
Budget Highlights Actual Adopted Amended Recomm'd FY 2014/15
Supplies and Services 197,592 169,268 177,400 196,999 11.0%
Machinery and Equipment 200
Administrative Overhead 160,209 197,957 197,957 223,718 13.0%
Total 358,001 367,225 375,357 420,717 12.1%
Historic Fed. Bldg Leases 330,933 320,608 320,608 320,608 0.0%
General Reimbursements 4,860 12,000 12,000 15,981 33.2%
Total Resources 335,793 332,608 332,608 336,589 1.2%
Federal Building Surplus (Deficit) (22,208) (34,617) (42,749) (84,128) 96.8%
Percent Self Supporting 93.8% 90.6% 88.6% 80.0%
Improvement Package Summary
1 of 10
This improvement package would fund two Family Self -Sufficiency (FSS) Coordinator positions with
General Funds instead of Section 8 funds due to not receiving a HUD grant in FY 2015. These
positions were previously funded with FSS Coordinator grants through the Federal Housing and Urban
Development Department. During HUD's Fiscal Year 2014, funding for salaries of program
coordinators, HUD combined the funding availability for Housing Choice Voucher and Public Housing
FSS Coordinators. Limited funds were available with HUD noting that they will only fund applicants
currently administering an FSS Program that previously had received a grant. Only if funding remained
after the awards of currently funded positions, would HUD consider funding for new positions not
previously funded. The City received funding from HUD for one FSS Coordinator position in FY 2015.
All Public Housing Authorities (PHA) must enter into five-year contracts with new families on an
ongoing basis. The contract spells out the terms and conditions governing participation and the
responsibilities of both the PHA and the individual/family. The Housing Department employed three
FSS Coordinators in FY 2015 to work with 127 individuals/families. Ninety-four percent (94%) of the
outstanding FSS contracts do not expire until Calendar Year 2016 or later.
The objective of the FSS program is to enable participating low-income individuals/families to increase
their earned income and reduce their dependency on welfare assistance and rental subsidies. Under
the FSS program, individuals/families are provided opportunities for education, job training,
transportation, child care, employment, financial literacy, counseling and other forms of assistance,
while living in assisted housing units, so they can obtain skills necessary to achieve self-sufficiency.
As required by the FSS statute and regulations, each FSS program reflects local needs and resources.
An FSS program coordinator ensures that program participants are linked to the supportive services
they need to achieve self-sufficiency. In addition to working directly with families, an FSS Program
Coordinator is responsible for building partnerships with employers and service providers in the
community to help participants obtain jobs and services. FSS Program Coordinators must ensure that
the services included in contracts of participation of program participants are provided on a regular,
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ongoing and satisfactory basis, that participants are fulfilling their responsibilities under the contracts
and that FSS escrow accounts are established and properly maintained for eligible families.
Despite many barriers and variables, the majority of families begin to earn FSS escrow credits during
the term of their FSS contracts based on increases in their earned income after entering the FSS
program. The FSS program provides critical tools that can be used by communities to help families
develop new skills that will lead to economic self-sufficiency. Many families participating in FSS have
achieved stable employment which has made it possible for them to become homeowners or move to
other non -assisted rental housing. HUD funding in future years will rely on the number of families with
escrow accounts as a performance measure.
This request assists the City of Dubuque in achieving outcomes based upon City Council Goals and
Priorities including planned and managed growth, partnering for a better Dubuque, economic prosperity
and social/cultural vibrancy. Additionally, FSS advances social equity and inclusion; therefore,
contributing to a more sustainable community.
Related Cost: $130,147 Tax Funds — Recurring
Property Tax Impact: +$.05771+.52%
Activity: Assisted Housing
Recommend -Yes
2 of 10
This improvement package would fund a full-time Circles® Coordinator position at GE -29B. The
Circles® Initiative is a great example of one of the largest community meetings with one of the largest
volunteer efforts with the City of Dubuque. The Circles® Initiative has a proven track record of involving
citizens at all levels; therefore, this position is vital to City initiatives and on-going efforts. The Circles®
Coordinator's primary role is to implement, maintain and grow the Circles® Initiative and all its
components. The Coordinator will be responsible for recruitment, screening, training, and retention of
Circles® Leaders and Allies. In addition, the Coordinator will be responsible for conducting intake
interviews and strength -based assessments for all Circle® community members, assisting with
identifying and securing grant funds to grow the program, preparation of all required reports, liaison and
network with community groups and organizations, overseeing all aspects of the Circles® Program.
The Coordinator will supervise the Circles® Coach position, AmeriCorps VISTA, Partner in Learning
positions and all Circle® community members.
The Coordinator will take an active role in community organizing, information -sharing, strategic
networking, training and supporting volunteers, and creating and implementing a sustainability plan for
the success of the Dubuque Circles® Initiative. The Coordinator will effectively and professionally
represent the Agency to the general public, guests, volunteers, media representatives, and others. The
Circles® Coordinator will support the Guiding Coalition, an action group of community volunteers, in
developing the resources needed to effectively implement the Circles® Initiative and create impactful
change in the Dubuque community.
The City of Dubuque is the lead organization for the Dubuque Circles® Initiative, and the Coordinator
will serve as the initial point of contact for the Initiative, as well as the City staff directly involved with the
Guiding Coalition to facilitate their responsibilities, activities, and informed recommendations for the
advancement of the Initiative. The Coordinator will also be responsible for account information on
Circles® expenditures/revenues in order to satisfy funders/donors, and budget tracking, as well as the
chief development officer for the Initiative, attend Board meetings, maintain Board Member records,
minutes and correspondence. The Coordinator will engage the community in supporting Circles® by
providing enough resources, volunteers, and jobs to transition individuals experiencing poverty into
economic stability. A successful Coordinator will have the skills to bridge class lines in recruiting,
training, and retaining middle-class and wealthy community members to work collaboratively and
colloquially with low-income Circles® members. The Coordinator will engage the community at the
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micro- and macro -levels to address systemic barriers that make it difficult for people to transition and
maintain a lifestyle out of poverty.
This request falls within the City Council Goals of Partnering for a Better Dubuque, Economic
Prosperity and Social/Cultural Vibrancy. Circles® Initiative has expanded and has the potential of
obtaining more donations/grants/funding with a full-time Coordinator for future revenue and program
expansion.
Related Cost: $68,073 Tax Funds — Recurring
Property Tax Impact: +$.03021+.27%
Activity: Circles Program
Recommend - No
3 of 10
This request would provide funding for a full-time Housing Inspector (0E -17B). Over the last few years,
approximately 1500 new rental units have been licensed in Dubuque. It is expected growth will
continue with 125 to 200 additional rental licenses issued each year. In order to maintain the five year
inspection cycle for licensed rentals, the department must create additional efficiencies and add staff.
The Housing Inspector position would allow the department to provide the quality inspection services
that meets the City Council's high priority goal to improve Housing Code and inspections. These
inspections are vital to protect public health, safety and quality of life for all citizens in the City of
Dubuque.
Related Cost: $78,998 Tax Funds —Recurring
Property Tax Impact: +$.03501+.32%
Activity: General Housing Inspection
Recommend - No
4 of 10
This request would provide funding for support for the Continuum of Care Special Needs Assistance
Program formerly known as the Shelter Plus Care. This program provides rental assistance and
supportive services to disabled/homeless individuals/families. These funds would be used to support a
purchase of services contract with Project Concern as the sub -recipient under the HUD contract. The
program promotes community -wide commitment to the goal of ending homelessness and optimizes
self-sufficiency among participants. This program is defined as permanent supportive housing with the
requirement to provide supportive case management to each household.
Under the direction of Project Concern's Executive Director, the Supportive Services Coordinator works
with clients, community agencies and the public. This position is full-time and requires a well-
developed understanding of the human services field and interpersonal relationships, particularly in the
area of mental health, disabilities and homelessness. The funds requested are for half of the cost of
the position with Project Concern contributing the balance.
Essential Functions Include: 1) Complete an initial assessment of individuals or families that are
homeless and have mental health or substance disabilities to determine eligibility; 2) Monitor and
document client progress once entered into the program; 3) Provide Case management for clients;
4) Maintain Waiting List; 5) Assist clients in receiving supportive services and document accordingly;
6) Complete training and certification to be able to input into the HMIS (Service Point); 7) Support
ongoing data collection and analysis; 8) Be knowledgeable about mental health disorders and
demonstrate the ability to work with individuals with a variety of disabilities; 9) Participate in regular
meetings of the Homeless Advisory Council; 10) Maintain confidentiality of clients served; 11) Maintain
relationships with landlords that work with the program; 12) Participate in Point in Time Counts with
other community agencies; 13) Be instrumental in educating the community and public regarding this
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program; 14) Coordinate with the City of Dubuque Housing Department to maintain compliance with
grant requirements and completion of HUD documentation, such as the Annual Performance Report;
15) Track time spent by client and activity for grant purposes; 16) Provide outreach as needed to recruit
chronically homeless people for the program; 17) Coordinate with the Homeless Coordinator and
Information and Referral Specialist to meet client needs; 18) Locate suitable dwelling units within the
community and negotiate rents with the property owner; and 19) Approves and enters into lease
agreements with property owners and occupancy agreements with clients
Related Cost: $16,833 Tax Funds — Recurring
Property Tax Impact: +$.00751+.07%
Activity: Assisted Housing
Recommend -Yes
5 of 10
This request would fund customer service training for the staff of the Housing & Community
Development Department. The goal of training is to provide a better, consistent experience for citizens
when engaging the department. The training will be selected to provide information on how to
approach citizens in a welcoming way, identify and understand citizen's needs, present solutions for the
citizen to immediately address their need, listen and respond to further concerns, and end the
interaction on a positive note with encouragement to contact us for further assistance.
The additional training directly relates to the five-year organizational goal to be financially responsible
City Government and High Performance Organization. Citizens expect a lot from their local
government and effective customer service makes a huge impact and can be a tool to restore faith and
build relationships with government. The Housing & Community Development Department has several
front-line employees that work in enforcement, added customer service skills will increase access to
programs and resources, decrease complaints to department manager, and increase overall
effectiveness of program.
Related Cost: $3,500 Tax Funds — Recurring
Property Tax Impact: +$.00161+.01%
Activity: Housing Administration
Recommend - No
6 of 10
This request would provide funding for additional training for Housing Inspectors. The training will
consist of HUD's Housing Quality Standard Inspector training and Certification for the International
Property Maintenance Code. The training will increase Inspector's knowledge of housing quality
standards and the regulations for federally funded programing. The goal is to cross -train all inspectors
to provide a better, more consistent service to residents, property owners, and citizens requesting
information on rental property.
If funded, this improvement package would support the City Council goals priority of Housing Code and
Inspections by ensuring that required Section 8 inspections are in accordance to HUD guidelines an
implemented code changes would follow HQS requirements.
Related Cost: $2,200 Tax Funds — Recurring
Property Tax Impact: +$.0010/+.01%
Activity: Housing Inspections
Recommend -Yes
7 of 10
This improvement package would fund a full-time Assisted Housing Specialist (GE -27B) to assist with
case management. The Housing Department administers the Federal Housing and Urban Development
assisted housing programs as the designated Public Housing Authority (PHA). Individuals and families
are provided with the housing assistance that enables them to find suitable housing. The PHA enters
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into a contract with the property owner to provide housing assistance payments on behalf of the
individual or family. The PHA must re-examine the individual or family income and composition at least
annually and must ensure each unit meets minimum housing code. Additionally whenever an individual
or family income changes the assisted portion of the rent must be adjusted or whenever the property
owner seeks an increase in rent amounts. There are currently two caseworkers and one
supervisor/caseworker. One caseworker has 350 active Housing Choice Voucher (HCV) participants to
manage; one caseworker has 373 active HCV participants to manage; and one supervisor/caseworker
has 148 active HCV participants to manage. Additionally there are 14 Mod Rehab (project based
assistance) cases to manage -split between 3 persons; 15 Continuum of Care Special Needs
Assessment clients (calculates rental assistance, monitors inspections, verifies proper documents are
received); 15 Portability Vouchers (Port out to other Housing Agencies) managed; 36 HCV vouchers
issued that have submitted documents to lease a unit and are in the process of having their selected
units inspected; and 126 outstanding Vouchers issued to monitor.
Duties of each caseworker include calculating housing assistance payments, including 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 amount of rent; perform annual re-examinations including re -verifying all income,
assets and allowances; process all unit changes including ordering inspections, verifications and
calculations of rent, preparation of leases/contracts, determining if requested rent is reasonable;
assisting clients with portability requests, monitoring and reporting termination of benefits; tracking and
monitoring all voucher issuance clients; reviews all leases and prepares contracts, responds to all
phone calls to assist clients -answering questions, making necessary referrals and advises clients in
individual circumstances whenever possible; and maintaining all reports, files and computer entries
necessary for all clients.
City Council goals affected by this decision include Planned and Managed Growth (choice of livable
neighborhoods, quality services to residents, opportunities within Dubuque); Partnering for a Better
Dubuque; Economic Prosperity (stabilizes basic need so clients can active greater goals and
opportunities); Environmental Integrity (healthy living environments); and Social/Cultural Vibrancy
Related Cost: $62,537 Tax Funds — Recurring
Property Tax Impact: +$.02771+.25%
Activity: Assisted Housing
Recommend - No
8 of 10
This improvement package would provide funds uniforms for front office staff and Assisted Housing
employees. The employees working in these positions are visible in the community and should be
identified as employees for Housing & Community Development Department when attending
community functions.
Related Cost: $163 Tax Funds — Recurring Bi -Annually
Related Cost: $ 38 CDBG Funds — Recurring Bi -Annually
Total Cost: $201
Property Tax Impact: +$.0001/+.00%
Activity: Housing Inspection/Rehab/Assisted Housing
Recommend - No
9 of 10
This improvement package would provide funds to purchase a computer tablet for the Assisted Housing
Supervisor to perform work more effectively in daily operations and in the community. This position
requires frequent work in the field, planning and community meetings, travel and conference
attendance. The computer tablet would allow staff to perform and respond to urgent issues when out in
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the community. The improved service would allow access to the calendar with appointments, email,
and ability to maintain communication for a more effective work practice.
This request supports the City's goal for a Sustainable Dubuque and the objective for Environmental
Ecological Integrity by using technology to allow sustainable practice in daily operations. The computer
tablet will allow electronic access to large documents, email, agendas, and information relevant to the
position. 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 where they are in the community. It will also
eliminate the need to print large documents to take to meetings. This request also supports the goal for
Financially Responsible City Government and High Performance Organization by allowing staff to
promptly respond to citizen and co-worker concerns through web QA or email, access relevant
information quickly and easily to make informed decisions, and gather and retain information when out
in the field. Frequently, staff will attend out -of -office meetings and return to the field to type emails,
notes, and correspondence relevant to the meeting. These activities could all be done in the field and
improve productivity.
Related Cost: $1,009 Tax Funds — Non -Recurring
Related Cost: $ 480 Tax Funds — Recurring
Total Cost: $1,489
Property Tax Impact: +$.00071+.01 %
Activity: Assisted Housing
Recommend -Yes
10 of 10
This improvement package would fund a laptop and a table for the printer for the Circles® program.
The primary function of the laptop would be monthly training on-site for Getting Ahead participants,
Circles Leaders, and volunteers. Circles® would offer monthly trainings for Allies and Circle Leaders
that will strengthen relationships, communications, help break barriers and set attainable goals for self-
sufficiency. The laptop will also be used for community presentations and Bridges out of Poverty
trainings. These requests fall within the City Council Goals of Partnering for a Better Dubuque,
Economic Prosperity and Social/Cultural Vibrancy. Circles® Initiative has partnered with government
and not-for-profit partners to help bring economic prosperity to Dubuque. Circles® Initiative increases
the mutual understanding, knowledge and acceptance of people from different socio-economic statuses
and creates opportunities to help families move out of poverty.
Related Cost: $2,700 Tax Funds — Non -Recurring
Related Cost: $ 252 Tax Funds — Non -Recurring
Total Cost: $2,952
Property Tax Impact: +$.00131+.01%
Activity: Circles Program
Significant Line Items at Maintenance Level
(Without Recommended Improvement Package)
Employee Expense
Recommend - No
1. The City wage plan for non -bargaining unit employees will not increase and bargaining unit
employees will receive a 2.25% wage increase in FY 2016.
2. The Iowa Public Employee Retirement System (IPERS) City contribution remains at 8.93% and
the employee contribution remains at 6.18% in FY 2016.
