AP 05 Executive Summary 24 CFR 91.200(c), 91.220(b) 1.€¦ · Annual Action Plan 2014 1 OMB...

Annual Action Plan 2014

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OMB Control No: 2506‐0117 (exp. 07/31/2015)

Executive Summary

AP‐05 Executive Summary ‐ 24 CFR 91.200(c), 91.220(b)

1. Introduction

This document is the second of five annual action‐plans under the Municipality of Anchorage (MOA) Housing and Community Development Consolidated Plan for 2013‐2017. The MOA is a participating jurisdiction and is eligible to receive U.S. Department of Housing and Urban Development (HUD) monies for Community Development Block Grants (CDBG), HOME Investment Partnerships Program (HOME), and Emergency Solutions Grant (ESG). The MOA is required to submit a Consolidated Plan that covers a five‐year period that outlines the intended distribution of these HUD dollars. To meet this requirement, the MOA submitted a draft 2013‐2017 Consolidated Plan (CP) for the local HUD office to review. In addition to the submission of a five‐year plan, the MOA is required to submit an Annual Action Plan that reflects funding for specific activities and projects that meet CP goals for each year thereafter. The 2013 Action Plan preceded this 2014 Action Plan, and future Action Plans will cover 2015, 2016, and 2017.

This Plan reflects funding for projects that meet the CP intent to serve low‐income and the homeless with projects that have proven successful as well as opened opportunities for new projects. Specifically, funding is directed towards rental development (affordable housing), emergency shelters, vulnerable populations, and persons with disabilities (including substance abuse disorders).

This 2014 Action Plan details the distribution of HUD monies as guided by the Administration, Housing and Neighborhood Development Commission, its Oversight Subcommittee on Homelessness, service providers and interested public members. Specifically, a total of $1,648,777 has been set aside for rental development, by a Community Housing Development Organization (CHDO) using CDBG and HOME funds. A total of $265,858 of program year 2013 funding will be directed to: Alaska Legal Services; RurAL CAP; Catholic Social Services Brother Francis Shelter; and Anchorage Community Mental Health Services. A total of $265,858 2014 CDBG funding is intended to be distributed for CDBG Public Services through a Request For Proposals. Through 2012 Emergency Solutions Grant, funding of $30,000 will be directed to Abused Women’s Aid in Crisis, Inc., Catholic Social Services‐Brother Francis Shelter, Covenant House Alaska‐Crisis Center to Young People, RurAL Cap‐Homeward Bound Transitional Shelter, and Salvation Army‐McKinnell House and a total of 2014 ESG funding of $124,916 will be distributed for Homeless Prevention, Rapid Re‐Housing, and Administration.

2. Summarize the objectives and outcomes identified in the Plan

This could be a restatement of items or a table listed elsewhere in the plan or a reference to another location. It may also contain any essential items from the housing and homeless needs assessment, the housing market analysis or the strategic plan.

HUD requires grantees to incorporate a standardized performance measurement system. The system is designed to enable HUD to aggregate results of its programs and report to Congress and the public on a more outcome‐oriented system (March 7, 2006 Notice in Federal Register).

Each activity in the 2014 Action Plan corresponds to one of the following three objectives.

Suitable Living Environment

Decent Affordable Housing

Creating Economic Opportunities

In addition, each activity must also choose an outcome category that best reflects what the participating jurisdiction is seeking to achieve. The three outcome categories consist of the following.

Availability/Accessibility

Affordability

Sustainability: Promoting Livable or Viable Communities


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The “AP‐35 Projects” section of the 2014 Action Plan, details respective objectives and outcomes for each of the activities proposed. The following tables provide objectives, strategies, and proposed projects in 2014. It also lays out the performance measures to gauge program status and effectiveness.

ES ‐ Objectives and Strategies Page 1 of 3



3. Evaluation of past performance

This is an evaluation of past performance that helped lead the grantee to choose its goals or projects.

An evaluation of past performance assisted the MOA to choose its goals and projects for the CP. For more than a decade the MOA has conducted a community survey to identify community priorities. The community survey was the basis in setting priorities for distributing CDBG, HOME, and ESG monies. The MOA determined that more data, community meetings, and input would help “round” out a picture of community need to set priorities. Consequently, the MOA took the following additional steps: 1) The MOA analyzed several data sets from HUD’s Comprehensive Housing Affordability Strategy data, as well as state and local data from local providers; and 2) Over an eleven‐month period several meetings were held by the HAND Commission and the Commission’s Oversight Subcommittee on Homelessness to take in comment and recommendations regarding data findings and significance.

The following projects are identified as meeting community need and are outlined in the CP: CHDO Rental Development; Public Service activities; Homeless Prevention and Rapid Re‐Housing services, and Maintenance and Operations monies for shelters.

The 2013‐2017 Consolidated Plan and the 2013 AP were submitted to HUD August 7, 2013 and were approved on September 26, 2013.

4. Summary of Citizen Participation Process and consultation process

Summary from citizen participation section of plan.

The 2013‐2017 CP process developed and followed a Citizen Participation Plan (CCP) as outlined and recommended by HUD. A revised CCP was included in the 2013 AP and at the back of this AP. The key annual activities designed to encourage citizen participation are to hold at least four public hearings during the program year, offer public comment periods for the draft versions of each AP, consult with various groups to review the needs, strategies, actions, projects, and performance, distribute review copies of the draft plans to agencies, residents, the Federation of Community Councils, and the HAND Commission, and provide the public with notice of citizen participation programs.


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There was targeted outreach to the following populations:

Low‐ and moderate‐ income persons;

Residents of slum and blighted areas, predominantly low‐ and moderate‐income neighborhoods, and neighborhoods and areas where CDBG funds are proposed to be used;

Minorities;

Non‐English speaking persons;

Persons with disabilities;

Public housing residents and other low‐income residents of targeted revitalization areas in which public housing developments are located; and,

Local and regional institutions, businesses, developers, nonprofit organizations, philanthropic organizations, and community‐based and faith‐based organizations.

A Display ad was placed in the Anchorage Daily News on August 9, 2013 to announce the beginning of the 2014 AP process, public hearings, and the comment period.

A discussion with the opportunity for public comment to gather ideas for the 2014 AP was held at the regularly scheduled HCOSH meeting on August 14, 2013.

A second Display ad was placed in the Anchorage Daily News on August 27, 2013 to announce the availability of the Draft 2014 AP, the September 4th public hearing, and the comment period.

Comments on the draft 2014 Action Plan were accepted from August 27, 2013 ‐ 9:00 AM September 26, 2013. A public hearing was held at the August 14, 2013 meeting of the HCOSH held between 3:00 PM to 4:00 PM in the Department of Health and Human Services Conference Room 423, 825 L Street. A second public hearing was held at the September 4th HAND meeting, from 4:00 PM to 5:30 PM at the Assembly Conference Room, 632 W. 6th Avenue, 1st Floor, Room 155. A third public hearing was held at the Sept. 11th regular meeting of the HCOSH. Copies of the draft plan were available at the Municipal Department of Health and Human Services (DHHS), Public Health Initiatives and Partnerships Division, Community Safety and Development (CSD), at 825 L Street, Room 506, and through the CSD web site at:

http://www.muni.org/Departments/health/services/neighborhoods/PlansAndReports/Pages/ActionPlans.aspx

Other locations where these publications could be found were at the Loussac Library, Alaska Housing Finance Corporation, Cook Inlet Housing Authority, and NeighborWorks Anchorage.

The MOA’s CSD worked in collaboration with the HAND Commission and HCOSH to draft and take public input and comment on the new Plan.

A summary of public comments are included below and were considered in drafting and making revisions to the AP. A final public hearing on the 2013‐2017 CP was held before the Anchorage Municipal Assembly in Sept. 2013.

ES ‐ HAND and HCOSH Page 1 of 3


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5. Summary of public comments

This could be a brief narrative summary or reference an attached document from the Citizen Participation section of the Con Plan.

Summary of public comments on the AP that were received during the August 14, 2013 Public Hearing.

Ron Alleva, owner broker, auctioneer for Grubstake Auction requests no federal monies be awarded to the section of town near the Brother Francis Shelter, particularly to agencies such as the Brother Francis Shelter and Beans Café.

Megan Young, Standing Together Against Rape requests federal dollars be awarded for services and housing for persons and families facing the threat of homelessness due to sexual violence.

Victoria Cortez, Standing Together Against Rape requests federal funding to assist sexual assault victims who become homeless as a result of victimization.

Brian Shelton‐Kelley, NeighborWorks Anchorage requests federal dollars for two projects. Specifically, a $400,000 award in the 2014 Action Plan for the Minor Repair Program and $200,000 for the ANCHOR Home Loan Program. Lastly, NeighborWorks encourage funding and support for rental housing development for priority populations identified in the 2013‐2017 Consolidated Plan.

Gary Wells of the Older Persons Action Group – Mr. Wells requested an award of $410,920 to purchase office space for the Older Persons Action Group.

Summary of public comments on the AP that were received during the September 4, 2013 Public Hearing.

Susan Bomalaski, Catholic Social Services stated that Catholic Social Services supports the priorities for the CDBG Public Service funding. Particularly for monies awarded to the Brother Francis Shelter. Ms. Bomalaski provided information about Brother Francis Shelter and Bean’s Café.

Ellen Kazary, RurAL CAP gave an overview of the Housing First Case Manager position which the 2013 CDBG Public Service monies would fund.

Jim Davis, Alaska Legal Services spoke on behalf of Alaska Legal Services in favor of the 2013 CDBG Public Service funding and priority setting.

Jennifer Smerud, Anchorage Community Mental Health Services talked about the Pathways to Recovery Program and expressed her agency’s support to support case managers with 2013 CDBG Public Service funding.


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Brian Shelton‐Kelly, NeighborWorks expressed NeighborWorks support for some of the projects listed or included in the 2014 Action Plan. He pointed out that he thought perhaps, one particular or potential issue with the rental development plan is the allocation of that much CDBG funds towards rental development. He thought a portion of the CDBG allocation could be programmed to other needs identified in that Comprehensive Plan or Consolidated Plan like the Minor Repair Program. He would like 400,000 of CDBG be directed toward the Minor Repair Program in the 2014 Plan instead of the Rental Development Program.

Carrie Longoria, DHHS spoke for the record on behalf of Lynda Meyer on the Emergency Solutions Grant. She spoke about the program and proposed funding. Lynda Meyer, MOA – By email read out for the record, recommends Emergency Solutions Grant monies distribution that reflects approximately $40,000 for homeless prevention and $76,920 for rapid re‐housing. Ms. Meyer’s recommendation is based on HUD’s focus in those two areas of service.

Summary of public comments on the AP that were received during the September 11, 2013 Public Hearing.

Melinda Freemon, RurAL CAP spoke as an individual thanked the committee, the broader committee of the HAND Commission, and the representatives of organizations that need continued funding to do basic services. She spoke about the needs and partnerships.

Summary of public comments on the CP and AP that were received by e‐mail.

No written comments were received and no comments were received by e‐mail.

6. Summary of comments or views not accepted and the reasons for not accepting them

Comments or views not accepted from the Aug. 14, 2013 Public Hearing (PH)

Request (Req): Ron Alleva requests no Federal monies be given to the section of town near the Brother Francis Shelter (BFS), particularly to agencies such as the BFS and Beans Café. Response: (Res) PS funds are dedicated for the BFS because of the documented high need for emergency shelter bed space for individuals.

Req: Megan Young, Standing Together Against Rape (STAR) requests funding to assist persons and families who have been harmed by sexual assault and become homeless or to prevent homelessness. Res: In this AP, other programs/activities (p/a) were considered higher priority; however, sexual assault has been identified as a “high” priority in the CP and will be given due consideration in the next AP.

Req: Victoria Cortez, STAR requested federal monies to support individuals and families who have become homeless as a result of sexual assault. Res: In this AP, other p/a were considered higher priority; however, sexual assault has been identified as a “high” priority in the CP and will be given due consideration in the next AP.

Req: Brian Shelton‐Kelley, NeighborWorks Anchorage (NWA) recommended funding in the 2014 AP for two projects; $400,000 for the Minor Repair Program (MRP) and $200,000 for the ANCHOR Home Loan Program. Lastly, NeighborWorks encouraged funding and support for rental housing development for those priority populations identified in the CP. Res: There were other p/a that were considered higher priority and there is a lack of available funding. Rental Development is considered the highest priority for the 2013‐2017 CP. The MRP still has the $400,000 programmed in the 2013 AP, which is under review and approval by the local HUD office.

Req: Gary Wells of the Older Persons Action Group (OPAG) – Mr. Wells requested $410,920 in federal funds under the AP to purchase office space for the OPAG. Res: There were other p/a that were considered higher priority and there is a lack of available funding. Rental Development is considered the highest priority for the 2013‐2017 CP and the CP also recognizes the need to house


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the elderly and extra elderly This type of request to serve a “high” priority population will be given due consideration in the next AP.

Req: Lynda Meyer, MOA/DHHS – By email read out for the public record, recommended that about $24,000 of the Emergency Solutions Grant monies go towards homeless prevention; as well as another $24,000 go to Rapid Rehousing. She believes this direction is more consistent with HUD goal to assist the homeless and at‐risk of homelessness individuals and families. Res: CSD worked with the DHHS and both areas (Homeless Prevention and Rapid Rehousing) will be funded under ESG.

Note: It is a possibility that the 2014 AP may be amended to reprogram $400,000 from rental development to another capital project or projects.

Comments or views not accepted from the Sept. 4, 2013 Public Hearing

Req: Brian Shelton‐Kelly, NWA pointed out that he thought perhaps, one particular or potential issue with the rental development plan is the allocation of that much CDBG funds towards rental development. He thought a portion of the CDBG allocation could be programmed to other needs identified in that Comprehensive Plan or Consolidated Plan like the Minor Repair Program. He would like 400,000 of CDBG be directed toward the Minor Repair Program in the 2014 Plan instead of the Rental Development Program. Res: There is a possibility that a substantial amendment may be forwarded to move $400,000 of 2014 CDBG funds from rental development to other projects.

Comments or views not accepted from the Sept. 11, 2013 Public Hearing There were no comments or views from the Sept. 11, 2013 Public Hearing that were not accepted.

7. Summary

The MOA receives HUD monies for CDBG, HOME, and ESG. In collaboration with the community, the MOA determined the most pressing needs in the community and developed effective, data‐based and market‐driven strategies to address the high priority needs. The MOA is required to submit a 5‐year Consolidated Plan (CP) to HUD to be eligible to receive these funds as well as develop an Action Plan to expend monies for each calendar year. As evidenced by the CP, there are many needs in the Anchorage community. The MOA will work with the community to prioritize those needs with available funding for each year. The CP requires a related AP and Consolidated Action Performance Evaluation Review (CAPER) for each year of funding and accomplished activities. This AP is the 2nd AP of the 5‐year CP.


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PR‐05 Lead & Responsible Agencies – 91.200(b)

1. Agency/entity responsible for preparing/administering the Consolidated Plan

Describe the agency/entity responsible for preparing the Consolidated Plan and those responsible for administration of each grant program and funding source.

Agency Role Name Department/Agency

Lead Agency ANCHORAGE

CDBG Administrator

HOPWA Administrator

HOME Administrator

HOPWA‐C Administrator

Table 1 – Responsible Agencies

Narrative (optional)

Community Safety and Development, Public Health Initiatives and Partnerships Division, Department of Health and Human Services, Municipality Of Anchorage is responsible for preparing/administering the Consolidated Plan.

Consolidated Plan Public Contact Information

Mailing Address: Community Safety and Development Public Health Initiatives and Partnerships Division Department of Health and Human Services P.O. Box 196650 Anchorage, AK 99519‐6650.

