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CITY OF CHICAGO
2011 Comprehensive Annual Performance and
Evaluation Report (CAPER)
Period of January 1, 2011 to December 31, 2011
Community Development Block Grant
HOME Investment Partnership Grant
Housing Opportunities for Persons with AIDS Grant
Emergency Solutions Grant
Rahm Emanuel
Mayor
TABLE OF CONTENTS
Executive Summary 3
Managing the Process 22
Citizen Participation 22
Institutional Structure 22
Monitoring 23
Lead-Based Paint 27
Housing Needs 29
Specific Housing Objectives 33
Public Housing Strategy 33
Barriers to Affordable Housing 36
HOME 37
Homeless Needs 39
Specific Homeless Prevention Elements 42
Emergency Solutions Grant 43
Community Development 44
Antipoverty Strategy 48
Non-Homeless Special Needs 49
Specific HOPWA Objectives 50
Table 3A Summary of Specific Annual Objectives 55
APPENDICES
CDBG Financial Summary Report, PR26 65
City of Chicago 2 Draft 2011 CAPER
GENERAL
Executive Summary
The Consolidated Annual Performance and Evaluation Report (CAPER) is an annual
performance and evaluation report required by the U.S. Department of Housing and
Urban Development (HUD). The Consolidated Plan addresses Chicago’s affordable
housing and community development needs. It includes an analysis of the needs of low-
and moderate-income communities and presents a comprehensive strategy to address
these needs. The City completed its second year implementing its 2010-2014
Consolidated Plan. During the 2011 program year, the City of Chicago allocated
available resources and implemented actions toward the achievement of priorities and
goals set forth in the 2010-2014 Consolidated Plan and the 2011 Action Plan. Priorities
included providing decent affordable housing, expanding economic opportunities and
serving the full range of constituencies among the low- and moderate-income
populations.
The CAPER reflects information from the federal entitlements that the City receives from
HUD on an annual basis. For program year 2011, the City of Chicago received the
Community Development Block Grant (CDBG), the Emergency Shelter Grants program;
know the Emergency Solutions Grants (ESG) program, the Housing Opportunities for
Persons with AIDS Grant (HOPWA), and the HOME Investment Partnership Grant
(HOME).
In 2011, the City saw significantly reduced funding for the Community Development
Block Grant and HOME programs compared to 2010 levels. CDBG overall funding was
reduced by more than $600 million, resulting in allocation reductions of approximately
16 percent. HOME program overall funding was reduced by more than $200 million;
approximately 12 percent. HOPWA program overall funding was reduced slightly. The
City is receiving two 2011 ESG allocations. The initial allocation of $3,669,891 and the
second allocation of $2,064,314 total $5,734,205; a 56 percent increase from 2010. The
first allocation was received in 2011 with the second allocation in 2012.
The City administered $114 million through these programs for the 2011 program year.
All allocations from the 2011 program year were effectively committed to eligible
projects and activities. CDBG, ESG, HOME and HOPWA expenditures were
concentrated in census tracts identified by HUD as low- and moderate-income.
HUD reviewed the City’s performance and determined our CDBG funded activities
carried out in a timely manner, consistent with the timeliness test requirement, as
prescribed by 24 CFR 570.902(a)(1). Both the CDBG and HOME project time lines can
be multiple years (e.g., multi-family loan program for rental housing).
City of Chicago 3 Draft 2011 CAPER
The 2011 Annual Action Plan was the second annual phase implementing the 2010-2014
Consolidated Plan. Community Development priority needs with planned 5 year goals
and annual goals were identified in Table 2B of the 2010-2014 Consolidated Plan.
Priority needs for 2011 included 20,000 units inspected for code enforcement, 3,000 units
for clearance and demolition, 5,000 units boarded, legal services for both code
enforcement and clearance and demolition, handicapped services for 26,250 people,
family violence prevention for 8,350 people, youth services for 19,000 people,
employment/training services for 1,500 people, health services including family violence
prevention for 1,500 people, high risk primary health care HIV/AIDS Housing for 45
people, primary health care for 7,000 people, mental health care for 3,525 people,
primary health care for 300 homeless people, lead poisoning prevention services for
5,000 people, fair housing activities for 70 people, housing counseling services for
46,500 people, emergency food for 15,000 people, human services for 8,560 people, heat
receivership 800 units, rehabilitation of 900 endangered rental housing units,
rehabilitation of 241 endangered single housing units, emergency housing assistance for
890 units, small accessible repairs for 525 units, neighborhood lending to rehabilitate or
acquire 325 units, home modifications for 33 units, developer services support to build or
preserve 96 multi-unit properties with a minimum of 4 units and façade rebates for 40
commercial/industrial properties
Overall, substantial progress was made toward the City’s five year goals by effectively
using HUD funds. During the 2011 program year 51 percent of the funded activities met
or exceeded projected outcomes. Services provided totaled 271,069 for business,
household, people and unit performance indicators.
Outcomes for board up and demolition of troubled buildings, single unit residential
heating repair, rehabilitation of endangered multi-unit and single unit properties,
emergency repair of single unit residential properties, neighborhood lending, accessibility
modifications, business façade improvements, primary health care, mental health care,
youth services and disability resources accomplishments were lower than projected in
2011. Contributing factors include: board-up and demolition funding constraints, fewer
than expected code enforcement complaints, reduced need and less demand for certain
housing services as people have been displaced from properties resulting from
foreclosures, significantly reduced access to credit for all borrowers and communities,
especially lower-income communities, which stymied new home ownership and
rehabilitation efforts, lack of investment resulted in job loss and jobs not created which in
turn affected consumer demand for goods and services, increases in material and labor
costs.