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3. The City portion of health insurance expense decreased from $1,190 in FY 2015 to $1,040 in
FY 2016 per month per contract, resulting is a savings of $134,160.
4. Workers' Compensation decreased from $39,190 in FY 2015 to $33,628 in FY 2016 due to not
receiving the Lead -Based Paint Control Grant in FY 2015 (-$13,032).
5. FY 2016 is the fourth year that eligible retirees with at least twenty years of continuous service
in a full-time position or retired as a result of a disability and are eligible for pension payments
from the pension system can receive payment of their sick leave balance with a maximum
payment of one -hundred twenty sick days payable bi-weekly over a five year period. Sick leave
payout expense of $19,635 is budgeted in the Housing Department (for four employees).
6. The City did not receive Family Self -Sufficiency grants for two of the three Family Self
Sufficiency Coordinators and the Lead -Based Paint Control grant in FY 2015 which reduced the
personnel complement as follows (-7.0 FTE): Healthy Homes Program Supervisor-1.0FTE;
Lead Paint Hazard Control Program Supervisor -1.0 FTE; Healthy Homes Program Inspector -
1.0 FTE; Lead Paint Assistant -1.0 FTE; Lead Paint Inspector -1.0 FTE; and Family Self -
Sufficiency Coordinator -2.0 FTE.
Supplies & Services
7. Office Supplies decreased from $11,092 in FY 2015 to $8,241 in FY 2016 due to not receiving
the Lead -Based Paint Control Grant in FY 2015 (-$769) and the Rehab Program reducing
budget based on FY14 actual (-$2,004).
8. Uniform Purchases decreased from $2,034 in FY 2015 to $1,144 in FY 2016 due to not
receiving the Lead -Based Paint Control Grant in FY 2015 (-$597) and General Housing
Inspections decreasing the budget based on actual (-$237).
9. Postage decreased from $31,647 in FY 2015 to $23,738 in FY 2016 due to not receiving the
Lead -Based Paint Control Grant in FY 2015 (-$7,001).
10. Copying decreased from $18,081 in FY 2015 to $8,986 in FY 2016 due to switching vendors for
multi -function copiers which has decreased the cost by 30% and not receiving the Lead -Based
Paint Control Grant in FY 2015 (-$1,098).
11. Legal Notices and Ads decreased from $14,368 in FY 2015 to $3,479 in FY 2016 due to not
receiving the Lead -Based Paint Control Grant in FY 2015 (-$11,080).
12. Promotion increased from $7,000 in FY 2015 to $8,803 in FY 2016 based on FY 2014 actual of
$8,418. This line item represents donations from private participants to be used to promote and
empower self-sufficiency for Circle Program leaders.
13. Property Insurance increased from $24,725 in FY 2015 to $29,251 in FY 2016 based on FY
2015 actual plus 7%.
14. General Liability Insurance decreased from $35,922 in FY 2015 to $16,988 in FY 2016 due to
not receiving the Lead -Based Paint Control Grant in FY 2015 (-$15,939).
15. Conferences decreased from $26,450 in FY 2015 to $17,658 in FY 2016 due to not receiving
the Lead -Based Paint Control Grant in FY 2015 (-$8,000).
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16. City Business Travel decreased from $2,900 in FY 2015 to $600 in FY 2016 due to not receiving
the Lead -Based Paint Control Grant in FY 2015 (-$2,400).
17. Education and Training decreased from $56,244 in FY 2015 to $44,056 in FY 2016 due to not
receiving the Lead -Based Paint Control Grant in FY 2015 (-$12,560).
18. Telephone decreased from $10,048 in FY 2015 to $9,088 in FY 2016 due to not receiving the
Lead -Based Paint Control Grant in FY 2015 (-$2,289).
19. Property Maintenance increased from $25,864 in FY 2015 to $64,294 in FY 2016 due to
increasing Historic Federal Building maintenance (+$28,625) based on FY 2013 and adding
property maintenance for the receivership on 445 Loras expected to end (+$9,800).
20. Motor Vehicle Fuel decreased from $8,357 in FY 2015 to $6,348 in FY 2016 based on not
receiving the Lead -Based Paint Control Grant in FY 2015 (-$1,100) plus a decrease of 20%.
21. Motor Vehicle Maintenance decreased from $8,181 in FY 2015 to $6,304 in FY 2016 due to not
receiving the Lead -Based Paint Control Grant in FY 2015 (-$1,882) and a 10% increase in the
Public Works Garage overhead rate.
22. Motor Vehicle Outsourced increased from $2,000 in FY 2015 to $3,000 in FY 2016 due to
increasing Housing Inspection due to older cars in fleet requiring additional maintenance.
23. Mainstream Vouchers Housing Assistance Payments increased from $120,000 in FY 2015 to
$136,320 in FY 2016. This line item represents special vouchers for disabled households only
and is based on forty vouchers that are available to be used.
24. Port -Out Voucher Housing Assistance Payments increased from $52,260 in FY 2015 to $72,919
in FY 2016 based on FY 2014 actual $71,489 plus 2% based on seven units per month.
Housing and Urban Development regulations allow port outs to other areas when requested
unless there is a freeze on the housing assistance payment subsidy amounts.
25. Port -Out Voucher Admin Fee increased from $0 in FY 2015 to $3,106 in FY 2016 based on FY
2014 actual $3,106 and 15 port out vouchers per month. Whenever a voucher ports out, the City
is obligated to pay the receiving Housing Authority 80% of the administrative fees for
administering the voucher per Housing and Urban Development guidelines.
26. Machinery and Equipment Maintenance decreased $22,740 in FY 2015 to $17,756 in FY 2016
due to not receiving the Lead -Based Paint Control Grant in FY 2015 (-$5,000).
27. Special Events increased from $13,770 in FY 2015 to $17,080 in FY 2016 due to increased
number of events and donations from community sponsors for the events. This line item
includes cost of community events such as Big View events, Getting Ahead graduation and
volunteer recruitment.
28. Software License increased from $47,443 in FY 2015 to $48,838 in FY 2016 based on a 3%
increase for Emphasys Elite and Permits Plus software maintenance cost.
29. Internet Services decreased from $2,880 in FY 2015 to $1,944 in FY 2016 due to not receiving
the Lead -Based Paint Control Grant in FY 2015 (-$1,440).
30. Port -in Voucher Assistance Payments decreased from $52,260 in FY 2015 to $46,317 in FY
2016 based on FY 2014 actual plus 2%. This line item is the projected housing assistance
-19-
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.
31. Housing Assistance Payments increased from $3,234,218 in FY 2015 to $3,514,419 in FY 2016
based on FY 2014 actual $3,410,611 plus 3%.
32. Consultant Services decreased from $27,100 in FY 2015 to $1,714 in FY 2016 due to the FY
2015 HUD required update to the development of a consolidated plan for CDBG (-$25,000)
which is done every five years and includes a local analysis of impediment to fair housing and
housing and market analysis. The next time that the plan will be updated is FY 2020.
33. Dust Wipe Testing decreased from $26,125 in FY 2015 to $258 in FY 2016 due to not receiving
the Lead -Based Paint Control Grant in FY 2015 (-$24,825).
34. Audit Services decreased from $12,900 in FY 2015 to $7,500 in FY 2016 based on the
decrease in grants that are audited in the Housing Department (Lead Paint Abatement -$2,850
and Section 8 -$2,850).
35. Pay to Other Agency decreased from $101,104 in FY 2015 to $74,151 in FY 2016 due to VISTA
Partners in Learning ending in Section 8 Voucher (-$11,600), not receiving the Lead -Based
Paint Control Grant in FY 2015 (-$19,658), and adding training center contract for Circles
(+$4,000).
Machinery & Equipment
36. Equipment replacement items include ($54,524):
CDBG Housing Inspection
(1.0) 2005 Chevy Impala
(0.32) Laptop
(0.80) Laptop
(0.80) Digital Camera
(0.52) Digital Camera
CDBG Housing Administration
(0.50) Smart Phone
CDBG Monitoring
(1.00) Smart Phone
General Housing Administration
(0.25) Smart Phone
Section 8 Voucher
(7.00) Computer
(0.25) Smart Phone
(0.80) Digital Camera
General Housing Inspection
(1.00) 2007 Chevy Malibu
(1.00) Smart Phone
(0.20) Digital Camera
(0.68) Digital Camera
-20-
$17,500
$ 864
$ 2,160
$ 160
$ 104
$ 200
$ 400
$ 100
$14,700
$ 100
$ 160
$ 17,500
$ 400
$ 40
$ 136
Revenue
37. Community Development Block Grant (CDBG) revenue is received annually from the U.S.
Department of Housing and Urban Development (HUD). The FY 2016 allocation is anticipated
to decrease to $954,448 (-$19,960) based on FY 2015 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.
38. FSS Coordinator Grant decreased from $114,861 in FY 2015 to $62,949 in FY 2016 based on
only one FSS Coordinator grant funded by HUD in FY 2015.
39. HUD Administration Fee increased from $398,053 in FY 2015 to $467,626 in FY 2016 and HUD
Housing Assistance Payments increased from $3,271,970 in FY 2015 to $3,807,773 in FY 2016
based on the increased number of vouchers budgeted in FY 2015.
40. During FY 2015, housing inspection fees were increased and new inspection fees were
implemented. The following are the increases and new fees:
Structure Annual Rental License +$13
Dwelling Unit Annual Rental License +$8
Rooming Unit Annual Rental License +$7
New Rental Fee (CSC Inspection) $40
Re -Inspection Fee for 2nd and subsequent re -inspection +$45
New Dwelling Unit Inspection Fee $70
New Rooming Unit Inspection Fee $40
Confirmed Complaint Inspection Fee $85
Miscellaneous
41. General Housing Inspection is 100.8% self-supporting versus the guideline of 73.1 %.
-21-
o better way of living
THE CITY OF
Du1
E
Masterpiece on the Mississippi
Dubuque
1111.'
�
200'-2012 .2013
To: Michael Van Milligen, City Manager; Jenny Larson, Budget Director;
Randy Peck, Personnel Manager
From: Alvin Nash, Director of Housing and Community Development
Re: Assessment of the FSS coordinators positions
Date: December 14, 2014
Simply stated, the FSS coordinators are our "cameras" into how we detect and
counteract solving difficult community problems in assisting people to move forward
from poverty into intercultural competence. I'd like to take a short opportunity to explain
to you the importance of the FSS coordinators and their role as critical personnel
addressing problems within the community, assisting families and individuals and
serving as the barbarians at the gate. I wish that they were perceived at as high a level
as the police department and emergency services units and therefore they would be
respected as personnel who are critical to this community, unfortunately that's not the
case but I can tell you with all due respect to the police and emergency services, the
FSS coordinators have emerged as the go to personnel in dealing directly with issues
critical to the city of Dubuque.
The Family Self -Sufficiency Program deals with the highest percentage of African
American families on housing and the highest percentage of minorities that learn about
resources in the community. FSS is a tool to counter -act negative perceptions, bring
positive stories and outcomes to light, and connect these families with resources they
need to be successful.
"Kim moved here from Chicago. She just graduated FSS as our highest
escrow earner ever, earning $12,911.00. When she graduated, she told
Hollie, "When I was first told I was earning escrow, I didn't care too much
about it. I knew that I earned it, but I figured I'd never see it. Things like
this aren't supposed to happen to people like me." Kim is going to be a
fine nurse — finally able to have a job that will pay her a living wage.
While she was on FSS, she worked two jobs and went to school to
accomplish her goals. (Plus she is a single mother)
Dubuque@Home is an initiative of the City of Dubuque Housing& Comm Ll nEty Development Department
350 W. 6`h St., Dubuque, Iowa 52001 1 Phone: 56_3229.4231 1 www.cityofdubuque.org/dubuqueathome
There is very little positive press for our department, but the positive press we do get
comes from FSS and Circles. The TH quoted you as saying "The FSS program has
produced three first-time homeowners in the last two years. For as far back as we can
track, that is the highest number of homeowners in the shortest period of time." (We
averaged less than one a year in the past.) Participants have earned over $238,000 in
escrow — that is federal money that goes right back into the community.
At times, FSS Coordinators act as the only advocate for participants that have
knowingly or un -knowingly violated "Family Obligations" that are not laws, but could lead
to their termination from the program. The family self-sufficiency coordinators facilitate
those family obligations. Removing the only advocates for the S8 participants would
further hamper our efforts to comply with the VCA.
On page 15 of the Letter of Findings, HUD states, "The City asserted to the Department
that the changes were the result of a desire to improve administration of the program
and contain costs." FSS is a critical part of the administration of the program, the
development of the program participants and the critical connection for the department
to city initiatives such as Inclusive Dubuque, Project HOPE, the Campaign for Grade
Level Reading, Every Child Every Promise, Career Pathway Certificates (formerly
Opportunity Dubuque) and many other programs within the City contribute to a stronger
and more sustainable Dubuque.
FSS Outcomes as of December 9, 2014
• 91 % of FSS Graduates are no longer on City of Dubuque Housing Assistance.
• FSS Graduates have increased their earned income by 899%.
• FSS Graduates still receiving City of Dubuque Housing Assistance have
increased their earned income by 325%.
• There are currently 126 FSS participants. Three of them are Homeowners while
a fourth FSS participant/homeowner is waiting to move into her newly remodeled
home.
• In 2014, 10 participants graduated from FSS, which is the most graduates to
date
• The highest escrow earner to date was paid $12,911.00 in 2014.
• The current balance (as of December 2014) of all participants earning escrow is
$93,227.62.
Circles Outcomes
• Getting Ahead in a Just-Gettin'-By World has had 203 graduates since 2007.
• Since 2010, 25 Circle Leaders have been matched with Allies (volunteer
community members), 15 of which are also Family Self -Sufficiency participants.
• A cohort study of 5 Circle Leaders shows that over a 24 -month period, their
average earned income increased from $7,200 to $45,112 annually.
Dubuque@Home is an initiative of the City of Dubuque Housing & Community Development Department
350 W. 6th St., Dubuque, Iowa 52001 1 Phone: 563 9..4231 1 www.cityofdubuque.org/dubuqueathome
• In the current round of Getting Ahead, 100% of participants have signed
contracts to become a Circle Leader. This is the first time that all GA members
have been retained to Circles.
Staff Time
Meet the Caseworkers: Cate Richter, Tracy Doyle, and their supervisor Teresa
Bassler. One caseworker works 7 hours a month off the books to complete her case-
load. I don't think that is legal, but they do it so they can keep up.
Caseworkers are maxed at comp -time, can no longer earn, but are unable to finish their
work in a 40 hour week. We have submitted an improvement request for an additional
caseworker to alleviate this workload. Removing FSS Coordinators will put an
unbelievable burden on an already over -stressed work force.
The Caseworkers are carrying a caseload of about 300 tenants a piece, depending on
which worker you take a look at. We are working a plan to get up to 1,063 vouchers, so
the burden will only get higher. The City added a Corporal position to act as a Section 8
Housing Investigator to relieve the burden of investigating program violations.
Meet the FSS Coordinators: Maddy Cairney, Hollie Ohnesorge, and Ericka Lessears.
They are the critical personnel, and our version of booths on the ground. The
participants trust the FSS workers. They will go to an FSS worker with a problem
before it becomes a violation. If you remove participant's access to resources, you
remove their ability to self -advocate. The caseworkers do not have the time, resources,
or skill -set to manage the working -relationships with people. Hollie has a degree in
Social Work and Psychology. Maddy has Sociology degree and a minor in Politics.
Ericka is working on her Masters. They have a skill -set few other poses in the
department, and their experience with low-income individuals is invaluable.
Hollie: 80% of the time is doing caseworker duties including annual recertification's,
approving units for participation, change of income verifications, change of rent
requests, determining rent payments, communicating with landlord and S8 participant
regarding such changes. Hollie also has facilitated the last three rounds of Getting
Ahead in a Just Getting By World.
Maddy: 75% of her time working with directly with FSS participants and 25% doing
caseworker duties, similar to responsibilities described above.
Ericka has about 20% of her time doing FSS, and is essential for Circles to continue
functioning on a weekly basis. Ericka has just completed the academic requirements to
receive her MBA.Circles has been severely understaffed for four years, FSS has made
that program possible, and continues to support its growth and development through
life -skills and community partnerships FSS has established.
Dubuque@Home is an initiative of the City of Dubuque Housing & Community Development Department
350 W. 6th St., Dubuque, Iowa 52001 1 Phone: 563249..4231 1 www.cityofdubuque.org/dubuqueathome
Without the additional assistance from FSS, the caseworkers are barely able to
maintain their caseload and the Circles Tuesday night event would be severely setback.