Physical Address: 825 L Street, Suite 506 Community Safety and Development Public Health Initiatives and Partnerships Division Department of Health and Human Services

Phone: Carrie Longoria at 907‐343‐4876 James Boehm at 907‐343‐4285

Electronic Addresses: Fax number: 907‐249‐7858 E‐mail: [email protected] E‐mail: [email protected]


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AP‐10 Consultation – 91.100, 91.200(b), 91.215(l)

1. Introduction

Part 91, Subpart B—Citizen Participation and Consultation, Section 91.100 of the Code of Federal Regulations instructs the MOA of the need to consult with other public and private agencies that provide assisted housing, health services, and social services during the preparation of the Consolidated Plan and Action Plans. AP‐10 furnishes a summary of MOA activities to enhance coordination between these entities, describe the coordination with the Anchorage and the State of Alaska, and bring to light the entities and agencies that participated in the process or with whom the Municipality consulted. It goes on to impart how the agencies/groups/organizations were consulted, the anticipated outcomes, or the areas for improved coordination. Then it identifies agencies not consulted, providing an explanation on the lack for consultation.

CSD published two display ads in the Anchorage Daily News for the Draft 2014 Action Plan to obtain guidance, data, and comments. CSD also sent notice by e‐mail that review drafts were available on the web, on CD, and hard copy. E‐mails were sent to the CSD e‐mail list, including all the agencies/groups.

Provide a concise summary of the jurisdiction’s activities to enhance coordination between public and assisted housing providers and private and governmental health, mental health and service agencies (91.215(l))

CSD consulted with public and assisted housing providers and private and governmental health, mental health and service agencies by e‐mail, phone, in person, and by the web. CSD is part the Department of Health and Human Services, Public Health Initiatives and Partnerships Division of the Municipality. CSD held several public meetings in collaboration with the HAND Commission and its Oversight Subcommittee on Homelessness.

Describe consultation with the Continuum(s) of Care that serves the jurisdiction's area in determining how to allocate ESG funds, develop performance standards for and evaluate outcomes of projects and activities assisted by ESG funds, and develop funding, policies and procedures for the operation and administration of HMIS

In accordance with the HEARTH Act, HUD during 2012 HUD issued regulations for the Emergency Solutions Grants program. The change was to focus from addressing the needs of homeless people in emergency or transitional shelters to assisting people to quickly regain stability in permanent housing after experiencing a housing crisis or homelessness. Additionally, this changed the corresponding amendments to the Consolidated Plan regulations and codified into law the Continuum of Care planning process to assist homeless persons by providing coordination in responding to their needs.

The MOA is the recipient of ESG funds and began consultation with all CoC members in March 2012, which included the HAND Commission, its Oversight Subcommittee on Homelessness, the Anchorage Coalition to End Homelessness and private interested citizens. The HAND Commission held public hearings to determine the best distribution of ESG funds that would have optimal impact. It was determined the MOA would work with CSS to fund the Beyond Shelter Program, which is based on the Rapid Re‐Housing Model. Also, the ESG monies would assist CSS to serve homeless populations previously funded with CoC monies. The FY2012 CoC application outlines the plan and distribution of ESG funds. Homeless Prevention services will be delivered through Emergency Outreach Services, co‐located with the Aging and Disability Resource Center, within the Department of Health and Human Services. It will be the responsibility of the sub‐grantees in collaboration with the CoC to continually evaluate program results, successes, problems and needs in order to change, refine, and update standards and policies for future funding. ESG funds can be used for five program components: street outreach, emergency shelter, homelessness prevention, rapid re‐housing assistance and HMIS, as well as administrative activities.

The CoC FY2012 grant application also shows the AKHMIS will continue to be administered by the MOA and related policies and procedures are already in operation. Funding development for AKHMIS is being handled by DHHS and AHFC management.

Describe consultation with the Continuum(s) of Care that serves the State in determining how to allocate ESG funds, develop performance standards for and evaluate outcomes of projects and activities assisted by ESG funds, and develop funding, policies and procedures for the operation and administration of HMIS

NA


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2. Describe Agencies, groups, organizations and others who participated in the process and describe the jurisdiction’s consultations with housing, social service agencies and other entities


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Agency/Group/Organization ANCHORAGE

Agency/Group/Organization Type Services‐Children Services‐Elderly Persons Services‐Persons with Disabilities Services‐Persons with HIV/AIDS Services‐Victims of Domestic Violence Services‐homeless Health Agency Other government ‐ Local

What section of the Plan was addressed by Consultation?

Housing Need Assessment Homeless Needs ‐ Chronically homeless Homeless Needs ‐ Families with children Homelessness Needs ‐ Veterans Homelessness Needs ‐ Unaccompanied youth Homelessness Strategy Non‐Homeless Special Needs Market Analysis Economic Development Anti‐poverty Strategy Lead‐based Paint Strategy

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Briefly describe how the Agency/Group/Organization was consulted. What are the anticipated outcomes of the consultation or areas for improved coordination?

CSD consulted with all Departments/Divisions/Sections through e‐mails and phone calls. CSD also obtained information from the Muni web sites. The anticipated outcomes of the consultation were to improve coordination with all city departments and to include their input in the Consolidated Plan and Action Plan.

Agency/Group/Organization ALASKA LEGAL SERVICES

Agency/Group/Organization Type Housing Services‐Children Services‐homeless

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Homeless Needs ‐ Families with children Market Analysis


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Alaska Legal Services (ALS) was consulted by e‐mail. ALS has received CDBG Public Service funding in the past so that they could provide direct assistance to homeless and near homeless families with children regarding issues that are critical to preventing homelessness. Such legal assistance is aimed at immediately increasing an at‐risk family's safety and stability by keeping or securing housing, obtaining orders of protection and assisting with income maintenance issues such as securing child support and public benefits. The anticipated outcomes of the consultation were to improve coordination and to include their input in the Consolidated Plan and Action Plan.

Agency/Group/Organization ANCHORAGE COMMUNITY LAND TRUST

Agency/Group/Organization Type Housing Services‐Education Services‐Employment


Market Analysis Economic Development

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Anchorage Community Land Trust (ACLT) was consulted by e‐mail. Their mission is to partner with Anchorage neighborhoods to develop healthy and prosperous communities promoting investment opportunities and sustainable revitalization. ACLT is best described as a hybrid that works as both a land trust and community development organization and since inception, their real estate and community development activities have been solely focused in Mountain View where they leverage private and public resources to acquire and redevelop commercial properties that are strategic to neighborhood revitalization and facilitate grass‐roots efforts that residents identify as important to improving their quality of life. The anticipated outcomes of the consultation were to improve coordination and to include their input in the Consolidated Plan and Action Plan.

Agency/Group/Organization ANCHORAGE HOUSING INITIATIVES

Agency/Group/Organization Type Housing Services‐Persons with Disabilities

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Housing Need Assessment Non‐Homeless Special Needs Market Analysis


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Anchorage Housing Initiatives (AHI) was consulted by e‐mail. AHI has received HOME funding in the past for the development of housing for persons with disabilities. The anticipated outcomes of the consultation were to improve coordination and to include their input in the Consolidated Plan and Action Plan.

Agency/Group/Organization ALASKA HOUSING FINANCE CORP

Agency/Group/Organization Type Housing PHA


Housing Need Assessment Public Housing Needs Homeless Needs ‐ Chronically homeless Homeless Needs ‐ Families with children Homelessness Needs ‐ Veterans Homelessness Needs ‐ Unaccompanied youth Homelessness Strategy Market Analysis

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Alaska Housing Finance Corporation (AHFC) was consulted by e‐mail and phone. AHFC is the public housing authority for the Municipality of Anchorage, as well as the State of Alaska. They are involved in many housing actives and housing projects in Anchorage. They are also involved with the Continuum of Care and efforts to address the needs of homeless persons and persons at risk of homelessness. The anticipated outcomes of the consultation were to improve coordination and to include their input in the Consolidated Plan and Action Plan. AHFC is the Public Housing agency in the Municipality. AHFC provided information for the CP.

Agency/Group/Organization ANCHORAGE LITERACY PROJECT 6

Agency/Group/Organization Type Housing Services‐Elderly Persons Services‐Persons with Disabilities Services‐homeless Services‐Education Services‐Employment


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Housing Need Assessment Homeless Needs ‐ Chronically homeless Homeless Needs ‐ Families with children Homelessness Needs ‐ Unaccompanied youth Homelessness Strategy Non‐Homeless Special Needs Market Analysis Economic Development Anti‐poverty Strategy


Anchorage Literacy Project was contacted by e‐mail. They have received CDBG Public Service funding in the past. The anticipated outcomes of the consultation were to improve coordination and to include their input in the Consolidated Plan and Action Plan.

Agency/Group/Organization ANCHORAGE SENIOR CENTER

Agency/Group/Organization Type Housing Services‐Elderly Persons Services‐Persons with Disabilities Services‐Education Services‐Employment


Housing Need Assessment Non‐Homeless Special Needs Market Analysis Anti‐poverty Strategy

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CSD contacted the Anchorage Senior Center by e‐mail and phone. CSD Staff conducted two presentations on the Consolidated Plan at the Senior Center. Several seniors completed the priority needs survey during the presentations. The anticipated outcomes of the consultation were to improve coordination and to include their input in the Consolidated Plan and Action Plan.

Agency/Group/Organization Abused Women's Aid in Crisis (AWAIC) 8

Agency/Group/Organization Type Housing Services‐Victims of Domestic Violence Services‐homeless


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Market Analysis


CSD contacted AWAIC by e‐mail and phone. CSD Staff conducted two presentations on the Consolidated Plan at AWAIC. Several people completed the priority needs survey during the presentations. The anticipated outcomes of the consultation were to improve coordination and to include their input in the Consolidated Plan and Action Plan. This organization is also a member of the CoC.

Agency/Group/Organization Access Alaska Inc.

Agency/Group/Organization Type Services‐Persons with Disabilities


Market Analysis

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CSD contacted Access Alaska by e‐mail and phone. CSD Staff conducted a presentation on the Consolidated Plan at the Access Alaska. Several people completed the priority needs survey. The anticipated outcomes of the consultation were to improve coordination and to include their input in the Consolidated Plan and Action Plan.

Agency/Group/Organization AK Cares

Agency/Group/Organization Type Services‐Children Services‐Victims of Domestic Violence Services‐Health Provides sexual and physical abuse evaluations for children


Market Analysis

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CSD contacted Alaska Cares by e‐mail and phone. CSD Staff conducted a presentation on the Consolidated Plan at Alaska Cares. Several people completed the priority needs survey. The anticipated outcomes of the consultation were to improve coordination and to include their input in the Consolidated Plan and Action Plan

Agency/Group/Organization Akeela Inc. 11

Agency/Group/Organization Type Services‐Persons with Disabilities Services‐Health


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Market Analysis


CSD contacted Akeeka Inc. by e‐mail. The anticipated outcomes of the consultation were to improve coordination and to include their input in the Consolidated Plan and Action Plan.

Agency/Group/Organization Alaska Center for the Blind and Visually Impaired

Agency/Group/Organization Type Services‐Persons with Disabilities Services‐Education Services‐Employment


Non‐Homeless Special Needs Market Analysis Economic Development

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CSD contacted Alaska Center for the Blind and Visually Impaired by e‐mail. The anticipated outcomes of the consultation were to improve coordination and to include their input in the Consolidated Plan and Action Plan.

Agency/Group/Organization Alaska Children's Services

Agency/Group/Organization Type Housing Services‐Children Services‐Persons with Disabilities Services‐Education Services‐Employment


Homelessness Needs ‐ Unaccompanied youth Market Analysis

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CSD contacted Alaska Children's Services by e‐mail. The anticipated outcomes of the consultation were to improve coordination and to include their input in the Consolidated Plan and Action Plan.


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Agency/Group/Organization Alaska Chadux Corporation

Agency/Group/Organization Type Services‐Education Oil spill response


Market Analysis

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CSD contacted Alaska Chadux Corporation by e‐mail. The anticipated outcomes of the consultation were to improve coordination and to include their input in the Consolidated Plan and Action Plan.

Agency/Group/Organization ALASKA COMMUNITY DEVELOPMENT CORP

Agency/Group/Organization Type Housing Services‐Education


Market Analysis

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CSD contacted Alaska Community Development by e‐mail. The anticipated outcomes of the consultation were to improve coordination and to include their input in the Consolidated Plan and Action Plan.

Agency/Group/Organization Alaska AIDS Assistance Association

Agency/Group/Organization Type Services‐Persons with HIV/AIDS


Housing Need Assessment Homelessness Strategy Non‐Homeless Special Needs Market Analysis

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CSD contacted 4A's by e‐mail. The anticipated outcomes of the consultation were to improve coordination and to include their input in the Consolidated Plan and Action Plan.


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Agency/Group/Organization Alaska Health Fair, Inc.

Agency/Group/Organization Type Services‐Children Services‐Elderly Persons Services‐Health Health Agency


Housing Need Assessment Market Analysis

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CSD contacted Alaska Health Fair, Inc. by e‐mail. The anticipated outcomes of the consultation were to improve coordination and to include their input in the Consolidated Plan and Action Plan.

Agency/Group/Organization Alaska Mental Health Trust

Agency/Group/Organization Type Services‐Persons with Disabilities Services‐Health Services‐Education Health Agency


Housing Need Assessment Homeless Needs ‐ Chronically homeless Homeless Needs ‐ Families with children Homelessness Needs ‐ Veterans Homelessness Needs ‐ Unaccompanied youth Homelessness Strategy Non‐Homeless Special Needs Market Analysis

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CSD contacted Alaska Mental Health Trust by e‐mail. The anticipated outcomes of the consultation were to improve coordination and to include their input in the Consolidated Plan and Action Plan.


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Agency/Group/Organization Anchorage Community Mental Health Services, Inc.

Agency/Group/Organization Type Services‐Children Services‐Elderly Persons Services‐Persons with Disabilities Services‐Health Services‐Education Health Agency



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CSD contacted Anchorage Community Mental Health Services, Inc. by e‐mail. The anticipated outcomes of the consultation were to improve coordination and to include their input in the Consolidated Plan and Action Plan.

Agency/Group/Organization Anchorage Neighborhood Health Center

Agency/Group/Organization Type Services‐Children Services‐Elderly Persons Services‐Persons with Disabilities Services‐Persons with HIV/AIDS Services‐Health Health Agency



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CSD contacted Anchorage Neighborhood Health Center by e‐mail. The anticipated outcomes of the consultation were to improve coordination and to include their input in the Consolidated Plan and Action Plan.


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Agency/Group/Organization Anchorage School Board

Agency/Group/Organization Type Services‐Children Services‐Victims of Domestic Violence Services‐homeless Services‐Health Services‐Education


Public Housing Needs Homeless Needs ‐ Families with children Market Analysis

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CSD contacted the Anchorage School Board by e‐mail. The anticipated outcomes of the consultation were to improve coordination and to include their input in the Consolidated Plan and Action Plan.

Agency/Group/Organization Anchorage School District

Agency/Group/Organization Type Housing Services‐Children Services‐Victims of Domestic Violence Services‐homeless Services‐Health Services‐Education


Housing Need Assessment Homeless Needs ‐ Families with children Market Analysis Economic Development

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CSD contacted the Anchorage School District by e‐mail. The anticipated outcomes of the consultation were to improve coordination and to include their input in the Consolidated Plan and Action Plan.


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Agency/Group/Organization ARC of Anchorage

Agency/Group/Organization Type Services‐Children Services‐Elderly Persons Services‐Persons with Disabilities Services‐Persons with HIV/AIDS Services‐homeless Services‐Health Services‐Education


Housing Need Assessment Homeless Needs ‐ Chronically homeless Homelessness Needs ‐ Veterans Homelessness Needs ‐ Unaccompanied youth Non‐Homeless Special Needs Market Analysis

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CSD contacted ARC of Anchorage by e‐mail. The anticipated outcomes of the consultation were to improve coordination and to include their input in the Consolidated Plan and Action Plan.