The 2011 Action Plan estimated leveraging associated with the administration of
Community and Planning Development programs at $607,660,000 million. This includes
other public resources, private resources, and local resources to address the needs of
Chicago’s low- and moderate-income communities.
City of Chicago 4 Draft 2011 CAPER
ENTITLEMENT 2011 PROGRAM REPROGRAMMED PROGRAM PERCENT PERCENT
PROGRAM AWARDS INCOME FUNDS MATCH COMMITTED EXPENDED
CDBG $75,816,317 $2,789,523 $2,507,294 N/A 100% TBD
ESG $ 3,669,891 N/A N/A $3,669,891 100% TBD
HOPWA $ 6,371,215 N/A N/A N/A 100% TBD
HOME $28,453,829 $403,660 $58,289,305 $96,579,836 100% TBD
ADDI $0 N/A N/A N/A N/A N/A
TOTAL $114,311,252 $3,193,183 $60,796,599 $100,249,727 100% TBD
DEPARTMENT OF PUBLIC HEALTH
The Department of Public Health (DPH) uses epidemiological data to allocate
resources and programs across community areas. The overall goal of becoming the
healthiest city of the United States is furthered by ensuring the availability of programs
that will support community residents in meeting selected health needs.
With a strong commitment to prevention and in effort to provide services that prevent
unhealthy lifestyles that contribute to childhood and adult morbidity, mortality and social
problems, seven DPH programs allocated 2011 CDBG funds to support agencies in
providing an array of activities and services to low income, underserved individuals and
families throughout the Chicago community. Those programs are:
• DPH Family Violence Prevention Initiative
• Primary Health Care for the Homeless
• Uptown Neighborhood Health Center
• High Risk Primary Health-HIV/AIDS Housing
• High Risk Primary Health-HIV/AIDS Prevention
• Lead Poisoning Prevention Program; and
• Mental Health Centers
Department of Public Health Family Violence Prevention Initiative
(The name, DPH Family Violence Prevention Initiative, is intended to distinguish it from
the Family Violence Prevention Initiative within the Department of Family Support
Services)
DPH Family Violence Prevention Initiative (DPH FVPI) is a partnership across three
DPH programs - Women and Children’s Health, the Office of Substance Abuse and the
Office of Violence Prevention. DPH FVPI seeks to prevent family violence, child abuse
and childhood exposure to violence through primary prevention activities, crisis
intervention and service linkages, parenting and/or substance abuse prevention, early
identification of young children exposed to family violence and services that support
positive parenting and the prevention of partner abuse. The work of DPH FVPI is
conducted through two programmatic channels: 1) community based agencies with
City of Chicago 5 Draft 2011 CAPER
parenting skills programs and 2) school-based substance abuse prevention programs.
Eight agencies received Family Violence Prevention Initiative funding in 2011.
DPH FVPI, and the Primary Health Care for the Homeless delegates jointly continued to
participate in quarterly professional development trainings facilitated by the Office of
Violence Prevention. Topics included Teen Dating Violence, Non-Violent Parenting
Skills and a Focus on Homelessness with presentations about our CDPH funded Primary
Healthcare for the Homeless program.
Parenting and Substance Abuse
DPH FVPI achieved 1,529 of the proposed number of clients served during 2011.
Most of the agencies exceeded targeted goals in parenting classes, planned trainings and
activities.
Agencies typically exceeded the target in parenting classes, and specifically planned
trainings and activities. Of the seven agencies funded for parenting services, 831 parents
participated and completed the scheduled parenting education classes. Topics included:
domestic violence prevention, childhood exposure to violence, positive discipline, stress
management, and conflict resolution. During 2011, 774 students participated in the
community school-based substance abuse and violence prevention program. In the
Chicago community area of Roseland, the violence prevention specialist provided 72
classroom sessions at five local elementary schools (Dunne, Fernwood, Kohn, and Marcus
Garvey, Mt. Vernon), and workshops at Beasley Elementary School, Morgan Park High
School, and Trinity Lutheran Church. All agencies tracked improvement in understanding
parenting skills via pre and post test results. Ninety one percent of the parents who
completed both the pre and post test showed improvement and seventy one percent of the
agencies provided services in multiple languages as appropriate to each community.
Educational materials have been translated for optimal impact and used for program
participants.
As verified by Chicago Police Department (CPD) quarterly statistics, DPH FVPI serves
communities with historically high volumes of domestic and community violence
emergency calls. DPH FVPI seeks to prevent family violence and mitigate its negative
effects by strengthening parenting skills and relationships between adults and children;
foster protective factors and a sense of efficacy among school aged children. The FVPI
agencies provide safe havens for family and youth-centric activities, cited as a best
practice for effective violence prevention and reduction. In its October 2009 web
publication the Centers for Disease Control (CDC) highlighted the Youth Violence:
Best Practices of Youth Violence Prevention: A Sourcebook for Community
Action, citing the effectiveness of family based and parent interventions as a primary
prevention strategy. Community Preventive Services Task Force, an on-going effort
convened by the CDC, recommends universal, school-based programs on the basis of
strong evidence of effectiveness in preventing or reducing violent behavior. DPH FVPI
program models incorporate many of the nine key elements of best practice prevention
programs identified by the Texas Council on Family Violence such as: comprehensive,
varied teaching models, sufficient dosage and outcome evaluation.
