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THE CITY OF RICHMOND

Consolidated Action

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Annual Plan

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For Fiscal Year 2011-2012

Department of Economic and Community DevelopmentDivision of Neighborhood Revitalization

DUNS No. 003133840

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Fourth Program YearAction Plan

The CPMP Fourth Annual Action Plan includes the SF 424 and Narrative Responses toAction Plan questions that CDBG, HOME, HOPWA, and ESG grantees must respond toeach year in order to be compliant with the Consolidated Planning Regulations. TheExecutive Summary narratives are optional.

Narrative ResponsesGENERAL

NOTE: The substantial amendment documentation for FY20 11. EmergencySolutions Funds is listed under the “Other Narrative” section of thisdocument.

Executive Summary

The Executive Summary is required. Include the objectives and outcomes identifiedin the plan and an evaluation of past performance.

Program Year 4 Action Plan Executive Summary

Overview. This Plan outlines the many housing, economic and communitydevelopment initiatives the City will undertake in fiscal year 2011-2012 to continueto maintain our neighborhoods, commercial corridors and to help enrich the lives ofour citizens. As in previous planning years, the City continues to embark on itscommunity development efforts in partnership with our departmental agencies, localnon-profits and local and state quasi-governmental organizations.

During 2010-2011, the City used a significant portion of the CDBG and the HOMEprogram funds to improve and preserve existing housing stock, to help create newhousing and to increase homeownership opportunities. One such outlet is the City’saward-winning Neighborhoods in Bloom program, a local initiative to help restoreand maintain Richmond’s historic neighborhoods through rehabilitation projects andnew, in-kind housing construction. This year, the NiB program is focused on theBellemeade, Blackwell, Carver-Newtowne West, Church Hill Central, Highland ParkSouthern Tip, Southern Barton Heights and Swansboro neighborhoods.

The City worked to increase home ownership and neighborhood stability through newhousing construction on formerly abandoned vacant lots, through the sale of suchnewly constructed homes, through the rehabilitation and sale of vacant houses andthrough rehabilitation assistance to owner-occupied housing for low and moderateincome households. To help ensure homeownership affordability, Richmond usedsome program funds for down payment assistance and principal reductionassistance. The City provided for necessary capital improvements through capitalimprovement dollars.

Fourth Program Year Action Plan 1 Version 2.0

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Outside of the NiB program, the City has allocated a significant portion of CDBGfunds to create a revolving loan fund that will provide gap financing and increase jobopportunities for Richmond’s low- and moderate-income citizens. These loans will beused to encourage new and existing businesses to locate or expand within the cityand will require that those businesses create of retain jobs for LMI citizensproportionate to the amount of the loans provided.

The City will also use funds to address the housing needs of low and moderateincome households citywide. We used funds to help low- and moderate-incomehomeowners finance maintenance repairs or substantial home renovations thatwould help to maintain safety and increase energy efficiency and functionality inolder homes. This provision helped to fulfill the needs of not only the low- tomoderate-income homeowner, but also the elderly homeowner, where, in bothcases, homeowners often delay investing in necessary maintenance due to theexpense involved in repairing or renovating their homes.

In addition to the these investments in preserving Richmond’s housing stock, theCity used CDBG and HOME program funds to help support a systematic codeenforcement initiative to remove blight, and supported housing counseling and fairhousing education programs.

Past performance. The housing market in 2010-2011 continued to move at a slowpace, causing the City to have to treat our neighborhoods and housing stock issuesin other creative ways. Given the credit crunch conditions of the current economy,the City lessened its grant fund investments in new housing construction, andinstead devoted more of our resources to rehabilitation and repair projects. Thisadjustment still enabled the City to maintain community building in step with our (established priorities and internally developed strategies.

The City dedicated 57 percent, or $3.6 million of CDBG funds to housing andneighborhood preservation activities and 100 percent, or $3.2 million in HOME fundsto housing and homeownership activities. The City gained production on theseinvestments by subcontracting with area community development corporations,housing and community-oriented nonprofits and the Richmond Redevelopment andHousing Authority.

Through the use of CDBG funds, the City acquired 22 properties to ready forhomeownership opportunities for low and moderate income families, rehabilitated 62houses, constructed 26 living units and provided down payment assistance to 20 newhomeowners. HOME funds enabled the City to acquire 18 properties to ready forhomeownership, to rehabilitate 17 properties, to construct 36 new houses and toprovide down payment assistance to 50 new homeowners. Using both fundingstreams, the City found satisfaction in being able to continue to build communitiesthrough our award-winning and effective Neighborhoods in Bloom housing andcommunity development model.

Our $214,488 of Emergency Shelter Grant funds continued to go to support ofemergency homeless services shelters, transitional shelters and other specializedservices to homeless individuals. The City Cold Weather Overflow Shelter providedemergency housing to approximately 7,800 persons during inclement weather (someduplication because of repeat stays). Approximately 1,000 homeless individualsreceived sheltering through ESG service providers, while 900 people in familiesreceived assistance in transitional shelter to be able to get back on their feet. Area


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homeless service providers coupled their ESG allocations with dollars provided byUnited Way of Greater Richmond, individual citizen donations and private industrydonations.

To further address the needs of special populations, the City allocated the 2010-2011HOPWA funds to three AIDS service organizations to serve persons with HIV/AIDSthroughout the Richmond-Petersburg MSA. The HOPWA funds allocated to theseagencies totaled $874,169, which included $18,000 for administration. The agenciesprovided the case management; short-term rent, mortgage, utility assistance; long-term rental assistance and first month’s rent assistance. Approximately 560 clientsreceived HOPWA-funded service during the program year.

Objectives and outcomes for Fiscal Year 2011-2012. This year, the City willcontinue to make significant investments in our housing stock by way of theNeighborhoods in Bloom development strategy, code enforcement actions, owner-occupied rehabilitation projects as well as through Citywide housing investments.Yet, in addition to servicing our neighborhoods, The City will use some of our CDBGresources to help in the effort to revitalize commercial corridors and gateways, asCity leaders are rooting their confidences in local small businesses and gatewaycommercial areas as sources of existing and potential new jobs for local residentsand as sources of goods and services for the local economy. The City has developedand will be implementing during the fiscal year a series of economic developmentloans designed for small, minority- and women-owned businesses and developmentcontractors, as well as for gap financing for other potential business deals, to helpstimulate the local economy.

In sum, the City will utilize its Community Development Block Grant and HOME fundsto:

• Provide rehabilitation assistance to existing homeowners for repairs and forsubstantial rehabilitation where necessary. (These programs are availablecitywide as well as in the NiB areas.)

• Provide funding to the Richmond Redevelopment and Housing Authority toaddress blight in NIB areas and areas adjacent to public housing complexes.

• Through the NiB program, provide funds to acquire vacant lots for theconstruction of new housing and the rehabilitation of vacant houses in orderto create affordable homeownership opportunities for low and moderateincome persons and elderly residents.

• Provide funds to support small businesses in neighborhood commercial areasand to support fair housing, housing counseling and financial literacyactivities.

• Provide public services to homeless families and those affected by codeenforcement actions

The City will use Emergency Shelter Grant funds to help support nightly shelterprograms, homelessness prevention services, licensed day care for families inshelters, transportation for shelter patrons and to help cover operational expensesfor homeless service providers.


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The City will use Housing Opportunities for People with AIDS funding to support long-term rental assistance; short—term rental, mortgage and utility assistance and (HIV/AIDS client support services; as well as to provide operating funds for an eightunit housing facility.

Grant Allocations and Match Requirements. HOME funds and ESG funds are theonly funds being used that have historically required a match, although match hasalways been an important factor in awarding CDBG and HOPWA funds. In awardingCDBG funds, the City strives for at least a 3-to-i match. Because of the City’s statusas a depressed area, under HUD’s criteria, the City in the past has been responsiblefor meeting only one-half of the match requirement for HOME funds and 12.5% forrehabilitations and new construction. The City has met that match requirement withCity property tax abatements and public improvements that directly impact theproperty. In some instances, bank funds at a lower interest rate than the HOMEfunds were used as direct grants from LISC and other foundations.

ESG funds require a 100% match. The match requirement has been met with theVirginia State Shelter, United Way and other grants, as well with foundation andprivate individual gifts.

General Questions

1. Describe the geographic areas of the jurisdiction (including areas of low incomefamilies and/or racial/minority concentration) in which assistance will be directedduring the next year. Where appropriate, the jurisdiction should estimate thepercentage of funds the jurisdiction plans to dedicate to target areas.

2. Describe the basis for allocating investments geographically within thejurisdiction (or within the EMSA for HOPWA) (91.2i5(a)(1)) during the next yearand the rationale for assigning the priorities.

3. Describe actions that will take place during the next year to address obstacles tomeeting underserved needs.

4. Identify the federal, state, and local resources expected to be made available toaddress the needs identified in the plan. Federal resources should includeSection 8 funds made available to the jurisdiction, Low-Income Housing TaxCredits, and competitive McKinney-Vento Homeless Assistance Act fundsexpected to be available to address priority needs and specific objectivesidentified in the strategic plan.

Program Year 4 Action Plan General Questions response:

1. For the 2011-2012 fiscal year, the City will continue using our Neighborhoods inBloom development investment model to reach our low- to moderate-incometargets. Our NiB neighborhoods include the following:

• Bellemeade• Blackwell• Carver-Newtowne West• Church Hill Central• Highland Park Southern Tip• Southern Barton Heights


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• Swansboro

The City continues to focus on increasing homeownership and neighborhood stability,through the construction and sale of new housing on formerly abandoned vacantlots, the rehabilitation and sale of vacant houses and through rehabilitationassistance to owner-occupied housing for low and moderate income households.

The City also provides funds for down payment assistance and principal reductionassistance to ensure affordability. The City provides for necessary supportive capitalimprovements through local capital improvement dollars.

Outside of the NiB program, the City will use remaining funds to address the housingneeds of low and moderate income households citywide. We will use funds to helplow- and moderate-income homeowners finance maintenance repairs or substantialhome renovations that would help to maintain safety and increase energy efficiencyand functionality in older homes. This provision helps to fulfill the needs of not onlythe low- to moderate-income homeowner, but also the elderly homeowner, where, inboth cases, homeowners often delay investing in necessary maintenance due to theexpense involved in repairing or renovating their home.

In addition to these investments in preserving Richmond’s housing stock, the Citywill use CDBG and HOME program funds to help support a systematic codeenforcement initiative to remove blight, and supports housing counseling and fairhousing education programs. The City will rely upon CDBG funds to help in the effortto revitalize commercial corridors and gateways, as City leaders are rooting theirconfidences in local small businesses and gateway commercial areas as sources ofexisting and potential new jobs for local residents and as sources of goods andservices for the local economy.