All of the FSS caseworkers are now Nan McKay Certified and they are one of the first
volunteers to attend trainings, community outreach events, and resource fairs.
Unfortunately, the caseworkers are not engaged in the community at that level and they
have taken a beating for the reasons we made changes in the Section 8 program which
resulted in the HUD findings.
The FSS Coordinators facilitate the Resident Advisory Board.
The Family Self -Sufficiency Coordinator positions are vital to the continued
advancement of the Housing Choice Voucher (Section 8, or S8) program. Their
services cannot be understated in the community and for S8 participants. I have also
determined that the FSS coordinators play a vital role in responding to a corrective
action plan to address impediments in the VCA, for example:
Impediments
1. Lack of a Diverse Stock of Accessible, affordable housing
a. The FSS workers have built relationships with over 130 S8 participants, a
large number of them minorities. They have served over 145 families this
fiscal year, and even families not currently enrolled still view FSS as a
resource.
b. The FSS workers present at the Crime Free Multi -Housing training, and
work with area landlords to better understand participants and their
housing needs.
2. An Environment Where There are Few Minorities to Serve as Role Models
a. FSS workers partner closely with Circles Initiative and have assisted in a
community needs survey, which includes an assessment of the perceived
housing needs in the community. Many S8 participants have joined the
Circles Community, which meets weekly and exposes participants to a wide
variety of social, economic, community building, and resource coordination.
We are building role -models.
b. FSS partners to assist participants to access job training programs, like
Opportunity Dubuque. We can help support minorities moving into living -
wage jobs, addressing the huge income disparity between black and white
populations in Dubuque.
3. The Perception that Dubuque is not a Hospitable Community for Outsiders
and Particularly Minorities to Locate
The Letter of Findings from HUD says, "Public perception was that newcomers,
who are predominantly African American, and residing in the regions of Dubuque
with higher concentrations of low-income residents were committing crimes at
Dubuque@Home is an initiative of the City of Dubuque Housing & Community Development Department
350 W. est., Dubuque, Iowa 52001 1 Phone: 563259..4231 1 www.cityofdubuque.org/dubuqueathome
higher rates than long-time residents of Dubuque and were gaining access to the
City through Section 8"
The Family Self -Sufficiency Program is one of the first ways African American
families on housing interact with and learn about resources in the community.
FSS can be a tool to counter -act negative perceptions, bring positive stories and
outcomes to light, and connect these families with resources they need to be
successful.
4. Failure of Victims of Housing Discrimination to File Complaints
FSS Coordinators recognize and assist participants to report discrimination. Period. I
am developing strategies to make it easier for victims of Housing Discrimination to
report it, and FSS workers can assist to help participants identify discrimination and
encourage them to file a report, without blaming the victim. It is not the victims "failure"
to file, it is our failure to make it possible.
5. The lack of an Effective Deterrence for Those Who Engage in Subtle Forms of
Housing Discrimination
FSS Coordinators have attended Civil Rights Training, and present at the Crime -
Free Multi -Housing training to assist in educating property owners in addition to
tenants about housing discrimination.
FSS workers are required to assist to Affirmatively Further Fair Housing and report
these efforts to HUD.
6. The Number of Minority Home Owners in Dubuque
The program has produced three first-time homeowners in the last two years. For as far
back as we can track, that is the highest number of homeowners in the shortest period
of time. (We averaged less than one a year in the past.) And oh, yea. One of the
home owners is a woman of color, and she and her family are awesome.
I maintain that the FSS coordinators and Circles deserve a community status alongside
of Inclusive Dubuque, the Community Engagement Coordinator and Project Hope.
Frankly I think they exceed most programs in directly solving our community
impediments. I need all of the tools to address the Voluntary Compliance Agreement,
VCA to make sure that there is a successful outcome of our compliance with HUD. The
FSS coordinators are taking the lead in the rebranding of the section 8 program, as you
know it is our intent to produce a national model. I realistically believe these FSS
coordinators positions will help us achieve that goal and more importantly affect the
lives of many people with a very measurable and quantifiable experience. we have to
make decisions based on the amount of money we have to fund critical programs and
the cuts we make are influenced by our perception of how critical those programs are to
the city. I suggest that the FSS coordinators, given the fact that we are at a crucial stage
of our social and neighborhood challenges, should be moved to the level of essential
personnel.
Dubuque@Home is an initiative of the City of Dubuque Housing & Community Development Department
350 W. 6th St., Dubuque, Iowa 52001 1 Phone: 563 9..4231 1 www.cityofdubuque.org/dubuqueathome
There is an old saying that if you need something done that is really important, find
somebody who is extremely busy and asked them to help. I want to go to the FSS
coordinators and not ask them to go home but to do more. My request is for $66,680
which will fund two FSS coordinators from January to June 2015, at that point, based on
dismal funding projections I understand we have to make very critical financial funding
decisions effective July 1, 2015. However, the Department of Housing and Community
Development is part of the City team in the decision-making process and we will do
everything possible to assist you and the other managers in achieving goals that are the
best for the City of Dubuque.
Thank you
Dubuque@Home is an initiative of the City of Dubuque Housing & Community Development Department
350 W. 6th St., Dubuque, Iowa 52001 1 Phone: 563 9..4231 1 www.cityofdubuque.org/dubuqueathome
HOUSING AND COMMUNITY DEVELOPMENT
The Housing and Community Development Department creates safe, healthy,
affordable housing for all that promotes strong, sustainable, and inclusive communities.
Housing and
Community
Development
Administration
and Community
Development
1 1 I
Neighborhood
Revitalization
Safe and Healthy
Housing
Sustainable
Living
Expenditures and Resources by Department and Category
Budget Highlights
% Change
FY 2013/14 FY 2014/15 FY 2014/15 FY 2015116 from Adopted
Actual Adopted Amended Recomm'd FY 2014115
Expense
Employee Expense
Supplies and Services
Machinery and Equipment
Administrative Overhead
Transfer for Audit/Insurance/Legal
Total
2,104,067 2,140,843 1,676,809 1,737,672
4,386,165 4,251,766 4,299,855 4,626,349
115,939 45,292 26,003 55,533
160,209 197,957 197,957 223,718
820 820 820 820
6,767,200 6,636,678 6,201,444 6,644,092
-18.8%
8.8%
22.6%
13.0%
0.0%
0.1%
Revenue
Rental Housing Revenues 152,829 150,947 150,947 413,850 174.2%
Circles Initiative 48,593 51,500 51,500 45,500 -11.7%
Miscellaneous 1,275 - - 850 0.0%
Federal Building Lease Revenue 335,793 332,608 332,608 336,589 1.2%
RRP Repayments/HOME Grant 43,106 19,000 42,911 15,000 -21.1%
Healthy Homes Grant 162,469 190,618 - 0.0%
Continuum of Care Grant 105,158 102,115 102,115 75,103 -26.5%
Lead Paint Grant 369,968 388,249 - 0.0%
Section 8 4,343,762 3,948,000 3,895,551 4,505,926 14.1%
CDBG Charges 737,151 742,560 743,537 615,738 -17.1%
Total Resources 6,300,104 5,925,597 5,319,169 6,008,556 1.4%
Property Tax Support
Percent Self Supporting
Personnel -Authorized FTE
467,096 711,081 882,275 635,536 -10.6%
93.1% 89.3% 85.8% 90.4%
27.75 26.00 22.50 21.00
-28-
HOUSING AND COMMUNITY DEVELOPMENT
SUCCESS IS ABOUT PLANNING, PARTNERSHIPS AND
PEOPLE LEADING TO OUTCOMES
1
PEOPLE
We are in the people business
and are united by a culture,
tradition, and a sense of
community.
PLANNING
Planning or forethought is our
process for thinking about and
organizing the activities required
to achieve a desired goal and
predicts what the future should
look like.
PARTNERSHIPS
Partnerships amplify mutual
interests and how success is
evaluated and distributed.
-29-
HOUSING AND COMMUNITY DEVELOPMENT
Detail by Activity
Activity: Administration and Community Development
Overview
The Department of Housing and Community Development works to revitalize
neighborhoods, assist families in buying and preserving their homes and creating safe,
affordable housing. We invest in affordable housing which promotes strong and
inclusive communities. Furthermore, our mission is to help families build assets and
create opportunity for families to live and grow in a sustainable community. Our
programs help people recognize and develop their ability to organize and respond to
problems and needs which they share. We provide professional assistance and
financial resources to promote safe, decent affordable housing opportunities, economic
vitality of communities, and sound municipal management.
The Department of Housing and Community Development has four Divisions to address
most areas of community concern: Affordable and safe housing, Community
Development, Neighborhood revitalization, environmental development and
cultural/social development. Each division is influenced by a set of initiatives, these
initiatives are executed in the form of a commission, board or committee of individuals
selected to oversee policies, strategies and quality of service delivery. Board and
Commissions serve as a guiding light to make sure that there is consistency with regard
to the values of the department. They also allow for public scrutiny of what we do, they
provide training and support to those individuals who want to be involved in public
discourse and civic responsibilities. They also serve as a check and balance to fairness
and a protection of civil liberties.
The Administration and Community Development Staff manages the Community
Development Block Grant (CDBG) program and other federal grants through
preparation and administration of the Consolidated Plan and Annual Action Plans. Staff
provides financial management and reporting, conducts federally -mandated
environmental reviews and assessments and coordinates projects with other
departments and agencies. Staff facilitates the purchase of services grant process, and
prepares and monitors agreements with contracting agencies and ensures grant
compliance. Staff facilitates preparation and administration of urban revitalization plans
and applications. The Department Director directs all four divisions and also manages
the operating budget of the Historic Federal Building.
Funding Summary
FY 2013/14
Actual
FY 2014/15
Adopted
FY 2015/16
Recommended
Expenditures
$650,546
$691,151
$715,525
Resources
$520,083
$525,573
$506,185
-30-
HOUSING AND COMMUNITY DEVELOPMENT
Position Summary
FY 2015/16 FTE's
Housing/Community Development Director
0.75
Community Development Specialist
1.00
Total FTE's
1.75
Supporting City and Community Goals
Planned and Managed Growth
• Prepare Consolidated Plan and Annual Action Plan for Community Development
Block Grant
• City of Dubuque Consolidated Plan for Housing & Community Development
• Urban Revitalization Program
Partnering for a Better Dubuque
• Accessible Curb Ramps
• Funding for Dubuque Dispute Resolution Center
• Analysis of Impediments
• Partnering to provide support for human service delivery
• Partner to provide housing opportunities
• Support the Dubuque Continuum of Care, a network of service providers
responding to the needs of the City's homeless population.
Improved Connectivity — Transportation and Telecommunications
• Street Overlays in low and moderate income areas
Financially Responsible City Government and High Performance Organization
• Effective administration of CDBG entitlement
• Prepare year end Consolidated Annual Performance and Evaluation Report
(CAPER)
• Effective Housing Code and Zoning Enforcement
Economic Prosperity
• Workforce Market Rate Housing
• Funding for programs promoting homeownership and home rehabilitation
Social/Cultural Vibrancy
• Community Engagement through Community Development Advisory
Commission
• Purchase of Service Grant Agreements
-31-
HOUSING AND COMMUNITY DEVELOPMENT
• Funding for Information & Referral, Foster Grandparent Program, Washington
Tool Library, Hills and Dales Lifetime Center, Neighborhood Recreation
Programs, Opening Doors
Performance Measures
ministration and Community Development — Activity Statement
Ensure policies and plans are in place to support the housing needs of the community.
■ Provide effective administration of Housing & Community Development programs and
coordinate and collaborate with other departments and agencies to promote safe
affordable housing.
■ Provide economic, physical, environmental, community and human development
opportunity in a comprehensive and coordinated fashion, incorporating broad citizen input
to develop and deliver a strategic plan to meet community needs.
• Support the development and delivery of programs that increase access to community
resources to promote sustainable living practices and citizen engagement.
Objective: Improve marketing and outreach promoting housing options and
related services to affirmatively further fair housing.
The City of Dubuque is committed to making housing choice a reality for all citizens. The City
conducts an Analysis of Impediments (Al) 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.
Objective: Provide resources to facilitate the development of affordable housing
through neighborhood revitalization, safe and healthy housing, and sustainable
living environments.
Decent affordable housing is important to families. It fulfills a basic human need for shelter, but
it also contributes to the overall strength of the community. Research has shown access to
affordable housing supports strong families, is linked with better health and educational
outcomes for children, and can attract and retain employees to our community. (Wardrip,
Williams, and Hague, 209 9)
Objective: Create sustainable living environments to increase outreach and
services to families for optimum health, safety, social and human service needs.
Everyone in Dubuque should be able to enjoy easy access to the food, clothing, shelter,
healthcare, education, transportation, employment, shopping, arts and culture, and resources
that make Dubuque a great place to live.
-32-
HOUSING AND COMMUNITY DEVELOPMENT
Detail by Activity
Activity: 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 rehabilitation, and, if
necessary, deconstruction of derelict homes. Staff is responsible for implementation of
housing improvements as part of the Washington Neighborhood Revitalization Initiative.
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 in rehabilitating their
properties. 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
• Bee Branch Rehab Program
• Neighborhood Stabilization Program
• HOME Workshop
Funding Summary
FY 2013/14
Actual
FY 2014/15
Adopted
FY 2015/16
Recommended
Expenditures
$410,836
$380,620
$373,852
Resources
$412,782
$378,990
$373,852
Position Summary
FY 2015/16 FTE's
Rehabilitation Supervisor
1.00
Rehabilitation Specialist
1.00
Inspector
1.00
Secretary
1.00
Total FTE's
4.00
-33-
HOUSING AND COMMUNITY DEVELOPMENT
Supporting City and Community Goals
Planned and Managed Growth
• Sale of City -owned properties
• Purchase, rehab and re -sale of properties in the Urban Revitalization District that
are poorly maintained, vacant or subject to foreclosure
• Increase awareness and attendance at "HOME Workshops" to further
participants knowledge of homeownership
Partnering for a Better Dubuque
• Increasing homeownership to help stabilize and promote safe neighborhoods
• Increase
• Reduce maintenance to vacant properties
• Facilitate preservation, conservation and rehabilitation of historic properties
Financially Responsible City Government and High Performance Organization
• Partner together with other City departments and agencies to expand funding
availability
• Partner with CHI to further efforts of homeownership and rehabilitation as part of
the Washington Neighborhood Revitalize!
Economic Prosperity
• Maintain revolving loan portfolio of approximately $7.8M and 585 loans
• Continue rehabilitation efforts to increase tax base
• Continue applying to Iowa Finance Authority for additional funding
• Continue to research additional funding options to increase sources of funding
Social/Cultural Vibrancy
• Engage with citizens through City Life Program, City Expo, Comisky (Night Out);
Neighborhood Association Meetings; HOME Workshop
• Engage the lending institutions and Realtors to better understand the
rehabilitation programs available
• Continue teaching, training and supporting homeownership through the "HOME
Workshop" partnering with volunteers of local lenders, Iowa State Extension and
Outreach Office and Green AmeriCorps staff
• Engage citizens through posters of Rehab Programs on the Jule
Environmental Integrity
• Through rehab efforts properties are made energy efficient and Energy Star rated
• Continue to advise homeowners and/or contractors to dispose properly of any
hazardous materials discovered during rehab
-34-
HOUSING AND COMMUNITY DEVELOPMENT
Performance Measures
Neighborhood Revitalization — Activity Statement
Provide the 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.
Goals
■ Promote homeownership opportunities through the homeowner programs, HOME
Workshop, posters on the Jule; lender information and flyers of properties for sale (City -
owned and CHI properties)
• Establish partnerships with other City Departments and/or agencies throughout
Dubuque to assist citizens in the best way possible in order to gain access to all
available resources
• Increase public awareness for utilization of Rehabilitation Programs and self-help
rehabilitation by raising outreach efforts through local media, presentations to
neighborhood associations, public service announcements, HOME Workshop, Lender
and Realtor meetings and other outreach efforts
Objective: Increasing homeownership opportunities by encouraging citizen
participation through education, financial counseling, outreach and incentive programs.
Homeownership takes a huge rote in sustaining neighborhoods. Homeowners take pride and
engage with their neighbors. Children feel a sense of secutity, stability and can improve health
and school outcomes.