City of Chicago 6 Draft 2011 CAPER
As family violence prevention education providers work to improve its quality and
outreach, increased numbers of community members seek services in a climate where
programs have sustained continuous cuts in available funding for the past three years.
This remains a serious threat to their capacity to maintain present levels of service.
Primary Health Care for the Homeless
Agencies exceeded proposed accomplishments of 300 by serving 314 clients during
2011. All clients received medical education; 100 percent were able to be referred and/or
connected to a medical home. Adults and children received health education through
individual or group sessions.
In 2011, all agencies provided case management follow-up to 100 percent of clients who
actually connected to a medical home. One agency provided mobile van services that
offered medical and health education. In December 2011, the mobile van was repaired so
that services could be resumed.
Uptown Neighborhood Health Center
The Uptown Neighborhood Health Center is a comprehensive primary care center
providing medical and support services to a predominantly medically indigent population
from all of the City of Chicago. In 2011, to focus resources on clients most in need of
primary Health care, DPH partnered with Heartland International Health Center to
provide pediatric services within the Uptown NHC. DPH directly provided services
needed most by low income residents including, but are not limited to, women's health
care including prenatal and family planning services, and adult/ internal medicine. In
addition to primary care, Uptown provides public health and ancillary services such as
immunizations, tuberculosis screening, breast and cervical cancer screening, including
mammography, and assistance with enrollment into a variety of medical assistance
programs. Uptown’s refugee program serves émigrés from around the world.
In 2011, DPH directly served 5,145 clients, who made 12,919 visits to the Uptown Health
Center. The number of clients served was 73 percent the projected 7,000 because
Pediatric clients, that were mostly insured, were now being seen by Heartland
International Health Center. Of the clients directly served by DPH, 78 percent were
below 100 percent of poverty, 19 percent were between 100 and 200 percent, and only 3
percent were at or above 200 percent of poverty.
Uptown actively encourages and assists its clients to enroll in all medical assistance
programs for which they qualify. In 2011, 60 percent of the Uptown clients, served by
DPH, were uninsured.
High Risk Primary Health HIV/AIDS Housing
Community Development Block Grant HIV/AIDS Housing provides funding for
agencies operating community-based programs that provide residential care, supportive
services and advocacy to individuals and families impacted by HIV/AIDS, who are
homeless or at risk of becoming homeless.
City of Chicago 7 Draft 2011 CAPER
The Chicago Department of Public Health, STI/HIV Division’s CDBG award of
$350,329 funded 5 project sponsors within the Chicago Eligible Metropolitan Statistical
Area (EMSA). DPH provided housing to 42 households of very low to extremely low
income families. In addition to the housing assistance, the recipients also receive access
to supportive services such as case management, psychological counseling, substance
abuse recovery support, and recreational activities.
All clients received individualized service/progress plans which addressed community
living skills, housing stability, housing advocacy and other social services. Safe and
decent affordable housing is associated with improved medical outcomes for formerly
homeless persons living with HIV/AIDS. Comprehensive case management provided by
sub-grantees was a major factor in improving access to care, continuing care and
treatment success.
High Risk Primary Health HIV/AIDS Prevention
The HIV Prevention Program’s goal is to reduce the number of new HIV infections and
provide health and risk reduction education and HIV counseling and testing to high-risk
populations in the City of Chicago. The populations served under the CDBG funds are
homeless individuals and high-risk youth. HIV Counseling and Testing and Hepatitis
services are also provided to these targeted populations to help identify new HIV
positives and link them to treatment services.
The Centers for Disease Control and Prevention (CDC) has a national directive to slow
the advancement of HIV disease and prevent new infections. CDC works with state and
local municipalities through Community Planning Groups (CPG) to support HIV
prevention services as well as to promote cooperation between health departments and
community partners to identify priority HIV prevention needs.
DPH, guided by CDC’s Community Planning Guidance (CDC, 2006) works
collaboratively with the HIV Prevention Planning Group (HPPG) to prioritize HIV
prevention services that reduce HIV infection in Chicago by monitoring epidemiologic
trends, behavioral research, and shifts in community norms to makes strategic prevention
program recommendations.
Together, HPPG and DPH work to analyze data and to make prevention
recommendations by:
• Identifying other non-epidemiologic data sources.
• Identifying the technical assistance needs of service providers.
• Recommending science-based interventions.
• Developing, updating, and disseminating the Plan.
• Fostering integration of HIV prevention community planning process with other
relevant planning efforts.
• Identifying opportunities to develop service provider coalitions that support broad
HIV prevention program goals.
• Evaluating the planning process.
City of Chicago 8 Draft 2011 CAPER
The data used in the priority setting process is based on our STI/HIV/AIDS Chicago
Surveillance Report, the Chicago Comprehensive HIV Prevention Plan and other CDC
documents.
Six agencies were funded for a total of $450,000. The proposed number of clients to be
served was 70,883. The total number of 130,358 actually served exceeded 2011 scopes.