2. Given the age of our existing housing stock, the City is targeting renovation andrehabilitation resources to the Neighborhoods in Bloom (NiB) program. The NIBneighborhoods are low and moderate income areas.

An equally important top priority for the City is addressing our overwhelming povertyrate. The City will dedicate 9 percent of funds to economic development initiativesdesigned to stimulate entrepreneurship, job retention and creation.

3. The City of Richmond has adopted an Affordable Dwelling Unit (ADU) Ordinanceand is discussing the parameters for the creation of an Affordable Housing TrustFund (AHTF). The ADU ordinance has the capability to add to the supply ofaffordable rental and owner occupied housing. The ordinance currently is in effectand ready for City residents to use.

4. Based on data from area sub-recipients and from local and state governmentagencies, the list below summarizes other sources of funds committed toorganizations that will complement the CDBG, HOME, ESG and HOPWA Entitlementfunds being put to use in the City of Richmond for fiscal year 2011-2012:(next page)


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Other Federal Funds

PublicHousingImprovements

Richmond Redevelopment and Housing Authority (RRHA) hasreceived $11,470,817 in Capital Fund Recovery Grants in 2009,which will be utilized this year for several major modernizationprojects. RRHA has requested an additional $3,900,000 to makephysical improvements to its public housing units, and $1,500,000in management improvement funds to support residents’programs.

RRHA continues to work off of a $21,989,976 operating subsidy tosustain the management, maintenance, operation, and supportservices of the Public Housing Program. Requests are subject toreduction and funding levels may be adjusted due to HUD shortfalladjustments.

Housing Choice RRHA will continue to use $22,556,405 from HUD to provideVoucher (formerly subsidized rental housing.Section 8)HOPE VI RRHA will continue to use the $8.6 million balance of the originalRevitalization Grant $26 million grant to revitalize the Blackwell and Swansboro public

housing development area and provide new affordable housingopportunities for homeownership.

2011 Continuum of Seven homeless service providers in the region will continue toCare Notice of use $2.7 million in State Shelter Grants, Emergency ShelterFunding Availability Grants, City of Richmond non-departmental funds, Supportive

Housing Grants, Shelter Plus Care and SRO Moderate Rehab fundsto implement the Regional Continuum of Care.

Supportive Housing HomeAgain will receive $644,766 from HUD for transitionalProgram housing programs for homeless unaccompanied men,

unaccompanied women, Veterans, and families in a variety ofcompositions during the 2011-2012 fiscal year. Services includehousing assessment and search, employment search and support,mental health and substance abuse services, parenting andrelationship group counseling, transportation assistance, referralsto community resources, money management and debt reductiontutorials, life skills training, children’s services including tutoringand follow-up services for discharged households.

Housing Information HOME Inc. will use $200,000 to support housing counseling in theand Counseling areas of rental, mortgage default, and predatory lendingProgram counseling services to City of Richmond residents.Comprehensive HOME Inc. will use $21,632 to support their rental, mortgageHousing Counseling default, and predatory lending counseling services to residents inProgram- HUD central Virginia.Neighborhoods in Home, Inc. will use $391,774 from the City of Richmond toBloom provide down payment and closing cost assistance in

Neighborhoods in Bloom areas.HOME Keystone Home, Inc. will use $611,627 to provide down payment andProgram for First- closing cost assistance in Richmond.time HomebuyersEstimated Other Federal Funds: $74,586,997


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State of VirginiaVHDA — Low Income New Manchester Flats, Fair Hills, Lincoln Manor, Woodcroft Village,Housing Tax Credits Andover Place and Booker T. Washington Plaza are receiving a& Tax-Exempt Bonds combined $3,920,904 in tax credit support from VHDA to provide

low income rental housing.

Model Tobacco is a tax-exempt bond project that will provide lowincome rental housing in the City. These projects put $5,149,519to work in the City for affordable housing.

DHCD-State HOME HOME, Inc. will use $261,000 for down payment assistanceFund and closing cost assistance.DHCD — State of VA Virginia Supportive Housing will utilize $500,000 of DHCD-granted

HOME funds to help support newly constructed single roomoccupancy rooms at their South Richmond facility.

DHCD — State of VA: DHCD plans to establish a set-aside pool of approximately$1,000,000 for best-practice models such as rapid re-housing andtransition-in-place models that will be awarded through acompetitive application process.

DHCD — Child Service HomeAgain will use $9,167 of DCHD state funds to support andCoordinator Grant finance a full-time child service coordinator at the Espigh Family

Shelter, and to provide child care services to children temporarilyoccupying the emergency shelter for women and children. Servicesat the shelter include child assessments, referrals for inoculationsand other health and dental care services, tutoring, child groupsaddressing children’s psychosocial needs and cultural andrecreational activities for children.

DHCD — State Shelter HomeAgain continues to use $171,232 to support emergencyGrant housing programs for unaccompanied men and women with

children (families) at the Men’s Emergency Shelter and EspighFamily Shelter Facilities, respectively. In addition to shelter, theseprograms will provide housing assessment and search services,employment search services, benefit program applications, mentalhealth and substance abuse treatment services, childassessments; money management, debt reduction and other lifeskills instruction, parenting and women’s issues groups, drugtesting, meals and transportation.

Estimated State Funds: $7,090,918

Private ResourcesLocal Initiative For multi-family as well as commercial and community facilities, itSupport Corporation is estimated that USC will provide $2,500,000 in pre(uSC) development, acquisition and construction financing.United Way Services Homeless service providers will use approximately $671,209 in

United Way funds to provide essential supportive services to thehomeless.

HOME Inc. HOME will use a fee based system to provide an estimated$17,513 worth of post bankruptcy money management and creditcounseling services to the community.


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Bank of HOME Inc. will use $728,986 to provide mortgage defaultAmerica/Community counseling services to the community.Foundation/GenworthFinancialCapital One HOME Inc. will use $25,000 to help support homeownership

opportunities for its clientsBanks/Lending It is estimated that an additional $129,339,431 from local banks,Institutions churches, and donations will be available to local organizations

primarily to improve the capacity of non-profits, housingdevelopers and other service providers to provide low andmoderate-income housing opportunities.

Estimated Private Funds: $133,282,139

Estimated Federal, State, and Private Funds Available for FY 2011-2012:$216,018,455

Managing the Process

1. Identify the lead agency, entity, and agencies responsible for administeringprograms covered by the consolidated plan.

2. Identify the significant aspects of the process by which the plan was developed,and the agencies, groups, organizations, and others who participated in theprocess.

3. Describe actions that will take place during the next year to enhance coordinationbetween public and private housing, health, and social service agencies.

Program Year 4 Action Plan Manaciinp the Process responseThe City of Richmond Department of Economic and Community Development,Division of Housing and Neighborhoods, is the lead agency responsible for preparingthe Consolidated Plan and for ensuring compliance with the regulations establishedby the U.S. Department of Housing and Urban Development. City Council adopted aStrategic Plan to guide current and future efforts, and many components of this planare reinforced in the Consolidated Plan.

The five-year housing and community development priorities and activities identifiedin the Strategic Plan section of the document were evaluated by the City PlanningCommission, pertinent City Agencies, civic leaders, and housing service providers.

The City of Richmond uses an extensive evaluation process, one adopted by CityCouncil in 1996, to review federal fund applications. The objective of this process isto fairly evaluate and rank applications by neighborhood and according to eachneighborhood’s expected outcomes. The process covers three broad evaluationsections: (


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• Community Outcomes & Consistency with City Council’s Strategic Plan andthe Consolidated Plan

• Organizational Threshold Criteria

• Capacity of the Organization/Project Feasibility to carry out proposed actions

2011-2013 Federal Funds Application Review. In January 2011, theNeighborhood Revitalization division of the Economic and Community Developmentdepartment received 79 applications from various area non-profits and communitydevelopment corporations for its 2011-2013 CDBG, HOME, ESG and HOPWA grantfunds. Following the Council-ordained review process, City staff evaluated eachapplication using a score-based evaluation form; discussed the projects in a teammeeting, where we compared the project proposals against our communitydevelopment goals; and prepared a final selection of recommended projects forconsideration for our department leaders and City administration. Final approval ofthe funded projects and organizations is up to City Council and City mayor.

Under the staff-conducted application review, each project could receive a maximumof 115 points (including 15 bonus points for designated activities. Applications areevaluated under three sections:

> Section I of the evaluation form deals with Community Outcomesand the Consolidated Plan. This section is worth a total of 30 points.Based on the outcomes for each activity and their priority order in theConsolidated Plan, certain activities score higher than others. Forexample, housing is the highest priority (worth 20 points) and Non-Housing activities are the lowest priority (worth 10 points). In SectionA.2, activities within each priority are scored from the highest-rankedactivity (worth 10 points) to the lowest-ranked (worth 1 or 2 points).Under Non-Housing activities for example, Economic Development(the highest-ranked) scored 10 points, while Planning andAdministration (the lowest-ranked) received 4 points.

> Section II of the evaluation form is worth 20 points. To evaluate thestrength of each organization submitting a proposal, staff developedOrganizational Threshold Criteria that established a minimumthreshold a proposal had to meet to be considered for funding. Staffdeducted 3 points when a proposal failed to meet one of the specifiedcriteria.

> Section III of the evaluation form is worth a possible 50 points andexamines the most important elements of the feasibility of theproposal. Specifically, this section looks at the capacity of theapplicant to complete the project and to deliver the proposedactivities (worth 10 points). The reviewers rank the financial feasibilityof the project (worth 10 points) and whether the proposal hasreasonable objectives and timelines (worth 10 points). The proposalreceived 10 points if it leveraged funds at a 3-to-i ratio and 10 pointsif it received community support and if activities were based on a CityCouncil adopted area plan, or the project documented partnershipswith other agencies providing services in the same project area.


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Below is a list of the community-based organizations and city agencies that partnerto enact the programs covered by the Consolidated Plan. (

Boaz and RuthAn anti-recidivism and social advocacy organization that helps formerly incarceratedindividuals rejoin communities through housing, economic development, employment andcommunity building opportunities.

Congregations Around Richmond Involved To Assure Shelter (CARITAS)A community-based organization and the largest emergency shelter program in themetropolitan area. It responds to the huge unmet need for emergency shelter forhomeless adults in the cold winter months.