Agency/Group/Organization Brother Francis Shelter

Agency/Group/Organization Type Services‐Elderly Persons Services‐Persons with Disabilities Services‐Persons with HIV/AIDS Services‐homeless


Housing Need Assessment Homeless Needs ‐ Chronically homeless Homeless Needs ‐ Families with children Homelessness Needs ‐ Veterans Homelessness Needs ‐ Unaccompanied youth Homelessness Strategy

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CSD contacted Brother Francis Shelter by e‐mail. The anticipated outcomes of the consultation were to improve coordination and to include their input in the Consolidated Plan and Action Plan.


21


Agency/Group/Organization Campfire USA Alaska Council

Agency/Group/Organization Type Services‐Children Services‐Persons with Disabilities Services‐Health Services‐Education



25


CSD contacted the Campfire USA Alaska Council by e‐mail. The anticipated outcomes of the consultation were to improve coordination and to include their input in the Consolidated Plan and Action Plan.

Agency/Group/Organization Catholic Social Services

Agency/Group/Organization Type Housing Services‐Children Services‐Elderly Persons Services‐Persons with Disabilities Services‐homeless Services‐Education



26


CSD contacted CSS by e‐mail. The anticipated outcomes of the consultation were to improve coordination and to include their input in the Consolidated Plan and Action Plan.


22


Agency/Group/Organization Center for Drug Problems

Agency/Group/Organization Type Services‐Children Services‐Elderly Persons Services‐Persons with Disabilities Services‐Victims of Domestic Violence Services‐homeless Services‐Education


Housing Need Assessment Homeless Needs ‐ Chronically homeless Homelessness Needs ‐ Veterans Homelessness Needs ‐ Unaccompanied youth Homelessness Strategy Market Analysis

27


CSD contacted the Center for Drug Problems by e‐mail. The anticipated outcomes of the consultation were to improve coordination and to include their input in the Consolidated Plan and Action Plan.

Agency/Group/Organization Child in Transition/Homeless Project

Agency/Group/Organization Type Services‐Children Services‐homeless Services‐Education


Housing Need Assessment Homeless Needs ‐ Chronically homeless Homeless Needs ‐ Families with children Homelessness Needs ‐ Unaccompanied youth Homelessness Strategy Non‐Homeless Special Needs Market Analysis

28


CSD contacted the Child in Transition/Homeless Project by e‐mail. The anticipated outcomes of the consultation were to improve coordination and to include their input in the Consolidated Plan and Action Plan.


23


Agency/Group/Organization COVENANT HOUSE ALASKA

Agency/Group/Organization Type Housing Services‐Children Services‐Persons with Disabilities Services‐Persons with HIV/AIDS Services‐Victims of Domestic Violence Services‐homeless Services‐Education


Housing Need Assessment Homeless Needs ‐ Chronically homeless Homelessness Needs ‐ Unaccompanied youth Homelessness Strategy Market Analysis

29


CSD contacted CHA by e‐mail. The anticipated outcomes of the consultation were to improve coordination and to include their input in the Consolidated Plan and Action Plan.

Agency/Group/Organization Food Bank of Alaska 30

Agency/Group/Organization Type Services‐Children Services‐Elderly Persons Services‐Persons with Disabilities Services‐Persons with HIV/AIDS Services‐Victims of Domestic Violence Services‐homeless Services‐Education


24



Housing Need Assessment Homeless Needs ‐ Chronically homeless Homeless Needs ‐ Families with children Homelessness Needs ‐ Veterans Homelessness Needs ‐ Unaccompanied youth Homelessness Strategy Non‐Homeless Special Needs Market Analysis Economic Development


CSD contacted the Food Bank of Alaska by e‐mail. The anticipated outcomes of the consultation were to improve coordination and to include their input in the Consolidated Plan and Action Plan.

Agency/Group/Organization HABITAT FOR HUMANITY

Agency/Group/Organization Type Housing Services‐Children Services‐Elderly Persons Services‐Persons with Disabilities Services‐homeless Service‐Fair Housing


Housing Need Assessment Homeless Needs ‐ Chronically homeless Homeless Needs ‐ Families with children Homelessness Needs ‐ Veterans Homelessness Needs ‐ Unaccompanied youth Homelessness Strategy Market Analysis

31


CSD contacted the Habitat for Humanity by e‐mail. The anticipated outcomes of the consultation were to improve coordination and to include their input in the Consolidated Plan and Action Plan.


25


Agency/Group/Organization Home Accessibilities

Agency/Group/Organization Type Housing Services‐Children Services‐Elderly Persons Services‐Persons with Disabilities Services‐Education



32


CSD contacted the Home Accessibilities by e‐mail. The anticipated outcomes of the consultation were to improve coordination and to include their input in the Consolidated Plan and Action Plan.

Agency/Group/Organization Hope Community Resources

Agency/Group/Organization Type Housing Services‐Children Services‐Elderly Persons Services‐Persons with Disabilities Services‐homeless Services‐Education



33


CSD contacted Hope Community Resources by e‐mail. The anticipated outcomes of the consultation were to improve coordination and to include their input in the Consolidated Plan and Action Plan.


26


Agency/Group/Organization KPB Architects

Agency/Group/Organization Type Housing Services‐Children Services‐Elderly Persons Services‐Persons with Disabilities Services‐homeless



34


CSD contacted KPB Architects by e‐mail. The anticipated outcomes of the consultation were to improve coordination and to include their input in the Consolidated Plan and Action Plan.

Agency/Group/Organization Muldoon Safe Harbor Inn

Agency/Group/Organization Type Housing Services‐Children Services‐Elderly Persons Services‐Persons with Disabilities Services‐Persons with HIV/AIDS Services‐Victims of Domestic Violence Services‐homeless



35


CSD contacted Muldoon Safe Harbor Inn by e‐mail. The anticipated outcomes of the consultation were to improve coordination and to include their input in the Consolidated Plan and Action Plan.


27


Agency/Group/Organization NEIGHBORWORKS ANCHORAGE

Agency/Group/Organization Type Housing Services‐Children Services‐Elderly Persons Services‐Persons with Disabilities Services‐Persons with HIV/AIDS Services‐Victims of Domestic Violence Services‐homeless Services‐Education


Housing Need Assessment Public Housing Needs Homeless Needs ‐ Chronically homeless Homeless Needs ‐ Families with children Homelessness Needs ‐ Veterans Homelessness Needs ‐ Unaccompanied youth Homelessness Strategy Non‐Homeless Special Needs

36


CSD contacted NeighborWorks by e‐mail. The anticipated outcomes of the consultation were to improve coordination and to include their input in the Consolidated Plan and Action Plan. NeighborWorks provided comments on the AP.

Agency/Group/Organization New Life Development 37

Agency/Group/Organization Type Housing Services‐Children Services‐Elderly Persons Services‐Persons with Disabilities Services‐Persons with HIV/AIDS Services‐homeless Services‐Health Services‐Education


28





CSD contacted New Life Development by e‐mail and by phone. The anticipated outcomes of the consultation were to improve coordination and to include their input in the Consolidated Plan and Action Plan.

Agency/Group/Organization Partners for Progress

Agency/Group/Organization Type Housing Services‐Elderly Persons Services‐Persons with Disabilities Services‐Persons with HIV/AIDS Services‐homeless Services‐Education



38


CSD contacted Partners for Progress Inn by e‐mail. The anticipated outcomes of the consultation were to improve coordination and to include their input in the Consolidated Plan and Action Plan.


29


Agency/Group/Organization Providence Hospital Alaska Cares

Agency/Group/Organization Type Housing Services‐Children Services‐Victims of Domestic Violence Services‐Health Services‐Education Health Agency



39


CSD contacted Providence Hospital Alaska Cares by e‐mail. The anticipated outcomes of the consultation were to improve coordination and to include their input in the Consolidated Plan and Action Plan.

Agency/Group/Organization RurAL CAP


40




30



CSD contacted RurAL CAP by e‐mail. The anticipated outcomes of the consultation were to improve coordination and to include their input in the Consolidated Plan and Action Plan. CSD did a presentation at RuRAL CAP.

Agency/Group/Organization The Salvation Army (TSA)




41


CSD contacted Salvation Army, Alaska by e‐mail and by phone. The anticipated outcomes of the consultation were to improve coordination and to include their input in the Consolidated Plan and Action Plan.

Agency/Group/Organization SHILOH COMMUNITY HOUSING 42

Agency/Group/Organization Type Housing Services‐Children Services‐Persons with Disabilities Services‐homeless Services‐Education Services‐Employment


31



Housing Need Assessment Homeless Needs ‐ Families with children Homelessness Needs ‐ Unaccompanied youth Non‐Homeless Special Needs Market Analysis


CSD contacted Shiloh Community Housing, Inc. by e‐mail. The anticipated outcomes of the consultation were to improve coordination and to include their input in the Consolidated Plan and Action Plan.

Agency/Group/Organization Southcentral Foundation

Agency/Group/Organization Type Housing Services‐Children Services‐Elderly Persons Services‐Persons with Disabilities Services‐homeless Services‐Health Services‐Education Services‐Employment


Housing Need Assessment Homeless Needs ‐ Families with children Market Analysis

43


CSD contacted Southcentral Foundation by e‐mail. The anticipated outcomes of the consultation were to improve coordination and to include their input in the Consolidated Plan and Action Plan.

Agency/Group/Organization Special Olympics Alaska

Agency/Group/Organization Type Services‐Children Services‐Persons with Disabilities Services‐Education

44


Market Analysis


32



CSD contacted Special Olympics Alaska by e‐mail. The anticipated outcomes of the consultation were to improve coordination and to include their input in the Consolidated Plan and Action Plan.

Agency/Group/Organization Standing Together Against Rape

Agency/Group/Organization Type Housing Services‐Children Services‐Elderly Persons Services‐Persons with Disabilities Services‐Persons with HIV/AIDS Services‐Victims of Domestic Violence Services‐homeless Services‐Health Services‐Education


Housing Need Assessment Homeless Needs ‐ Chronically homeless Homeless Needs ‐ Families with children Homelessness Needs ‐ Veterans Homelessness Needs ‐ Unaccompanied youth Homelessness Strategy Non‐Homeless Special Needs Market Analysis Economic Development

45


CSD contacted STAR by e‐mail. The anticipated outcomes of the consultation were to improve coordination and to include their input in the Consolidated Plan and Action Plan


33


Agency/Group/Organization The Alaska Veterans Foundation

Agency/Group/Organization Type Housing Services‐Elderly Persons Services‐Persons with Disabilities Services‐Persons with HIV/AIDS Services‐homeless Services‐Education



46


CSD contacted The Alaska Veterans Foundation by e‐mail. The anticipated outcomes of the consultation were to improve coordination and to include their input in the Consolidated Plan and Action Plan.

Agency/Group/Organization United Way of Anchorage

Agency/Group/Organization Type Housing Services‐Children Services‐Elderly Persons Services‐Persons with Disabilities Services‐homeless Services‐Health Services‐Education

47


Housing Need Assessment Homeless Needs ‐ Chronically homeless Homeless Needs ‐ Families with children Homelessness Needs ‐ Unaccompanied youth Homelessness Strategy Non‐Homeless Special Needs


34



CSD contacted the United Way by e‐mail. The anticipated outcomes of the consultation were to improve coordination and to include their input in the Consolidated Plan and Action Plan.

Agency/Group/Organization Veterans Administration

Agency/Group/Organization Type Housing Services‐Elderly Persons Services‐Persons with Disabilities Services‐Persons with HIV/AIDS Services‐homeless Services‐Education Other government ‐ Federal



48


CSD contacted the VA by e‐mail. The anticipated outcomes of the consultation were to improve coordination and to include their input in the Consolidated Plan and Action Plan.

Agency/Group/Organization Volunteers of American Alaska 49

Agency/Group/Organization Type Housing Services‐Elderly Persons Services‐Persons with Disabilities Services‐homeless


35



Housing Need Assessment Homeless Needs ‐ Families with children Homelessness Needs ‐ Veterans Homelessness Needs ‐ Unaccompanied youth Homelessness Strategy Market Analysis


CSD contacted the Volunteers of American Alaska by e‐mail. The anticipated outcomes of the consultation were to improve coordination and to include their input in the Consolidated Plan and Action Plan.

Agency/Group/Organization Anchorage Senior Activities Center Endowment Fund

Agency/Group/Organization Type Services‐Elderly Persons Services‐Persons with Disabilities Services‐Health Services‐Education


Homelessness Strategy Non‐Homeless Special Needs Market Analysis

50


CSD contacted the Anchorage Senior Activities Center Endowment Fund by e‐mail. The anticipated outcomes of the consultation were to improve coordination and to include their input in the Consolidated Plan and Action Plan.

Agency/Group/Organization Bean's Cafe 51

Agency/Group/Organization Type Services‐Children Services‐Elderly Persons Services‐Persons with Disabilities Services‐Persons with HIV/AIDS Services‐Victims of Domestic Violence Services‐homeless


36



Housing Need Assessment Homeless Needs ‐ Chronically homeless Homeless Needs ‐ Families with children Homelessness Needs ‐ Veterans Homelessness Needs ‐ Unaccompanied youth Market Analysis


CSD contacted Bean's Cafe by e‐mail. The anticipated outcomes of the consultation were to improve coordination and to include their input in the Consolidated Plan and Action Plan.

Agency/Group/Organization Center for Human Development/UAA

Agency/Group/Organization Type Services‐Children Services‐Elderly Persons Services‐Persons with Disabilities Services‐Education


Housing Need Assessment Homeless Needs ‐ Families with children Homelessness Needs ‐ Veterans Homelessness Needs ‐ Unaccompanied youth Non‐Homeless Special Needs Market Analysis

52


CSD contacted the V Center for Human Development/UAA by e‐mail. The anticipated outcomes of the consultation were to improve coordination and to include their input in the Consolidated Plan and Action Plan.

Agency/Group/Organization Cook Inlet Housing Authority 53

Agency/Group/Organization Type Housing Services‐Children Services‐Elderly Persons Services‐homeless Service‐Fair Housing


37



Housing Need Assessment Public Housing Needs Homeless Needs ‐ Families with children Non‐Homeless Special Needs


CSD contacted Cook Inlet Housing Authority by e‐mail and by phone. The anticipated outcomes of the consultation were to improve coordination and to include their input in the Consolidated Plan and Action Plan. They provided information for the CP.

Agency/Group/Organization American Red Cross

Agency/Group/Organization Type Housing Services‐Children Services‐Elderly Persons Services‐Persons with Disabilities Services‐Persons with HIV/AIDS Services‐homeless Services‐Health



54


CSD contacted the American Red Cross by e‐mail. The anticipated outcomes of the consultation were to improve coordination and to include their input in the Consolidated Plan and Action Plan.

Agency/Group/Organization Community Council Center 55

Agency/Group/Organization Type Housing Services‐Children Services‐Elderly Persons Services‐Persons with Disabilities Services‐Education


38





CSD contacted the Community Council Center by e‐mail. The anticipated outcomes of the consultation were to improve coordination and to include their input in the Consolidated Plan and Action Plan.

Agency/Group/Organization Alaska Native Justice Center Inc.



Housing Need Assessment Homeless Needs ‐ Chronically homeless Homeless Needs ‐ Families with children Homelessness Needs ‐ Veterans Homelessness Needs ‐ Unaccompanied youth Non‐Homeless Special Needs Market Analysis

56


CSD contacted Alaska Native Justice Center Inc. by e‐mail. The anticipated outcomes of the consultation were to improve coordination and to include their input in the Consolidated Plan and Action Plan.

Agency/Group/Organization Kids' Corp. Inc. 57

Agency/Group/Organization Type Services‐Children Services‐Education


39





CSD contacted Kids' Corp. by e‐mail. The anticipated outcomes of the consultation were to improve coordination and to include their input in the Consolidated Plan and Action Plan.

Agency/Group/Organization Cultural and Recreational Services

Agency/Group/Organization Type Services‐Children Services‐Elderly Persons Services‐Education



58


CSD contacted Cultural and Recreational Services by e‐mail. The anticipated outcomes of the consultation were to improve coordination and to include their input in the Consolidated Plan and Action Plan.