Mental Health Centers
The Department of Public Health is one of the 150 mental health outpatient agencies
funded by the Illinois Department of Human Services’ Division of Mental Health and one
of approximately 70 mental health agencies located in the metro area. The goal is to
develop a system-wide service delivery to support clients, their relatives, their
community and others to increase their skills in normal settings.
DPH Division of Mental Health is a “safety net” for City of Chicago residents who have
few or no resources to pay for outpatient mental health services. Core mental health
services are provided to adults who are seriously mentally ill, who may be discharged
from the State inpatient psychiatric hospital, homeless, undocumented, referred by a
family or friend or walk-in. Payment is through Medicaid, Medicare, self-pay, on a
sliding fee scale, or private insurance. CDBG funded mental health centers (MHC)
include: Auburn Gresham MHC, Greater Lawn MHC, Lawndale MHC, Northtown
Rogers Park MHC and Roseland MHC.
In 2011, these five centers served approximately 2,418 residents with 37,975 visits.
Although fewer unique patients were seen than projected of 3,525 the number of visits
was 40 percent higher than the projected number of 27,191. Due to the increased clinical
need required for each patient, DPH provided service to slightly fewer patients.
However, overall DPH provided direct care to patients at a rate 40 percent higher than
projected for 2011.
All grant funding was used to fund clinical staff persons who provided services such as:
crisis intervention, therapy groups, individual therapy, mental health assessment,
psychological evaluation, community linkages and aftercare services.
Auburn Gresham Mental Health Center – served 577 patients with a total of 10,274 visits.
Greater Lawn Mental Health Center – served 507 clients with a total of 6,888 visits.
Lawndale Mental Health Center – served 352 patients with a total of 9,676 visits.
Northtown Mental Health Center – served 412 patients with a total of 4,884 visits.
Roseland Mental Health Center – served 570 patients with a total of 6,252 visits.
DPH continued to subsidize the cost of prescription medication. It also assists patients
who are not able to afford medications to enroll in the “indigent” pharmacy programs to
receive medication at no cost from pharmaceutical companies. Housing applications for
adults with mental illness are also an option available through the Illinois Department of
Human Services Division of Mental Health.
City of Chicago 9 Draft 2011 CAPER
Psychiatric staff schedules are rotated between centers to ensure that every center has a
psychiatrist at least once a week. Administrative support work is also divided among
administrative staff to cover mental health centers.
DEPARTMENT OF FAMILY AND SUPPORT SERVICES
Youth Services
The Department of Family and Support Services (DFSS) Youth Services Division
provided a wide array of educational, recreational, cultural, and social enrichment
opportunities for Chicago’s most economically disadvantaged youth, ages 6 to 18, during
out of school time. DFSS funded four distinct program models: out of school time,
mentoring, child and adolescent counseling and gang intervention and prevention. In
2011, DFSS youth services programs served 12,264 youth through a network of 216
delegate agencies.
Family Violence Prevention Initiative (FVPI) and Domestic Violence
DFSS funded delegate agencies provide various services to survivors of domestic
violence, including case management, counseling, court advocacy, legal services,
economic support services, and supervised child visitation centers. During 2011, CDBG
funded domestic violence programs provided services to 9,245 people which exceeded
proposed outcomes by 110 percent. These included case management, counseling, court
advocacy, legal services and economic support and career services.
DFSS engages in domestic violence intervention and prevention initiatives in addition to
the services funded through CDBG, including the Services to Homeless Victims of
Domestic Violence Project and Safe Havens Visitation program.
The Services to Homeless Victims of Domestic Violence Project, funded through the
federal Victim of Crime Act, is designed to reach the homeless or those at risk of
becoming homeless, assist them in safety planning, and provide them with
comprehensive services inclusive of counseling, case management and advocacy. A
screening tool is used in the six DFSS Community Service Centers for all walk-in clients
and specialized domestic violence advocates serve domestic violence victims at four of
the Centers. Those advocates also provide domestic violence education and awareness
groups at DFSS funded Emergency Response Centers and interim housing programs to
identify and serve domestic violence victims at those facilities.
Through the U.S. Department of Justice funded Safe Haven: Supervised Visitation and
Safe Exchange Program, DFSS collaborates with the Cook County court system and
three delegate agencies to provide a safe location where victims can fulfill court ordered
visits or exchanges without jeopardizing their or their child(ren)’s safety. All services are
structured to prevent victims and children from further witnessing or experiencing
violence, sexual abuse, and harassment during visits/exchanges. Approximately 100
households a year are served in this program.
City of Chicago 10 Draft 2011 CAPER
Senior Services
After a two year process of educating agencies, Senior Services has successfully switched
CDBG goals and direct assistance from Independent Living for the Elderly to Intensive
Case Advocacy and Support (ICAS).
This was a change for many agencies that no longer provided social activities as part of
CDBG, and provided direct one-on-one assistance to at-risk and self-neglected seniors.
Agencies participated in a series of trainings in which counseling skills, working with
hoarders, dealing with senior mental health issues, and other care-issues that seniors face
were addressed. Agencies were required to complete a self-neglect assessment tool at
the initial phase of their interventions and again at time of termination with clients. Case
notes were required for each client assisted.
During 2011, ICAS assisted 960 at-risk and self-neglect seniors. Services included
assisting seniors in understanding their current living situation and accepting assistance to
ensure their safety and continued independence in that current living situation.