Department of Economic and Community DevelopmentA department of the City of Richmond that plans and guides local commercial growth andneighborhood development in order to enhance the quality of life in Richmond. Thedepartment has several organized divisions: Business Development, Asset Management,Housing and Neighborhoods, Workforce Development, Research & Policy Developmentand Finance & Administration.

Dept. of FinanceA department of the City of Richmond that manages the City’s financial affairs, providingcustomer-focused financial, risk management and taxation services for the City ofRichmond.

Dept. of Social Services (A department of the City of Richmond that assists citizens to attain maximum capacity foreconomic and social function, and to meet their basic financial needs. The department hasfive major program areas: Child and Family Services, Family and Adult Services,Employment Services, Financial Services and Assistance Fraud Investigation.

ElderHomes CorporationA non-profit organization which provides a variety of housing services throughout theRichmond Metropolitan area. Services range from providing small emergency homerepairs to constructing senior housing developments.

Fan Free ClinicA medical service program that provides treatment, health education, and social servicesto those with limited access to care or those who are low-income and uninsured in theRichmond area.

Freedom HouseA non-profit organization that provides both breakfast and dinner to the homeless andworking poor in the Richmond. Additional programs include transitional shelter programsand a short-term respite program.

Habitat for HumanityA non-profit organization that brings families and communities in need together withvolunteers and resources to build decent, affordable housing for low-income families.

Home Again (formerly Emergency Shelter Inc.)A non-profit organization that provides short-term transitional housing, intensive case


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management support and assistance with successful transition to permanent housing forhomeless families and individuals coming directly from the street.

Housing Opportunities Made Equal, Inc.A non-profit organization that advocates for equal housing access in Virginia. It providesconfidential counseling on homebuyer readiness and educational classes.

Local Initiatives Support CoalitionThe Virginia office of National LISC is dedicated to helping non-profit communitydevelopment organizations, through capacity building and organizational development,transform distressed neighborhoods into healthy and sustainable communities of choiceand opportunity.

Richmond Affordable HousingA nonprofit affiliate corporation of Better Housing Coalition. It provides low and very lowincome persons and families with affordable, sanitary, safe and decent housing facilities.

Richmond Behavioral Health AuthorityA quasi-governmental agency that provides mental health, mental retardation andsubstance abuse services for the citizens of Richmond.

Richmond Redevelopment & Housing AuthorityVirgini&s largest housing authority provides quality housing and effective communityredevelopment services for low- and moderate-income families, the elderly and thedisabled.

Southside Community Development & Housing CorporationA non-profit community development corporation that transforms economically distressedneighborhoods into thriving and sustainable communities by constructing affordable newhomes, rehabilitating older homes and by providing home-ownership counseling services.

Virginia Commonwealth UniversityVirginia Commonwealth University is the largest university in Virginia and ranks amongthe top 100 universities in the country in sponsored research. The University and itscommunity partners collaborate to enhance the quality of life for all who work, live andstudy in the Richmond area and beyond.

Virginia Dept. of Public Health (DPH)Formerly a City department, DPH has recently fallen under the auspices of the state ofVirginia. The mission of DPH is to promote healthy living, protect the environment, prevent diseaseand prepare the community for disasters.

Virginia Supportive HousingA not-for-profit homeless services provider and community development corporation thatprovides permanent housing and comprehensive support services to very low-incomeindividuals and families who are homeless and/or who have disabilities in order to initiateand promote their transition from homelessness to productivity and independence.

William Byrd Community HouseA non-profit organization that works with the entire community to create pathways tosuccess for individuals and families, particularly children and youth, by helping themmove from dependency to self-sufficiency as quickly as possible.


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Young Women’s Christian AssociationA not-for-profit organization and the oldest and largest multicultural women’s organizationin the world that provides safe places for women and girls, builds strong women leaders,and advocates in Congress for women’s rights and civil rights.

Enhancing Public and Private Housing, Health and Social ServiceCoordination. The economic downturn in the nation has had rippling effects incommunities around the country, and unfortunately, Richmond has not beencompletely immune. The City continues to see an outpour of temporary publicassistance due to job loss and other hardships, and as such works to allocate ourfinite resources to meet the most critical needs.

Given the growing need among our populace and the limited resources available inthe city budget alone, city leaders have come to recognize the need to join publicand private human service efforts to ensure that citizens’ needs are met accordingly.City leaders appreciate that public money combined with private resources can anddo help maximize assistance for as many citizens as possible.

The City has come to incorporate the benefits of public-private partnership andresource pairing to deal with public need, and will continue to do so in 2011-2012.Most recently, 2011-2013 grant applicants were required to leverage other fundingsources and their own partnerships with other local service providers in theirapplications for proposed projects in order to gain consideration for funding. TheCity has used this requirement in our application process for several fiscal terms; thistool has proven effective to have organizations put all available resources in play toachieve our human services and community development goals, and has been usefulin enabling the City to ensure that we are getting use out of private resources to (complement our federal grant funds.

Another avenue for public-private partnership for the City is through our EmergencyShelter Grant projects. The project service providers work closely on a regular basis,and have established a network of their client services so that clients can benefitfrom all of the services available as they navigate their way back to self-dependency.Homeward, the greater Richmond region’s homeless advocacy and client datamanagement organization, acts as a conduit of coordination for linking local serviceorganizations together, as well as an information source for clients and localgovernments.

Finally, the City has been able to use its Homelessness Prevention and Rapid Re-Housing Program funds as a bridge between our Departments of Economic andCommunity Development (DECD) and Social Services (DSS), as well as between citygovernment and private non-profits, as a means of meeting client need. DECD andDSS collaborated to craft a set of projects to service youth aging out of foster care,single adults, recently released ex-offenders and families to maintain or regain theirhousing. The two agencies have allocated these projects to private nonprofits, andwill continue to work with these entities to ensure that clients’ needs are being metuntil the funds run their course in 2012. The City will maintain these relationshipsthrough the duration of the HPRP program.

Citizen Participation

1. Provide a summary of the citizen participation process.


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2. Provide a summary of citizen comments or views on the plan.

3. Provide a summary of efforts made to broaden public participation in thedevelopment of the consolidated plan, including outreach to minorities and non-English speaking persons, as well as persons with disabilities.

4. Provide a written explanation of comments not accepted and the reasons whythese comments were not accepted.

*please note that citizen comments and Responses may be included as additional files within the CPMPTool.Program Year 4 Action Plan Citizen Participation response:

1. While developing the Annual Consolidated Action Plan, the Department ofEconomic and Community Development offers two public hearings to welcome citizenparticipation and input. Public hearing dates, along with the Proposed Budget andNotice of the 30-Day Period for Public Comment, are advertised in local papers andon the City’s website.

The City makes copies of a draft of the Annual Plan available at public libraries andgovernment offices for the duration of the 30-day public comment period, as anadditional opportunity for citizen review and input.

2. The City held the first of two public comment hearings on the 2011-2012 AnnualPlan on January 13, 2011. There were no comments made.

The 30-day public comment period on the initial draft of the Annual Plan will beginon March 24th Upon receiving public comment, the Neighborhood Revitalizationdivision will incorporate any public feedback into the Annual Plan and forward it on toCity Council for final approval. City Council will receive the final version of the 2011-2012 Annual Plan in May 2011.

3. The City consulted with various groups that advocate for minority and specialneeds populations while developing the Five Year Plan. A complete listing of theadvocacy groups involved is featured in that document.

4. The public comment period remains open until April 2011.

Institutional Structure

1. Describe actions that will take place during the next year to develop institutionalstructure.

Program Year 4 Action Plan Institutional Structure responseThe City participates in several collaborative processes in the implementation offederally funded activities. The strength of the collaborative system is in thepartnerships it fosters. Partnerships help to keep service providers abreast of theneeds in the City, and help service providers to support each other in ways beneficialto the City’s overall priorities, including the affordable housing goal. There arepartnerships specific to neighborhood and housing activities, homeless services andprograms and HOPWA services and programs. The City will continue thesecollaborative efforts.


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Monitoring

1. Describe actions that will take place during the next year to monitor its housingand community development projects and ensure long-term compliance withprogram requirements and comprehensive planning requirements.

Proaram Year 4 Action Plan Monitoring responseThe City of Richmond will distribute its Procedures Manual and will provide training tonew program participants on program procedures and requirements, to ensure long-term compliance with program requirements and comprehensive planningrequirements, at the beginning of the new fiscal year.

The City’s Department of Economic and Community Development, Division ofNeighborhood Revitalization, will contract with sub-recipients, and will be responsiblefor the reporting, monitoring and compliance of all agencies and sub-recipients usingCDBG, HOME, ESG and HOPWA funds, in accordance with HUD’s regulations. Eachcontract will contain a detailed item plan that outlines the goals and objectivesagainst which the sub-recipient’s performance will be measured. The sub-recipientshall provide the Division with a quarterly report on the status of each activity asagreed to in the contract.

The Neighborhood Revitalization Division shall be responsible for monitoring theperformance of each grantee under the terms of the contract and Letters ofAgreement. Each program will be reviewed for compliance or non-compliance withapplicable Consolidated Plan regulations, executive orders, labor standards, EqualEmployment Opportunity, Section 3, environmental and other 504 federalrequirements.

Monitoring will be accomplished through bi-annual on-site visits, analysis of quarterlyreports, review of subcontracts and bid documents, employee interviews,pre-construction conferences and review of activities in relation to the provisions ofthe Davis-Bacon Act and Wage procedures.

The Department of Finance shall conduct financial monitoring, including monthlydesk reviews of expenditures and one on-site visit each year, in order to ensure thatcosts charged against Consolidated Plan activities are eligible.

Minority Participation. The City of Richmond encourages minority participation inall contracts through the following City policies:

• The City has an automated system for identifying and maintaining aninventory of certified minority business enterprises (MBEs) and women’sbusiness enterprises (WBE5), their capabilities, services, supplies and/orproducts.

• The City uses the local media, electronic and print, to market and promotecontract and business opportunities. Further, it utilizes the Black Pages andMetropolitan Business League, attends Minority Development Fairs, and is amember/corporate sponsor of the Virginia Regional Minority SupplierDevelopment Council.


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• As part of any invitation to bid, the City develops informational anddocumentary materials (fact sheets, program guides, procurement forecasts,etc.) on contract/subcontract opportunities for MBEs and WBEs.

• All City procurement packages include a Minority Business/ParticipationCommitment Form.

• The City, in cooperation with the Virginia Regional Minority SupplyDevelopment Council and the Metropolitan Business League, sponsorsbusiness-related meetings, conferences and seminars.