Agency/Group/Organization Alaska Primary Care Association

Agency/Group/Organization Type Housing Services‐Children Services‐Elderly Persons Services‐Persons with Disabilities Services‐Persons with HIV/AIDS Services‐Health

59


Housing Need Assessment Homeless Needs ‐ Chronically homeless Homeless Needs ‐ Families with children Homelessness Needs ‐ Unaccompanied youth Non‐Homeless Special Needs Market Analysis


40



CSD contacted Alaska Primary Care Association by e‐mail. The anticipated outcomes of the consultation were to improve coordination and to include their input in the Consolidated Plan and Action Plan.

Agency/Group/Organization Alaska Regional Hospital

Agency/Group/Organization Type Services‐Children Services‐Elderly Persons Services‐Persons with Disabilities Services‐Persons with HIV/AIDS Services‐Victims of Domestic Violence Services‐Health



60


CSD contacted Alaska Regional Hospital by e‐mail. The anticipated outcomes of the consultation were to improve coordination and to include their input in the Consolidated Plan and Action Plan.

Agency/Group/Organization HUD

Agency/Group/Organization Type Housing Other government ‐ Federal

61


Housing Need Assessment Homeless Needs ‐ Chronically homeless Homeless Needs ‐ Families with children Homelessness Needs ‐ Veterans Homelessness Needs ‐ Unaccompanied youth Homelessness Strategy Non‐Homeless Special Needs Market Analysis Economic Development General Assistance


41



CSD contacted HUD by e‐mail and by phone. The anticipated outcomes of the consultation were to improve coordination and to include their input in the Consolidated Plan and Action Plan.

Agency/Group/Organization American Lung Association

Agency/Group/Organization Type Services‐Health



62


CSD contacted American Lung Association by e‐mail. The anticipated outcomes of the consultation were to improve coordination and to include their input in the Consolidated Plan and Action Plan.

Agency/Group/Organization Anchorage Citizens Coalition

Agency/Group/Organization Type Housing Planning organization


Housing Need Assessment Market Analysis Economic Development

63


CSD contacted Anchorage Citizens Coalition by e‐mail. The anticipated outcomes of the consultation were to improve coordination and to include their input in the Consolidated Plan and Action Plan.

Agency/Group/Organization Anchorage Equal Rights Commission

Agency/Group/Organization Type Housing Services‐Employment Service‐Fair Housing Other government ‐ Local

64




42



CSD contacted Anchorage Equal Rights Commission by e‐mail. The anticipated outcomes of the consultation were to improve coordination and to include their input in the Consolidated Plan and Action Plan.

Agency/Group/Organization Anchorage Rescue Mission

Agency/Group/Organization Type Housing Services‐Persons with Disabilities Services‐homeless



65


CSD contacted Anchorage Rescue Mission by e‐mail. The anticipated outcomes of the consultation were to improve coordination and to include their input in the Consolidated Plan and Action Plan.

Agency/Group/Organization Anchorage Water & Wastewater Utility

Agency/Group/Organization Type Services‐Health Other government ‐ Local


Housing Need Assessment Non‐Homeless Special Needs Market Analysis Economic Development

66


CSD contacted AWWU by e‐mail. The anticipated outcomes of the consultation were to improve coordination and to include their input in the Consolidated Plan and Action Plan.


43


Agency/Group/Organization Anchorage's Promise

Agency/Group/Organization Type Services‐Children



67


CSD contacted Anchorage's Promise by e‐mail. The anticipated outcomes of the consultation were to improve coordination and to include their input in the Consolidated Plan and Action Plan.

Agency/Group/Organization CDI‐ALASKA, INC.

Agency/Group/Organization Type Housing Business Leaders



68


CSD contacted CDI‐Alaska by e‐mail. The anticipated outcomes of the consultation were to improve coordination and to include their input in the Consolidated Plan and Action Plan.

Agency/Group/Organization Christian Health Assoc.

Agency/Group/Organization Type Services‐Health Services‐Education

69


Housing Need Assessment Homeless Needs ‐ Chronically homeless Non‐Homeless Special Needs Market Analysis


44



CSD contacted Christian Health Associates by e‐mail. The anticipated outcomes of the consultation were to improve coordination and to include their input in the Consolidated Plan and Action Plan.

Agency/Group/Organization Older Persons Action Group

Agency/Group/Organization Type Services‐Elderly Persons



70


CSD contacted OPAG by e‐mail. The anticipated outcomes of the consultation were to improve coordination and to include their input in the Consolidated Plan and Action Plan.

Agency/Group/Organization Spinell Homes

Agency/Group/Organization Type Housing



71


CSD contacted Spinelli Homes by e‐mail. The anticipated outcomes of the consultation were to improve coordination and to include their input in the Consolidated Plan and Action Plan.

Agency/Group/Organization United Methodist Women

Agency/Group/Organization Type Services‐Children Services‐Elderly Persons Services‐Persons with Disabilities Services‐homeless

72




45



CSD contacted United Methodist Women by e‐mail. The anticipated outcomes of the consultation were to improve coordination and to include their input in the Consolidated Plan and Action Plan.

Agency/Group/Organization Anchorage Museum of History and Art

Agency/Group/Organization Type Housing Services‐Children Services‐Elderly Persons Services‐Education



73


CSD contacted Anchorage Museum of History and Art by e‐mail. The anticipated outcomes of the consultation were to improve coordination and to include their input in the Consolidated Plan and Action Plan.

Agency/Group/Organization Archdiocese @ 225 Cordova

Agency/Group/Organization Type Housing Services‐Children Services‐Persons with Disabilities Services‐Persons with HIV/AIDS Services‐Victims of Domestic Violence Services‐homeless

74




46



CSD contacted Archdiocese by e‐mail. The anticipated outcomes of the consultation were to improve coordination and to include their input in the Consolidated Plan and Action Plan.

Agency/Group/Organization Carey Homes

Agency/Group/Organization Type Housing Services‐Children Services‐Elderly Persons


Housing Need Assessment Homeless Needs ‐ Families with children Market Analysis

75


CSD contacted Carey Homes by e‐mail. The anticipated outcomes of the consultation were to improve coordination and to include their input in the Consolidated Plan and Action Plan.

Agency/Group/Organization Civilian Personnel Advisory Center

Agency/Group/Organization Type Housing Services‐homeless Services‐Education Services‐Employment


Housing Need Assessment Homelessness Needs ‐ Veterans Market Analysis Economic Development

76


CSD contacted Civilian Personnel Advisory Center by e‐mail. The anticipated outcomes of the consultation were to improve coordination and to include their input in the Consolidated Plan and Action Plan.


47


Agency/Group/Organization Community Development Inc.

Agency/Group/Organization Type Housing Services‐Children Services‐Elderly Persons Services‐Persons with Disabilities Services‐Persons with HIV/AIDS Services‐Victims of Domestic Violence Services‐homeless Service‐Fair Housing


Housing Need Assessment Public Housing Needs Homeless Needs ‐ Chronically homeless Homeless Needs ‐ Families with children Homelessness Needs ‐ Veterans Homelessness Needs ‐ Unaccompanied youth Non‐Homeless Special Needs Market Analysis

77


CSD contacted CDI by e‐mail. The anticipated outcomes of the consultation were to improve coordination and to include their input in the Consolidated Plan and Action Plan.

Agency/Group/Organization HDR Alaska, Inc.

Agency/Group/Organization Type Housing Planning organization



78


CSD contacted HDR Alaska by e‐mail. The anticipated outcomes of the consultation were to improve coordination and to include their input in the Consolidated Plan and Action Plan.


48


Agency/Group/Organization McLaughlin Youth Center

Agency/Group/Organization Type Services‐Children Services‐Health Services‐Employment Other government ‐ State



79


CSD contacted Mclaughlin Youth Center by e‐mail. The anticipated outcomes of the consultation were to improve coordination and to include their input in the Consolidated Plan and Action Plan.

Agency/Group/Organization State of Alaska DHSS

Agency/Group/Organization Type Services‐Children Services‐Elderly Persons Services‐Persons with Disabilities Services‐Persons with HIV/AIDS Services‐homeless Services‐Health Services‐Education Other government ‐ State



80


CSD contacted State of Alaska, Health & Social Services by e‐mail. The anticipated outcomes of the consultation were to improve coordination and to include their input in the Consolidated Plan and Action Plan.


49


Agency/Group/Organization University of Alaska, Anchorage (Meg)

Agency/Group/Organization Type Housing Services‐Health Services‐Education



81


CSD contacted University of Alaska by e‐mail. The anticipated outcomes of the consultation were to improve coordination and to include their input in the Consolidated Plan and Action Plan.

Table 2 – Agencies, groups, organizations who participated

Identify any Agency Types not consulted and provide rationale for not consulting

CSD made every effort to include as many community members and agencies as possible to involve them in the Consolidated Plan process. There was no decision to exclude any individual, agency, department, or group.

Other local/regional/state/federal planning efforts considered when preparing the Plan

Name of Plan Lead Organization How do the goals of your Strategic Plan overlap with the goals of each plan?

Continuum of Care Anchorage Coalition to End Homelessness

There is an overlap for data driven goals, need to reduce number of homeless households with children, emphasis to provide number of beds needed for chronically homeless, importance to evaluate discharge of persons from mental health, prisoner, hospital systems and foster care to avoid homelessness.

Anchorage 10 Year Plan to End Homelessness

MOA

Common goals: Establish a centralized or coordinated assessment system, maintain the AK Homeless Management Information System to track and identify gaps in homeless services, support Project Homeless Connect, measure outcomes goals for the CoC grant application, present findings annual to the Assembly and Mayor End Homelessness.

Alaska Housing Finance Corporation (AHFC) 2013 Act

AHFC Common goals to develop affordable housing, target specific populations (victims of domestic violence, elderly, persons with disabilities), coordinate with community on use of vouchers.

Anchorage Housing Market Analysis

MOA Relationship to Strategic Plan that recognize lack of buildable land need to increase efficient land use, increase residential densities, expansion into large land holdings (Chugiak/Eagle River).


50


Name of Plan Lead Organization How do the goals of your Strategic Plan overlap with the goals of each plan?

State of Alaska, Prisoner Reentry Task Force, Five

State of Alaska, Department of Corrections

Common goal to provide affordable housing for persons leaving correctional system.

Mayor's Homeless Leadership Team

MOA Common goals to develop affordable housing, assist chronic public inebriates, support of the Cold Weather Plan, maintain/increase detox beds, support of "housing first" projects.

Mayor's Kitchen Cabinet (Work Group on Affordable

MOA

Common goals: Establish single department to act as liaison with homebuilders, coordination of comprehensive housing development, review need for code changes, research use of Tax Increment Financing, consider revision of municipal regulatory requirements, target site for large housing to develop short‐ and long‐ term sober housing units, reinstitute Pathways to Recovery Program at the Anchorage Safety Center.

Alaska VA Healthcare System

VA Common goal: Commitment to ending Veteran homelessness by the end of 2015. Aligned with understanding that, "One who has served our country should ever go without a safe, stable place to call home."

Table 3 – Other local / regional / federal planning efforts

Narrative (optional)

Summary of the jurisdiction’s activities to enhance coordination between public and assisted housing providers and private and governmental health, mental health and service agencies:

CSD consulted with public and assisted housing providers and private and governmental health, mental health and service agencies by e‐mail, phone, in person, and by the web. CSD is part the Department of Health and Human Services, Public Health Initiatives and Partnerships Division of the Municipality. CSD held several public meetings in collaboration with the HAND Commission and its Oversight Subcommittee on Homelessness.


51



52


AP‐12 Participation – 91.105, 91.200(c)

1. Summary of citizen participation process/Efforts made to broaden citizen participation

Summarize citizen participation process and how it impacted goal‐setting

The Consolidated Plan is a product of research, consultation, and citizen participation. The Municipality provided participation opportunities in accordance with the current Consolidated Plan’s Citizen Participation Plan, as approved by the Anchorage Assembly and HUD. The preparation of the 2014 Action Plan began with consultation with public agencies. CSD sought first to identify potential needs, services gaps and key issues on which to focus the community outreach process. CSD conducted public presentations on the Consolidated Plan, Action Plans and Community Needs Survey. The Municipality encouraged community participation in the development of the 2013 AP, 2014 AP, and the 2013 – 2017 Consolidated Plan. CSD is responsible for coordinating the citizen participation process. Community meetings were advertized in the Anchorage Daily News, a paper of general circulation and posted on the CSD website. Notices were sent out to a large e‐mail list. Presentations were made for the HAND Commission, HCOSH, and for the Anchorage Assembly. The results of the Community Needs Survey are included in the Consolidated Plan and were used to establish the needs of the community.

The Municipality Of Anchorage Citizen Participation Plan is included at the back this AP.


53


Citizen Participation Outreach

Sort Order

Mode of Outreach

Target of Outreach

Summary of response/ attendance

Summary of comments received

Summary of comments

not accepted and reasons

URL (If applicable)

1 Newspaper Ad

Minorities Non‐English Speaking ‐ Specify other language: Spanish Persons with disabilities Non‐targeted/broad community Residents of Public and Assisted Housing

A public notice was posted in the Anchorage Daily News on August 9, 2013 for the HCOSH regular public meeting and 2014 Action Plan Public Hearing on August 14, 2013.

NA NA

http://www.muni.org/ Departments/health/ services/neighborhoods/ Documents/ 2014ActionPlanAd1.pdf


54


Sort Order

Mode of Outreach

Target of Outreach



Summary of comments


URL (If applicable)

2 Public Meeting


8/14/2011 ‐ HCOSH Meeting ‐ Department of Health and Human Services Conference Room 423, 825 L Street.The hearing discussed the amount of assistance the Municipality expects to receive in 2014, the range of activities to be considered to benefit low‐ and moderate‐income persons, the priority needs of the Consolidated Plan, the five‐year strategies in the Consolidated Plan designed to address those needs, and a discussion of programs and activities necessary in the upcoming program year to carry out those strategies.

See "Summary of public comments" above.

See "Summary of comments or views not accepted" above.


55


Sort Order

Mode of Outreach

Target of Outreach



Summary of comments


URL (If applicable)

3 Newspaper Ad


A public notice was posted in the Anchorage Daily News on August 27, 2013 for the HAND Commission regular meeting on September 4, 2013 and the HCOSH regular public meeting on September 11, 2013. A Public Hearing on the Draft 2014 AP was held at both meetings. Public Comment period was August 27, 2013 ‐ 9:00 AM September 26, 2013.

NA NA

http://www.muni.org/ Departments/health/services /neighborhoods/Documents/ Draft2014%20ActionPlan SecondPublicNotice.pdf


56


Sort Order

Mode of Outreach

Target of Outreach



Summary of comments


URL (If applicable)

4 Public Meeting


9/4/2011 ‐ HAND Commission Meeting ‐ Assembly Conference Room, City Hall, 632 W. 6th Avenue, 1st Floor, Room 155.The Public Hearing was to let the public comment on the Draft 2014 AP.



http://www.muni.org/ Departments/health/services /neighborhoods/Documents/ Draft2014ActionPlan.pdf


57


Sort Order

Mode of Outreach

Target of Outreach



Summary of comments


URL (If applicable)

5 Public Meeting


9/11/2011 ‐ HCOSH Meeting ‐ Department of Health and Human Services Conference Room 423, 825 L Street.The Public Hearing was to let the public comment on the Draft 2014 AP.



http://www.muni.org/ Departments/health/services /neighborhoods/Documents/ Draft2014ActionPlan.pdf

Table 4 – Citizen Participation Outreach


58



59


Expected Resources

AP‐15 Expected Resources – 91.220(c) (1, 2)

Introduction

The Anticipated Resources that the MOA will have at its disposal over the course of the Strategic Plan is approximately $10,000,000 for CDBG, $4,000,000 for HOME, and $575,000 for ESG. Public and private agencies rely heavily on HUD funding and programs that address the broad spectrum of needs. Reduced funding for these HUD programs over the years has adversely impacted local agencies and services that rely on these monies to assist individuals and families, and affected their ability to leverage resources for state or private funding. In 2014, the Municipality expects to receive the same funding as in 2013.