Some of our more notable accomplishments include:
• Mrs. A, a severe hoarder, who allowed her bedroom to be cleaned and sorted after
several months of trust building with her ICAS worker. It was the first time she
had slept in her bed in over 15 years;
• Mr. R, who finally agreed to meet with a psychiatrist and began a medication
regimen for his paranoia; and
• Ms. G, who was able to negotiate bill arrangements to get her gas and electricity
turned on as well as her furnace fixed with the assistance of ICAS intervention, so
that she didn’t have to spend another winter in the cold.
In addition to ICAS, CDBG funding was used to supplement funding for the City’s senior
meal program which is funded through multiple sources: 335,878 meals were provided
to 1,291 seniors.
Human Services System
DFSS uses CDBG, as well as CSBG and other funding sources, to support a Human
Services System that addresses the critical and emergency human services needs of low-
income persons and families. The goal of the human services system is to provide and/or
help individuals/households access services that support positive outcomes which
promote and help maintain self-sufficiency. Service programs are tailored to meet
immediate, short-term, or long term needs.
CDBG funds the Emergency Services Division that operates teams twenty-four hours a
day/seven days a week. In 2011, 11,842 people received services by the Emergency
Services Team which exceeded the proposed number of 1,500 people.
DFSS provides residents with round-the-clock emergency assistance and service intake
through its Emergency Services Division. Services include 24-hour crisis and mobile
City of Chicago 11 Draft 2011 CAPER
assessment services. Calls to the City’s non-emergency 311 system are referred
electronically 24 hours a day, seven days a week to the DFSS Emergency Service Center.
As crisis calls are received, the DFSS Emergency Services Teams are dispatched to
provide crisis intervention, transport clients to shelters, relocate clients among various
shelters or locate alternative locations for hard-to-place clients, conduct wellness checks,
and provide food and clothing. Emergency Services workers also refer clients to DFSS
Community Service Centers when those individuals need longer-term assistance.
Through cooperative agreements, homeless persons are able to report to any police
station or hospital emergency room to request shelter and wait for DFSS Emergency
Services to provide shelter transport.
In coordination with Emergency Services, DFSS’s Homeless Outreach and Prevention
(HOP) Team reaches the homeless living on the street and individuals who might not
actively seek out services on their own. The HOP team conducts patrols around the city
and in areas of known homeless encampments between pre-dawn hours and noon. The
HOP Team shares the goals of DFSS’s Homeless Outreach and Engagement Program
(which is overseen by the Homeless Division and delivered through delegate agency
contacts). The Outreach Program focuses on engaging and building relationships with
homeless persons, with the goal of placing them into services including shelter and
supportive housing. In 2011, the HOP Division served 3,851 clients.
DFSS also operates mobile outreach health units in a collaborative effort with DPH. The
mobile units are customized vans that are used to provide health and social services to the
city’s homeless population. Services include outreach, intake, mental health and
substance abuse screenings, physical examinations, health referrals, and shelter
placement. A DFSS staff member, a Public Health nurse, and a driver staff the mobile
units.
Homeless Support Services
DFSS, along with its delegate agencies, has developed an integrated homeless service
system. This consists of prevention, outreach and assessment, emergency shelter and
transitional housing, permanent housing for formerly homeless persons, and supportive
services. DFSS utilizes CDBG funding to support this system, and combines CDBG
dollars with a variety of other funding source. In 2011, the projects that received CDBG
Homeless Services funding served 9,089 people which exceeded the proposed number of
6,500 people.
Emergency Food Box and Food Supply to Shelter Programs
DFSS uses CDBG as well as other sources of funding to support two food programs for
individuals and families in crisis, the Emergency Food Box Program and the Food Supply
to Shelter Program. DFSS distributes emergency food boxes to needy families and
individuals through the DFSS Community Service Centers, outstations, and the
Emergency Services Divisions mobile unit teams that provide on-site emergency services
City of Chicago 12 Draft 2011 CAPER
citywide. Emergency food boxes consist of non-perishable food items and are designed
to last a single person up to 72 hours and a family of four between 72 and 96 hours. In
2011, DFSS distributed 28,245 (12,625 Single and 15,620 Families) emergency food
boxes to 43,077 people which exceeded the proposed number of 15,000 people.
The Food Supply to Shelter Program, run through The Greater Chicago Food Depository,
provides food and fresh produce to shelters that feed the homeless. During 2011 12,723
people were served through the Food Supply to Shelter Program.
MAYOR’S OFFICE FOR PEOPLE WITH DISABILITIES
The Mayor’s Office for People with Disabilities (MOPD) programs are designed to
promote and help people with disabilities achieve their maximum level of independence
in every aspect of their life. As people with disabilities become more independent, they
become active participants in their community and contributors to their neighborhood
resulting in improved community relations.
The Independent Living Program attempts to accomplish this objective through a multi-
faceted approach, providing direct service, training and education. Supportive services
are provided to those who currently live in the community and who without help would
most likely experience a detrimental decline in their standard of living that could lead to
homelessness. The two program components are Independent Living for Disabled
Persons and Disability Resources.