• The City’s Purchasing Office maintains centralized records with statistical dataon the use and participation of MBEs and WBE5 as contractors/subcontractorsin all HUD-assisted program contracting activities.

• The City has designed its system to use all available and appropriate publicand private sector resources.

In addition, all sub-recipients must make every feasible effort to contact minority-owned and women-owned business enterprises to respond to invitations to bid. Allsub-recipients must submit a minority business report to document the number ofminority- and women-owned businesses that worked on HUD funded projects.

Sub-recipients also must comply with the following statutes:

Section 3 - Economic Onportunities for Low & Very LowIncome Persons

All sub-recipients must comply with Section 3 of the Housing and UrbanDevelopment Act of 1968 and provide, to the greatest extent feasible, opportunitiesfor the recruitment and training of workers and recruitment of businesses from theproject area (the area of the City served by the project). In the case of a city-wideproject, services and workers should be sought from all city CDBG-eligible areas.

Section 3 defines low income and very low income as families (including singlepersons) whose incomes do not exceed 80 percent and 50 percent of the medianincome for the area, respectively. Section 3 residents are defined as persons thatreside in a CDBG-eligible census tract whose income does not exceed 80% of themedian income. Section 3 business concerns are defined as those that meet at leastonce of the following conditions:

• Majority ownership is held by Section 3 residents• At least 30 percent of the employees are Section 3 residents, or were

within the first three years of their employment• More than 25 percent of their work is subcontracted to businesses that

meet either of the first two conditions

Sub-recipients must make it clear to contractors that they have an obligation tocomply with Section 3 and must submit to the Housing and Neighborhoods Division aSection 3 Report that documents the number of new and Section 3 hires the contractentity employed. All employment opportunities should be advertised in mediagenerally available to Section 3 residents and must include the following language:“This is a HUD funded project; Section 3 businesses and/or businesses that employSection 3 residents are encouraged to respond.”

Sub-recipients shall inform potential contractors and subcontractors of theirobligations under Section 3. This can be accomplished by including a Section 3clause in every solicitation and contract connected with the project. In addition,


City of Richmond

Section 3 should be discussed in pre-bid and pre-construction conferences andincorporated into development proposal packages.

The City has undertaken its own efforts to adhere to Section 3 guidelines, as well asto enforce compliance among sub-recipients. Richmond continues to enhancetracking processes among its sub-recipients, by maintaining usage of a standardform that sub-recipients must complete in order to document Section 3 activities.The form is included in our annually updated Procedures Manual that sub-recipientsheavily rely upon to ensure that they are meeting all of the City’s rules for federalfunds usage and other contractual obligations.

Within the last fiscal year, Richmond has given renewed focus and attention toSection 3 as a potential job creation tool, particularly in our most poverty-strickencommunities. Public housing residents; unemployed, low and very-low incomeindividuals, community advocates, and owners of potential Section 3 qualifyingbusinesses were invited to engage City leadership on Section 3 key issues andpotential implementation actions in a series of Section 3 public forums duringsummer 2010. Those forums resulted in development of a Section 3 database ofpotential hire candidates, as well as a listing of Section 3 businesses in the Richmondregion.

Thanks to those forums, too, the Neighborhood Revitalization Section 3 certificationactivity has increased dramatically, with more contractors and entrepreneurs wantingto have their businesses be certified as Section 3 businesses in order to increasetheir amount of job opportunities.

The City plans to continue to engage the public and area business owners on Section3 opportunities as a means of exercising this useful economic development tool. Thecity also will continue to partner with the Richmond Redevelopment and HousingAuthority, the City’s primary Section 3 compliance conduit, to manage Section 3initiatives.

Section 504 (d) Persons with Disabilities

Sub-recipients are responsible for complying with Section 504 (d) handicappedaccessibility requirements. Waivers to provisions of the requirement can be given ifimplementation would be unduly burdensome. Some basic guidelines forimplementation include:

• All public facilities must be completely accessible

• Housing sub-recipients must be prepared to make individual units accessibleshould they have a handicapped client

• Public services and all agency offices should meet accessibility guidelines.

Affirmative Marketing Procedures

All HOME funded rental and homebuyer projects containing five or more units shallimplement affirmative marketing procedures. The affirmative marketing proceduresmust include:

A. Information to the public, owners and potential tenants about Federal fairhousing laws through the following methods:


City of Richmond

• Use of commercial media and community contacts• Use of the Equal Housing Opportunity logotype or slogan in press releases

and solicitations for tenants and owners (written and electronic), and writtencommunication to fair housing and other groups

• Display of a fair housing poster

B. Solicitation of applications from persons in the housing market area who wouldnot be likely to apply for the housing without special outreach through the use of anyof the following groups:

• Community organizations• Places of worship• Employment centers• Fair housing groups• Housing counseling agencies

C. Maintenance of records that include data on race, ethnicity and gendercharacteristics. Records also should describe actions taken to affirmatively marketunits and the subsequent results of these actions. The sub-recipient shall submit tothe City’s Department of Community Development an affirmative marketing report atthe end of the program year so that City staff can assess progress and takecorrective action when necessary.

Lead-based Paint

1. Describe the actions that will take place during the next year to evaluate andreduce the number of housing units containing lead-based paint hazards in orderto increase the inventory of lead-safe housing available to extremely low-income,low-income, and moderate-income families, and how the plan for the reduction oflead-based hazards is related to the extent of lead poisoning and hazards.

Program Year 4 Action Plan Lead-based Paint responseThe Department of Economic and Community Development will continue to work toenforce HUD Regulations 1012 and 1013 pertaining to lead-based paint hazards inhousing receiving federal assistance in the form of CDBG, HOME, ESG, and HOPWAfunds. The department has developed a set of Lead-Based Paint Guidelines & Formsto ensure sub-recipients are complying with 1012 and 1013. City staff conductsperiodic on-site monitoring of rehabilitation projects to verify that contractors uselead-safe work practices when remediating lead hazards.

HOUSING

17 Version 2.0

Specific Housing Objectives

*please also refer to the Housing Needs Table in the Needs.xls workbook.

1. Describe the priorities and specific objectives the jurisdiction hopes to achieveduring the next year.

Fourth Program Year Action Plan

City of Richmond

2. Describe how Federal, State, and local public and private sector resources thatare reasonably expected to be available will be used to address identified needsfor the period covered by this Action Plan.

Program Year 4 Action Plan Specific Objectives responseThe City of Richmond Department of Economic and Community Development will usean estimated $4.8 million (94 percent) of its CDBG allocation to fund activities thatbenefit low-to-moderate income persons, and $123,600 (6 percent) from CDBGfunds to address slum and blighting properties in FY 20112012.*

The City will expend 72 percent ($3.7 million) of CDBG funds and 76 percent ($1.6million) of HOME funds on target areas in the City of Richmond during the 2011-2012 fiscal year. The target areas are those designated as Neighborhoods in Bloomcommunities, which include Bellemeade, Blackwell, Carver-Newtowne West, ChurchHill Central, Highland Park Southern Tip, Southern Barton Heights and Swansboro.

In addition to established CDBG-funded projects, the City will continue to fund oneadditional housing projects using federal funds granted under the American Recoveryand Reinvestment Act of 2009 (CDBG-R). These projects will continue to help tocreate housing units for mixed income households and the elderly. The projects anddesignated sub-recipient developers are listed below:

Matthew Heights RevitalizationSouthside Community Development and Housing Corporation will make siteimprovements on a 3.5 acre parcel that adjoins the Highland Park NiB area, usingCDBG-R funds. These funds also will be used for infrastructure improvements.

In addition to utilizing our community development and stimulus grant funds, theCity will continue to incorporate grant funds from the Neighborhood StabilizationProgram, a program designed to help alleviate the impact from the country-wideforeclosure crisis. Since its infusion into the City’s housing marketplace,Neighborhood Revitalization has been able to expend $2.4 million in NSP funds onqualifying foreclosed properties that might have otherwise sat vacant. In 2011-2012, the City will use $332,317 to acquire, rehabilitate and market foreclosedhomes in specific target areas.

*Note: The city had not received exact totals on how much it would receive in federal entitlement grantdollars, thus dollar figures are guest estimates based on previous year allocations.

Fair Housing. Fair housing continues to play a pivotal role in the City’shomeownership mission. As in previous years, the City maintains it commitment tofurthering affordable and fair housing opportunities to all would-be and existing Cityhomeowners.

For the upcoming fiscal year, Richmond has allocated over $1 million in CDBG andHOME grant resources to Housing Opportunities Made Equal, our lead regionalhousing advocacy non-profit organization, in order to enlist the agency to providefair housing assistance and representation, credit counseling, first-time homebuyeradvisory services, down payment assistance and housing information and counselingservices for potential and existing homeowners.

The City complements this financial commitment with a participatory one. Citycommunity development employees have partnered with local non-profit housing


City of Richmond

organizations, as well as private industry outfits and the Virginia HousingDevelopment Authority, to plan and present a series of workshops and neighborhoodtours that will help to inform the public about affordable housing barriers and currentaffordable, fair housing ownership opportunities.

Needs of Public Housing

1. Describe the manner in which the plan of the jurisdiction will help address theneeds of public housing and activities it will undertake during the next year toencourage public housing residents to become more involved in management andparticipate in homeownership.

2. If the public housing agency is designated as TMtroubled” by HUD or otherwise isperforming poorly, the jurisdiction shall describe the manner in which it willprovide financial or other assistance in improving its operations to remove suchdesignation during the next year.

Proaram Year 4 Action Plan Public Housing Strategy responseThe City has committed to providing priority focus in FY 2011-2012 on working withthe Richmond Redevelopment and Housing Authority to redevelop Dove Court andCarrington Gardens. The City also will continue to support the efforts of the HousingOpportunities Made Equal’s Center for Home Ownership. The Department of SocialServices will continue to be a resource as residents work to increase economic self-sufficiency.

Barriers to Affordable Housing

1. Describe the actions that will take place during the next year to remove barriersto affordable housing.

Program Year 4 Action Plan Barriers to Affordable Housing responseThe City of Richmond has implemented several regulatory changes and programs toaugment the quality and distribution of affordable housing. Among these are:

• Establishment of the rehabilitation tax credit, which provides for theassessment of real estate taxes on rehabilitated property at the prerehabilitated value rather than the increased value. While available to allqualified properties citywide, this program has proven invaluable in therehabilitation of vacant properties in the revitalization areas. It has madepossible more affordable mortgages for low and moderate income buyers.

• Support to mixed-income and Low Income Housing Tax Credit (LITHC)projects that re-use vacant industrial buildings in areas in need of or currentlyundergoing revitalization.