The Rental Development Program is funded with CDBG and HOME funds and may leverage other private, state, local, and federal funds.


60


Priority Table

Expected Amount Available Year 1 Program Source of

Funds

Uses of Funds

Annual Allocation:

$

Program Income:

$

Prior Year Resources:

$

Total:

$

Expected Amount Available Reminder

of ConPlan

$

Narrative Description

CDBG public ‐ federal

Acquisition Admin and Planning Economic Development Housing Public Improvements Public Services

1,772,393 0 1,900,596 3,672,989 5,317,179

Prior 2013 Year projects are in the completion or completed stage. Program Year 2013 funds have not been received and projects have not started. 2014 Funding are projections. The Rental Development Program is funded with CDBG and HOME funds and may leverage other private, state, local, and federal funds. CDBG Grants provide real help for low‐income residents through community support and flexibility. CDBG funding has transformed many local ideas and designs into practical solutions. Potential leveraging sources comes from the private sector through non‐profit contributions and foundations. The State of Alaska has funding that provides person‐centered, goal‐oriented programs through a range of services and supports. Other federal programs like HUD Supportive Housing, and HOME and Brownfield Grants help complete the projects. Tax Credits help the developers receive low‐income and other tax credits which can make projects more affordable in the long run. Allowing the Municipality to create projects that fit the city’s needs bears a sense of investor confidence and personal hope. The CDBG program works to ensure decent affordable housing, services for the vulnerable through expansion of services and retention of business. In 2014, the majority of CDBG and HOME funding will be used to expand the supply of decent and affordable housing for the very low, low to moderate income families and individuals through rental development.


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Funds

Uses of Funds

Annual Allocation:

$

Program Income:

$


$

Total:

$


of ConPlan

$


HOME public ‐ federal

Acquisition Homebuyer assistance Homeowner rehab Multifamily rental new construction Multifamily rental rehab New construction for ownership TBRA

517,720 59,945 1,157,656 1,735,321 1,775,733

HOME was designed explicitly to expand the supply of decent and affordable housing for the very low, low to moderate income families and individuals. HOME assistance funding targets families that urgently need it. Nonprofit organizations that are rooted into the neighborhoods they serve represent the idea of community‐led revitalization through HOME funding. The federal government makes investments into the future of local nonprofit housing groups through community housing development organizations called CHDO. There is a 25 cent match requirement for each dollar of HOME funds spent on affordable housing. Eligible sources of a match for HOME funds include: cash, donated construction material or voluntary labor, the value of donated land or real property, investments in on or off‐site improvements, the cost of homebuyer counseling, proceeds from bond financing, the cost of supportive services provided to families living in HOME units and the value of foregone interest, taxes, fees or charges levied by public or private entities .Generally investments from State or local governments or the private sector qualify as matching contributions, whereas federal funds such as CDBG do not qualify. The Municipality has an established resale provision that safeguards the property’s continued affordability or recaptures all or part of the HOME subsidy.


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Funds

Uses of Funds

Annual Allocation:

$

Program Income:

$


$

Total:

$


of ConPlan

$


ESG public ‐ federal

Conversion and rehab for transitional housing Financial Assistance Overnight shelter Rapid re‐housing (rental assistance) Rental Assistance Services Transitional housing

124,916 0 238,043 362,959 374,748

Emergency Solutions Grant (ESG) addresses homelessness assistance, rental and utility assistance, supports basic shelter operations and essential supportive services for homeless individuals and families geared to re‐housing. ESG emphasizes the need to prevent homelessness with a continuum model to prevent people from having to enter shelters and/or to support them in the event a shelter stay is unavoidable. ESG requires a dollar for dollar match of the federal share. The statute provides that a grantee may use funds from any source including other federal source (excluding the specific statutory subtitle from which ESG funds are provided), as well as state, local and private sources, provided that funds from the other sources are not statutorily prohibited to be used as a match and that the funds are to be used for ESG eligible activities. The following are acceptable program matches: cash, value or fair rental value of any donated material or building to be used by the respondents, value of a building lease needed to house the ESG program in the proportion of the space to be used for ESG, space, telephone, furniture, secretarial, clerical support, computers, HMIS costs for the program, supervisory time spent on specific client cases, and other direct and indirect administrative/overhead costs not included in the budget and any salaries paid to staff to carry out the program.

Table 5 ‐ Expected Resources – Priority Table


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Explain how federal funds will leverage those additional resources (private, state and local funds), including a description of how matching requirements will be satisfied

The following is an overview of Federal, State, and local public and private sector resources that are expected to be available to address identified needs beginning in 2014, it is anticipated that a similar pattern of leveraging will be used for the following three years (2015‐2017).

A variety of funding resources are expected to be available to address affordable housing needs during 2014. See SP 30 Table 3 Total all Funding Sources in the CP. CSD in 2014 will continue its efforts to better coordinate housing resources with other community funders. CSD works to meet with funders such as the United Way of Anchorage, Rasmuson Foundation, and the Alaska Mental Health Trust Authority regarding housing opportunities and programming.

Of particular relevance in the 2014 Action Plan are the leveraged resources associated with the HOME Investment Partnerships Program (HOME). HOME regulations require a 25% match to HOME funds drawn down from the treasury on eligible projects (not including administrative or operating expense assistance funds). Last year, the Municipality carried‐forward over $3.9 million of Unrestricted Match. Furthermore, the Municipality has carried on its books over $7.1 million in restricted match‐credit from affordable housing bonds proceeds. However, housing bond proceeds may only be used for up to 25% of the annual match obligation. During 2014, additional match is expected to come from a variety of sources.

Affordable Housing Program

The Affordable Housing Program administered by Habitat for Humanity Anchorage will provide HOME match in the form of volunteer labor and materials for the construction of new HOME‐assisted housing for low‐income households. In its contract with the Municipality, Habitat has forecasted to complete 10 units in 2014. With an average match of over $28,000 per project, Habitat expects to recognize approximately $280,000 in Habitat match over the next year.

Tenant‐Based Rental Assistance Program

The Tenant‐Based Rental Assistance Program is being administered by Catholic Social Services and utilizes Mental Health Trust Authority funds channeled through Alaska Housing Finance Corporation’s SNHG Program. This is a rent assistance program for the homeless and hard to house. There are many barriers for the chronically homeless in permanent housing. This is a housing first pilot program.

Rental Development Program

In 2013, the Action Plan offered approximately $1.5 million in CDBG and HOME funds for a To‐Be‐Determined Rental Development Program project(s). In 2014, an additional $1,684,777 of CDBG/HOME dollars has been programmed for rental development. Historically, these types of projects have brought in significant amounts of HOME‐eligible match. In 2011, the Lumen Park project produced over $1.7 million. Because of the timing of the HOME program in 2012, Karluk Manor will record over $2.5 million in the 2013 CAPER. While the proposed 2013 and 2014 rental development projects may not come to completion in 2014, the Municipality expects a considerable sum of match when they do. Past sources of match have come from the Rasmusson Foundation and AHFC’s Special Needs Housing Grant program.

Additional sources of match may be realized over the course of the year. All sources will be reported in the 2014 Consolidated Annual Performance and Evaluation Report (CAPER).

If appropriate, describe publically owned land or property located within the jurisdiction that may be used to address the needs identified in the plan

The Municipality submitted an application for the acquisition surplus government property, approximately 131 acres located at 6721 Raspberry Road. The Municipality proposes to use a portion of the property for one or more of the following:

Campus for substance abuse treatment and support services (employment services, co‐occurring disorder


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counseling and support, etc.), including on‐site transitional housing,

Transitional housing, supportive housing, shelter plus care housing, and/or permanent housing, and/or

Work to Recovery Center.

Discussion

The Municipality will work with all housing agencies (AHFC and CIHA), as well as provider agencies to develop strategies where monies can be coordinated to support mutually identified goals and outcomes. There are many organizations and non‐profits that conduct projects, activities, and services in Anchorage that leverage other funds to assist low‐ and moderate‐income persons and households. These include Alaska Housing Finance Corporation, Cook Inlet Housing Authority, RuRAL CAP, Anchorage NeighborWorks, Habitat for Humanity, Salvation Army, Alaska Veterans Foundation, and many other.


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Annual Goals and Objectives

AP‐20 Annual Goals and Objectives ‐ 91.420, 91.220(c)(3)&(e)

Goals Summary Information

Sort Order Goal Name Start Year

End Year

Category Geographic Area

Needs Addressed Funding Goal Outcome Indicator

1 CHDO Rental Housing Development

2013 2014 Affordable Housing

Anchorage Affordable Housing ‐ Renters

CDBG: $1,152,057

HOME: $532,720

Rental units constructed: 80 Household Housing Unit

2 Public Services 2013 2014 Homeless Anchorage Public Services CDBG: $354,478 Other: 5 Other

3 Homeless Assistance and Rapid Transition Services

2013 2015 Homeless Anchorage Homeless ‐ Special Needs ‐ Subpopulations

ESG: $124,916 Homelessness Prevention: 175 Persons Assisted

Table 6 – Goals Summary REPORT


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Goal Descriptions

Goal Name CHDO Rental Housing Development 1

Goal Description Provide supportive housing for chronically homeless or other high‐priority populations.

Goal Name Public Services 2

Goal Description Community Public Services, RFP/Application

Goal Name Homeless Assistance and Rapid Transition Services 3

Goal Description ESG ‐ Engage in homeless prevention activities and essential services activities.

Estimate the number of extremely low‐income, low‐income, and moderate‐income families to whom the jurisdiction will provide affordable housing as defined by HOME 91.215(b):

More people than you might realize need affordable housing. “The economic expansion of the 1990s obscured certain trends and statistics that point to an increased, not decreased, need for affordable housing. The generally accepted definition of affordability is for a household to pay no more than 30 percent of its annual income on housing. Families who pay more than 30 percent of their income for housing are considered cost burdened and may have difficulty affording necessities such as food, clothing, transportation and medical care. An estimated 12 million renter and homeowner households now pay more then 50 percent of their annual incomes for housing, and a family with one full‐time worker earning the minimum wage cannot afford the local fair‐market rent for a two‐bedroom apartment anywhere in the United States. The lack of affordable housing is a significant hardship for low‐income households preventing them from meeting their other basic needs, such as nutrition and healthcare, or saving for their future and that of their families.” Source:

http://www.hud.gov/offices/cpd/affordablehousing/index.cfm

In Table AP‐20.1. above, the Municipality proposes four (4) affordable‐housing programs meeting the definition of Section 91.215 (b) Affordable housing. The programs consist of the Rental Development Program, Minor Repair Program, Mobile Home Rehabilitation Program, and the Affordable Housing Program.

Investing in Affordable Rental‐Housing for Extremely Low‐Income Persons

The Rental Development Program is targeted at the chronically homeless or other populations receiving a high‐prioritization in the Consolidated Plan’s Needs Assessment. Other groups could include housing for elderly, frail elderly, or the disabled. CSD will continue to prioritize funding for investment in rental housing development for extremely low‐income persons with CDBG and HOME funding. The Municipality is providing CDBG and HOME funding for one or more rental‐development projects in 2014. The Rental Development may include acquisition, new construction, or rehabilitation. The number of housing units is unknown at this time, but could be up to 80 units or more. This objective also assists CSD in meeting HUD’s CHDO set‐aside requirement and matching fund requirement ensuring CSD’s compliance with the HOME regulations. This funding priority assists in addressing the following community needs and priorities that have been identified by various Anchorage groups and organizations, the Continuum of Care Workgroup, the Alaska Coalition on Housing and Homelessness, the AHFC Ten Year Plan to End Long Term Homelessness in Alaska, Mayor Sullivan’s Homeless Leadership Team, the HAND Commission, and in the Consolidated Plan and its Annual Action Plans.

Targets groups such as the chronically homeless and disabled tend to be included in the extremely low‐income category. It is estimated all units will assist the extremely low‐income.


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AP‐35 Projects – 91.220(d)

Introduction

The Municipality of Anchorage is an Entitlement City and expects to receive Community Development Block Grant (CDBG) funds, HOME Investment Partnerships (HOME) funds, and Emergency Solutions Grants (ESG) funds for program year 2013. The programs that are planned for 2013 are discussed in this section.

# Project Name

1 Administration, Planning, and Grant Management

2 Rental Development

3 HOME Administration, Planning, and Grant Management

4 CDBG 2014 Public Services

5 ESG14 Anchorage

6 Alaska Legal Services ‐ 2013 CDBG Public Services

7 RuRAL CAP Case Manager ‐ 2013 CDBG Public Services

8 Catholic Social Services Brother Francis Shelter Overflow ‐ 2013 CDBG Public Services

9 ACMHS Pathways to Recovery ‐ 2013 CDBG Public Services

Table 7 – Project Information

Describe the reasons for allocation priorities and any obstacles to addressing underserved needs

The allocation priorities for this Action Plan were derived from the needs recognized in the 2013‐2017 Consolidated Plan. The three main obstacles to addressing underserved needs include:

Lack of funding;

Lack of available land for construction of affordable housing; and,

High cost of land and building materials.

Objectives specifically related to homelessness include:

Expand the supply of rental housing for special‐needs populations, with an emphasis on the homeless, as outlined in the affordable‐housing strategy section;

Educate the public about the issue of homelessness;

Engage in homeless‐prevention activities and homeless services;

Support case‐management services in order to assist people in obtaining or retaining permanent housing;

Assist in the development of a coordinated intake‐ and discharge‐system in Anchorage; and,

Support existing shelter services and the expansion of transitional‐housing services.

The Municipality will continue to seek additional funding for programs to address underserved needs.


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Projects

AP‐38 Projects Summary

Project Summary Information

Project Name CDBG Administration, Planning, and Grant Management

Target Area Anchorage

Goals Supported CHDO Rental Housing Development Public Services Homeless Assistance and Rapid Transition Services

Needs Addressed Homeless ‐ Special Needs ‐ Subpopulations Non‐Homeless Special Needs ‐ Subpopulations Affordable Housing ‐ Renters Affordable Housing ‐ Owners Affordable Housing ‐ Non‐Homeless Special Needs General Infrastructure Public Services Other

1

Funding CDBG: $354,478


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Description Grant management, planning, and technical assistance to carry out CDBG, HOME and selected other activities. Several planning, technical assistance and grant management activities have been identified for 2014 and include the following:

A. General management of the CDBG and HOME projects and programs, including the drafting of the Action Plan and CAPER, executing procurement processes including RFP procedures and drafting written agreements

B. Monitoring subrecipient agreements and budgets, and assuring all federal and local guidelines are met, including eligibility under HUD national objectives, Davis Bacon labor requirements, environmental reviews, fair housing and affirmative marketing

C. Environmental reviews for projects initiated and funded by HUD (other than CDBG, HOME or ESG projects) D. Assist in the development of planning strategies and community development planning efforts with other

services, including Alaska Housing Finance Corporation. Makes recommendations to Housing and Neighborhood Development Commission related to long and short term housing community development strategies to affect revitalization of lower income risk neighborhoods.

E. Program evaluations F. Direct Departmental operational costs and indirect costs as determined by the Intra‐governmental

Chargeback System

Target Date 12/31/2017

Estimate the number and type of families that will benefit from the proposed activities

NA

Location Description Administration for CDBG, HOME, and ESG is at 825 L Street, Anchorage, Alaska.

Planned Activities 24 CFR 570.205 & 206 ‐ Eligible planning and Program administrative costs.


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Project Name Rental Development


Goals Supported CHDO Rental Housing Development

Needs Addressed Affordable Housing ‐ Renters

Funding CDBG: $1,152,057 HOME: $532,720

Description This project shall include the selection of a CHDO to supportive housing for chronically homeless or other high‐priority populations. Funding for the project shall be comprised of CDBG, HOME, and HOME CHDO. Other sources of funds may come from prior years, program income, or HOME recaptures. It is estimated that $1,684,777 of the Municipality's 2014 HUD entitlement funding may go toward this project.