"Homeownership is important—you are basically investing in yourself
and your future." - James Johnson, homeowner
"Without the City's First -Time Homebuyer Program it would have been 5-10 more years. We would not have been able to do
this without this Program. You're all amazing and we truly are grateful to you all and feel honored to have received your help
through this process." — Michele Chillook, First -Time Time Homebuyer
-35-
Increase
Homeownership
FY13
Actual
FY14
Actual
FY15
Projected
Washington
Neighborhood
Homebuyers
8
5
12
First Time
Homebuyer
Program
11
14
13
WN rental units
converted to
homeowners
FY13
Actual
FY14
Actual
FY15
Projected
Washington
Neighborhood
7
3
12
"Without the City's First -Time Homebuyer Program it would have been 5-10 more years. We would not have been able to do
this without this Program. You're all amazing and we truly are grateful to you all and feel honored to have received your help
through this process." — Michele Chillook, First -Time Time Homebuyer
-35-
HOUSING AND COMMUNITY DEVELOPMENT
The Rehabilitation Programs made it possible forme to go from renting to buying ata very reasonable price. I feel much better
being a homeowner. I should have done it years ago." —Jim Ferring, homeowner
Objective: Improve properties through financial
assistance to revitalize neighborhoods.
Increase knowledge of what other City
Departments/Agencies do in order to better serve the
citizens of Dubuque.
Many times citizens do not understand exactly what is out there
and available to them — many times acting as the liaison for them
— gaining their trust, building relationships
Objective: 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, Comisky Night Out,
Lender Workshops and City Life, etc.
-36-
City Departments and Agency
Partners:
Operation New View
Engineering Department
Planning Department
Water Department
Area Lenders
Dubuque Board of Realtors
Four Mounds/HEART Program
Habitat for Humanity
GHHI
Community Foundation of Greater
Dubuque
HOME
Workshop
2009-2014
2013
Actual
Actual
FY15
Projected
Total
Participants
to -date
147
48
100
Became 1st
Time
Homebuyers
52
16
25
Outreach
FY13
Actual
FY14
Actual
FY15
Projected
Neighborhood
Association
Presentations
5
4
9
Other
outreach
activities
6
7
10
HOUSING AND COMMUNITY DEVELOPMENT
Detail by Activity
Activity: Safe & Healthy Housing
Safe & Healthy Housing provides City residents with safe and healthy affordable
housing options. Homes that are safe from environmental concerns improve the
physical and mental health of occupants. City Housing Codes provide the framework
to a healthy and safe home. This Code is applied to all residential properties
throughout the City of Dubuque. It is a code that utilizes a modified housing quality
standard that is similar to the International Property Maintenance Code.
Compliance, Safety and Code Enforcement facilitates compliance with housing code
regulations through a program of licensing and regular inspection of rental properties
as mandated by Iowa Code. In addition, staff responds to citizen complaints in owner
occupied and rental units, with actions ranging from individual contact in the field;
responding proactively and abating situations before a complaint is received, to
achieving voluntary compliance, to pursuing court orders, if necessary. Vacant and
dilapidated housing is monitored on a regular basis. Staff coordinates housing
enforcement efforts with other City Departments.
The Healthy Home Program performed property assessments that utilized 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
The goals of this program were: 1) reduction of environmental hazards in homes with
children under 18, disabled, and/or elderly individuals; 2) provide Healthy Homes
Specialist certification and training of area workers, program inspectors, and property
owners; 3) collaborative public education, awareness, and training of health
professionals, tenants, and property owners; 4) development of community partners
who will promote and establish healthier and safer housing throughout the
neighborhoods of Dubuque.
The Lead Paint Hazard Control Program provided financial assistance to low -and
moderate -income homeowners and rental property owners to reduce or eliminate lead-
based paint hazards in their properties. The program was targeted to assist families
with children under the age of 6.
-37-
HOUSING AND COMMUNITY DEVELOPMENT
Through an integrated inspection process utilized by the above three programs
Housing code violations are identified. Interventions to correct the violations result in a
healthy and safe home. A by-product of these corrections is energy efficiency,
weatherization, and lead hazard reduction. These comprehensive interventions not
only stabilize individual homes but also strengthen neighborhoods by allowing residents
to safely remain in properties that are healthier and safer. This benefits the community
in the areas of economics, environment, health, and well-being. A healthy home results
in a decreased economic burden as a result of reduced school and work absenteeism
and decreased health care costs. In addition, pride of ownership is fostered through the
programs as the property owners are educated on maintaining the improvements and
additional interventions they can perform themselves to improve their living
environment.
Funding Summary
FY 2013/14
Actual
FY 2014/15
Adopted
FY 2015/16
Recommended
Expenditures
1,003,425
$1,030,711
$510,387
Resources
$869,726
$919,419
$501,990
Position Summary
FY 2015/16 FTE's
Housing Inspector Supervisor
1.00
Inspector
2.20
Permit Clerk
1.00
Total FTE's
4.20
Supporting City and Community Goals
Planned and Managed Growth
Objectives:
• Continue 5 -year inspection cycle of 8,400 residential rental properties
• Have safe, healthy neighborhoods citywide with affordable housing options
Means to Residents (outcomes):
• Stable property values for residents and neighborhoods
• Choice of livable neighborhoods
• Increased job opportunities for all skill levels
Partnering for a Better Dubuque
Objectives:
• Partner for housing hazard reduction
• Partner for increased workforce development
• Partner with education
-38-
HOUSING AND COMMUNITY DEVELOPMENT
• Partner for support of families and children
• Partner for health and wellness
• Partner for historic preservation
• Partner for sustainability
• Partner with neighborhood associations to Increase resident engagement
Means to Residents (outcomes):
• Bigger "bang" for remediation dollars
• Better access and use of programs
• More ownership of end results
Improved Connectivity — Transportation and Telecommunications
Objectives:
• City of Dubuque website
• Utilization of WebQA
• City-wide referral system
• Referral system with medical community
• Increased usage of the Jule
Means to Residents (outcomes):
• Communication through telecommunication
• Lower transportation costs
• Efficient response to complaints
• Improved access to available programs
Financially Responsible City Government and High Performance Organization
Objectives:
• Low administrative cost with high unit production
• Braiding of funding sources
• Financial accountability
Means to Residents (outcomes):
• More improved properties with less cost of administration
• Increased impact with braiding of funding
Economic Prosperity
Objectives:
• Increased funds reinvested in community for local housing improvements
• Training of skilled workforce
Means to Residents (outcomes):
• Increased job opportunities
• Reduction of environmental hazards
-39-
HOUSING AND COMMUNITY DEVELOPMENT
Social/Cultural Vibrancy
Objectives:
■ Increase citizen education on residential health and safety issues
■ Changing of Social Behaviors
■ Maintain historical significance of properties while reducing environmental
hazards
Means to Residents (outcomes):
■ Stabilization of Neighborhoods
■ Reduced absenteeism, hospital stays, health risks
■ Maintain interventions
Environmental Integrity
Objectives:
■ Adaptive re -usage of existing housing stock
■ Code enforcement on exterior environmental complaints
■ Garbage
■ Grass/Weeds
■ Snow/Ice
■ Removal of household containments
■ Integrated Pest Management for households
■ Reduction of lead paint hazards in a community with older housing
stock
Means to Residents (outcomes):
■ Sustainability of existing neighborhoods
■ Reduce lead poisoning to prevent severe mental and physical problems
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.
Goals
■ Improve residential properties to create an environment that is safe and free of health
hazards.
■ Provide the tools and resources to remove environmental and health hazards so that
property owners retain the integrity of the neighborhood and sustain surrounding property
values.
■ Empower citizens to take an active role in decisions that affect safe and healthy
neighborhoods.
-40-
HOUSING AND COMMUNITY DEVELOPMENT
Objective 1: Reduce the number environmental, health, and safety hazards.
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.
• Housing Code Compliance Inspection
• Lead Inspection/Risk Assessment
• Healthy Home Inspection
86% of homes inspected showed damp and mold growth
76% have electrical hazards
70% have lead hazards
5 Highest Total Dollars Spent per Hazard -
2011 -2014 HH & Lead Grant
61,000,000
6800,000
6600,000
6400,000
6200,000
60
6146 08
37,802
4041).
`rP, JO
.A y
• 5 Highest Total Dollars Spent
per Hazard -Current Grant
General Housing Inspections FY 2014
Reinspection
1,598
Shelter+ Care Complaints
17_ 155
Exterior
Complaints: Complaint Inspections
Initital Inspections: Rental Inspection on 5yrcycle
Reinspections: Follow up on inspections
Shelter Plus Care: Initial (Providing emergency placement)
Exterior Environmental" Environmental complaints (grass, weeds, snow, garbag
-41-
HOUSING AND COMMUNITY DEVELOPMENT
HEALTH IMPACT— Reduced Lead Poisoning in Children
*National Average 1.6%
Blood Lead
Level
1997-2002
2003-2007
2008-2010
2011-2014
Target Area
12.8%
8.6%
4.5%
City Wide
10.8%
6.8%
2.8%
Objective 2: Provide tools and resources to reduce hazards within a home through
code compliance, training, and referrals to programs that offer financial assistance.
This will result in an increase in skilled workforce, lower unemployment, financial stability, and
improved sustainable housing stock.
• Multiple Lead Removal Training Courses
• Job Opportunities to Low -Moderate Income Contractors
• Housing Code Enforcement Referrals
• Sustainability of Neighborhoods
• Property Value Retention
Inspector
I1/Risk Lead Safe
Assessor Work
Refresher, Practices
150, Training, 300
Sampling
Technician
Refresher,
170 Sampling
Inspector Technician
I1/Risk Training, 129
Assessor
Training, 100
_42_
Contractor/
Worker
Refresher,
244
Lead Worker
Training, 449
Lead
Contractor
Training, 312
HOUSING AND COMMUNITY DEVELOPMENT
Objective 3: To create an environment that increases citizen engagement and
participation.
This will perpetuate notification of existing problems or participation in City programs that
improve properties. This encompasses participation in programs that provide financial
assistance, social resources, board membership, and open communication with the City. The
outcome is a more engaged accountable citizen which improves the overall quality of life for
citizens in Dubuque.
• City of Dubuque Website
• Web QA
• Social Media
• Appeals Board
• Referrals
• Emails and Telephone
-43-
HOUSING AND COMMUNITY DEVELOPMENT
Detail by Activity
Activity: Sustainable Living
Overview
Sustainable Living consists of the Housing Choice Voucher Program, Moderate
Rehabilitation Program, Project Based Vouchers, Special Needs Assistance Program
(formerly Shelter Plus Care), Family Self -Sufficiency, and Circles® Initiative.
These programs provide decent, safe, sanitary and affordable housing to low income
families by administering housing assistance payments and providing support to
increase economic security and self-sufficiency. The Public Housing Authority's (PHA)
mission for serving the needs of very low-income and extremely low income families 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. The PHA
utilizes approaches to improve family and housing stability by building community
partnerships and creating a community where all have the opportunity to succeed and
contribute. The PHA will utilize HUD funding to improve housing stability while
providing supportive services for vulnerable populations, including the elderly, people
with disabilities, homeless people, and families with children. The PHA provides
assisted housing benefits to property owners averaging $3.6 million each year.
The home ownership option is available to current Voucher participants who qualify for
the program by meeting such criteria as income requirements, employment
requirements, receipt of home ownership counseling, and must be financially capable to
provide at least 3% of the purchase price as a minimum down payment. Twenty two
households have become homeowners through this program.
The Family Self -Sufficiency (FSS) program staff develops local strategies to help
voucher families obtain employment that leads to self-sufficiency. 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. In FYE 2014, 140 households participated in the FSS
program. As of 10/23/2014, the average annual earned income at the start of FSS was
$2,350 and the average earned annual income at FSS graduation is $22,550 (increase
of 860%). The FSS Grads that are still participating in the assisted housing program
have increased their earned income by from an average of $5,199 to $22,097.
The Circles Initiative is part of an innovative national movement that connects
volunteers and community leaders to families wanting to make the journey out of
poverty. Getting Ahead in a Just -Getting' -By World is one component that offers step-
by-step planning lessons while exposing the hidden rules of economic class culture.
The program assists people in poverty to help them understand the hidden rules of the
middle class as well as communication skills, value systems, and expectations used in
-44-
HOUSING AND COMMUNITY DEVELOPMENT
order to bridge the gap from poverty. Participants are exposed to the Bridges out of
Poverty concept based on Philip DeVol and Dr. Ruby Payne's research on poverty,
which offers a framework for understanding the culture of poverty. Beginning in
September 2010 "Getting Ahead" graduates then become leaders in the Circles®
Campaign, matching them with community members known as allies, who support them
in their journey to self-sufficiency. With the help and friendship of these allies, each
Circle Leader sets and achieves goals unique to their own needs. Since September
2010 a total of 15 Circles have been matched. Circles® meetings are held weekly.
Bridges Out of Poverty Workshops are being done on both a large community level and
smaller workshops for specific businesses and organizations. To date, we have trained
over 2500 people in Dubuque and the surrounding area. On average, we train over 800
people each calendar year.
Funding Summary
FY 2013/14
Actual
FY 2014/15
Adopted
FY 2015/16
Recommended
Expenditures
$4,702,395
$4,534,196
$5,044,328
Resources
$4,497,513
$4,101,615
$4,626,529
Position Summary
FY 2015/16 FTE's
Housing/Community Development Director
0.25
Circles Coach
1.00
Assisted Housing Specialist
5.00
FSS Coordinator
2.00
Inspector
0.80
Secretary
2.00
Total FTE's
11.05
Supporting City and Community Goals
Planned and Managed Growth
■ Offers vital housing resources available to improve the lives of people living in
poverty Creates a sustainable community with opportunities for all
■ Housing Choice Voucher Program
Partnering for a Better Dubuque
■ Partners with housing providers to meet the need for quality affordable housing
■ Partners and connects volunteers and community members
■ City Volunteer Program
■ Bridges Out of Poverty
-45-
HOUSING AND COMMUNITY DEVELOPMENT
■ Circles® Program
■ Family Self -Sufficiency
Economic Prosperity
■ Strengthens the community housing market to bolster the economy and protects
consumers
■ Provides housing providers with HUD dollars and strengthens partnerships
■ Project Hope
Social/Cultural Vibrancy
■ Programs designed to promote opportunities for all free from discrimination
■ Affirms values of a diverse and inclusive society
■ Strengthens neighborhoods and community
■ Intercultural Competency Program within City Government: Self -Assessment,
Training
Environmental Integrity
■ Quality housing increases health and safety for residents in neighborhoods
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.
Goals
■ Utilizes housing programs as a framework for improving quality of life for low income
households.
■ Provide self-sufficiency opportunities to low income families to build inclusive and
sustainable neighborhoods.
■ Manage resources to increase outreach efforts that offer opportunities to improve the
lives of people in poverty.
-46-
HOUSING AND COMMUNITY DEVELOPMENT
Objective Achieve designation as a high performing Public Housing Agency.
Provide efficient use of Housing & Urban
Development resources to maximize the
impact of Housing Choice Vouchers.
Objective: Ensure implementation of
programs that are accessible and free from
discrimination.
We are committed to providing excellent
service to program participants, property
providers, and to the community.
Increase home ownership opportunities and
utilization of home ownership Voucher for very
low income and minority households by at least
one family per year. Ensure attendance to home ownership counseling programs for
very low income households by at least four families per year.
The section eight management assessment
program (SEMAP) measures the performance of
the public housing agencies (PHAs) that
administer the housing choice voucher program in
14 key areas.
Ensure administrative policy has all elements to create
equal opportunities for all very low income households
throughout fiscal year 2016.
Objective: To 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.
• Ensure Getting Ahead graduates have the opportunity to join Circles®
Leadership groups to set and achieve goals that are unique to their own needs -
Two Getting Ahead classes will be held throughout FY2016.
• Expand matched Circles® to twenty-five in FY2016.
• Produce summary translations of the assisted housing program services into
Marshallese and Spanish
• Utilize translation services for limited English proficiency households.
• Increase marketing and outreach efforts to ensure affirmative marketing
strategies.