• Implementation of the affordable housing trust fund.

• Implementation of the affordable dwelling unit ordinance.


City of Richmond

HOME! American Dream Down payment Initiative (ADDI)

1. Describe other forms of investment not described in § 92.205(b).

2. If the participating jurisdiction (PJ) will use HOME or ADDI funds forhomebuyers, it must state the guidelines for resale or recapture, as requiredin § 92.254 of the HOME rule.

3. If the PJ will use HOME funds to refinance existing debt secured bymultifamily housing that is that is being rehabilitated with HOME funds, itmust state its refinancing guidelines required under § 92.206(b). Theguidelines shall describe the conditions under which the PJ will refinanceexisting debt. At a minimum these guidelines must:a. Demonstrate that rehabilitation is the primary eligible activity and ensure

that this requirement is met by establishing a minimum level ofrehabilitation per unit or a required ratio between rehabilitation andrefinancing.

b. Require a review of management practices to demonstrate thatdisinvestments in the property has not occurred; that the long-term needsof the project can be met; and that the feasibility of serving the targetedpopulation over an extended affordability period can be demonstrated.

c. State whether the new investment is being made to maintain currentaffordable units, create additional affordable units, or both.

d. Specify the required period of affordability, whether it is the minimum 15years or longer.

e. Specify whether the investment of HOME funds may be jurisdiction-wideor limited to a specific geographic area, such as a neighborhood identifiedin a neighborhood revitalization strategy under 24 CFR 91.215(e)(2) or aFederally designated Empowerment Zone or Enterprise Community.

f. State that HOME funds cannot be used to refinance multifamily loansmade or insured by any federal program, including CDBG.

4. If the PJ is going to receive American Dream Down payment Initiative (ADDI)funds, please complete the following narratives:a. Describe the planned use of the ADDI funds.b. Describe the PY5 plan for conducting targeted outreach to residents and

tenants of public housing and manufactured housing and to other familiesassisted by public housing agencies, for the purposes of ensuring that theADDI funds are used to provide down payment assistance for suchresidents, tenants, and families.

c. Describe the actions to be taken to ensure the suitability of familiesreceiving ADDI funds to undertake and maintain homeownership, such asprovision of housing counseling to homebuyers.

Program Year 4 Action Plan HOME/ADDI response:1. The City of Richmond does not intend to use other forms of investment notdescribed in Section 92.205(b).

2. 2. The City of Richmond maintains the same guidelines for resale that began withthe HOME Program in 1992. Participants using HOME program funding must use theCity’s approved Deed of Trust document that enforces the affordability termsoutlined in the HOME program final rule regulations. Currently, each Deed of Trustdocument given to a new homeowner or investor as part of their down payment


City of Richmond

assistance loan contract includes the following guidelines:

• HOME—assisted units for rehabilitation or new construction projects under$15,000 — five year affordability period.

• HOME—assisted units for rehabilitation or down payment assistance projectsfrom $15,000 to $40,000 — ten year affordability period.

• HOME—assisted units for rehabilitation projects over $40,000 — 15 yearaffordability period.

• HOME—assisted rental units for new construction projects only - 20 yearaffordability period.

Recapture Provision

The City of Richmond currently uses the recapture provision option outlined in Section24 CFR Part 92.254 to ensure the affordability requirements for the HOME InvestmentPartnership Program. The recapture provision is defined as the amount of HOME fundsused to assist an eligible purchaser. The recapture provision must ensure that the Cityrecoups all or a portion of the HOME assistance subject to recapture in the event ofresale of property to the net proceeds available from the sale if the housing does notcontinue to be the principal residence of the family for the duration of the period ofaffordability. The affordability period is determined by the amount of HOME fundsincluded in the deed or land covenant, which will be defined in the terms of the loan.The affordability period will apply as follows:

• projects under $15,000-five-year term

• projects from $15,001- $40,000-ten year term

• projects over $40,000-fifteen-year term

The City will enforce the recapture provision requirement in our contractual agreementwith our sub-recipients. The sub-recipients will pass the requirement to the purchaserof the HOME assisted unit in the form of a deed or land covenant that runsconcurrently with the affordability period.

The affordability period can only be reduced or terminated if a transfer in lieu of aforeclosure occurs prior to satisfying the recapture agreement. In such a case, thepurchaser will be required to share in the net proceeds available from the sale. Wherethere are no net proceeds, the HOME requirements are considered to be satisfied. Thepurchaser of a HOME-assisted unit also can satisfy the terms of the deed of trust bytransferring the remaining requirements of the original deed of trust to another eligiblehome purchaser.

To be an eligible home purchaser, the new homeowner must meet the HOMEprogram’s income requirements and be approved by the City. This new homepurchaser also must agree to be responsible for the prorated portion of the terms inthe original deed of trust until the affordability period is satisfied. Proceeds from thesale of properties using HOME funds will be recaptured and returned to the City.These funds will be considered program income and used for future housingdevelopment projects.

3. The City does not intend to use HOME funds to refinance existing debt serviced bymultifamily housing that is being rehabilitated with HOME funds.


City of Richmond

4. The City of Richmond spent all of its American Dream Down Payment Initiativeallocation by the end of FY 2009-2010. The ADDI allocation was used to increase thehomeownership rate, especially among lower-income and minority households, andto revitalize and stabilize City neighborhoods. Housing Opportunities Made Equal,Inc., offered up to $7,500 of down payment and closing cost assistance to first-timehomebuyers under the Keystone Program.

The City of Richmond did not receive ADDI funds for FY2O1O-2011, and is notexpecting an allocation for FY20 11-2012.

HOMELESS JSpecific Homeless Prevention Elements

*please also refer to the Homeless Needs Table in the Needs.xls workbook.

1. Sources of Funds—Identify the private and public resources that the jurisdictionexpects to receive during the next year to address homeless needs and toprevent homelessness. These include the McKinney-Vento Homeless AssistanceAct programs, other special federal, state and local and private funds targeted tohomeless individuals and families with children, especially the chronicallyhomeless, the HUD formula programs, and any publicly-owned land or property.Please describe, briefly, the jurisdiction’s plan for the investment and use offunds directed toward homelessness.

2. Homelessness—In a narrative, describe how the action plan will address thespecific objectives of the Strategic Plan and, ultimately, the priority needsidentified. Please also identify potential obstacles to completing these actionsteps.

3. Chronic homelessness—The jurisdiction must describe the specific planned actionsteps it will take over the next year aimed at eliminating chronic homelessnessby 2012. Again, please identify barriers to achieving this.

4. Homelessness Prevention—The jurisdiction must describe its planned action stepsover the next year to address the individual and families with children atimminent risk of becoming homeless.

5. Discharge Coordination Policy—Explain planned activities to implement acohesive, community-wide Discharge Coordination Policy, and how, in the comingyear, the community will move toward such a policy.

Proaram Year 4 Action Plan Snecial Needs resoonse1. In addition to the funds awarded to the City of Richmond under the EmergencyShelter and HOPWA Programs, this jurisdiction expects to receive the followingfunds:

RequestedProject/Applicant Amount

Virginia Supportive Housing Shelter + Care $1,051,488


City of Richmond

HomeAgain InRich 544,806St. Joseph’s Villa Flagler 272,000Hilliard House 262,917Daily Planet Safe Haven 118,171HomeAgain Veterans 99,960Daily Planet Collaborative Treatment 90,300Daily Planet Safe Haven Expansion 90,000Richmond City Supportive Housing Outreach 60,480

Virginia Supportive Housing DFind3--Veterans 48,466Virginia Supportive Housing Dfind Families 39,860Homeward HCIS 26,745

Homeward HCIS Expansion 21,654

Total Request $2,726,847

The City’s Plan for Investment and Use of Funds Directed TowardsHomelessness. The City of Richmond is a vested implementation partner in ourregion’s Ten Year Plan to Prevent and End Homelessness as it is managed under theguise of Homeward, our region’s planning and coordinating organization for homelessservices. Richmond has worked to address homelessness for decades, and continuedthat commitment through our participation in sessions with other regional leaders,service providers, some homeless individuals and other community stakeholders.

That process was recorded and eventually became what is our ten year frameworktoday. Creating the plan has given leaders and practitioners in Richmond andthroughout the region the ability to tailor our services to the needs of our population,thus better enabling us to serve clients now and to help get clients back to anindependent state down the line. The Ten Year Plan provides an implementationoutline made up of multi-level strategies and actions under five core goals that allcommunity partners, including state and local government, service providers andadvocates, need to take up in order to end homelessness in the Richmond region.

For Economic and Community Development’s part, we continue to commit acombination of CDBG and ESG funds to public and human service initiatives. Wehave and continue to allocate a combined $390,000 of CDBG funds to housinginformation and counseling services, housing code enforcement counseling and leadabatement programs, in order to proactively address code violation issues that leadto homelessness.

With the same motivation, the City allocates $155,000 in permanent supportivehousing and family residential support programs, as both provide much neededhousing sources for formerly homeless adults and homeless families, respectively.

Outside of administrative costs, our $214,488 ESG allocation goes to supportemergency financial assistance for city households in need, transitional sheltering,emergency sheltering, care for domestic violence victims and child care for childrenof low-income or homeless familial situations.


City of Richmond

Thus, the city’s plan for the investment and use of funds are aligned with theimplementation strategies of our region’s Ten Year Plan to Prevent and EndHomelessness. We are committed to continuing to direct some of our grant funds tothe implementation strategies that local government can impact.

2. The primary focus of providing information or services that help individuals orfamilies reduce their risk of becoming homeless will continue. Each agency providesat least one of the following services: rental assistance, utility assistance, housingcounseling, financial counseling or access to food pantry.

3. Efforts to address the need of the chronically homeless are underway. Openedin December 2007, the “A Place to Start” (APTS) program, a permanent housing andintensive mental health service for the chronically homeless, began as a collaborativeprogram with the Daily Planet and the regional Community Services Boards, led byChesterfield County. In July of 2009, Virginia Supportive Housing assumed completeoversight of the program. APTS currently is serving 49 program participants, and isestimated to serve 70 clients by the end of this year. Long-term, the project isexpected to serve 130 individuals overall.

The City of Richmond works to complement the efforts of our homeless serviceproviders in the community, by way of our homeless street outreach program, whichseeks out the chronically homeless and makes them aware of available services.

4. The homeless prevention policy stresses coordination of homeless services. Thisis one of the goals of the Ten Year Plan. The regional planning process bringstogether agencies that provide services for effective coordination. Outreach to otheragencies within the community continues. There also are efforts to educate mainstream housing providers to help clients with housing stability, and not depend solelyon homeless agencies to address.