80 persons/households, homeless, senior, or persons with disabilities

Location Description Location will be in Anchorage. Exact location has not been determined.

2

Planned Activities 24 CFR 570.201 (e) ‐ Public Services 24 CFR 570.201 (c) ‐ Public facilities and improvements. 24 CFR 92.205 (a)(1) ‐ HOME funds may be used by a PJ to provide incentives to develop and support affordable rental housing through the acquisition, new construction, reconstruction, or rehabilitation of non‐luxury housing with suitable amenities, including real property acquisition, site improvement. The housing must be permanent or transitional housing. The specific eligible costs are set forth in sections 92.206 through 92.209.


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Project Name HOME Administration, Planning, and Grant Management


Goals Supported CHDO Rental Housing Development

Needs Addressed Affordable Housing ‐ Renters

Funding HOME: $59,191

Description Up to 10 percent of all new HOME funds, including program income, may be used for administration, planning, and grant management. These funds will be used for general management of HOME projects and programs including the drafting the Action Plan and CAPER, executing procurement processes including RFGP procedures and drafting written agreements, and general office expenses. Funds will also support the monitoring subrecipient agreements and budgets, and assuring all federal and local guidelines are met, including eligibility under HUD national objectives, Davis Bacon labor requirements, environmental reviews, fair housing and affirmative marketing.



NA

Location Description Administration for CDBG, HOME, and ESG is at 825 L Street, Anchorage, Alaska.

3

Planned Activities 24 CFR 92.207 ‐ Eligible administrative and planning costs.


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Project Name CDBG 2014 Public Services


Goals Supported Public Services

Needs Addressed Public Services


Description CDBG Public Services ‐ RFP for 4‐5 public service projects.



TBD

Location Description TBD

4

Planned Activities 570.201(e) – Public Services.


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Project Name ESG14 Anchorage


Goals Supported Homeless Assistance and Rapid Transition Services

Needs Addressed Homeless ‐ Special Needs ‐ Subpopulations

Funding ESG: $149,916

Description Homeless Prevention activities and essential services activities.



175 homeless persons

Location Description Administration for ESG is at 825 L Street, Anchorage, Alaska.

5

Planned Activities Engage in homeless prevention activities and essential services activities. Homeless Prevention ‐ $26,232, Rapid Re‐housing ‐ $63,084, Emergency Housing Services ‐ $26,232, & Administration ‐ $9,368


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Project Name Alaska Legal Services ‐ 2013 CDBG Public Services





Description Community Public Services ‐ Provide direct assistance to homeless and near homeless families with children regarding issues that are critical to preventing homelessness.



165 low/moderate income households

Location Description 1016 West Sixth Ave., Ste 200, Anchorage, Alaska 99501

6



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Project Name RuRAL CAP Case Manager ‐ 2013 CDBG Public Services





Description Community Public Services ‐ Providing outreach and case management to homeless chronic public inebriates to assist individuals in obtaining and maintaining permanent housing.



10 homeless persons

Location Description 731 E 8th Ave, Anchorage AK 99501

7



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Project Name Catholic Social Services Brother Francis Shelter Overflow ‐ 2013 CDBG Public Services





Description Community Public Services ‐ Provide temporary, emergency shelter for 500 men and women.



500 homeless persons

Location Description 1021 E 3rd Ave, Anchorage, AK 99501

8



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Project Name ACMHS Pathways to Recovery ‐ 2013 CDBG Public Services





Description Community Public Services ‐ Provide outreach, engagement, intervention, case management and housing services to homeless persons with chronic alcoholism and other related disabilities.



10 homeless persons

Location Description 2735 E. Tudor Rd, Anchorage, AK 99508

9



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AP‐50 Geographic Distribution – 91.220(f)

Description of the geographic areas of the entitlement (including areas of low‐income and minority concentration) where assistance will be directed

The following is a description of the Municipality’s geographic area for services, which include areas for low‐income families and/or racial and minority concentrations where efforts will be directed throughout the 2014 calendar year.

According to the 2010 U.S. Census, the Municipality of Anchorage (MOA) has a total land area of 1,704.68 square miles and includes the Anchorage Bowl, Chugiak and Eagle River, and Girdwood (Turnagain Arm). The MOA is considered a county under the U.S. Census, and is identified as a unified home rule municipality, which means city government and borough governments are merged. Anchorage is the northernmost major city in the United States. According to the AK Department of Labor, the estimated population in July 2012, Anchorage hosted a total of 298,842 residents. Anchorage is the largest city in Alaska and constitutes more than 40% of the state’s total population.

The geographic area is the Municipality Of Anchorage, ranging from Girdwood to Eklutna.

Geographic Distribution

Target Area Percentage of Funds

Anchorage 100

Table 8 ‐ Geographic Distribution

Rationale for the priorities for allocating investments geographically

In 2010 the median income in Anchorage was $85,200. According to the 2010 Census, a total of 32,469 households in census tracts with a median household income below 80% of Anchorage’s median income, below $66,880. According to the AK Dept. of Labor, in July 2011, approximately 71% of the population are White, 12% are Asian or Pacific Islanders, 10% are American Indian/Alaska Native, 8% is Black, and 8% are of Hispanic Origin (of any race).

The rationale for the priorities for allocating investments geographically was that there is a great need for all programs city‐wide. It was decided that it would not be fair, with the limited funding, to penalize resident based on where they reside in the Municipality. There are no priority areas for allocating investments.

Discussion

The rationale for the priorities for allocating investments geographically was that there is a great need for all programs city‐wide. It was decided that it would not be fair, with the limited funding, to penalize resident based on where they reside in the Municipality. There are no priority areas for allocating investments.

As the Anchorage and Matanuska‐Susitna Valley metropolitan areas continue to sprawl outward with jobs and housing becoming increasingly dispersed, fewer low‐wage workers are able to find housing near their work. Low‐ and moderate income families are “driving till they qualify” for housing and choosing to live in the Matanuska‐Susitna Valley where the cost of housing is less expensive, but the transportation costs dramatically increase. This trend reflects the fact that nationally, the combination of housing and transportation costs now averages a combined 60 percent of income for working families.


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Affordable Housing

AP‐55 Affordable Housing – 91.220(g)

Introduction

Affordable Housing is a high priority in the Consolidated Plan. The Municipality has one Affordable Housing program funded with 2014 CDBG and HOME funds.

CHDO Rental Housing Development ‐ New construction or renovation of 80 units of rental housing for chronically homeless or other high‐priority populations. This may be more than one project.

Some of the households may be those with special‐needs.

One Year Goals for the Number of Households to be Supported

Homeless 80

Non‐Homeless 0

Special‐Needs 0

Total 80

Table 9 ‐ One Year Goals for Affordable Housing by Support Requirement

One Year Goals for the Number of Households Supported Through

Rental Assistance 80

The Production of New Units 0

Rehab of Existing Units 0

Acquisition of Existing Units 0

Total 80

Table 10 ‐ One Year Goals for Affordable Housing by Support Type

Discussion

The Municipality is providing affordable housing assistance to renters and homeowners. The programs include acquisition, new construction, rehabilitation, and down‐payment assistance. Clients may be homeless, non‐homeless, or have special needs.


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AP‐60 Public Housing – 91.220(h)

Introduction

Alaska Housing Finance Corporation (AHFC) is a self‐supporting corporation with a mission to provide Alaskans with access to safe, quality, affordable housing. They provide a variety of affordable housing programs and tools, including the operation of public housing, housing choice vouchers, and project‐based assistance. They also finance housing developments through the Low Income Housing Tax Credit program, tax‐exempt multifamily loans, and the distribution of Federal and State housing grants. In addition, a variety of home loan programs for low‐ and moderate‐income residents are offered by the Corporation. AHFC promotes self‐sufficiency and well‐being for people in Anchorage. AHFC also provides housing‐related research, planning, and program development services for Alaskan communities. AHFC also provides monthly rental subsidy equivalent to 35 project‐based vouchers for persons at the Karluk Manor, a Housing First development targeting chronically homeless individuals with substance abuse and alcohol addictions. As of April 2013 in Anchorage there were over 1,500 on the Housing Choice Voucher waiting list, and over 3,000 on the waiting list for various AHFC‐owned rental assistance units. In the past year AHFC created three new transitional tenant‐based rental assistance programs: the Empowering Choice Housing Program for victims of domestic violence and sexual assault; the Youth Aging Out of Foster Care program for youth between 18‐24 that transitioning to independent living, and the Parolee/Probationer Re‐Entry program for those transitioning out of the state prison system. In order to continue to serve those with special needs in our communities, AHFC has created set aside programs. For the elderly and disabled population, AHFC has 240 low‐income units. Additionally, AHFC has set aside 96 vouchers statewide, exclusively for persons with disabilities. Anchorage also has a set aside of 20 vouchers for individuals referred from Anchorage Community Mental Health Services. AHFC also conducts an annual ADA‐504 needs assessment to create priorities for modifications and planned unit improvements, such as enlarging door openings, adding grab bars in bathrooms and hallways, installing automatic doors, and removing carpet to facilitate wheelchair movement. For new construction, AHFC complies with ADA‐504 on all new construction and renovation projects and ensures that at least five percent of the units, or one unit (whichever is greater), will accommodate a person with mobility impairments. Lastly, AHFC offers a well‐defined Reasonable Accommodation process that covers families from the application process through unit modification requests. Additionally, AHFC offers language interpretation services to those families with limited English proficiency.

Actions planned during the next year to address the needs to public housing

Public Housing units available 7/1/2013 ‐ 506 Number or MTW Voucher units authorized ‐ 2,345 Number of non‐MTW Voucher units authorized for veterans (Anchorage, Fairbanks, Mat‐Su) ‐ 240 Number of project‐based units authorized (Loussac Place) ‐ 60 Anticipated MTW Public Housing units leased ‐ 506 Anticipated MTW voucher units leased ‐ 2,345 Anticipated non‐MTW voucher units leased for veterans (Anchorage, Fairbanks, Mat‐Su) ‐ 195 Anticipated project‐based voucher units leased (Loussac Place) ‐ 60 Number of households on the Housing Choice Voucher waiting list ‐ 2,367 Empowering Choice Housing Program ‐ 295,570 Section 8 new multi‐family housing available units ‐ 120 Affordable housing available units ‐ 48 Other subsidized units available – Adelaide SRO Mod Rehabilitation ‐ 70


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In Anchorage, AHFC operates:

506 Public Housing Program units, of which 120 serve elderly/disabled populations exclusively;

137 Section 8 New Multifamily Housing Program units, of which 120 serve elderly/disabled populations exclusively;

48 affordable housing units which accept individuals with vouchers;

70 Section 8 Moderate Rehabilitation Program single‐room occupancy units serving individuals who qualify as homeless under the McKinney‐Vento Act;

2,344 Housing Choice Vouchers;

64 project‐based voucher units;

43 vouchers reserved for individuals with disabilities;

95 vouchers reserved for individuals displaced due to domestic violence;

20 vouchers reserved for referrals from Anchorage Community Mental Health Services; and,

155 vouchers reserved for referrals from the Alaska VA Healthcare System (VASH vouchers).

AHFC promotes self‐sufficiency and well‐being for people in Anchorage by providing:

After‐school programs for children and youth in public housing developments;

The Gateway Learning Center – a program that offers family self‐sufficiency and educational resources as well as youth educational activities;

The Family Self‐Sufficiency Program;

Heavy chore services to frail elderly or disabled families;

Meals on Wheels program at elderly and disabled buildings;

Educational scholarships;

Summer camp scholarships for children in the Housing Choice Voucher program and residing in Public Housing units;

Set‐aside vouchers for families under the following programs: Qualified Medical Waiver (20 vouchers), Veterans Affairs Supportive Housing (195 vouchers), Nonelderly Disabled (45 vouchers), Empowering Choice Housing Program (families displaced due to domestic violence, 214 vouchers);

A program targeted to youth aging out of foster care through a partnership with the State of Alaska Office of Children’s Services (50 coupons statewide);

A program targeting probationers/parolees through a partnership with the State of Alaska Department of Corrections (50 coupons statewide); and

A fair share allocation (96 vouchers reserved statewide) for people with disabilities.

Actions to encourage public housing residents to become more involved in management and participate in homeownership

AHFC encourages resident involvement and input on routine basis. The Resident Advisory board meets infrequently to discuss program or plan changes affecting both Public Housing residents and Housing Choice Voucher holders. The Public Housing Division frequently holds public hearings for resident and public input on a variety of policies and programs. Examples of recent community meetings include public outreach for comment on their Moving to Work plan and the Rent Reform Initiative in a number of localities, a survey to residents in our elderly facilities regarding smoking policies, and informational meetings to discuss new apartment developments,


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how residents are affected, and their rights as the process moves forward. Several of AHFC Public Housing and Multi‐Family communities have active Resident Councils across the state, and AHFC produces a newsletter that is available to residents several times per year.

If the PHA is designated as troubled, describe the manner in which financial assistance will be provided or other assistance

The PHA is not designated as troubled.

Discussion

AHFC is the State of Alaska’s only Public Housing Authority. Their headquarters is located in Anchorage. AHFC partners with many of the non‐profits and agencies in Anchorage and provides funding for many programs/projects. AHFC was not able to provide funding sources and amounts for programs/projects in Anchorage.

AHFC will continue to provide affordable housing to extremely low‐, very low‐ and low‐income families, seniors and disabled individuals through the public housing program. It will also continue to provide a full service approach to property management and maintenance. General up‐keep and maintenance of property is important for curb appeal and resident satisfaction. Property management and maintenance staff conduct regular site inspections using standard checklists at least annually. Inspections results are used to create plans for capital improvements.


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AP‐65 Homeless and Other Special Needs Activities – 91.220(i)

Introduction

The Municipality has a goal to assist the homeless and provide assistance to those with special needs. Special needs groups are those groups with high priority needs including the elderly, the frail elderly, persons with HIV/AIDS and their families, persons with disabilities and individuals with alcohol and drug addictions. This goal includes providing decent housing by preserving the affordable housing stock, increasing the availability of affordable housing, reducing discriminatory barriers, increasing the supply of supportive housing for those with special needs, and transitioning homeless persons and families into housing. It is also a goal to increase self‐sufficiency and economic opportunity for the homeless and individuals with special needs so that they can achieve a reasonable standard of living.

Describe the jurisdictions one‐year goals and actions for reducing and ending homelessness including

Reaching out to homeless persons (especially unsheltered persons) and assessing their individual needs

The Municipality’s one‐year goals and actions for reducing and ending homelessness by reaching out to homeless persons (especially unsheltered persons) and assessing their individual needs include:

Rental Development program with CDBG and Home funds

Raspberry Road Project (may include the Rental Development program)

ESG activities

The details for the Rental Development program have not been worked out. The ESG one‐year goals and actions are:

The problem of homelessness in Anchorage is very severe and more funding is necessary to further address the needs of individuals and families who are homeless or near homeless. Through the continuum of care ESG will promote community‐wide commitment of ending homelessness.

ESG Rapid Re‐housing will provide financial assistance and services to individuals and families who are homeless or near homeless as quickly as possible into permanent housing. Case management, rent and utility assistance, rent and utility deposits will be provided. We are projecting that 175 people (including children) will be placed in stabilized settings as defined by 24 CFR576.2. Catholic Social Services is the primary contractor. They will use a network of providers to determine eligibility through a screening process. The applicants will contact AK211 phone hotline and social services homeless providers through the provider network. The assessment will determine the current living condition, income, and the ability to maintain housing options without assistance. Providers are required to report participant data and update client data into the AK‐HMIS (data‐collection system). Rapid re‐housing funds target families that are homeless and assist them to move quickly.