An individual’s goal toward independence is primarily based on that individual’s
personal responsibility to achieve independence. The program incorporates this basic
premise, (personal responsibility), in all aspects of service delivery. MOPD realizes that
some people who need the service are not gaining access for one reason or another. As a
result, MOPD has also increased its outreach efforts to consumers, professionals and
community leaders to inform them of the availability of its services and programs.
MOPD has developed several publications about the ILP program to help promote
awareness and attendance to the ILP Orientation. At the onset individuals who are
interested in receiving services must attend MOPD’s ILP Orientation. People who attend
the ILP Orientation receive viable information that assist them achieve their goal of
independence.
MOPD is dedicated to removing barriers that may hinder people with disabilities from
achieving their maximum level of independence, whether they are attitudinal, structural
and programmatic. The ILP program focuses on providing long-term solutions. The first
step toward change is self-empowerment. MOPD’s ILP Orientation educates people with
disabilities on self- advocacy methods and on their rights. Under the ILP program an in-
depth assessment is conducted to determine an individual’s needs for maximum
independence and a decent standard of living. Underserved needs of the disabled are
similar to the underserved needs of the general population who are low- income. People
City of Chicago 13 Draft 2011 CAPER
with disabilities are in need of decent housing, financial resources, transportation,
recreation, health care, including eye and dental care.
Independent Living for Disabled Persons
Services offered under Independent Living for Disabled Persons include: Assistive
Technology, Personal Assistance/Homemaker Services, Case Management and Daily
Living Skills Training. These services are provided by delegate agencies.
Ninety clients received assistive technology services. Assistive Technology involves the
provision of and training on devices that will help an individual with disabilities perform
daily living tasks independently.
One hundred seventy individuals received Personal Assistance/Homemaker Services.
Individuals may receive assistance to help create and maintain a suitable living
environment that is clean and safe. PA/HM service is provided to Chicagoans under the
age of 60 who due to their disability are unable to perform household duties such as
cleaning or shopping. MOPD provides a maximum of four hours per week for as long as
the individual is eligible for services.
The Case Management team attempts to link people with disabilities with viable
resources that will help them meet their needs. The program is designed so that case
management staff may be solely devoted to the social service needs of an individual. As a
result of this innovative design clients are not simply assessed for personal
assistance/homemaker services, but they are also able to receive quality help for other
issues such as housing, transportation and employment.
People with disabilities may also receive Daily Living Skills Training so that they may
learn how to perform certain household tasks independently. Once an individual is able
to function in their home, or once their home environment is made stable and suitable,
they can begin to focus on other aspects of their lives such as economic opportunity.
MOPD has an employment service division. Clients receive cross program education.
Clients are made aware of assistance available through MOPD’s Employment Service
program during orientation. Participants of the ILP program are reminded at least once a
year during their annual reassessment about MOPD’s Employment Service program.
The ILP program is structured to provide accountability from the delegate agencies which
implement the program. Guidelines are established to ensure the clients in most need of
the service receive the service. MOPD’s ILP program services have always been
considered a service of last resort. This philosophy is being reinforced with MOPD’s
delegate agencies.
Contractual agreements between MOPD and delegate agencies that provide homemaker
services, Help at Home and Salvation Army, require MOPD’s Training Unit to provide
Disability Awareness & Etiquette Training to homemakers, as part of the agency’s
orientation. This two hour training was provided for Help at Home on a weekly basis and
provided once a year or as requested for Salvation Army.
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Disability Resources
The majority of the Information and Referral units of services were provided as
Information Assistance and Practical Assistance. Information Assistance services were
provided to 17,603 people and Practical Assistance services were provided to 2,617
people. Information Assistance involves giving individuals simple information such as a
phone number on how to access services. Practical Assistance usually involves face-to-
face contact with an individual and assistance with completing an application, form or
with writing a letter. Information and Referral Services are provided directly by MOPD
staff. MOPD has developed several publications such as MOPD’s brochure about the
ILP program to help promote awareness and attendance to the ILP Orientation.
The number of individuals served is less than projected 26,000. A lot of the practical
assistance provided is related to completing Circuit Breaker, RTA Free Ride or RTA
Reduced ride applications. Fewer people requested our assistance with these applications
in 2011. More individuals are educated on how to complete the applications
independently or have secured alternative sources for assistance. For instance, MOPD is
across the street from the Veterans Administration Hospital. In years past, veterans came
to the MOPD office for assistance. They now receive application completion assistance
from hospital social workers. Furthermore, the numbers are based on the number of
people who visit us or contact us via phone. We are able to provide an estimate based on
past years. Other factors which impacted 2011 accomplishment numbers include changes
in the number of people with disabilities who continue to reside in the City; program
guideline changes may affect the number of individuals who need assistance. For
example, the 2011 RTA Free Ride renewal process was streamlined making it
unnecessary to submit additional paperwork. Individuals are now required to sign and
return a renewal letter.
The Training Unit of MOPD provides Disability Awareness & Etiquette Training to the
five major constituencies: people with disabilities, city departments, various county and
state government agencies, disability-related agencies and organizations, and the private
sector.
The Disability Awareness & Etiquette Training is designed to teach general approaches
and strategies when interacting with individuals with all types of disabilities in
professional, social and recreational settings. The goal of the training is to remove both
attitudinal and architectural barriers faced by people with disabilities. The elimination of
these barriers ensures equal access and opportunity for people with disabilities in all
aspects of life, including recreation, housing, employment, education, and transportation,
as well as access to city programs and services.