The City received a great boost in its homelessness prevention efforts by way ofPresident Obama’s American Recovery and Reinvestment Act of 2009. Through thiseconomic stimulus package, the City was granted $2,044,088 in HomelessnessPrevention and Rapid Re-housing Program funds to help prevent individuals andfamilies from becoming homeless and to rapidly re-house those who are homelessbut who show signs of being able to live stably after receiving some support andassistance. The City has contracted with three area non-profit organizations toprovide service to qualifying individuals and families with HPRP funds. The City’sDepartment of Social Services also is serving clients, particularly ex-offenders andyouth aging out of foster care.

Below is a list of descriptions of the City’s HPRP projects and the agencies deliveringservices to clients:

(


City of Richmond

HPRP Legal Services for Domestic Violence Victims and Other HPRP ClientsCentral Virginia Legal Aid Society (CVLAS) and William Byrd Community House(WBCH) will partner to provide legal representation and case management services,respectively, to (a) victims of domestic violence (DV) and (b) HPRP-eligible clientswith landlord-tenant issues.

Homeless Prevention for Families with ChildrenThe Richmond Department of Social Services (RDSS) will provide financial assistanceand will fund an in-house Housing Broker Team to enable families to stay together orto reunite families where children are in foster care, by helping these families findhousing or to remain where they live.

Collaborative Housing Opportunities for Single AdultsHomeAgain, in collaboration with Virginia Supportive Housing and CommonwealthCatholic Charities, will provide subsidies for rent, utilities and supportive services, toenable single adults who rely on emergency shelters as their primary residence, toreturn to stable housing.

HPRP Data CollectionUsing HMIS, Homeward will compile performance data from each f the City’s HPRPprojects and disseminate the information quarterly.

HPRP Legal AssistanceLegal Aid Justice Center will provide legal advice and assistance to all HPRP clientsexcept for domestic violence victims, who will be served by the Central Virginia LegalAid Society.

Housing Habitability and Quality InspectionsVirginia Supportive Housing will employ and supervise one housing and habitabilityspecialist to conduct checks on units for all HPRP projects. The specialist will locatehousing, assess rent reasonableness, perform housing habitability checks (forHousing Quality Standards (HQS) checks as mandated by HPRP regulation), providetenant counseling and will ensure that clients understand leases, make move-inarrangements and will act as a broker between clients and property managers.

Rapid Re-housing and Homelessness Prevention for Single AdultsVirginia Supportive Housing will use HPRP funds to perform housing search andplacement, as well as to provide case management and direct financial assistance, toeligible single adults who enter the City’s Shelter Services Central Intake facility orthose who use the City’s Cold Weather Overflow Shelter. VSH also will providehomelessness prevention services to single adults who are currently housed but needtemporary assistance to maintain their homes.

5. As institutional policy, the City of Richmond makes every effort to help individuals


City of Richmond

and families who either may be experiencing homelessness or is on the brink ofbecoming homeless through adult and family services within our Department ofSocial Services. The Richmond Department of Social Services (RDSS) has a fullroster of adult and family protective services available for Richmond citizens. Underdepartment policy, RDSS cannot deny service to anyone who presents a need and isan established city resident, and as such, works to assist any and all qualifyingpersons with the programs they have available.

As a complement to our existing programs and services, the City uses emergencyshelter funds to provide homeless assistance and homelessness prevention servicesto individuals and families. The four non-profit service providers to whom weallocate funds help connect individuals and families to housing in affordable rentals(including public housing) around the city or in housing stabilization arrangementswith willing relatives. Clients of these programs have the opportunity to sign on forfinancial or programmatic support from RDSS within 180 days of discharge fromtheir programs, should additional support be required.

With HUD’s impending move to the Emergency Solutions Grant program andincreased support to permanent housing, the City of Richmond appreciates andanticipates the need to formalize our current homeless discharge policy. For the2012-2013 application process, the City incorporated a services coordination policyin its review of proposed homeless service programs, as a means of making suchcollaboration an innate part of the work that our homeless service partners do.

Emergency Shelter Grants (ESG)

(States only) Describe the process for awarding grants to State recipients, and adescription of how the allocation will be made available to units of local government.

Program Year 4 Action Plan ESG response:

NOT APPLICABLE

*please also refer to the Community Development Table in the Needs.xls workbook.

1. Identify the jurisdiction’s priority non-housing community development needseligible for assistance by CDBG eligibility category specified in the CommunityDevelopment Needs Table (formerly Table 2B), public facilities, publicimprovements, public services and economic development.

C

Community Development


City of Richmond

2. Identify specific long-term and short-term community development objectives(including economic development activities that create jobs), developed inaccordance with the statutory goals described in section 24 CFR 91.1 and theprimary objective of the CDBG program to provide decent housing and a suitableliving environment and expand economic opportunities, principally for low- andmoderate-income persons.*Note: Each specific objective developed to address a priority need, must be identified by numberand contain proposed accomplishments, the time period (i.e., one, two, three, or more years), andannual program year numeric goals the jurisdiction hopes to achieve in quantitative terms, or in othermeasurable terms as identified and defined by the jurisdiction.

Program Year 4 Action Plan Community Development resøonse1. The City is taking its queue from the strains of the current economic slow down inits planned 2011-2012 public facilities, services and economic developmentinvestments. All of such slated projects for the upcoming fiscal year are gearedtoward youth and workforce development, job creation and business development,supportive housing provision and senior service, as outlined below:

Public Facilities• CAPUP Senior and Community Centers—Provide funds to assist with

expanding the kitchen onto existing building• The Exchange/Cool Lane—Predevelopment costs to transform Cool Lane

property into 100 housing units for formerly homeless and disabled occupants

Public Services• Housing Code Enforcement and Counseling—Financial assistance to families in

housing condemned by Code Enforcement action• Residential Support for Homeless Families—Outreach and case management

to 100+ homeless families; Short-term Transitional housing for families whohave timed out of shelters

• Permanent Supportive Housing—Fund staff support for three single roomoccupancy facilities that house 100+ formerly homeless adults

• Housing Counseling and Information—Provide funding for credit and fairhousing counseling, foreclosure prevention, homebuyer education, tenanteducation and landlord tenant counseling for area residents

• Childhood Lead Poisoning Prevention—Provide lead screening, outreach andmonitoring for 600 uninsured children in high risk areas of the City

• Youth Build Construction Job Training Project—Provide funding for 12individuals to gain paid construction work experience

• Trash to Cash Recycling Training Program—Increase minority participation inthe recycling industry by funding 10 entrepreneurship training positions forindividuals to learn the recycling business

Economic Development• Neighborhood Development—Provide funding for staff administration of the

Neighborhood Commercial Area Revitalization Effort• CDBG Citywide Loan Program—Add more funds to the existing Revolving Loan

Program• Camp Diva Pre-Neurship Program—Provide partial funding to support 40

training positions for young girls interested in careers in cosmetology


City of Richmond

2. Though the City of Richmond Economic and Community Development’sNeighborhood Revitalization division allocates CDBG funding to a mix of publicservice, facility improvement and economic development projects in our overall bodyof community development work, the City devotes the bulk of its CDBG funds tohousing preservation and development projects. All of these investments aredesigned to have the City achieve the following long-term goals:

• Increase the City’s tax base and population count• Increase the amount of homeownership within the City limits• Revitalize the City’s neighborhoods and neighborhood commercial corridors• Increase the number of businesses operating within the City limits, and thus

grow the number of jobs available to City residents• Increase entrepreneurship as a means of combating our poverty rates

To meet these long term efforts in 2011-20 12, DECD will work toward thefollowing goals:

• Promote and allocate additional funds to our Revolving Loan pool to makeloans to area small business owners proportionate to job creation for low-to-moderate income individuals

• Increase our number of home rehabilitations and increase newconstruction subsidy investment in order to encourage energy efficientbuilding practices

• Create Model Block within one NiB area as a promotional and attractiontool for our homeownership campaign

• Continue to work on capacity-building with area non-profit and localcommunity development partners

• Promote and continue to enforce Section 3 as a job creation tool• Encourage investment in the city’s neighborhood commercial corridors

through outreach and technical assistance to business owners• Provide funds for workforce development as an effective means of

increasing job opportunities for our low-to-moderate income population

Antipoverty Strategy

1. Describe the actions that will take place during the next year to reduce thenumber of poverty level families.

Program Year 4 Action Plan Antipoverty Strategy response:The City will be focusing renewed energy on combating poverty within our borders.We recognize our startling poverty levels, and now make it a point to incorporatesome anti-poverty action in nearly every activity we undertake to eradicate theselevels. With that, the City will undertake the following specific actions in FY2O11-2012 in an effort to reduce our poverty numbers:

• Provide job creation/retention and training opportunities through severalCDBG-funded economic development and public service projects

• Continue to enforce Section 3 labor standards in our federally-funded projectsand to engage the public in Section 3 conversations

• Continue to participate actively in the Workforce Investment Board and tocommunicate openly and regularly with local business leaders, vocational andsecondary educators, local advocates and job seekers to increase job and (


City of Richmond

career training opportunities and to connect the hard-to-employ with suchoutlets.

These steps fall in line with our overall antipoverty objectives identified in our Five-Year Plan:Economic Vitality:Increase the number and quality of jobs located within the City and maximize theprobability that our citizens can acquire those jobs

Position the City as a regional destination for entertainment, tourism, and business

Improve commercial corridors to increase the number of businesses

Youth and Family Success:Ensure that all children entering the school system are ready to learn and reduce outof school suspensions and truancy

Promote healthy lifestyles and reduce community health risks

Support individual and family efforts to allow achievement of independence and self-sufficiency

Reduce the concentration of poverty within the City of Richmond

Public Safety:Expand a proactive community-based approach to reduce crime and enhance publicsafety

Neighborhood Infrastructure:Improve the infrastructure of neighborhoods and City facilities

Increase home ownership opportunities and improve the real estate market viabilityand quality of life in targeted neighborhoods.

NON-HOMELESS, SPECIAL NEEDS HOUSING

Non-homeless Special Needs (91.220 (c) and (e))

*please also refer to the Non-homeless Special Needs Table in the Needs.xls workbook.

1. Describe the priorities and specific objectives the jurisdiction hopes to achieve forthe period covered by the Action Plan.

2. Describe how Federal, State, and local public and private sector resources thatare reasonably expected to be available will be used to address identified needsfor the period covered by this Action Plan.