-47-
HOUSING AND COMMUNITY DEVELOPMENT
• 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 to 30%
Current Participant Primary Race
As of 10/1/2014
White
68.45°n
Black/African
29.23°/
American
American
0.12°n
Indian/Alaska
Native
Asian
0.46°n
Native
1.74°n
Hawaiian/Other
Pacific Islander
-48-
I
Recommended Operating Revenue Budget - Department Total
61 - HOUSING & COMMUNITY DEV
Fund
Account
Account Title
FY13 Actual
FY14 Actual
FY15 Adopted
FY16 Recomm'd
Revenue
Revenue
Budget
Budget
100 42145
100 42150
100 42155
100 42160
100 42162
100 42165
100 42322
100 42323
100 42324
MULTI DWELLING -LICENSES
ROOMING UNIT LICENSES
SINGLE FAMILY -LICENSES
DUPLEX DWELLNG-LICENSES
NEW RENTAL FEE
ABANDONED BLDG LICENSES
DWELLING UNIT INSPECT FEE
ROOMING UNIT INSPECT FEE
COMPLAINT INSPECT FEE
82,686
0
30,656
31,020
0
6,000
0
0
0
82,165
0
32,929
29,722
0
4,500
0
0
0
80,300
4,602
30,600
31,020
0
4,000
0
0
0
128,429
15,450
78,700
53,411
5,000
4,000
109,200
12,360
4,250
42 - LICENSES AND PERMITS
150,361 149,315 150,522 410,800
270 43105 INTEREST, LOANS 3,645 8,221 4,500 3,000
280 43110 INVESTMENT EARNINGS 1,644 553 1,606 410
100 43239 RENT, HOUSE 6,250 1,300 0 0
100 43310 FEDERAL BUILDING LEASES 315,420 330,933 320,608 320,608
260 43410 HOMEOWNER LOAN REPAYMENTS 162,527 219,033 200,000 205,000
260 43415 RENTAL LOAN REPAYMENTS 54,935 54,230 50,000 45,000
260 43420 INFILL -LOAN REPAYMENTS 60,075 9,791 10,000 10,000
270 43425 RRP-LOAN REPAYMENTS 31,578 34,853 36,000 36,000
270 43430 HOME -LOAN REPAYMENTS 51,355 115,126 36,000 36,000
260 43435 1ST TIME HOMEOWNER LOAN 25,006 31,374 25,000 25,000
100 43450 ESCROW DEPOSITS HOUSING 8,436 12,706 11,000 12,000
43 - USE OF MONEY AND PROPERTY 720,872 818,121 694,714 693,018
100 44170 FEDERAL GRANTS-MISC
260 44205 CD BLOCK GRANT
280 44215 FSS COORDINATOR GRANT
280 44220 PORTABLE ADMINISTRATION
100 44310 HUD PAYMENTS
275 44310 HUD PAYMENTS
280 44310 HUD PAYMENTS
280 44311 HUD ADM FEE REIMBURSEMENT
280 44325 PORTABLE HAP REIMBURSEMEN
44- INTERGOVERMENTAL
I
100
100
280
100
51916
51950
51983
51984
APPEALS BOARD APPL FEE
VARIOUS PROGRAM FEES
COPY FEES
FOOD CLASS FEES
54,087 111,972 102,115 75,103
907,768 747,619 974,408 954,448
120,870 120,334 114,861 62,949
0 2,740 2,544 2,500
0 0 190,618 0
0 0 374,855 0
2,991,122 3,674,069 3,344,137 3,884,559
461,452 432,744 398,053 467,626
0 45,409 52,260 46,317
4,535,299 5,134,887 5,553,851 5,493,502
50 0 125 50
32,980 34,100 39,500 39,500
189 72 189 0
1,180 1,275 0 850
51 - CHARGES FOR SERVICES
34,399 35,446 39,814 40,4001
100 53102 PRIVATE PARTICIPANT 23,182 14,493 12,000 6,000
100 53206 TENANT DEPOSITS (425) 0 0 0
100 53403 IA DISTRICT COURT FINES 0 586 0 500
100 53408 INSPECTION PENALTY 300 335 300 2,500
280 53408 INSPECTION PENALTY 450 100 450 75
275 53605 MISCELLANEOUS REVENUE 67,095 62,083 0 0
-49-
I
Recommended Operating Revenue Budget - Department Total
61 - HOUSING & COMMUNITY DEV
Fund
Account
Account Title
FY13 Actual
FY14 Actual
FY15 Adopted
FY16 Recomm'd
Revenue
Revenue
Budget
Budget
280
100
280
100
280
275
53605
53610
53615
53620
53620
53625
MISCELLANEOUS REVENUE
INSURANCE CLAIMS
DAMAGE CLAIMS
REIMBURSEMENTS -GENERAL
REIMBURSEMENTS -GENERAL
REIMBURSEMENTS -TRAINING
I
53- MISCELLANEOUS
260 54104 SALE OF ASSETS OTHER
31,913
0
325
11,560
3,429
6,950
144,780
75,764
59,759
1,292
250
4,860
7,732
4,200
155,691
40,687
30,600
0
0
12,000
3,300
3,000
61,650
36,084
0
0
15,981
5,406
0
66,546
0
0
54 - OTHER FINANCING SOURCES
75,764
40,687
0
01
280 59100 FR GENERAL
280 59600 FR TRANSIT
348,245 262,497
374,595
0
351,830
0
189,147
0
59- TRANSFER IN AND INTERNAL
722,840 262,497 351,830 189,147
61 - HOUSING & COMMUNITY DEV TOTAL 6,384,314 6,596,645 6,852,381 6,893,413
-50-
Recommended Operating Expenditure Budget - Department Total
61 - HOUSING & COMMUNITY DEV
Fund
Account
Account Title
FY13 Actual
FY14 Actual
FY15 Adopted
FY 16 Recomm'd
Expense
Expense
Budget
Budget
100
260
275
280
100
260
280
260
280
100
275
280
100
260
280
100
260
275
280
100
260
275
280
100
260
275
280
100
260
275
280
100
260
275
280
100
260
275
280
100
260
275
280
260
61010
61010
61010
61010
61020
61020
61020
61030
61030
61050
61050
61050
61091
61091
61091
61092
61092
61092
61092
61099
61099
61099
61099
61310
61310
61310
61310
61320
61320
61320
61320
61410
61410
61410
61410
61415
61415
61415
61415
61416
61416
61416
61416
61645
FULL-TIME EMPLOYEES
FULL-TIME EMPLOYEES
FULL-TIME EMPLOYEES
FULL-TIME EMPLOYEES
PART-TIME EMPLOYEES
PART-TIME EMPLOYEES
PART-TIME EMPLOYEES
SEASONAL EMPLOYEES
SEASONAL EMPLOYEES
OVERTIME PAY
OVERTIME PAY
OVERTIME PAY
SICK LEAVE PAYOFF
SICK LEAVE PAYOFF
SICK LEAVE PAYOFF
VACATION PAYOFF
VACATION PAYOFF
VACATION PAYOFF
VACATION PAYOFF
WAGE ADJUSTMENT
WAGE ADJUSTMENT
WAGE ADJUSTMENT
WAGE ADJUSTMENT
IPERS
IPERS
IPERS
IPERS
SOCIAL SECURITY
SOCIAL SECURITY
SOCIAL SECURITY
SOCIAL SECURITY
HEALTH INSURANCE
HEALTH INSURANCE
HEALTH INSURANCE
HEALTH INSURANCE
WORKMENS' COMPENSATION
WORKMENS' COMPENSATION
WORKMENS' COMPENSATION
WORKMENS' COMPENSATION
LIFE INSURANCE
LIFE INSURANCE
LIFE INSURANCE
LIFE INSURANCE
TOOL ALLOWANCE
303,863
404,500
141,584
467,728
10,308
5,692
7,589
308,846
419,381
147,343
507,611
2,031
6,092
8,122
0 2,205
0 18,100
805 92
2,160 707
88 560
6,738 2,336
0 10,140
4,231 4,916
9,104
327,119
433,855
163,065
516,115
409,291
361,834
0
451,504
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
17,512 18,241
0 0
0 0
0 0 0
0 8,579 0 0
0 650 0 0
6,377 727 0 0
0 0 6,677 0
0 0 8,863 0
0 0 3,327 0
0 0 10,554 0
27,071 27,769 29,212 36,548
35,564 37,969 38,744 32,311
12,462 13,221 14,561 0
41,139 46,559 46,089 40,321
24,152 22,543 26,710 32,707
30,398 32,639 33,190 27,682
10,396 10,811 12,475 0
34,800 39,186 39,482 34,540
62,702 81,300 80,396 88,982
80,712 105,706 104,530 72,634
33,300 43,322 42,840 0
112,163 159,569 143,514 100,464
5,721 11,483 13,714 9,333
10,528 13,419 15,369 16,842
3,540 6,617 7,861 0
1,824 2,140 2,246 1,942
299 295 653 818
369 369 814 724
143 154 326 0
482 531 1,030 904
23 31 0 50
-51-
Recommended Operating Expenditure Budget - Department Total
61 - HOUSING & COMMUNITY DEV
Fund
Account
Account Title
FY13 Actual
FY14 Actual
FY15 Adopted
FY 16 Recomm'd
Expense
Expense
Budget
Budget
100
275
280
100
280
61660
61660
61660
61680
61680
EMPLOYEE PHYSICALS
EMPLOYEE PHYSICALS
EMPLOYEE PHYSICALS
EMPLOYEE MOVING EXPENSE
EMPLOYEE MOVING EXPENSE
113
116
113
3,602
1,201
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
61 - WAGES AND BENEFITS
1,903,701 2,104,067 2,140,843 1,737,672
100 62010 OFFICE SUPPLIES 3,474 2,916 3,232 2,869
260 62010 OFFICE SUPPLIES 1,849 1,783 3,855 1,819
275 62010 OFFICE SUPPLIES 442 753 419 0
280 62010 OFFICE SUPPLIES 2,903 1,918 3,586 3,553
100 62011 UNIFORM PURCHASES 658 159 1,340 385
260 62011 UNIFORM PURCHASES 429 51 56 514
275 62011 UNIFORM PURCHASES 402 22 398 0
280 62011 UNIFORM PURCHASES 342 18 240 245
100 62030 POSTAGE AND SHIPPING 4,519 4,971 5,699 5,195
260 62030 POSTAGE AND SHIPPING 4,852 5,712 5,217 5,999
275 62030 POSTAGE AND SHIPPING 5,739 5,163 6,026 0
280 62030 POSTAGE AND SHIPPING 13,033 11,946 14,705 12,544
100 62031 PROCESSING MATERIALS 196 184 209 156
260 62031 PROCESSING MATERIALS 189 191 287 289
275 62031 PROCESSING MATERIALS 15 30 24 0
280 62031 PROCESSING MATERIALS 370 374 370 381
260 62050 OFFICE EQUIPMENT MAINT 0 0 100 100
100 62060 O/E MAINT CONTRACTS 17 0 0 0
100 62061 DP EQUIP. MAINT CONTRACTS 4,695 5,577 6,023 6,203
260 62061 DP EQUIP. MAINT CONTRACTS 8,740 10,381 11,212 11,547
280 62061 DP EQUIP. MAINT CONTRACTS 9,173 10,896 11,767 12,119
100 62062 JANITORIAL SUPPLIES 3,288 3,421 3,354 3,490
275 62063 SAFETY RELATED SUPPLIES 250 0 0 0
100 62090 PRINTING & BINDING 1,064 962 1,554 945
260 62090 PRINTING & BINDING 904 1,044 1,018 1,052
275 62090 PRINTING & BINDING 181 32 185 0
280 62090 PRINTING & BINDING 868 1,702 3,198 3,198
100 62110 COPYING/REPRODUCTION 5,283 3,447 5,699 2,186
260 62110 COPYING/REPRODUCTION 5,235 4,050 4,835 2,835
275 62110 COPYING/REPRODUCTION 583 385 583 0
280 62110 COPYING/REPRODUCTION 6,062 5,664 6,964 3,965
100 62130 LEGAL NOTICES &ADS 1,199 4,042 1,100 816
260 62130 LEGAL NOTICES &ADS 4,007 972 2,050 2,041
275 62130 LEGAL NOTICES &ADS 11,720 5,720 10,580 0
280 62130 LEGAL NOTICES &ADS 2,710 610 638 622
100 62140 PROMOTION 6,624 10,742 7,000 8,586
260 62140 PROMOTION 28 262 0 217
280 62140 PROMOTION 14 0 0 0
-52-
Recommended Operating Expenditure Budget - Department Total
61 - HOUSING & COMMUNITY DEV
Fund
Account
Account Title
FY13 Actual
FY14 Actual
FY15 Adopted
FY 16 Recomm'd
Expense
Expense
Budget
Budget
100 62170 SUBSCRIPTIONS -BOOKS -MAPS
260 62170 SUBSCRIPTIONS -BOOKS -MAPS
275 62170 SUBSCRIPTIONS -BOOKS -MAPS
280 62170 SUBSCRIPTIONS -BOOKS -MAPS
100 62190 DUES & MEMBERSHIPS
260 62190 DUES & MEMBERSHIPS
280 62190 DUES & MEMBERSHIPS
100 62206 PROPERTY INSURANCE
260 62206 PROPERTY INSURANCE
280 62206 PROPERTY INSURANCE
100 62207 BOILER INSURANCE
100 62208 GENERAL LIABILITY INSURAN
260 62208 GENERAL LIABILITY INSURAN
275 62208 GENERAL LIABILITY INSURAN
280 62208 GENERAL LIABILITY INSURAN
100 62211 PROPERTY TAX
260 62230 COURT COSTS & RECORD FEES
100 62310 TRAVEL -CONFERENCES
260 62310 TRAVEL -CONFERENCES
275 62310 TRAVEL -CONFERENCES
280 62310 TRAVEL -CONFERENCES
100 62320 TRAVEL -CITY BUSINESS
260 62320 TRAVEL -CITY BUSINESS
275 62320 TRAVEL -CITY BUSINESS
280 62320 TRAVEL -CITY BUSINESS
100 62340 MILEAGE/LOCALTRANSP
260 62340 MILEAGE/LOCALTRANSP
280 62340 MILEAGE/LOCALTRANSP
100 62360 EDUCATION &TRAINING
260 62360 EDUCATION &TRAINING
275 62360 EDUCATION &TRAINING
280 62360 EDUCATION &TRAINING
100 62411 UTILITY EXP -ELECTRICITY
100 62412 UTILITY EXP -GAS
100 62415 UTILITY EXPENSE STORMWATR
100 62421 TELEPHONE
260 62421 TELEPHONE
275 62421 TELEPHONE
280 62421 TELEPHONE
100 62431 PROPERTY MAINTENANCE
260 62431 PROPERTY MAINTENANCE
100 62436 RENTAL OF SPACE
260 62436 RENTAL OF SPACE
275 62436 RENTAL OF SPACE
9
49
0
582
198
1,683
856
14,634
252
507
508
2,216
5,580
1,620
6,042
20,494
6,163
546
1,714
0
0
2,087
1,331
0
0
2
189
211
17,692
3,929
12,741
5,987
53,204
22,684
705
3,885
2,880
1,058
2,564
68,680
8
4,676
2,376
1,108
-53-
82
106
60
880
130
1,052
292
22,166
390
785
500
4,557
6,111
17,298
5,509
20,180
6,015
2,492
3,815
3,699
263
124
3,807
0
250
0
584
198
1,737
830
23,491
410
824
500
5,197
6,090
17,567
7,068
19,925
6,000
17,050
4,900
4,000
500
1,400
175
0 1,200
39 125
2 178
222 250
14 210
20,613 20,882
3,157 5,324
4,465 8,620
12,004 21,418
53,415 53,204
32,694 23,365
1,016 800
6,432 4,063
2,344 2,578
762 1,058
2,839 2,349
55,116 25,764
105 100
4,105 4,502
2,408 2,595
924 1,008
150
127
0
897
198
1,762
856
27,781
488
982
519
4,036
5,991
0
5,866
20,464
6,000
13,050
4,100
0
508
320
240
0
40
178
250
14
19,201
5,724
0
21,331
53,204
18,692
1,036
3,324
3,309
0
2,455
64,189
105
3,494
3,295
0
Recommended Operating Expenditure Budget - Department Total
61 - HOUSING & COMMUNITY DEV
Fund
Account
Account Title
FY13 Actual
FY14 Actual
FY15 Adopted
FY 16 Recomm'd
Expense
Expense
Budget
Budget
280 62436 RENTAL OF SPACE
100 62511 FUEL, MOTOR VEHICLE
260 62511 FUEL, MOTOR VEHICLE
275 62511 FUEL, MOTOR VEHICLE
280 62511 FUEL, MOTOR VEHICLE
100 62521 MOTOR VEHICLE MAINT.
260 62521 MOTOR VEHICLE MAINT.
275 62521 MOTOR VEHICLE MAINT.
280 62521 MOTOR VEHICLE MAINT.