The various disabilities covered during the training include people who are deaf or hard
of hearing, people who are blind or visually impaired, people with mobility impairments,
people with cognitive impairments, people with mental illness, people with speech
impairments, and people who may have hidden disabilities. The training also stresses the
City of Chicago 15 Draft 2011 CAPER
importance of using appropriate terminology when addressing or referring to an
individual with a disability. In addition, accommodations that will allow for individuals
with disabilities to have equal access and opportunity to participate in programs and
services are discussed.
COMMISSION ON HUMAN RELATIONS (The Commission)
The Commission was created to prevent discrimination and promote mutual
understanding and respect among all who live and work in the City of Chicago. One
primary activity is to investigate and adjudicate complaints of discrimination under the
Chicago Fair Housing Ordinance and the Chicago Human Rights Ordinance. Another is
to address hate crimes and community tensions which may escalate into hate crimes. The
Commission also provides educational programs and workshops on a variety of topics to
promote respect for diversity and mutual understanding. Through its advisory councils
(Equity, Women and LGBT, and Veterans’ Affairs), the Commission encourages citizen
participation and supports initiatives to promote unity and fight against discriminatory
policies and practices.
The City departments primarily responsible for implementing the City’s plan for
affirmatively furthering fair housing are the Commission on Human Relations, the
Department of Housing and Economic Development, the Mayor’s Office for People with
Disabilities, and the Chicago Housing Authority.
Actions undertaken by the City in 2011 to address Impediments to Fair Housing Choice
included:
• Adjudication of 73 fair housing claims.
• Support of several not-for-profit organizations seeking funds under HUD’s Fair
Housing Initiatives Program to assist people who have been victims of housing
discrimination.
• The Department of Housing and Economic Development contracted with Fair
Housing Delegate Agencies to conduct advocacy, enforcement, community
education, outreach and legal assistance fair housing activities.
• Housing developers seeking support from the City were required to confirm their
intent to comply with all accessibility requirements of the Fair Housing Act and
provide the number of accessible units and the number of units for the visually
and hearing impaired to be developed.
• MOPD administered accessibility modifications for 28 low- and moderate-income
people with disabilities.
• The Department of Housing and Economic Development funded the Emergency
Housing Assistance Program to preserve homes occupied by low-income
households, the Neighborhood Lending Program provided emergency loans to
prevent units from being lost to foreclosures, safety repairs to units occupied by
low- and moderate-income senior citizens, mortgage counseling to assist retaining
affordable housing, households received pre-purchase and foreclosure prevention
counseling, rental assistance for families under 30 percent of area median income
City of Chicago 16 Draft 2011 CAPER
and financing to developers to expand and preserve the supply of affordable
multi-unit rental developments, provide emergency repairs to homes occupied by
low-income households,
Affirmatively Furthering Fair Housing
The Chicago Fair Housing Ordinance prohibits discrimination based on race, color,
ancestry, national origin, religion, sex, sexual orientation, gender identity, marital status,
parental status, age, disability, military discharge status, and source of income. It applies
to any owner, lessee, sub lessee, assignee, managing agent, or other person, firm or
corporation having the right to sell, rent or lease any housing accommodation within the
City of Chicago, or any agent of these including real estate brokers. It does not exempt
small or owner-occupied rental properties.
The Adjudication Division of the Commission receives complaints filed under the
ordinance, conducts investigations, facilitates voluntary settlements, and provides an
administrative adjudicatory process for cases in which substantial evidence of
discrimination is found after investigation. If the Commission determines, after a
hearing, that discrimination has occurred, it may impose a fine, order injunctive relief,
and award compensatory and punitive damages.
The Adjudication Division received 73 new complaints alleging violations of the Chicago
Fair Housing Ordinance in 2011. This was a 40 percent increase over the 52 new
complaints received in 2010 and exceeded the proposed 2011 estimate of 70. The
breakdown of complaints by type of discrimination alleged is shown in the chart below.
Because complainant may allege more than one type of discrimination in their complaints,
the number of claims listed in the chart is larger than the number of complaints filed. The
percentage figures show the percentage of new complaints containing a claim of
discrimination on the basis named.
Basis of Claims in Complaints Filed in 2011
Under the Chicago Fair Housing Ordinance
Discrimination Claimed Number of Cases % of New Cases
Containing Claim Containing Claim
Race 16 22%
Color 3 4%
National Origin 4 5%
Ancestry 2 3%
Religion 2 3%
Sex 7 10%
Parental Status 2 3%
City of Chicago 17 Draft 2011 CAPER
Marital Status 3 4%
Sexual Orientation 7 10%
Gender Identity 1 1%
Age 4 5%
Disability 16 22%
Source of Income 38 52%
Military Discharge Status 0 0%
Total New Cases Filed 73
Source of income was again the most frequently-named basis in housing discrimination
complaints, appearing in the majority of complaints filed. These cases usually involve
refusal to rent to people who intend to use Section 8 vouchers. The Chicago Fair Housing
Ordinance has been held to include this voucher within the definition of a source of
income—a protection afforded by no other discrimination law covering the City of
Chicago.
After source of income, race and disability were the most frequently alleged types of
housing discrimination in 2011 complaints, at 16 claims for each, or 22 percent of
complaints. Next were sex and sexual orientation, at 7 claims for each, or 10 percent of
complaints. Claims based on the remaining protected categories were found in 5 percent
or fewer of the 2011 complaints.