Prociram Year 4 Action Plan SDecific Objectives resionse1. Below are the priorities and specific objectives the City currently is acting upon:


City of Richmond

High priority will be placed on programs that assist elderly homeownerswith the rehabilitation and adaptation of their houses. Promote alternativeand accessible housing for the elderly; including shared living arrangements andretirement communities.

Support the development of new affordable and accessible housing and theadaptation of existing homes for persons with disabilities. Promote programsthat provide supportive services for persons with disabilities so they can live andremain in their own communities. Work with the surrounding counties to developaffordable and accessible housing and support service programs at the regional levelto serve persons with disabilities.

2. The Plan places priority on assisting elderly homeowners with repairs orrehabilitation of their houses to maintain safe living environments. These actionsalso help elderly households stay in their homes as long as possible. The City fundsthree programs that are designed to assist elderly and low income families in thismatter.

The City supports efforts of private developers to improve housing developmentsthat serve the elderly. Over the past few years, the City has supported Low IncomeHousing Tax Credit applications for several elderly housing developments. It isanticipated that this will continue.

The local PHA, following a strategic plan undertaken several years ago, is assessingthe needs of elderly housing developments and plans to include units for the elderlyin the revamping of Dove Court. Sixty units for the elderly are proposed within thatredevelopment project. The City will be supportive of these efforts. Assistance willbe targeted to address the needs of households impacted by AIDS. Housing andsocial service needs are covered under the funding provided.

Housing Opportunities for People with AIDS

*please also refer to the HOPWA Table in the Needs.xls workbook.

1. Provide a Brief description of the organization, the area of service, the name ofthe program contacts, and a broad overview of the range! type of housingactivities to be done during the next year.

2. Report on the actions taken during the year that addressed the special needs ofpersons who are not homeless but require supportive housing, and assistance forpersons who are homeless.

3. Evaluate the progress in meeting its specific objective of providing affordablehousing, including a comparison of actual outputs and outcomes to proposedgoals and progress made on the other planned actions indicated in the strategicand action plans. The evaluation can address any related program adjustmentsor future plans.

4. Report on annual HOPWA output goals for the number of households assistedduring the year in: (1) short-term rent, mortgage and utility payments to avoidhomelessness; (2) rental assistance programs; and (3) in housing facilities, suchas community residences and SRO dwellings, where funds are used to develop


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and/or operate these facilities. Include any assessment of client outcomes forachieving housing stability, reduced risks of homelessness and improved accessto care.

5. Report on the use of committed leveraging from other public and privateresources that helped to address needs identified in the plan.

6. Provide an analysis of the extent to which HOPWA funds were distributed amongdifferent categories of housing needs consistent with the geographic distributionplans identified in its approved Consolidated Plan.

7. Describe any barriers (including non-regulatory) encountered, actions in responseto barriers, and recommendations for program improvement.

8. Please describe the expected trends facing the community in meeting the needsof persons living with HIV/AIDS and provide additional information regarding theadministration of services to people with HIV/AIDS.

9. Please note any evaluations, studies or other assessments that will be conductedon the local HOPWA program during the next year.

Program Year 4 Action Plan HOPWA response1. The City of Richmond is the HOPWA funding recipient within the Richmond-Petersburg MSA. HOPWA activities within the MSA are coordinated through aregional collaborative effort, or partnership, of the local jurisdictions and agenciesthat serve the AIDS population. Bi-monthly meetings are held to assess needs,establish services, and ensure coordination of services. Agencies include Fan FreeClinic, William Byrd Community House, Virginia Supportive Services, and VirginiaCommonwealth University. Services provided include case management; short termrent, mortgage, utility assistance; long term rental assistance and first month’s rentassistance.

2. All clients receive housing information, referral and case management servicesalong with individualized specific service. These individual services ensure thatclients have the necessary information to make decisions about their housing, and togain access to services. Other services may include transportation, childcare,counseling, budgeting, support groups and referral to medical and dental care. Thetotal number of services by providers was 8,415. The number of unduplicated clientswas 402.

3. By category, the following activities were completed in the previous year:

Short-Term Housing Assistance - for clients who need temporary housingassistance while waiting for disability assistance. The client pays no more than 30°hof his/her income for housing. The ASO pays the difference between this amountand the respective rent or mortgage, for up to 21 weeks. When needed, utilities alsomay be paid using HOPWA funds. This assistance provides the client stable housingwhile awaiting disability or other assistance. A client who constantly needsemergency financial assistance or a client who is waiting for disability assistance is acandidate for this assistance.

• Total Number of Services by Providers 208• Total Number of Unduplicated Clients 61


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Long-Term Housing Assistance - for clients who because of their illness are at-risk of homelessness or for those who reside in substandard housing. The client paysno more than 30% of his/her income for housing. The ASO pays the differencebetween this amount and the fair market rent for the client, using HOPWA funds.This assistance allows the individual to focus on his or her medical needs as opposedto housing. A client who constantly needs short-term assistance is a candidate forlong-term housing.


Facility-based Housing — for clients who are both low income and living withHIV/AIDS and in need of long term housing. The client pays no more than 30% ofhis/her income for housing. Each client is offered support services by MCV Hospitalsand is drug tested before admission.


Permanent Housing Placement (first month’s rent) — for clients who are bothlow income and living with HIV/AIDS, and are capable of living independently,financially and otherwise, but need a one time shot of assistance to obtain anindependent living situation.


4. HOPWA-funded activities allowed for 61 short-term rent, mortgage and utilitypayment assistance grants; 28 rental assistance grants and 14 housing facilitiesgrants to HOPWA clients.

5. In FY 2010-20 11, leveraged activities were as follows:• Virginia Department of Health received Ryan White Title II grant funding to be

used in the Central Virginia region in the amount of $1,516,213.• VCU’s, Survey and Evaluation Research Laboratory received $350,166 to

manage the Ryan White Title grant funds (Title IV) data.• VCU Family AIDS Clinic managed the Ryan White Title IV grant funds in the

amount of $304,441.• VCU Community Health Resource Initiative (CHRI) managed Ryan White Title

III grant funds in the amount of $444,893.• The VCU/HIV AIDS Center provided education, training and consultation

services for health care providers.• MCV Hospitals Infectious Disease Clinic provided medical care to clients.

In addition to the above resources, the HOPWA-funded agencies used funds fromfoundations, the Virginia Department of Health, private sector, the religiouscommunity, private donations, United Way and from fundraisers, to carry outactivities.

6. HOPWA funds went to help clients from throughout the Richmond-PetersburgMSA. Services included housing assistance and supportive services.


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7. Barriers or challenges include a shortage of permanent affordable housing andlimited resources to meet the demand for support services. Specific needsidentified included mental health treatment, dental care, affordable day care andbilingual services. These services are discussed by the partnership with the goalof identifying additional resources.

8. The demand for affordable housing and supportive services will continue.Increasing the number of AIDS Service Organizations (ASO5) is proving difficult.

9. No studies have been identified at this time.

Specific HOPWA Objectives

Describe how Federal, State, and local public and private sector resources that arereasonably expected to be available will be used to address identified needs for theperiod covered by the Action Plan.

Proaram Year 4 Specific HOPWA Objectives responseThe City of Richmond regards persons with special needs, including persons withHIV/AIDS, as a top priority constituency. The City, in consultation with its partners,proposes the allocation of $774,169 in HOPWA funds to four area agencies locatedthroughout the Richmond-Petersburg MSA that will provide a range of housingassistance and supportive services, including facilities and community residences,rental assistance, short-term payments to prevent homelessness, technicalassistance, supportive services and other activities to serve persons with HIV/AIDS.Additionally, two City departments will provide program administration andexpenditure monitoring.

To ensure that the above services are provided, the City, in collaboration with theAIDS Service Organizations (ASOs), developed a comprehensive and coordinatedregional housing and service delivery system called a “Continuum of Care for Personswith HIV/AIDS.” The fundamental components of the Continuum of Care are:

1. HIV/AIDS prevention education programs2. Outreach and assessment3. Short-term rental assistance (up to 21 weeks)- 50 households4. Long-term rental housing assistance — 25 clients5. First month’s rental assistance — 8 clients6. Case management and support services - 533 clients

Include any Action Plan information that was not covered by a narrative in any othersection.

FY2O11 Substantial Amendment — Transitioning from EmergencyShelter Grant funding to Emergency Solutions Grant funding


City of Richmond

Continuum of Care Consultation for FY 2012-2013 ESG Allocation Upon therestructuring of the Emergency Solutions Grant program in Fall 2011, the City metwith HOMEWARD, our regional Continuum of Care lead agency, and citywide C0Cagencies, to outline HUD’s new standards for achieving permanent housing solutionsthrough use of ESG dollars. The City solicited new applications from our localhomeless service providers and organized a review panel to make fundingdeterminations based on program outlines and their proposed number of clientsserved. The panel included one community member who was once homeless, avolunteer from Virginia Supportive Housing staff (did not apply for funds) and a staffperson from HOMEWARD. Through this panel, the City was able to determine how itwould allocate funds.

Citizen Participation. The City’s Citizen Participation Plan requires that a change inthe purpose or scope of a project, in addition to the prospect of receiving $15,000 ormore in new project funding, calls for a substantial amendment to our Annual Plan,and in that amendment process, citizens get a 30-day period for review and tosubmit written responses around that change. The City incorporated this publicreview process according to our Citizen Plan in preparation for receiving new ESGfunds. Our public comment period has run from April through May 14, 2012. Nopublic or written comments have been made.

The City collected new funding applications from area service providers for both thesecond allocation of ESG funds as well as prospective projects for FY2012-2013 inFebruary 2012, and relied on the review and input of four member panel to decidewhich projects would receive funding. The deciding panel included a representativefrom one of Richmond’s service providers who did not apply for funding, a staffmember of our local C0C lead agency, a City staffer and a formerly homelessindividual who now acts as an advocate for the homeless and recovering substanceabusers.

Our public participant played a crucial role in determining how our service projectsshould operate, as he was able to lend voice to the service experience as a formerlyhomeless client, and gave key pointers for how programs should be operated andcould be tweaked. The City found a valuable voice in this advocate and looksforward to benefitting from his input in future project reviews.