100 62528 MOTOR VEH. MAINT. OUTSOUR
260 62528 MOTOR VEH. MAINT. OUTSOUR
280 62606 HOMEOWNER HAP
280 62607 PBV HAP
280 62608 MAINSTREAM VOUCHERS HAP
280 62609 PORT OUT VOUCHER HAP
280 62610 PORTOUT VOUCHER ADMIN FEE
100 62611 MACH/EQUIP MAINTENANCE
275 62611 MACH/EQUIP MAINTENANCE
100 62614 EQUIP MAINT CONTRACT
100 62645 SPECIAL EVENTS
280 62645 SPECIAL EVENTS
260 62661 MISC. OPER. EXPENS
100 62663 SOFTWARE LICENSE EXP
260 62663 SOFTWARE LICENSE EXP
275 62663 SOFTWARE LICENSE EXP
280 62663 SOFTWARE LICENSE EXP
275 62664 LICENSE/PERMIT FEES
100 62667 INTERNET SERVICES
260 62667 INTERNET SERVICES
275 62667 INTERNET SERVICES
280 62667 INTERNET SERVICES
100 62668 PROGRAM EQUIP/SUPPLIES
260 62668 PROGRAM EQUIP/SUPPLIES
275 62668 PROGRAM EQUIP/SUPPLIES
275 62669 PROGRAMMING
100 62671 MISC. OPERATING SUPPLIES
260 62671 MISC. OPERATING SUPPLIES
275 62671 MISC. OPERATING SUPPLIES
100 62678 EDUCATIONAL MATERIALS
280 62688 PORT -IN VOUCH ASSIST PYMT
280 62689 TENANT PROTEC ASSIST PYMT
100 62694 HOUSING ASST. PAYMENT
280 62694 HOUSING ASST. PAYMENT
260 62713 LEGAL SERVICES
1,872 2,048 1,483
4,472 4,574 3,830
4,237 3,774 3,327
923 808 600
696 0 600
2,952 2,658 3,014 2,836
3,308 3,006 2,982 3,372
1,554 742 1,585 0
1,033 86 600 96
51 644 500 1,500
0 0 1,500 1,500
0 0 0 36,588
11,945 40,605 41,856 43,944
122,491 118,861 120,000 136,320
41,033 71,489 52,260 72,919
2,068 3,106 0 6,576
17,390 17,418 17,740 17,756
1,642 0 5,000 0
0 1,330 0 0
4,042 11,245 8,160 11,470
1,241 2,025 5,610 5,610
(3) 0 0 0
4,918 8,821 13,298 13,716
3,978 8,608 12,405 11,987
940 1,066 2,326 0
5,638 7,246 19,414 23,135
0 250 0 0
0 0 2,400 600
0 0 0 1,440
0 0 480 0
0 0 0 384
2,268 0 600 204
0 8 0 0
0 852 0 0
13,129 0 0 0
0 114 0 0
25 84 0 0
12,019 (51) 0 0
70 0 0 0
1,555
3,178
3,170
0
0
0 45,409 52,260 46,317
3,084 3,501 3,480 3,564
80,000 101,303 95,568 71,172
3,502,455 3,309,308 3,138,650 3,580,803
0 101 0 0
-54-
Recommended Operating Expenditure Budget - Department Total
61 - HOUSING & COMMUNITY DEV
Fund
Account
Account Title
FY13 Actual
FY14 Actual
FY15 Adopted
FY 16 Recomm'd
Expense
Expense
Budget
Budget
275 62713 LEGAL SERVICES
280 62713 LEGAL SERVICES
260 62716 CONSULTANT SERVICES
280 62716 CONSULTANT SERVICES
100 62717 CRIMINAL BACKGROUND CHECK
280 62717 CRIMINAL BACKGROUND CHECK
100 62726 AUDIT SERVICES
260 62726 AUDIT SERVICES
275 62726 AUDIT SERVICES
280 62726 AUDIT SERVICES
100 62727 FINANCIAL SERVICE FEES
280 62727 FINANCIAL SERVICE FEES
100 62729 DUST WIPE TESTING
275 62729 DUST WIPE TESTING
280 62729 DUST WIPE TESTING
100 62731 MISCELLANEOUS SERVICES
260 62731 MISCELLANEOUS SERVICES
275 62731 MISCELLANEOUS SERVICES
275 62732 TEMP HELPCONTRACT SERV.
280 62732 TEMP HELPCONTRACT SERV.
100 62734 SPEAKERS/PROGRAMS
100 62737 CONTRACT ADM SERVICE
100 62758 ESCROW PAYMENTS HOUSING
100 62761 PAY TO OTHER AGENCY
275 62761 PAY TO OTHER AGENCY
280 62761 PAY TO OTHER AGENCY
270 62764 LOANS
275 62765 GRANTS
280 62774 FSS, PARTICIPATE PAYMENTS
1,747
0
0
1,625
42
2,295
2,600
2,600
0
1,300
0
610
44
23,799
1,239
522
37
0
9,048
23,450
0
10,600
9,171
64,955
26,892
0
14,836
(8,518)
18,446
1,093
152
0
1,680
0
2,876
1,782
2,725
2,725
1,300
3,855
706
0
21,509
253
665
0
7,977
0
783
2,313
4,000
10,760
90,594
6,250
150
30,400
31
11,458
1,195
485
25,000
2,100
60
2,000
2,850
2,850
2,850
4,350
6,547
1,000
825
24,000
1,300
0
0
0
0
0
2,000
4,000
11,000
86,094
14,920
0
8,000
0
15,000
0
153
0
1,714
600
2,934
3,000
3,000
0
1,500
3,931
720
0
0
258
0
0
0
0
0
2,359
20,833
12,000
65,636
0
0
3,000
0
14,952
62 - SUPPLIES AND SERVICES
4,442,513 4,386,165 4,251,766 4,626,349
100 63311 ADMIN. OVERHEAD
63 - ADMIN/OVERHEAD/STORES GAR
280
100
100
260
275
280
100
260
275
280
100
260
71110
71120
71123
71123
71123
71123
71124
71124
71124
71124
71310
71310
MISC. OFFICE EQUIPMENT
PERIPHERALS, COMPUTER
SOFTWARE
SOFTWARE
SOFTWARE
SOFTWARE
MICRO -COMPUTER
MICRO -COMPUTER
MICRO -COMPUTER
MICRO -COMPUTER
AUTO/JEEP REPLACEMENT
AUTO/JEEP REPLACEMENT
139,076 160,209
197,957 223,718
139,076 160,209 197,957 223,718
0 74 0 0
0 15,772 0 1,009
0 12 0 0
2,000 2,100 0 0
7,475 0 0 0
16,176 0 0 0
9,999 4,150 0 0
5,110 6,809 0 3,024
2,295 0 0 0
621 2,129 2,100 14,700
0 0 0 17,500
0 19,430 0 17,500
-55-
I
Recommended Operating Expenditure Budget - Department Total
61 - HOUSING & COMMUNITY DEV
Fund
Account
Account Title
FY13 Actual
FY14 Actual
FY15 Adopted
FY 16 Recomm'd
Expense
Expense
Budget
Budget
100 71610 CUSTODIAL EQUIPMENT
100 72417 CAMERA RELATED EQUIPMENT
260 72417 CAMERA RELATED EQUIPMENT
280 72417 CAMERA RELATED EQUIPMENT
100 72418 TELEPHONE RELATED
260 72418 TELEPHONE RELATED
280 72418 TELEPHONE RELATED
100 72514 PAINT DETECTION EQUIPMENT
0
4,797
0
0
0
0
0
170
200
0
0
0
0
0
0
684
0
0
0
0
529
92
56
0
0
176
264
160
500
600
100
0
71 - EQUIPMENT
48,642 51,360 2,777 55,533
100 73112 RELOCATIONS
275 73112 RELOCATIONS
3,517 0 3,345 0
56,208
64,580 39,170
0
73 - CIP EXPENDITURES 59,725
64,580
42,515
0
280 91100 TO GENERAL
820
820
820
820
91 - TRANSFER TO
820
820
820
820
61 - HOUSING & COMMUNITY DEV TOTAL 6,594,478 6,767,200 6,636,678 6,644,092
-56-
Recommended Expenditure Budget Report by Activity & Funding Sounce
61- HOUSING & COMMUNITY DEV
ADMINISTRATION - 61100
FUNDING SOURCE: COMMUNITY DEVELOPMENT
Account FY13 Actual Expense FY14 Actual Expense FY15 Adopted Budget FY16 Recomm'd Budget
EQUIPM ENT 1,864 0 0 400
SUPPLIES AND SERVICES 47,113 58,963 59,955 57,882
WAGES AND BENEFITS 142,898 133,193 157,018 155,817
ADMINISTRATION 191,874 192,156 216,973 214,099
NEIGHBORHOOD STABILIZATIO- 61130
FUNDING SOURCE: GENERAL
Account
FY13 Actual FY14 Actual FY15 Adopted
Expense Expense Budget
FY16 Recomm'd
Budget
WAGES AND BENEFITS
NEIGHBORHOOD
STABILIZATIO
1,286 0 0 0
1,286 0 0 0
HEALTH HOMES GRANT - 61135
FUNDING SOURCE: GENERAL
Account FY13 Actual Expense FY14 Actual Expense FY15 Adopted Budget FY16 Recomm'd Budget
CIP EXPENDITURES 3,517 0 0 0
EQUIPM ENT 4,060 684 0 0
SUPPLIES AND SERVICES 14,297 16,008 24 0
WAGES AND BENEFITS 130,640 145,778 0 0
HEALTH HOMES GRANT 152,514 162,469 24 0
HEALTH HOMES GRANT 2015 - 61136
FUNDING SOURCE: GENERAL
Account FY13 Actual Expense FY14 Actual Expense FY15 Adopted Budget FY16 Recomm'd Budget
CIP EXPENDITURES 0 0 3,345 0
SUPPLIES AND SERVICES 0 0 24,755 0
WAGES AND BENEFITS 0 0 162,494 0
HEALTH HOMES GRANT 0 0 190,594 0
FEDERAL BUILDING MAINT. -
FUNDING SOURCE: GENERAL
Account FY13 Actual Expense FY14 Actual Expense FY15 Adopted Budget FY16 Recomm'd Budget
ADMIN/OVERHEAD/STORES GAR 139,076 160,209 197,957 223,718
EQUIPMENT 4,797 200 0 0
SUPPLIES AND SERVICES 196,184 197,592 169,268 196,999
FEDERAL BUILDING MAINT. 340,058 358,001 367,225 420,717
LEAD PAINT ABATEMENT - 61200
FUNDING SOURCE: LEAD PAINT GRANT
Account FY13 Actual Expense FY14 Actual Expense FY15 Adopted Budget FY16 Recomm'd Budget
CIP EXPENDITURES 0 0 39,170 0
EQUIPM ENT 7,475 0 0 0
SUPPLIES AND SERVICES 25,983 0 104,576 0
WAGES AND BENEFITS 0 0 244,455 0
-57-
Recommended Expenditure Budget Report by Activity & Funding Sounce
61 - HOUSING & COMMUNITY DEV
Account FY13 Actual Expense FY14 Actual Expense FY15 Adopted Budget FY16 Recomm'd Budget
LEAD PAINT ABATEMENT
33,458 0 388,201 0
LEAD PAINT ABATEMENT 2011- 61211
FUNDING SOURCE: LEAD PAINT GRANT
Account
FY13 Actual FY14 Actual FY15 Adopted
Expense Expense Budget
FY16 Recomm'd
Budget
CIP EXPENDITURES 56,208 64,580 0 0
EQUIPM ENT 2,295 0 0 0
SUPPLIES AND SERVICES 93,050 82,565 48 0
WAGES AND BENEFITS 203,701 222,824 0 0
LEAD PAINT ABATEMENT 355,253 369,968 48 0
2011
REHAB. PROGRAM - 61300
M
FUNDING SOURCE: COMMUNITY DEVELOPMENT
Account FY13 Actual Expense FY14 Actual Expense FY15 Adopted Budget FY16 Recomm'd Budget
EQUIPM ENT 5,990 25,431 0 0
SUPPLIES AND SERVICES 38,613 38,797 46,927 46,704
WAGES AND BENEFITS 288,934 316,208 325,693 324,148
REHAB. PROGRAM 333,538 380,436 372,620 370,852
HOUSING LHAP GRANT - 61320
-1
FUNDING SOURCE: STATE RENTAL REHAB
Account FY13 Actual Expense FY14 Actual Expense FY15 Adopted Budget FY16 Recomm'd Budget
SUPPLIES AND SERVICES
HOUSING LHAP GRANT
14,836 30,400 8,000 3,000
14,836 30,400 8,000 3,000
MODERATE REHAB. - 005 - 61530
FUNDING SOURCE: SECTION 8 HOUSING
Account FY13 Actual Expense FY14 Actual Expense FY15 Adopted Budget FY16 Recomm'd Budget
SUPPLIES AND SERVICES
MODERATE REHAB. - 005
59,374 62,289 61,901 66,384
59,374 62,289 61,901 66,384
SECTION 8 VOUCHER - 61600 41.I.
FUNDING SOURCE: GENERAL
Account FY13 Actual Expense FY14 Actual Expense FY15 Adopted Budget FY16 Recomm'd Budget
EQUIPMENT 22,162 2,202 2,623 15,869
SUPPLIES AND SERVICES 101,017 94,401 125,853 113,605
TRANSFER TO 820 820 820 820
WAGES AND BENEFITS 667,546 754,764 724,576 725,780
SECTION 8 VOUCHER 791,545 852,187 853,872 856,074
-Mr
VOUCHER HAP - 61601 1M11=
FUNDING SOURCE: SECTION 8 HOUSING
Account FY13 Actual Expense FY14 Actual Expense FY15 Adopted Budget FY16 Recomm'd Budget
SUPPLIES AND SERVICES
VOUCHER HAP
3,621,634 3,526,884 3,346,605 3,854,071
3,621,634 3,526,884 3,346,605 3,854,071
-58-
Recommended Expenditure Budget Report by Activity & Funding Sounce
61- HOUSING & COMMUNITY DEV
FSS PROGRAM VOUCHER - 61640
FUNDING SOURCE: SECTION 8 HOUSING
Account FY13 Actual Expense FY14 Actual Expense FY15 Adopted Budget FY16 Recomm'd Budget
SUPPLIES AND SERVICES
FSS PROGRAM VOUCHER
18,446 11,458
15,000 14,952
18,446 11,458 15,000 14,952
GENERAL HOUSING INSP. 61700
FUNDING SOURCE: COMMUNITY DEVELOPMENT
Account FY13 Actual Expense FY14 Actual Expense FY15 Adopted Budget FY16 Recomm'd Budget
EQUIPM ENT 0 20,892 154 38,864
SUPPLIES AND SERVICES 53,209 64,636 71,773 79,703
WAGES AND BENEFITS 328,831 373,558 378,774 379,599
GENERAL HOUSING INSP. 382,040 459,086 450,701 498,166
PROPERTY - 445 LORAS - 61710
FUNDING SOURCE: GENERAL
Account FY13 Actual Expense FY14 Actual Expense FY15 Adopted Budget FY16 Recomm'd Budget
SUPPLIES AND SERVICES
PROPERTY - 445 LORAS
7,259 11,901
1,143 12,221
7,259 11,901 1,143 12,221
CDBG ADMIN/MONITORING 61800
FUNDING SOURCE: COMMUNITY DEVELOPMENT
Account
FY13 Actual FY14 Actual FY15 Adopted
Expense Expense Budget
FY16 Recomm'd
Budget
EQUIPMENT 0 1,950 0 400
SUPPLIES AND SERVICES 11,691 14,197 37,906 10,604
WAGES AND BENEFITS 96,352 99,275 84,708 86,797
CDBG ADMIN/MONITORING 108,043 115,422 122,614 97,801
SHELTER PLUS CARE GRANT - 61915
FUNDING SOURCE: GENERAL
Account FY13 Actual Expense FY14 Actual Expense FY15 Adopted Budget FY16 Recomm'd Budget
SUPPLIES AND SERVICES
SHELTER PLUS CARE GRANT
85,000 105,158
102,115 91,936
85,000 105,158 102,115 91,936
BRIDGES OUT OF POVERTY - 61920
FUNDING SOURCE: GENERAL
Account FY13 Actual Expense FY14 Actual Expense FY15 Adopted Budget FY16 Recomm'd Budget
SUPPLIES AND SERVICES
BRIDGES OUT OF POVERTY
•
1,980 3,562 0 0
1,980 3,562 0 0
GETTING AHEAD GETTING BY - 61921
FUNDING SOURCE: GENERAL
Account FY13 Actual Expense FY14 Actual Expense FY15 Adopted Budget FY16 Recomm'd Budget
SUPPLIES AND SERVICES
GETTING AHEAD GETTING BY
11,369
11,369
CIRCLES 1
8,239
8,239
0 0
0 0
-59-
Recommended Expenditure Budget Report by Activity & Funding Sounce
61 - HOUSING & COMMUNITY DEV
FUNDING SOURCE: GENERAL
Account FY13 Actual Expense FY14 Actual Expense FY15 Adopted Budget FY16 Recomm'd Budget