ESG Homeless Prevention will assist individuals and families who are homeless or near homelessness as defined by HUD with the Continuum of Care partners. Assistance under this activity will include rent and/or utility arrearages for families that have received eviction or utility shut off notices. Individuals or families may also receive security deposits or first month’s rental assistance. Individuals and families seeking assistance are also referred to other agencies and faith‐based organizations for coordinated assistance and/or continued services.

ESG Maintenance and Operation funds will be distributed through grant agreements through a competitive request for proposal (RFP), activities which fall under this category pay for operating costs of emergency and transitional shelters for homeless persons.

Addressing the emergency shelter and transitional housing needs of homeless persons

The Rental Development program may address emergency shelter and transitional housing needs of homeless persons. ESG funds annually are used to prevent homelessness or near homelessness, assist the homeless and the ESG program provides flexibility in determining the program structure based on HUD regulations. The primary focus is on the rapid re‐housing and homeless prevention services.


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ESG Rapid Re‐housing will provide financial assistance and services to individuals and families who are homeless or near homeless as quickly as possible into permanent housing. Case management, rent and utility assistance, rent and utility deposits will be provided. The MOA is projecting that 175 people (including children) will be placed in stabilized settings as defined by 24 CFR576.2. Catholic Social Services is the primary contractor. They will use a network of providers to determine eligibility through a screening process. The applicants will contact AK211 phone hotline and social services homeless providers through the provider network. The assessment will determine the current living condition, income, and the ability to maintain housing options without assistance. Providers are required to report participant data and update client data into the AK‐HMIS (data‐collection system). Rapid re‐housing funds target families that are homeless and assist them to move quickly.

ESG will provide short‐term assistance to individuals and families until the ESG funding is exhausted. Individuals and families seeking assistance are also referred to other agencies and faith‐based organizations for coordinated assistance and/or continued services.

ESG Homeless Prevention will assist individuals and families who are homeless or near homelessness as defined by HUD. Assistance under this activity will include rent and/or utility arrearages for families that have received eviction or utility shut off notices. Individuals or families may also receive security deposits or first month’s rental assistance. Individuals and families seeking assistance are also referred to other agencies and faith‐based organizations for coordinated assistance and/or continued services.

Helping homeless persons (especially chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth) make the transition to permanent housing and independent living, including shortening the period of time that individuals and families experience homelessness, facilitating access for homeless individuals and families to affordable housing units, and preventing individuals and families who were recently homeless from becoming homeless again

The Rental Development program may help homeless persons (especially chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth) make the transition to permanent housing and independent living, including shortening the period of time that individuals and families experience homelessness, facilitating access for homeless individuals and families to affordable housing units, and preventing individuals and families who were recently homeless from becoming homeless again. The Rental Development program may include CDBG public service funding to include supportive services in the project(s).


Helping low‐income individuals and families avoid becoming homeless, especially extremely low‐income individuals and families and those who are: being discharged from publicly funded institutions and systems of care (such as health care facilities, mental health facilities, foster care and other youth facilities, and corrections programs and institutions); or, receiving assistance from public or private agencies that address housing, health, social services, employment, education, or youth needs.



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Discussion

Homeless and Other Special Needs is such a high priority that the Municipality has programmed most of the 2014 CDBG, HOME, and ESG funds to programs that will provide housing or housing with services to the homeless and/or persons with special needs or for affordable housing to help prevent homelessness.

One year goals for the number of households to be provided housing through the use of HOPWA for:

Short‐term rent, mortgage, and utility assistance to prevent homelessness of the individual or family

Tenant‐based rental assistance

Units provided in housing facilities (transitional or permanent) that are being developed, leased, or operated

Units provided in transitional short‐term housing facilities developed, leased, or operated with HOPWA funds

Total


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AP‐75 Barriers to affordable housing – 91.220(j)

Introduction

The barriers to affordable housing in Anchorage are complex. The economy is stable, especially in comparison to the lower‐48 which has experienced serious housing crashes and foreclosures. However, in Anchorage there are increasing numbers of homeless individuals and families. An examination of the jurisdiction’s economy shows business factors which are strong and steady; however, there has been flat growth in leisure and hospitality (such as tourism), similarly with construction, both of which have been viable economic bases. The economic downfall in the lower‐48 has contributed to the downfall in tourism.

New hires in 2010 were primarily for retail and food and beverage; however, these positions tend to offer lowering paying wages. Construction was identified in third place for new hires in 2010; however, construction has been slow in comparison to earlier years. There has been a 59% increase in the median home value from 2010 to 2009, but the percent change for median household income is only 31% for almost the same period. The vacancy rate in Anchorage for 2012 is low for all rental units, showing: 0 bedrooms at 4.9, 1 bedroom at 1.7, 2 bedrooms at 2.4 and 3 bedrooms at 4.8. At the same time vacancy rates are dropping, median rent is rising on an average of 4%. There is a relatively young group of renters, aged 15 to 24% that account for 17% of renter occupied households; and those aged 25 to 34 years account for 29%. There are approximately 17,205 owner households who are paying more than 30% of their household income on housing; and 16,865 of renters who are paying 30% more than their household income on rent.

While the civilian population is experiencing the lack of affordable housing, our local military community is equally in need of housing. As of May 7, 2013 there were 424 households on the wait list. Of those on the wait list, the type of housing needed was: 43% for 2 bedrooms, 25% for 3 bedrooms, 18% for 5 bedrooms, and 14% for 4 bedrooms. At this time, these households are living off JBER in our local community until military housing is available.

The lack of available housing is driving up the median rent, the median income has not kept pace with housing values, our young population are likely in lower‐paying occupations that cannot afford the higher median rents required.

Although there are some builders looking at the prospects for building new housing, there are also barriers to this effort, such as suitable buildable land and the type of housing needed to accommodate Anchorage’s population. For example, the elderly and extra elderly, and the disabled populations were identified in the Needs Assessment Section of this Draft Consolidated Plan as being disproportionately represented for several types of housing problems.

The Municipality plans to establish planning discussions with other funding agencies to determine the rising numbers of homeless individuals seen in emergency shelters, as well as discuss options for housing to accommodate Anchorage’s youngest and older populations; both of whom are likely to be low‐income.

Actions it planned to remove or ameliorate the negative effects of public policies that serve as barriers to affordable housing such as land use controls, tax policies affecting land, zoning ordinances, building codes, fees and charges, growth limitations, and policies affecting the return on residential investment

Below are the specific actions to remove barriers to affordable housing.

CSD recognizes that the Community Development Department is continuing to work on Title 21. Title 21 is a section of municipal code that regulates land use and development in order to protect and enhance the public health, safety, and general welfare, and to implement the comprehensive plan. The regulations address zoning, subdividing, and such development standards as parking, landscaping, lighting, drainage, open space, and stream setbacks. The title is organized into chapters, each addressing a different aspect of the regulations.

As part of the implementation of Anchorage 2020 – Anchorage Bowl Comprehensive Plan, the Community Development Department's Planning Division of the Municipality of Anchorage initiated a comprehensive rewrite of the land use code. The purpose of the code rewrite was to modernize Anchorage's land use regulations to include development techniques and design standards; to make the code more useable and easier to understand;


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and to implement recently adopted plans and policies. Most of the Chapters of Title 21have been provisionally adopted. More information on Title 21 and on the Title 21 Rewrite is available at: http://www.muni.org/Departments/OCPD/Planning/Projects/t21/Pages/Title21Rewrite.aspx.

Discussion

CSD supports provisions for affordable housing which consider the following.

Maintain affordable housing inventory for low‐ and moderate‐ income households.

Consider housing and transportation needs of seniors and persons with disabilities.

Include a separate housing‐use type for permanent supportive‐housing.

Consider supportive‐housing models for vulnerable populations.

To remove barriers to affordable housing, the Municipality may undertake the following actions.

Coordinate with AHFC to increase the application of the Alaska Homeless Management Information Systems (AKHMIS) to Anchorage and Alaska provider agencies, and subsequently link persons and families in shelters to access affordable housing

Coordinate with partner agencies to support community efforts that link veterans to case management and housing services

Coordinate with community agencies to provide intensive case management services to families, including educational services regarding landlord/tenant information and job training, which increase a household’s ability to secure and maintain housing

Continue to work with the community to facilitate discussions on landlord/tenant challenges and develop strategies that will increase the housing stock for some homeless subpopulations, such as persons leaving jail and/or with a criminal justice offense

Continue to ensure that the concerns of low‐ and moderate income households are addressed in infrastructure investment projects

Coordinate with the Anchorage and Alaska Coalitions on Homelessness to seek strategies and actions that increase affordable housing

Work with community partners to link persons and families to mainstream support services, such as child care assistance, public assistance, Medicaid/Medicare, and veterans support services

Reduce homelessness by increasing the availability of affordable housing, so individuals and families can move off the streets and shelters into homes

CSD will continue to be responsive to other issues and policy opportunities that may elevate in 2014.


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AP‐85 Other Actions – 91.220(k)

Introduction

The Municipality is using the 2013‐2017 Consolidated Plan to set the goals and objectives in this Action Plan. Actions are base on the Community Needs Survey and other needs based on facts and research. A Point‐In‐Time survey was conducted and the 2013 Housing Inventory Counts was prepared to document the unmet need for the Anchorage Continuum of Care.

Actions planned to address obstacles to meeting underserved needs

One of the main obstacles to meeting underserved community development needs is inadequate funding from the state and federal governments. Appropriations for the CDBG and HOME program have decreased the past several years, HOME is expected to decrease at least an additional 5% in 2014, leading to reduced support for local community development programs. CSD anticipates that funding will not significantly increase in the immediate future due to the continuing federal budget deficit. All actions in the 2014 Action Plan are to address obstacles to meeting underserved needs.

Actions planned to foster and maintain affordable housing

The Rental Development program is designed to foster and maintain affordable housing.

Actions planned to reduce lead‐based paint hazards

Based on housing age/occupant income data provided by HUD's CPD demographic data, 51,825 (50.02 percent) of the occupied housing units were built before 1979. Of these, 29,593 (47 %) are owner‐occupied and 22,232 (55 %) are rental units. The MOA’s records for the MRP show a very low percentage of instances where LBP needed to be remediated in a project. During the time‐span from 2003 through 2012, the MRP assisted 319 homeowners. Out of those, 136 were constructed prior to 1978 and required testing for LBP. Of those 136 units tested, 12 were positive and required remediation, which constitutes 9%. No complex‐statistical analysis was performed; thus, no mathematically generated confidence factor was obtained. One could comfortably give a deviation 20% of the 9%, resulting in a +/‐ of 1.8% (9% ± 1.8% = 7.2%, 10.8%). Therefore, in the total population of houses constructed prior to 1978 (51,825), the number of homes with LBP may range from 3,731 to 5,597. On March 7, 2008, the State of AK published Bulletin No. 7. The title of Bulletin No. 7 was Blood Lead Epidemiology and Surveillance, Non‐Occupational Exposures in Adults and Children– Alaska, 1995–2006. Alaska regulations require laboratories and health care providers to report all blood lead level (BLL) results ≥ 10 micrograms per deciliter (µ/dL) to the Section of Epidemiology. The Center for Disease Control (CDC) considers BLLs ≥ 10 µ/dL to be a health concern for children aged >6 (subsequent CDC announcements have renamed the “level of concern” to “reference value” and lowered the value to ≥5 µ/dL). The State received BLL reports on 1,141 children during the 10‐year period that were aged >6. Of them, 17 (1.5%) had elevated BLL that were ≥ 10 µ/dL. Sources of exposure included 6 (35%) foreign/adoptee from abroad, 2 (12%) playing with air gun pellets, 2 (12%) pica (eating non‐nutritive substances), and 7 (41%) unknown. The bulletin did not specify from where the children came. Included in the bulletin were similar reports for children aged 6‐17, and adults aged 18+. Significant sources included indoor firing ranges, accounting for 70 persons, which constituted 81% of the reported “levels of concern”. The 2nd highest source for all age groups was children born abroad or adopted (10%). People casting lead as a hobby constituted the 3rd highest source, amounting to 3.4%. Contamination through LBP didn’t make the list. Among children >6 years tested from 1997‐2001 (according to the CDC), the proportion who had elevated BLLs was lower in Alaska than in the United States (1.5% vs. 5.1% respectively). LBP in Anchorage’s housing continues to be a rare occurrence. Nevertheless, all CDBG‐ and HOME‐funded programs dealing with rehabilitation of older homes include funds to address lead‐based paint according to Part 35 regulations. CSD will continue to collaborate with State and local agencies, nonprofit groups, and the private sector to reduce housing‐related lead‐based paint hazards, especially for low‐income families and children. CSD has developed lead‐based paint Policies and Procedures in compliance with 24 CFR 35 (LBP Poisoning Prevention in Certain Residential Structures) which are incorporated into all its programs. These include acquisition, rehabilitation, and rental‐assistance programs funded by CDBG and HOME. Where program‐specific policies impose funding caps per client or per unit, these caps may be waived when costs


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required address lead‐based paint testing, evaluations, assessments and mitigation cause the project to exceed program limits.

Actions planned to reduce the number of poverty‐level families

According to the 2010 Census, a total of 7,986 Anchorage children live in poverty; with the largest percentage under five years of age. The greatest percentage (41%) of male children in poverty is under the age of 5 years and between 6 to 11 years of age (28%). Female children in poverty show a similarity, with the greatest percentage (34%) of female children in poverty under 5 years of age and between 6 to 11 years of age (26%).

Below are the actions that will take place in 2014 that will reduce the number of poverty‐level families. CSD will help families move to economic self‐sufficiency. The rental development project(s) funded by CSD for low‐income renters directly supports the anti‐poverty strategy. In addition, The rental development project(s) may provide services utilized by households living in poverty. Other issues identified as obstacles to fighting poverty include:

Lack of access to affordable, reliable and convenient childcare

Lack of job training

Lack of experience and skills

Lack of English proficiency

Illiteracy

Relying on infrequent public transportation to get to and from work

Finding appropriate supportive services

Anchorage’s anti‐poverty Strategy is to work in cooperation and coordination with local, state, and national agencies to increase referrals with the goal of helping families overcome barriers to access employment, childcare, public transportation and public services. ESG funding includes transportation assistance. The public service funding for 2014 will have a strong emphasis on implementing anti‐poverty strategies as it relates to services for the homeless population. In addition, the Municipality is actively working with United Way of Anchorage’s 2‐1‐1 centralized referral line to social services, as an important antipoverty strategy to ensue that people are correctly referred to community resources.

Actions planned to develop institutional structure

The DHHS is refining staff organization and strategies to create an institutional structure that can best implement the Consolidated Plan and Action Plan priorities. The Mayor’s designation of DHHS as the lead Municipal organization for homelessness, issues of chronic public inebriates, and prevention efforts highlight his desire to both streamline local bureaucracy and to provide an enhanced integrated‐response. Examples of this strategy are:

Services to pick up public inebriates were transferred from the Anchorage Fire Department to DHHS, resulting in coordination of direct services and strategies to serve this population;

The Mayor’s Homeless Leadership Team is staffed by DHHS;

Continuum of Care (CoC) – The Municipality was the CoC Collaborative Applicant. In 2013, DHHS worked with the ACH to transition the Municipalities responsibilities as the Collaborative Applicant to the ACH. The ACH Board is working with HUD TA to help the Anchorage CoC establish governance structure, capacity and policies and procedures.

The DHHS meets regularly with AHFC to coordinate on developing and supporting AKHMIS services to track the needs and services of the homeless in Anchorage and Balance of State;

The DHHS provides data for the AHFC’s Point In Time count of homeless; a critical tool to apply and qualify for the Continuum of Care Community Grant; and


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DHHS staff provides data through AKHMIS for Project Homeless Connect Reports for Anchorage, Juneau, and the Mat‐Su.

As outlined in the examples above, DHHS will continue to adapt its structure and apply its resources in order to maintain and develop its capacity to support the priorities of the Consolidated Plan.