Match and Proposed Projects/Activities. The City requires at least dollar-for-dollar matching funds of project applicants in order to compete for ESG funds. Thefollowing chart outlines our proposed projects and activities for FY2O11 and theirmatching funds sources:

Agency & Project Type of Services Match sources Project PerformanceIndicators

CARITAS - Family Focus Provide laundry and Participating 24-hour shelter for 126Emergency Shelter/Rapid transportation to shelters congregations, families annuallyRehousing for homeless families. Virginia State

Shelter Grant

CFourth Program Year Action Plan 34 Version 2.0

City of Richmond

CARITAS —Homeless Single Provide laundry services General funds from Shelter and feed 120Adult Services/Rapid and nightly transportation to Henrico and men and 40 women atRehousing congregations around Chesterfield four sites each annually

Richmond, as well as rapid Counties, Virginiare-housing service State Shelter Grant

CARITAS--Prevention and Rapid rehousing and United Way, 600 single adults andRapid ReHousing homelessness prevention Participating 125 families annually

service for single adults and Congregations,families Client Escrow

Richmond Department of Emergency Financial In-kind salary 50-60 householdsSocial Services Emergency Assistance to preventFinancial Assistance evictions or utilityProgram disconnectionsHomeAgain (formerly Nightly shelter! support Virginia State 20 men annually atEmergency Shelter, Inc.) services* Substance Abuse Shelter Grant, Men’s Shelter; 30 clientsEmergency Shelter/Short- Prevention Program, as USDA, Richmond annually at FamilyTerm Transitional Shelter well as rapid rehousing for Regional Homeless shelter(Men and Families) single adults Education Program,

Private Foundations,United Way,Individual &Corporate Donations

HomeAgain Homeless Nightly shelter and HUD, Veterans 26 clients annuallyVeterans Transition - (max supportive services for Grant Per Diem,stay is 2 years) homeless veterans (26 Virginia State

beds for men and 4 beds Shelter Grant funds,for women) Individuals 7

Corporate donationsHomeAgain--Collaborative Rapid rehousing and HUD, Veterans 30 householdsHousing Initiative homelessness prevention Grant Per Diem,

service for single adults Virginia StateShelter Grant funds,Individuals 7Corporate donations

Freedom House — Nightly shelter/support Individual donations, 38 single adultsTransitional Housing services* Residents may foundations, faith-

stay an extended period of based organizationstime

Richmond Department of Nightly shelter / staffing In-kind salary minimum of 50 singleSocial Services Overflow resource adults nightly when allShelter Program (61 nights) other shelters filled to

capacity and extremeweather conditions exist

YWCA Domestic Violence Emergency Shelter with Individual and 200 women and theirProgram support services corporate donations, children, annually

foundationsYWCA - Homeless Child Licensed child care Individual and 100 studentsCare Program services to children residing corporate donations,

in homeless shelters foundationsHOMEWARD Homelessness Lead Continuum of Care Statewide HMIS data management andAdvocacy Agency agency for Richmond contracts reporting, quarterly

metropolitan region; localHMIS administrator


City of Richmond

City of Richmond ESG Administration of ESG In-kind salary annual administrationAdministration funds and program

performance

Performance Evaluation for ESG activities The City of Richmond will distributeits Procedures Manual and will provide training to new program participants onprogram procedures and requirements, to ensure long-term compliance withprogram requirements and comprehensive planning requirements, at the beginningof the new fiscal year.

The City’s Department of Economic and Community Development, Division ofNeighborhood Revitalization, will contract with sub-recipients, and will be responsiblefor the reporting, monitoring and compliance of all agencies and sub-recipients usingEmergency Solutions Grant funds, in accordance with HUD’s regulations. Eachcontract will contain a detailed item plan that outlines the goals and objectivesagainst which the sub-recipient’s performance will be measured. The sub-recipientshall provide the Division with a quarterly report on the status of each activity asagreed to in the contract.

The Neighborhood Revitalization Division shall be responsible for monitoring theperformance of each grantee under the terms of the contract and Letters ofAgreement. Each program will be reviewed for compliance or non-compliance withapplicable Consolidated Plan regulations, executive orders, labor standards, EqualEmployment Opportunity, Section 3, environmental and other 504 federalrequirements.

Monitoring will be accomplished through bi-annual on-site visits, analysis of quarterlyreports, review of subcontracts and bid documents, employee interviews,pre-construction conferences and review of activities in relation to the provisions ofthe Davis-Bacon Act and Wage procedures.

The Department of Finance shall conduct financial monitoring, including monthlydesk reviews of expenditures and one on-site visit each year, in order to ensure thatcosts charged against Consolidated Plan activities are eligible.

City Standards for ESG Assistance. The City of Richmond uses federal grantfunds to complement the efforts of our own Human Services efforts as well as thoseof local homeless service providers in the community. As such, the City requires oursubgrantees to establish and fully abide by their individual agency policies andprocedures, but all with the base foundation that they serve clients according to themission of their organizations, and according to the contractual agreements set forthwith the City. For its part, the City has allocated support to local organizations thatprovide emergency and more supportive services that go toward permanent housingfor single adults and families. The City depends on our subgrantees to provide suchservice.

Additionally, as institutional policy, the City of Richmond makes every effort to helpindividuals and families who either may be experiencing homelessness or is on thebrink of becoming homeless through adult and family services within our Departmentof Social Services. The Richmond Department of Social Services (RDSS) has a fullroster of adult and family protective services available for Richmond citizens. Under


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department policy, RDSS cannot deny service to anyone who presents a need and isan established city resident, and as such, works to assist any and all qualifyingpersons with the programs they have available.

Central Intake and Richmond’s Continuum of Care Richmond’s network ofhomeless service providers rely on the Conrad Center, the centrally located dayshelter, as an entry point for service in the assistance community. Service providersfind shelter for potential clients based on bed availability, then connect clients to thatsponsoring organization. Once clients are linked to a given sheltered, they are thenentered in HMIS and gain access to the case management, life skills and othersupportive services granted by that organization.


FY 2011 Detailed Budget TableFirst Allocation $213,989.00 FY 2011Second Allocation $120,369.00 Emergency Shelter Grants/Emergency Solutions GrantsGrant Amount $334,358.00 Program AllocationsTotal

Administration $25,076.85

• . Second Total FiscalFirst Allocation

Allocation Year 2011

Eligible ActivitiesActivity Reprogrammed ActivityAmount Amount Amount

Activity

Amount

Homeless Assistance4C $193,000.00 $0.00’tu

W Rehab/Conversion $0.00 $0.(-

w—Operations $137,000.00 $0.OOi

> Essential Services $56,000.00 $0.00uc.Ca)

Homelessness Prevention $16,855.00 $0.00a)E

LU Administration $4,134.00 $0.L.

$193,000.00

$0.00

Emergency Shelter GrantsSubtotal

$137,000.00

$56,000.00

$16,855.00

Emergency Shelter**

$213,989.00

Renovation**

Operation **

$4,134.00

Essential Service * *

URA Assistance * *

Street Outreach - EssentialServices* *

H MIS

$213,989.00

$0.00$0.00$0.00$0.00

Rapid Re-housingHousing Relocation and

Stabilization Services

$0.00 $0.00$0.00 $0.00

$0.00 $0.00ECu

6.000

CCO

C04.’

0CM

UC0)6.01

0)E

LU

Tenant-Based RentalAssistance

$0.00

$7,500.00 $7,500.00$65,133.00 $65,133.00

Project-Based Rental

Assistance

$38,253.00

$0.00

$38,253.00

Homelessness PreventionHousing Relocation and

Stabilization Services

$26,880.00 $26,880.00

$0.00

$0.00

$0.00

Tenant-Based Rental

AssistanceProject-Based Rental

$0.00 $0.00

$42,733.00 $42,733.00

$24,813.00 $24,813

AssistanceAdministration

$0.00

Emergency Solutions GrantsSubtotal

$17,920.00 $17,920

$0.00 $0.00 $0.00

$5,003.00 $5,003.00

$o.00 $120,369.00 $120,369.00

**Allowable only if the amount obligated for homeless assistance activities using funds from the first allocation is less thanthe expenditure limit for emergency shelter and street outreach activities (see Section lll.B. of this Notice).

Total Grant_Amount: $334,358.00

• •

• C

U

(C

TABL. 3B NIJ.L lOUSING CO2 LTION GOLSAnnual

ANNUAL AFFORDABLE RENTAL Expected Resources used during the period

HOUSING GOALS (SEC. 215) NumberCompleted CDBG HOME ESG HOPWA

Acquisition of existing units El El El

Production of new units El

Rehabilitation of existing

u n its

Rental Assistance8 [] El El

Total Sec. 215 Rental 8 El El El ElGoals

ANNUAL AFFORDABLE OWNERHOUSING GOALS (SEC. 215)

Acquisition of existing units 19 El El

Production of new units 12 El ElRehabilitation of existing 51 El Elunits

Homebuyer Assistance21 El El El

Total Sec. 215 Owner 16 El El El ElGoals

ANNUAL AFFORDABLE HOUSINGGOALS (SEC. 215)

Homeless 1485 El El El ElNon-Homeless 172 El El El ElSpecial Needs 572 El El El ElTotal Sec. 215 Affordable 2229Housing El El El ElANNUAL HOUSING GOALS

Annual Rental Housing Goal 24 El El El ElAnnual Owner Housing Goal 46 El El El El

Total Annual Housing Goal70 El El El El

For the purpose of identification of annual goals, an assisted household is one that willreceive benefits through the investment of Federal funds, either alone or in conjunction

with the investment of other public or private funds.

D

D

EMERGENCY SOLUTIONS GRANT

ESG Entitlement GrantESG Prior Year Program SurplusTOTAL ESG Budget

Project NameEmeraencv’1II’1”(r.,rit

Agency

Amended AmendedAdopted Adopted

• FY2O1O-11 FY2O11-12$ 213,989 $ 334,358

$ 213,989 $ 334,358

Amended AmendedAdopted Adopted

FY2O1O-11 FY2O11-12

Prevention and Rapid Re-housing CARITAS $ - $ 62,000Collaborative Housing Inititative ESI

- 50,000Homeward Community Information System (HMIS) HOMEWARD

- 7,500Emergency Financial Assistance Program DSS 16,855 16,855Emergency/Short-term Transitional Shelter ESI 42,000 42,000ESG rográm Administration DECD 4,134 5,003Family Focus Program CARITAS 16,000 16,000Freedom House--Community Shelter FH 28,000 28,000Homeless Single Adult Program CARITAS 30,000 30,000Homeless Veterans Transitional Program ESI 20,000 20,000Overflow Shelter DSS 10,000 10,000YWCA Domestic Violence Program YWCA 1 7,000 17,000YWCA Homeless Child Care Program YWCA 30,000 30,000TOTAL ESG BUDGET $ 213,989 $ 334,358

Documents

City of Richmond, Virginia - Department of …...home renovations that would help to maintain safety and increase energy efficiency and functionality in older homes. This provision