SUPPLIES AND SERVICES 22,653 39,747 56,161 60,152
WAGES AND BENEFITS 43,513 58,467 63,125 65,531
CIRCLES 66,166 98,214 119,286 125,683
OPERATION NEW VIEW - 79170
FUNDING SOURCE: GENERAL
Account
FY13 Actual FY14 Actual FY15 Adopted
Expense Expense Budget
FY16 Recomm'd
Budget
SUPPLIES AND SERVICES 18,805 19,369 19,756 18,136
OPERATION NEW VIEW 18,805 19,369 19,756 18,136
HOUSING & COMMUNITY DEV $6,594,477.94 $6,767,200.11 $6,636,678.00 $6,644,092.00
TOTAL
-60-
CITY OF DUBUQUE, IOWA
DEPARTMENT DETAIL - PERSONNEL COMPLEMENT
61 HOUSING AND COMMUNITY DEV. DEPT.
FD JC WP -GR JOB CLASS
FY 2014
FY 2015 FY 2016
FTE BUDGET FTE BUDGET FTE BUDGET
61010 Full Time Employee Expense
260 7625 GE -41 HOUSING SERVICES MANAGER 0.50 49,109 0.50 52,609 0.50 52,789
280 7625 GE -41 HOUSING SERVICES MANAGER 0.25 24,554 0.25 26,303 0.25 26,395
100 7625 GE -41 HOUSING SERVICES MANAGER 0.25 24,554 0.25 26,303 0.25 26,408
100 5750 GE -35 SENIOR HOUSING INSPECTOR 1.00 76,173 1.00 77,316 1.00 77,565
260 9200 GE -34 COMMUNITY DEVELOP SPECIALIST 1.00 75,112 1.00 59,920 1.00 63,448
260 GE -33 REHABILITATION SUPERVISOR 1.00 64,658 1.00 69,251 1.00 71,826
280 GE -33 ASSISTED HOUSING SUPV 1.00 70,531 1.00 57,804 1.00 63,056
100 GE -32 LEAD PAINT HAZARD PRG SUP 0.10 6,427 0.10 6,523 0.00 0
275 GE -32 LEAD PAINT HAZARD PRG SUP 0.90 57,842 0.90 58,926 0.00 0
100 GE -32 HEALTHY HOMES PROGRAM SUPERVI 0.75 43,377 0.75 46,466 0.00 0
275 GE -32 HEALTHY HOMES PROGRAM SUPERVI 0.25 14,458 0.25 15,488 0.00 0
100 GE -30 HEALTHY HOMES PROGRAM INSPECT 0.75 39,482 0.75 37,382 0.00 0
275 GE -30 HEALTHY HOMES PROGRAM INSPECT 0.25 13,161 0.25 12,461 0.00 0
100 GE -30 LEAD PAINT INSPECTOR 0.20 11,542 0.20 11,715 0.00 0
275 GE -30 LEAD PAINT INSPECTOR 0.80 46,170 0.80 47,047 0.00 0
260 GE -27 REHABILITATION SPECIALIST 1.00 49,193 1.00 50,430 1.00 50,595
280 8750 GE -27 ASSISTED HOUSING SPECIALIST 6.00 280,506 6.00 305,550 4.00 223,776
100 8750 GE -27 ASSISTED HOUSING SPECIALIST 0.00 0 0.00 0 2.00 90,072
100 8875 GE -26 PERMIT CLERK 0.50 24,457 0.50 24,824 1.00 49,804
260 8875 GE -26 PERMIT CLERK 0.50 24,457 0.50 24,824 0.00 0
275 5400 GE -26 LEAD PAINT ASSISTANT 0.80 34,933 0.80 31,589 0.00 0
100 GE -26 LEAD PAINT ASSISTANT 0.20 8,744 0.20 7,907 0.00 0
260 0225 GE -25 SECRETARY 1.00 44,182 1.00 44,845 1.00 45,001
280 0225 GE -25 SECRETARY 2.00 80,147 2.00 83,202 2.00 85,941
100 NA -52 CIRCLES COACH 1.00 37,860 1.00 40,530 1.00 44,179
100 5400 OE -17 INSPECTOR I 0.88 48,710 0.88 53,060 1.88 121,263
260 5400 OE -17 INSPECTOR I 2.32 133,175 2.32 138,484 1.32 78,175
280 5400 OE -17 INSPECTOR I 1.80 114,283 0.80 50,999 0.80 52,336
TOTAL FULL TIME EMPLOYEES 27.00 1,497,797 26.00 1,461,756 21.00 1,222,629
61020 Part Time Employee Expense
100 GE -25 SECRETARY 0.36 4,583 0.00 0 0.00 0
280 NA -44 RECEPTIONIST 0.36 21,094 0.00 0 0.00 0
TOTAL PART TIME EMPLOYEES 0.72 25,677 0.00 0 0.00 0
TOTAL HOUSING & COMM. DEVL. DEPT.
27.72 1,523,474 26.00 1,461,756 21.00 1,222,629
-61-
CITY OF DUBUQUE, IOWA
ACTIVITY PERSONNEL COMPLEMENT SUMMARY
ACCT FD JC WP -GR POSITION CLASS
Housing & Comm. Dev. Administration -FT CDBG Fund
26061100 61010 260 79700 GE -40 HOUSING SERVICES MANAGER
Total
Housing Administration -FT Section 8 Fund
28061100 61010 280 7625 GE -40 HOUSING SERVICES MANAGER
Total
Housing Administration -FT General Fund
10061100 61010 100 7625 GE -40 HOUSING SERVICES MANAGER
Total
Section 8 -Voucher Program -FT
28061600 61010 280 0225 GE -25
28061600 61010 280 8750 GE -27
28061600 61010 280 8775 GE -33
28061600 61010 280 5400 OE -17
Run Date:
01/15/15
FY 2014 FY 2015 FY 2016
FTE BUDGET FTE BUDGET FTE BUDGET
0.50 49,109 0.50 52,609 0.50 52,789
0.50 49,109 0.50 52,609 0.50 52,789
0.25 24,554 0.25 26,303 0.25 26,395
0.25 24,554 0.25 26,303 0.25 26,395
0.25 24,554 0.25 26,303 0.25 26,408
0.25 24,554 0.25 26,303 0.25 26,408
SECRETARY 2.00
ASSISTED HOUSING SPECIALIST 6.00
ASSISTED HOUSING SUPERVISOF 1.00
INSPECTOR I 1.80
Total 10.80
Section 8 -Voucher Program -FT General Fund
10061600 61010 100 8750 GE -27 ASSISTED HOUSING SPECIALIST 0.00
Total 0.00
Section 8 -Voucher Program -PT General Fund
10061600 61020 100 225 GE -25 SECRETARY 0.36
Total 0.36
Section 8 -Voucher Program -PT
28061600 61020 280 0225 NA -44 RECEPTIONIST
Total
General Housing Inspection -General Fund
10061700 61010 100 5400 OE -17 INSPECTOR I
10061700 61010 100 5750 GE -35 SENIOR HOUSING INSPECTOR
10061700 61010 100 8875 GE -26 PERMIT CLERK
Total
General Housing Inspection-CDBG Fund
26061700 61010 260 5400 OE -17 INSPECTOR I
26061700 61010 260 8875 GE -26 PERMIT CLERK
Total
Lead Paint Grant -
27561211 61010
27561211 61010
27561211 61010
27561211 61010
27561211 61010
80,147
280,506
70,531
114,283
545,467
2.00
6.00
1.00
0.80
9.80
0 0.00
83,202
305,550
57,804
50,999
497,554
0 0.00
4,583 0.00
4,583 0.00
0.36 21,094 0.00
2.00
4.00
1.00
0.80
7.80
85,941
223,776
63,056
52,336
425,109
0 2.00 90,072
0 2.00 90,072
0 0.00
0
0 0.00
0 0.00
0
0
Lead Fund
275 GE -32 HEALTHY HOMES PROGRAM SUP`
275 GE -32 LEAD PAINT HAZ CONTROL PROG
275 GE -30 HEALTHY HOMES PROGRAM INSF
275 GE -26 LEAD PAINT ASSISTANT
275 GE -30 LEAD PAINT INSPECTOR
Total
-62-
0.36 21,094 0.00
0.88
1.00
0.50
2.38
1.32
0.50
1.82
0.25
0.90
0.25
0.80
0.80
3.00
48,710
76,173
24,457
149,340
79,202
24,457
103,659
14,458
57,842
13,161
34,933
46,170
166,564
0.88
1.00
0.50
2.38
1.32
0.50
1.82
0.25
0.90
0.25
0.80
0.80
3.00
0 0.00
53,060
77,316
24,824
155,200
82,086
24,824
106,910
15,488
58,926
12,461
31,589
47,047
165,511
1.88
1.00
1.00
3.88
0.32
0.00
0.32
0.00
0.00
0.00
0.00
0.00
0.00
0
121,263
77,565
49,804
248,632
20,293
0
20,293
0
0
0
0
0
0
ACCT FD JC WP -GR
Rehab Program -FT CDBG
26061300 61010 260 5400 OE -17
26061300 61010 260 GE -33
26061300 61010 260 0225 GE -25
26061300 61010 260 GE -27
Community Dev. Block Grant Admin.
26061800 61010 260 9200 GE -34
CITY OF DUBUQUE, IOWA
ACTIVITY PERSONNEL COMPLEMENT SUMMARY
POSITION CLASS
Run Date:
01/15/15
FY 2014 FY 2015 FY 2016
FTE BUDGET FTE BUDGET FTE BUDGET
INSPECTOR I
REHABILITATION SUPERVISOR
SECRETARY
REHABILITATION SPECIALIST
Total
1.00 53,973 1.00 56,397 1.00 57,882
1.00 64,658 1.00 69,251 1.00 71,826
1.00 44,182 1.00 44,845 1.00 45,001
1.00 49,193 1.00 50,430 1.00 50,595
4.00 212,006 4.00 220,924 4.00 225,304
/Monitoring
COMMUNITY DEVELOP SPECIALIE 1.00
Total 1.00
Circles - FT
10061922 61010 100 9200 NA -52 CIRCLES COACH
Total
HEALTHY HOMES- FT
10061135 61010 100 GE -32
10061135 61010 100 GE -32
10061135 61010 100 GE -30
10061135 61010 100 GE -26
10061135 61010 100 GE -30
HEALTHY HOMES PROGRAM SUP`
LEAD PAINT HAZ CONTROL PROG
HEALTHY HOMES PROGRAM INSF
LEAD PAINT ASSISTANT
LEAD PAINT INSPECTOR
Total
75,112 1.00 59,920 1.00 63,448
75,112 1.00 59,920 1.00 63,448
1.00 37,860 1.00 40,530 1.00 44,179
1.00 37,860 1.00 40,530 1.00 44,179
0.75 43,377 0.75 46,466 0.00 0
0.10 6,427 0.10 6,523 0.00 0
0.75 39,482 0.75 37,382 0.00 0
0.20 8,744 0.20 7,907 0.00 0
0.20 11,542 0.20 11,715 0.00 0
2.00 109,572 2.00 109,994 0.00 0
TOTAL HOUSING SERVICES &COMM. DEVL. DEPT 27.72 1,523,474 26.00 1,461,756 21.00 1,222,629
-63-
Capital Improvement Projects by Department/Division
HOUSING & COMMUNITY DEV
CIP Capital Improvement Project FY 13 Actual FY 14 Actual FY 15 Adopted FY 16 Recomm'd
Number Title Expense Expense Budget Budget
1001002 MAINT OF VACANT/ABANDONED 0 0 0 0
1001021 HTF - WASHINGTON NEIGHBOR 43,934 8,418 0 0
1001247 HISTORIC REV LOAN -PREMIER 0 0 0 0
1002175 HOMELESS PREVENTION GRANT 5,859 0 0 0
1002180 NBHD STABILIZATION GRANT 293,042 51,341 0 0
1002269 IFA OUR HOME GRANT 0 0 0 0
1002270 HTF - #13-17 5,955 92,968 0 0
1002285 IFA HOUSING TRUST 11-19 141,857 0 147,637 0
1002340 HEALTHY HOMES GRANT 337,986 78,332 187,500 0
1002443 IFA HOUSING TRUST 12-14 130,541 11,256 0 0
1002498 LEAD SAFE FOR KIDS GRANT 0 49,963 0 0
1011002 PROBLEM PROPERTIES MGMT 34,325 71,503 0 0
1011595 HOMEOWNERSHIP GRANTS- 68,578 230 0 0
TARG
1021002 MAINT OF VACANT/ABANDONED 0 7,811 20,000 35,000
1021231 PURCHASE/RESALE/REHAB 50,000 22,812 0 0
1021595 HOMEOWNERSHIP GRANTS- 25,000 16,849 0 0
TARG
2601065 RESIDENTIAL REHAB PROGRAM 268,939 118,970 157,450 159,234
2601231 PURCHASE/RESALE/REHAB 29,369 205 0 0
2601232 LEAD PAINT ABATEMENT PROG 67,410 37,016 50,816 0
2601233 RENTAL REHAB UNIT 53,049 0 0 50,817
2601234 FIRST TIME HOMEBUYER PROG 75,000 70,000 41,784 40,000
2601237 HISTORIC PRESERVATION GRA 0 0 0 0
2651247 HISTORIC PRES. REV. LOAN 0 105 9,270 9,270
2682443 IFA HOUSING TRUST 12-14 0 0 0 179,074
2701065 RESIDENTIAL REHAB PROGRAM 54,025 97,741 26,000 34,000
2701250 HOME -RENTAL FIVE POINTS 0 0 0 0
2752429 LEAD HZRD REDUC PRG 873,103 1,033,845 600,000 0
3601595 HOMEOWNERSHIP GRANTS- 0 0 3,003,000 251,246
TARG
HOUSING & COMMUNITY DEV TOTAL 2,557,972 1,769,365 4,243,457 758,641
-64-
City of Dubuque
Recommended Capital Improvement Program Summary
Fiscal Year 2016-2020
PROGRAM/DEPT PROJECT DESCRIPTION
SOURCE OF FUNDS
FY 2016
FY 2017
FY 2018
FY 2019
FY 2020
TOTAL PAGE
HOUSING AND COMMUNITY DEVELOPMENT
Community anti Economic Development
Homeownership Grants in Targeted
Neighborhoods &
Purchase/Rehab/Resale
Homeowner Rehabilitation Program
Washington Neighborhood Home
Purchase Program
First -Time Home Buyer Program
Problem Properties Management
Rental Dwelling Rehabilitation Program
for persons earning <50% AMI
Housing TIF/Sale Proceeds
State Rental Rehab/CDBG
IFA TrustAFA Trust Loan
Repayments
CDBG
Special Assessments/DRA
Distribution
CDBG
Total - Housing and Community Development
251,246 $ 340,503 $ 461,776 $ 933,105 $ 1,394,420 $ 3,381,050 364
193,234 $ 189,234 $ 189,234 $ 189,234 $ 189,234 $ 950,170 366
179,074 $ 179,574 $ 180,074 $ 180,074 $ 180,074 $ 898,870 368
40,000 $ 40,000 $ 40,000 $ 40,000 $ 40,000 $ 200,000 369
35,000 $ 35,000 $ 35,000 $ 35,000 $ 35,000 $ 175,000 370
50,817 $
- $ - $ - $ - $ 50,817 372
749,371 $ 784,311 $ 906,084 $ 1,377,413 $ 1,838,728 $ 5,655,907
-65-
TRUST FUND COMMITTEE
m Holz, Chairperson
:::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::
nan.
HOUSING APPEALS BOARD
Robert Schaub, Chair
David Young, Vice Chair
Mary Gotz
Fred Miller
As part of the Code Enforcement process, the
Appeals Board conducts hearings for landlords and
property owners to give them an opportunity to
appeal the code violations and negotiate the
which those violations are completed. Prope
owners can also appeals fines and fees assessed to a
property.