Actions planned to enhance coordination between public and private housing and social service agencies

CSD plans to continue its ongoing efforts to further the goals and objectives of the Consolidated Plan by coordinating with public and private agencies. The HAND Commission’s members may collectively represent the real estate industry, the banking industry, non‐profit housing organizations, homebuilders, and residential shelter providers.

DHHS and CSD’s staff attends various community coalitions and community meetings on a regular basis. These and other coordinating bodies are listed below:

Mayor Sullivan’s Homeless Leadership Team

The Team was formed by Mayor Sullivan to look at recommendations and solutions, with an initial emphasis on the chronic homeless alcoholic population. Neighborhood Services led the continuum of housing subcommittee in 2010 for this Team.

Oversight Subcommittee of the Housing and Neighborhood Development (HAND) Commission

The HCOSH was formed in January 2005 to oversee and track implementation of the Municipality’s Ten Year Plan on Homelessness. CSD staff attend their monthly meetings. Per Municipal Ordinance, the Subcommittee provides guidance on issues related to homelessness in Anchorage.

Anchorage Coalition to End Homelessness (ACH)

The Coalition is an open group that comes together to address homelessness as a community and partners with the Municipality. In 2013, DHHS worked with the ACH to transition the Municipalities responsibilities as the Collaborative Applicant to the ACH. The ACH Board is working with HUD TA to help the Anchorage CoC establish governance structure, capacity and policies and procedures. The DHHS, Public Health Initiatives and Partnerships Division Manager, Britteny Matero, sits on the ACH Board. The ACH will coordinate the development of the 2013 CoC Exhibit 1 application of HUD funding.

Anchorage Caring and Emergency Social Service (ACESS)

This group attracts representatives from faith‐based organizations as well as social services. ACESS has been instrumental in reaching out and sharing information between social services, and churches and other faith‐based organizations. It has also helped spearhead an initiative to establish an active Love, Inc. affiliate in Anchorage.

Alaska Coalition on Housing and Homelessness

This group is the Statewide Coalition on housing and homelessness. DHHS attends these meetings and provides testimony on the needs of homeless persons and families in Anchorage.

Discussion

The Municipality will continue to partner with non‐profits and other agencies to address the goals and objectives in the 2013 – 2017 Consolidated Plan.


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Program Specific Requirements

AP‐90 Program Specific Requirements – 91.220(l)(1,2,4)

Introduction

The jurisdiction must describe activities planned with CDBG funds expected to be available during the year. All such activities are also included in the Projects section. Planed actions for 2014 and key points include: Minor Repair Program ‐ 2013 funded program that provides assistance for increased accessibility, energy efficiency or repairs to items presenting a threat to health or safety in owner‐occupied homes. Mobile Home Repair Program ‐ 2013 funded program to renovate owner‐occupied mobile home. Rental Development ‐ This program is comprised of 2013 and 2014 CDBG, HOME, and HOME CHDO funds. It is planned to provide 90 or more units of supportive housing for chronically homeless or other high‐priority populations. Affordable Housing Program ‐ Prior year HOME funds will be used as the downpayment/closing‐cost loans for newly constructed homes by Habitat for Humanity. CDBG Public Services ‐ CDBG funds will be used to fund 5 public service projects. Projects have not been selected. CDBG Public Services ‐ 2014 CDBG Public Service funds will be used to fund public service projects. Projects have not been selected. Alaska Legal Services ‐ 2013 CDBG Public Service funds will be used to provide direct assistance to homeless and near homeless families with children regarding issues that are critical to preventing homelessness. RurAL CAP Case Manager ‐ 2013 CDBG Public Service funds will be used to provide outreach and case management to homeless chronic public inebriates to assist individuals in obtaining and maintaining permanent housing. Catholic Social Services Brother Francis Shelter Overflow ‐ 2013 CDBG Public Service funds will be used to provide temporary, emergency shelter for men and women. ACMHS Pathways to Recovery ‐ 2013 CDBG Public Service funds will be used to assist the homeless. ESG ‐ Homeless Prevention ‐ Engage in homeless prevention activities and essential services activities. ESG ‐ Rapid Re‐housing ‐ MOA CSD has contracted with Catholic Social Services to provide housing relocation and stabilization services. The Rapid Re‐housing component is available to individuals and families who are literally homeless. ESG ‐ Emergency Housing Services ‐ Maintenance and Operations ‐ Support existing shelter services and the expansion of transitional housing services. The Municipality had projected PI during 2012 from the sale of the John Thomas building which used CDBG funds from 1993 and 1995, the sale still has not occurred. All 2013 and 2014 program income will be diverted to make‐up the program income shortfall.

Community Development Block Grant Program (CDBG)

Reference 24 CFR 91.220(l)(1)

Projects planned with all CDBG funds expected to be available during the year are identified in the Projects Table. The following identifies program income that is available for use that is included in projects to be carried out.

1. The total amount of program income that will have been received before the start of the next program year and that has not yet been reprogrammed 0

2. The amount of proceeds from section 108 loan guarantees that will be used during the year to address the priority needs and specific objectives identified in the grantee's strategic plan. 0

3. The amount of surplus funds from urban renewal settlements 0

4. The amount of any grant funds returned to the line of credit for which the planned use has not been included in a prior statement or plan 0

5. The amount of income from float‐funded activities 0

Total Program Income: 0


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Other CDBG Requirements

1. The amount of urgent need activities 0

2. The estimated percentage of CDBG funds that will be used for activities that benefit persons of low and moderate income. Overall Benefit ‐ A consecutive period of one, two or three years may be used to determine that a minimum overall benefit of 70% of CDBG funds is used to benefit persons of low and moderate income. Specify the years covered that include this Annual Action Plan. 100.00%

HOME Investment Partnership Program (HOME)

Reference 24 CFR 91.220(l)(2)

1. A description of other forms of investment being used beyond those identified in Section 92.205 is as follows:

Section 92.205 is about housing and homeless needs. The HOME funds and other forms of investment related to the HOME program are all used for housing and homeless needs.

2. A description of the guidelines that will be used for resale or recapture of HOME funds when used for homebuyer activities as required in 92.254, is as follows:

If a homeownership project ceases to comply with the affordability requirements, the following guidelines shall be used. Resale In projects where HOME funds are used for acquisition and or rehabilitation by the developer with no down‐payment assistance, a Resale provision will be utilized in the form of restrictions included in a recorded Declaration of Covenants Conditions and Restrictions (DCCR) with the Deed of Trust (DOT) as the security instrument, or written directly into the DOT. The housing must remain the principal residence of the family for the duration of the affordability period. The affordability period shall have a minimum length of that which is required by regulations. A detailed description of actions under default resides in the DOT or the DCCR. In the event the Borrower intends to sell the property during the affordability period, the housing must be available exclusively to low income families as stated in the applicable program policies. The property must be the principal residence as defined in the DOT. The resale price shall provide the homeowner a fair return on investment to include the original investment and any capital improvements. The price shall also remain affordable to a reasonable range of low income homebuyers. These resale price assurances are delineated and guaranteed as provisions in the DOT or DCCR as applicable. The Municipality is not funding any programs that use these resale provisions. Recapture When down payment assistance or other loan assistance is provided, with or without a developer subsidy or purchase price reduction, the DOT and DOT Note will document restrictions needed to comply with HUD 24 CFR 92.254 (a)(5)(ii). The DOT default provisions may include (but are not limited to) payment schedules, superior encumbrances, occupancy requirements, use of property, and compliance with federal regulations and program policies. The housing must continue to be the principal residence throughout the affordability period. Loan balances at the time of a default according to the DOT and Note shall be recaptured, including amortized loans and loans with other types of payment requirements. In the event of recapture, the amount recaptured will be determined by either the Loan Balance Recapture method, or the Shared Net Proceeds method. The Action Plan must specify which of these methods will be used by each HOME funded program (see program descriptions in AP‐35 Programs for this specification). The Loan Balance Recapture method requires the borrower to repay the balance of the loan at the time of default or property sale, subject to the limitation set below. Typically, a portion of these loans are forgiven over the affordability period (see program descriptions for details). The Shared Net Proceeds method determines the amount to be recaptured by the HOME program according to the formula stated in 24 CFR 92.245(a)(5)(ii)(A)(3), or homeowners may be allowed to recover their investment first, depending on the parameters of the program. Limitation ‐ The Loan Balance Recapture and Shared Net Proceeds methods are subject to the limitation that when the recapture is triggered by a sale (voluntary or involuntary) of the housing unit, and there are no net proceeds or the net proceeds are insufficient to repay the HOME investment, only the net proceeds are required to be recaptured, if any. The net proceeds are the sales price minus superior loan repayment and any closing costs. When HOME funds are


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used to assist homebuyers acquiring single family housing containing one or more units, the recapture provisions apply as above to both the unit used as the homebuyers primary residence and the assisted rental units. For the rental units, the affordability requirements of 24 CFR 92.252 will apply, except that the Municipality may terminate the affordability period upon the recapture of the HOME funds.

3. A description of the guidelines for resale or recapture that ensures the affordability of units acquired with HOME funds? See 24 CFR 92.254(a)(4) are as follows:

A description of the Municipality’s guidelines for resale or recapture that ensures the affordability of units acquired with HOME funds is the same as the description of the guidelines that will be used for resale or recapture of HOME funds when used for homebuyer activities. See description above.

4. Plans for using HOME funds to refinance existing debt secured by multifamily housing that is rehabilitated with HOME funds along with a description of the refinancing guidelines required that will be used under 24 CFR 92.206(b), are as follows:

There are no plans for refinancing existing debt with HOME funds.

Emergency Solutions Grant (ESG) Reference 91.220(l)(4)

1. Include written standards for providing ESG assistance (may include as attachment)

See attached.

2. If the Continuum of Care has established centralized or coordinated assessment system that meets HUD requirements, describe that centralized or coordinated assessment system.

At this time a centralized or coordinated assessment system is implemented through AK 2‐1‐1 in coordination with ESG services housed under the MOA Aging and Disability Resource Center. The Centers Program Manager oversees the ESG and coordinates services with the CoC. ESG sub‐grantees will coordinate with the ADRC and AK 2‐1‐1 to maintain a centralized and coordinated assessment and referral system. The use of this system will streamline information and access for consumers. AK 2‐1‐1 and social service/homeless providers will be provided information regarding availability of ESG funds to provide information for potential applicants through the provider network. To the extent possible, ESG grantee and sub‐grantees will seek Memorandums of Understanding with key referral sources to assure seamless referral process for ESG clients. Applicants will contact ESG providers directly. For those clients identified as disabled or elderly, a referral will be made to the Aging and Disability Resource Center for options counseling regarding long‐term care support services available in the community to assist with stabilization of those services for the eligible clients. Over four years ago, all CoC HUD funded programs and almost all non‐HUD funded programs agreed to use the Arizona Self‐Sufficiency Matrix to assess and provide assistance. This assessment underscores the importance of serving all target populations, and making referrals to different agencies in the community. Copies of this Matrix are shared amongst agencies serving the same household, such as cases where the family is transitioning from a shelter (CSS Clare and Salvation Army McKinnell) to HPRP and/or RRP. In addition, there are over forty‐one agencies/services in Anchorage entering data into HMIS and twenty‐six agencies/services from Balance of State. This information and data system allow agencies to share files when agreed upon to enhance service for the household, regardless of location in Alaska. The Anchorage Coalition to End Homelessness will oversee the administration of Anchorages CoC. Updates and input from the CoC will help to determine if limits on rental assistance should be increased or decreased based on community needs, outcomes, and available budget within the HUD guidelines. At such time that standards for client contribution are set by the continuum, the ESG funded agencies will incorporate these into overall procedures and policies. See above written procedures. To avoid duplication of ESG services, ESG sub‐grantees will be entering data into a shared AKHMIS system. ESG grantee/sub‐grantee will meet on a regularly scheduled basis to review program policies and procedures and staff potential homeless clients requiring additional assistance above and beyond above stated limits and HUD guidelines.

3. Identify the process for making sub‐awards and describe how the ESG allocation available to private nonprofit


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organizations (including community and faith‐based organizations).

The MOA has a Citizen Participation Plan (CPC). CSD must develop and follow a Citizen Participation Plan to receive Federal funds for CDBG, HOME, and ESG Programs. The citizen participation plan covers the 5‐year Consolidated Plan, each subsequent Annual Action Plan, each year’s Consolidated Annual Performance and Evaluation Reports and any amendments. The Anchorage CoC will consult with ESG recipients on the plan for allocating ESG funds and reporting on and evaluating the performance of ESG recipients and subrecipients. The CPC sets forth the policies and procedures for citizen participation in Anchorages Consolidated Planning Process. CSD urges citizens to voice their concern and share their ideas concerning CDBG, HOME and ESG funds. At least two public hearings per year are held to obtain public comments on needs, strategies, actions, projects and performance. CSD provides reasonable opportunities for comment. CSD places notices by email, advertisement in newspapers, posting on the MOA DHHS Website, direct mailings, posting of notices on public counters, bulleting boards and community facilities for all people. The preparation of the 2014 Action Plan began with consultation from public agencies. CSD sought first to identify potential needs, services gaps and key issues on which to focus the community outreach process. CSD conducted public presentations on the Consolidated Plan, Action Plan and Community Needs Survey. The Municipality encouraged community participation in the development of the 2013 Action Plan, 2014 Action Plan, and the 2013 ‐ 2017 Consolidated Plan. CSD is responsible for coordinating the citizen participation process. Community meetings were advertized in the Anchorage Daily News, a paper of general circulation and posted on the CSD website. Notices were sent out to a large e‐mail list. Presentations were made for the HAND Commission and for the Anchorage Assembly. The results of the Community Needs Survey are included in the Consolidated Plan and were used to establish the needs of the community. The DHHS will develop a sole source grant agreement with CSS to expend monies for the Rapid ReHousing Program. The grant agreement will incorporate HUD’s new definitions. Homeless Prevention monies will be administered by the DHHS Aging and Disability Resource Center.

4. If the jurisdiction is unable to meet the homeless participation requirement in 24 CFR 576.405(a), the jurisdiction must specify its plan for reaching out to and consulting with homeless or formerly homeless individuals in considering policies and funding decisions regarding facilities and services funded under ESG.

As per 24 CFR 576.405 (a): On Homeless participation unless the recipient is a State, the recipient must provide for the participation of not less than one homeless individual or formerly homeless individual on the board of directors or other equivalent policy‐making entity of the recipient, the extent that the entity considers and makes policies and decisions regarding any facilities, services, or other assistance that receive funding under the ESG. The Municipality is developing a plan to consult with homeless or formerly homeless individuals with regard to policy‐making and decisions regarding any services, or other assistance that receive funding under the ESG. The plan would be included in the annual action plan required under 24 CFR 91.220. The MOA will consult with CSS Homeless Families Program and Beyond Shelter Committee to invite homeless participation in all services funded with ESG funding. Specifically, the Municipality’s grant agreement with CSS and the DHHS Emergency Outreach Services will complete a survey of impacted individuals and families to receive feedback on services no later than one year within the distribution of ESG monies to households. The survey will be completed by CSS and the Municipality. As the ESG recipient, the MOA has homeless and previously homeless individuals working with CoC sub‐grantees. The Anchorage CoC will work with the MOA ESG to identify goals and objectives that meet HUD requirements. The MOA to the maximum extent possible and practical will involve homeless individuals and families in constructing, renovating, maintaining and operating facilities assisted under ESG. This involvement will include employment or volunteer services as per 24 CFR 576.405 (c).

5. Describe performance standards for evaluating ESG.

See ESG Performance Standards below.


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ESG Written Standards Page 1




ESG Performance Standards

Discussion

Homeless and Other Special Needs is such a high priority that the Municipality has programmed most of the 2013‐14 CDBG, HOME, and ESG funds to programs that will provide housing or housing with services to the homeless and/or persons with special needs or for affordable housing to help prevent homelessness. CSD will continue to be responsive to other issues and policy opportunities that may elevate in 2013‐14.

Date post:	03-Jul-2020
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