HOUSING COMMISSION
Jim Holz
Ricardo Woods
Dr. Patricia Foster
Lisa Eubanks
David Wall
Robert McDonnell
Dorothy Schwendinger, OSF
Amy Eudaley
Ann Fernandes
Rick Baumhover
The Housing Commission monitors and evaluates housing needs.
Duties and Responsibilities include:
• contribute as appropriate in the planning, coordinating and review of
housing development;
• undertake public information efforts to educate citizens of the availability of jp
federal, state and locally funded housing assistance programs; �'
• offer comment, as appropriate, on the consistency of proposed housing
development with the comprehensive plan, consolidated plan and exis
city housing strategies;
• oversees the activities of the Voluntary Compliance Agreement (V
• approves the Housing Choice Voucher Administrative Plan
RESIDENT ADVISORY BOARD
PARTNERSHIPS
r
SUSTAINABLE
DUBUQUE
viable • livable • equitable
PREMIER BANK
(07A‘ it=
N!V R. I Yo
UBUIUE
UnityPoint Health
r Finley Hospi
= dubuclue
Dubuque
COMMUNITY SCHOOLS
Clarke
L01VL1' I
DubuiI e g[rea
Iand(ord
gssoctiation
f
COMMUNITY FOUNDATION
of Greater Dubuque
vm<eewK<..
2•s _
Crescent Community
IIF ILII CFvnit
Iowa Department of Public Health
Promoting and Protecting the Health of Iowans
LEGE Neighborhood
Associations
74 First Time
Homebuyers
completed workshop
Since 2009, 197 participants have received
Certificates of Completion from the HOME
Workshop — Sessions consisted of 4 nightly
classes re: City Programs; The Keys toYour
Home (Spending Plans and Credit); Basic
Banking Tips and Energy Efficiency
Hlslory. Charm. Convenience.
All In your backyard.
Have presented to over 150 people in
various outreach efforts to promote
homeownership.
Contocf KAs ®yen!
563.690.6N094
FY14 Outreach Efforts: 11 Presentations
FY15 Projected Efforts: 19 Presentations
(including all Neighborhood Associations)
WASHINGTON NEIGHBORHOOD
REVITALIZE!
58 New Homeowners
Since 2006
38 Properties converted
from rentals or
were vacant buildings
SUSTAINABI
DUBUQUE
viable • ',wide • ea uil4ble
HEART PROGRAM PARTNERSHIP
SUSTAINABLE
DUBUQUE
niabfc tiaab(e •eau ifable
The H EART Program has partnered with th�
City/DB&T and CHI on approximately 28
properties and foreseeing many more 38 of these
properties were once derelict rentals converted to
single family.
The City has created a Memorandum of
Agreement with Four Mounds which will allow the
HEART Program to expand their services, increase
_the number of students they assist and increase
their revenues.
COMMUNITY HOUSING
INITIATIVE (CHI) PARTNERSHI
II mini nmn'1 lI
Funding Leverage
CHI = $800,000
CITY = $450,000
DB&T = $500,000
TOTAL $1.75M
i8 properties to acquire;
To date: 11 properties acquired,
of those 9 rehabbed and
2 sold/2 pending
HEART Program assisted on 5 of
these properties
SUSTAINABLE
DUBUQUE
viable • livabie • equitable
I
NEIGHBORHOOD STABILIZATION PROGRAM
STATE GRANT (NSP): $444,000: g PROPERTIES
RESTORATION OFVACANT AND FORECLOSED
PROPERTIES - SOLD TO NEW HOMEBUYERS
SUSTAINABLE
DUBUQUE
elelle • Ileeble • enII.b e
Habitat Home
11111111111111111111
sow
NEIGHBORHOOD STABILIZATION
PROGRAM GRANT (NSP) cont...
Next NSP Project, projected cost of
rehabilitation $125,000
This property will no longer be a
nuisance to the neighbors and
neighborhood
HOMEOWNER REHABILITATIO
SUSTAINABL
DUBUQUE
viable • livable • eauilablc
Before After
Assessed Value Before Rehab: $95,200
Appraised Value After Rehab: $115,000
IOWA FINANCE AUTHORITY AWARD
DUBUQUE HOUSING TRUST FUND
Iowa FGwa woe Autkorzt,
State I--I-ous%wg Trust Fuwd
2015 G ra wd Ave wue
Des Mgt/Les, Iowa 50312
Pay to the order of
January 15, 2015
City of Dubuque, Iowa $173,574.00
Ate qu edited Se se 4- Wree 7c aaaad 7ecie Woutobled Seciefetv-7orat acrd 00/100 - - --
E3unkersi
275674248: 000581324235" 5502
c9e,ezden
-meo er Rehtlbilitation Loans
$5,000; 5 year forgivable $5,000; 5 year forgivable
$10,000; Due on Sale of Property $10,000; Due on Sale of Property
$10,000; 0% 20 year term $42/month
Requirement of Trust Fund Application is City is required to
match 25% of allocation of $43,394 with General Fund dollars
WASHINGTON INITIATIVE
FINANCIAL IMPACT 2005 - 2014
$13,400,000
$12,426,249
$9,864,306
Private
Investment
City
Investment
n Other Govt
Investment
Total Investment in
Washington
Neighborhood:
X35,690,555
SAFETY! HEALTH INSPECTIONS
Safety / Health Inspections
conducted for FY 2014
1542 Rental inspections
853 Annual inspections
103 Initial inspections
311 Complaint
Inspections
552 Exterior Environmental
2389 Re -inspections
p.
LEAD POISONING REDUCTION
IN CHILDREN UNDERAGE 6
o 11
5
4
=3
a,
e
d
2
1
0
4.7%
4.0%
2000 2001 2002 2003 2004 2005 2000
birth year cohort
Of children tested nationally, the average for positive tests is 0.62%
3 Year Grant Completion
June 30, 2014
• $3.1 Million
• 185 Units Completed
• 241 Lead Inspections
Lead Poisoning
Decrease Through
Remediation,
Education, and
Awareness
Efforts
• Training of Lead
Professionals
• Public awareness of Lead
Hazards
• Request for remediation
funds
HEALTHY HOMES PRODUCTION
PROGRAM
3Year Grant Completion
June 3o, 2014
• S1 Million
• 109 Units Completed
• 132 Healthy Homes Assessments
Efforts:
• Fostering of medical community
connections
• Sustainability of program
resources
• Incorporation of 7 basic principles
into community
Outcomes:
• Decrease burden on health care
system
• Reduction in school &
work place absenteeism
• Sustainable healthy & safe
neighborhoods
PAYMENTS FROM THE U.S.
DEPARTMENT OF HOUSING AND
URBAN DEVELOPMENT (HUD)TO
LANDLORDS FOR RENTS AND
UTILITIES
FY 2014
$3.5$9.173 -
invested back into
the community
• ••�
;1A...
APARTMENTS
HOUSING CHOICE VOUCHER
VOUCHER
HOMEOWNERSHIP
City of Dubuque began it's
Voucher Homeownership
Program in 2002. A total of
22 Families have used this
program to help purchase their
home.
MODERATE
REHABILITATION
PROGRAM
Two owners
have a total of
14 units at their
properties
PROJECT -
BASED
VOUCHER
PROGRAM
17 Assisted
Living Units
at Rose of
Dubuque
located at
3390 Lake
Ridge Drive
in Dubuque
CONTINUUM
OF CARE
PROGRAM
Project Concern
designated as the
Sponsor and provides
case management
GrantTerm: July 2014
through June 2015
Budgeted $71,172 for
rental assistance
Currently assisting 12
households
FAMILY SELF-SUFFICIENCY
FSS Program is a HUD Program that encourages strategies to
help voucher families obtain employment that lead to
economic independence and self-sufficiency.
Funding
1 position funded by HUD Grant ($62,949)
2 positions General PropertyTax Funds until June 3o, 2015
Submitted Improvement Package requesting continued funding for 2
positions starting FY16
From 7/1/12 to 2/1/15 FSS has served 208 families
126 of the 208 families served are still under contract
21 Families Completed their Contracts from 7/1/12 to 2/1/15
Completion of Contract requires being free of all cash welfare payments
fora minimum of one year
The average Federal Escrow Dollars earned by each ofthe 21 families
who completed their Contracts was $3/889
FANLY SELF-SUFFICIEN
CY/ cont...
91% of FSS graduates are no longer on City of Dubuque Housing Assistance.
Avg. Beginning Annual income: $6,739 Avg. Graduating Annual income: $26,465
Avg. Beginning Earned income: $2,291 Avg. Graduating Earned income: $22,891
Avg. Beginning Total Tenant Payment: $147 Avg. Graduating Total Tenant Payment: $629
Total Tenant Payment (TTP)=Tenant's share of rent and utility payments on their unit.
Income of FSS Grads Income % Increase for FSS Grads
$30,000.00
$25,000.00
$20,000.00
$15,000.00
$10,000.00
$5,000.00
$0.00
1000%
500%
K0%
700%
620%
Beginning 500%
FSS Graduation 400%
300%
2D0%
100%
Annual Earned TTP 0%
Income Income
% Increase
Annual Income Earned Income TTP
CIRC1_L®
INITIATIVE
(�ulo,u4ue
Mission: To build collaborative circles of support that
strengthen community, inspire tolerance, eliminate
barriers and connect resources for those living in a cycle
of poverty, so they may lead themselves and their
families to permanent stability.
Vision: A community where all have the opportunity to
succeed and contribute.
An average of V community members attend th
weekly Circles ® meetings .
GUIDING COALITION
na Wood, Chair
Circles Leader Employment and Education
Outcomes
90%
80%
d
70%
-a
a
2 60%
w
I) 50%
U
j 40%
CS
30%
20% -
10%
0%
Z
b <1' \cb
Length of time in Circles
IL
• Employed
• Enrolled in Education
• Certificate or Degrees
January 2015
24 Matched Circles
since 2010
11 have completed
their commitment to
Circles and
achieved the goals
they set in the
program
9 currently active
and still working on
goals with Circles
6 new matches to
be made by March
2015
Getting Ahead in a Just-Gettin'-By
World
2010-2014
113 Graduates
FY 2014
13 Graduates
Circle Leaders 24 individuals
(2010-2014)
CL's FY 2014
Allies 52 volunteers
(2010-2014)
Allies FY 2014 39
FYiG IMPROVEMENT BUDGET
STS
Wily Self -Sufficiency (FSS)
...................
PROJECT C.H.A.N.G.E
HENSIVE HOUSING ACTIVITIES FOR NEIGHBORHOOD GROWTH & ENRICHMENT
PROJECT C.H.A.N.G.E cont.■■
arginal properties in targeted
PROJECT C.H.A.N.G.E cont...
n l _es $ oo,000 from Greater Downtown TIF
HUD VOLUNTARY COMPLIANCE
AGREEMENT
► Fair Housing Training
► Reporting Requirements
► Updated Analysis of Impediments
► Updated Administration Plan
Provided History of Racial Relationships
and the Impact on Fair Housing
Choice
Agree
!T-
I
RENTAL LICENSES :a. INSPECTION
FEE RECOMMENDATIONS
Increase rental property licensing fees
Increase re -inspection fees and charge for end & subsequent
re -inspections
Provide Certificate of Structural Compliance (CSC) inspection
(fee charged for new license applications)
Charge for dwelling & rooming unit inspections on existing
units (HCV exception)
Charge confirmed complaint fee
Increase re -inspection fee
Increase enforcement of fees charged when inspector is
unable to gain access to unit
RENTAL LICENSE & INSPECTION
DATIONS
..............................
RENTAL LICENSE & INSPECTION FEE
DATIONS
RENTAL LICENSE
INSPECTION FEE RECOMMENDATIONS
Revenue Summary
Licenses & Inspection Fees
CDBG
General Property Tax Support
[Total Resources
Expense Summary
Wages and Benefits
Supplies & Services
Machinery & Equipment
Total Expenditures
FY 2014/15 FY 2015/16
Adopted Recomm'd
150,552 410,800
191,541 88,140
108,608 0
450,701 498,166
FY 2014/15 FY 2015/16
Adopted Recomm'd
378,774 379,599
71,773 79,703
154 38,864
450,701 498,166
% Change from
Adopted FY 2014/2015
172.9%
-54%
-100%
45.8%
% Change from
Adopted FY 2014/2015
0.2%
11.0%
25<%
10.5%
RECOMMENDED FEE STRUCTURE
LICENSING & INSPECTION FEE STRUCTURE CURRENT & PROPOSED FY15/16
FEE TYPE DUE
Structure - Licensing fee Annually
Dwelling Unit - Licensing fee Annually
Rooming Unit - Licensing fee nnually
Dwelling Unit - Inspection fee** When inspected
Rooming Unit - Inspection
fee*** When inspected
New rental fee (CSC inspection)* is inspection only
added to standard
inspection fee
CURRENT FEE
PROPOSED
FEE
$zz.oq,..i1P$z5.00
$zz.00-111111i $20.00
$3.00 11 $10.00
i $,o.00
$40.00
PROPOSED PENALTY FEES
PENALTY FEE STRUCTURE CURRENT & PROPOSED FY15/16
FEE TYPE
DUE
CURRENT FEE
PROPOSED FEE
Late payment penalty
Penalty only
10%
$25.00
No show fee (CGI)
Penalty only
$50.00
$50.00
Re -inspection fee for 3rd and subsequent re -
inspections
Penalty only
$25.00
N/A
Re -inspection fee for 2nd and subsequent re -
inspections
Penalty only
N/A
$70.00 III
Additional room re -inspection fee for 3rd and
subsequent
Penalty only
$5.00
N/A
Confirmed complaint inspection
Penalty only
$85. A
NOTE: All penalty fees are appealable to the Housing Code Board of Ap
The Housing and Cornmu
Development Departmen
4
ank you
Questions?
City Total Income per Year
8237 total units / 1 time inspected in 5 years equivalent to 32 inspections per week
1545 total rooming units/ 1 time inspected in 5 years equivalent to 6 inspections per week
38 Total inspections per week
Staffing
Inspections: 1 1/2 staff needed
Office: 11/2 staff needed
3 Total staff needed to handle rental buildings & units rental registrations & changes, bill, collect & inspections
Payroll for 3 full-time employees is about $120,000 and $50,000 for office needed per year for a total of $170,000 needed to
& Units Current and Proposed Fee's
1 Year of Inspection
1 Year of Inspection
Per Year
2015 NEW Fees
78,475
a0
n
i-1'
00
N
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vi
LD
LD
n
N
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ri
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o
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LD
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$ 403,343.00
Per Year
OLD Fees
37,668
109,044
4,635
$ 151,347.00
0
O
d'
m
ri
in
ct
Per Year
Per Year
Per Year
Per Year
Per Year
Per Year
Per Inspection
Per Inspection
Licensing Fee
$25.00
$12.00
Dwelling Unit Fee
0
O
N
t/}
0
ni
t/}
Licensing Fee
O
t/}
0
0
m
IA
Inspection Fee
0
O
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0
d0'
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City of Dubuque Rental Buildings
k Units
L0
C
6
7
CO
4-
0
0101 mi
m -i rm-1
m CO
# of Units
9087
9087
# of Rooms
1545
n
nt
ci
C
4-
0
3t
8237 I
1545
(City of Dubuque Registered Buildings, Rooms
Buildings- (Registered)
Units
Rooms- (Dorms, Rooming houses)
03
+
f-'
0
5 Year Inspections
19087 units - 850 (section 8)
1Rooming Inspection
f6
it
0
Total for One year
1 Year of Inspection
1 Year of Inspection
(City Total Income per Year
Callahan Construction, Inc. Rental Buildings & Units
2015 NEW Fees
0
0
N
3,080
0
0
O
00
N
M
L0
In
<-1
N
0
o
l0
111
ci
Ni
0
0
l0
m
d'
In
IA -
OLD Fees 1
0
1,848
$ 1,944.00
o
Ol
an.
Per Year
Per Year
Per Year
Per Year
Per Inspection
Per Inspection
Licensing Fee
Oo
V1
N
O O
Ni
,I
Dwelling Unit Fee
O
O
N
O
Ni
e-1
Inspection Fee
$70.00
$40.00
# of Buildings 1
00
00
# of Units
in
154
11111101
Buildings- (Registered)
Units
To
1-
5 Year Inspections
Total
Total for One year
Callahan Construction, Inc. Inspection on 12 Unit Building in January 2015
X