It should be kept in mind that, because of the small number of complaints, it is not always
possible to discern significant trends based on data changes from one year to the next.
However, the 2011 pattern of filings is consistent with the Commission’s experience in
the housing area over the years.
Among housing discrimination cases pending during 2011, 10 went forward to the
administrative stage after investigation of the complaint resulted in a finding of
substantial evidence of an ordinance violation. The Commission closed a total of 58
housing discrimination cases in 2011. Of these, 14 closures were based on settlements
between the parties, a result the Commission encourages and sometimes facilitates by
holding a settlement conference with one of its contracted independent mediators. As a
group, complainants often obtain substantially more relief through voluntary settlements
than through formal Board rulings.
In addition, 21 housing discrimination cases were closed based on a finding of no
substantial evidence of discrimination, after completion of the investigation of the
complaint. Two additional cases were dismissed for lack of jurisdiction, three more for
failure of the complainant to cooperate with the Commission’s process, and finally, 15
complaints were voluntarily withdrawn by the complainant.
City of Chicago 18 Draft 2011 CAPER
In 2011, the Board issued rulings in six housing discrimination cases which are
summarized below. Each administrative hearing is conducted before a member of the
Commission’s panel of contracted hearing officers. The hearing officer receives the
evidence, makes procedural rulings as needed, and then issues a recommended decision
which the Board considers as the basis of its final ruling.
Housing Discrimination Rulings
Pierce & Parker v. New Jerusalem Christian Development Corporation, CCHR No. 07-
H-12/13 (Feb. 16, 2011)
Source of Income Discrimination
After an order of default, the Board found that a nonprofit housing developer
receiving government support through the City of Chicago to build affordable
housing discriminated against two low-income home purchasers based on their
source of income when it refused to complete their sales transactions because they
would finance the purchases in part with another government subsidy through a
different City-sponsored program. The developer refused, for no apparent reason,
to sign riders to allow additional inspections of Complainants’ units for
compliance with the Housing Quality Standards of the U.S. Department of
Housing and Urban Development, as required for Complainants to receive their
subsidies. The Board ordered payment of emotional distress damages of $20,000
to each Complainant. The Board also ordered payment of punitive damages of
$10,000 to Complainant Parker, who was able to purchase another home using
some of her available subsidies, and $60,000 to Complainant Pierce, who due to
the imminent expiration of her subsidy was unable to make any purchase or use,
any of her other arranged subsidies and still lives in rental housing. Finally,
Respondent was ordered to pay fines of $500 each for the two violations plus
$500 as a sanction for failure to comply with the Commission’s procedural orders
and regulations, for a total of $1,500 in fines. In addition, the City of Chicago is
to be notified of the violations by this developer. Attorney fees are pending.
Montelongo v. Azarpira, CCHR No. 09-H-23 (Mar. 16, 2011)
Disability Discrimination
After an order of default, the Board found that the mother of a 15-year-old autistic
child established a prima facie case that a property owner refused to rent an
apartment to her after the child acted out during a discussion with the owner’s
representative at the end of the showing. The Board held that the child’s unusual
behavior in combination with the representative’s reaction to it supported an
inference that the representative perceived the child to have a disability. The case
was remanded to the hearing officer for further recommendations as to the relief
to be ordered. (On February 15, 2012, the Board ordered payment of a fine of
$500 to the City of Chicago, plus payment to the complainant of emotional
distress damages of $2,500, punitive damages of $3,000, and damages for the loss
of $750 in wages while searching for another apartment, and attorney fees and
costs of $7,386.25.)
City of Chicago 19 Draft 2011 CAPER
Gray v. Scott, CCHR No. 06-H-10 (Apr. 20, 2011)
Sex Discrimination (Sexual Harassment)
Resolving the credibility of conflicting testimony in Complainant’s favor, the
Board found that Complainant’s landlord sexually harassed her by repeated
unwelcome sexual propositions, often associated with her requests for repairs.
The Board ordered $5,000 in emotional distress damages and imposed a fine of
$500. The Board found no liability for race discrimination.
- Gray v. Scott, CCHR No. 06-H-10 (Nov. 16, 2011)
Complainant was awarded $13,368 in attorney fees and $414.05 in costs.
Rankin v. 6954 N. Sheridan, Inc., DLG Management, et al., CCHR No. 08-H-49 (May
18, 2011)
Source of Income Discrimination
The Board awarded $53,100 in attorney fees and $124.30 in costs after reductions
for charges found excessive. In 2010, the Board had found a building owner,
management company, and rental agent liable for source of income discrimination
for refusal to rent an apartment to a Section 8 voucher holder.
Rivera v. Pera et al., CCHR No. 08-H-13 (June 15, 2011)
Discrimination Claimed: Race, Ancestry
The Board found no race or ancestry discrimination where property owners
established that they refused to rent to Complainant not because he is Puerto
Rican but because he opposed the late fee included in the proposed lease, which
Respondents proved they had used in leases of both Hispanic and non-Hispanic
tenants.
Gilbert and Gray v. 7355 South Shore Drive Condominium Assn. et al., CCHR No. 01-H-
18/27 (July 20, 2011)
Sexual Orientation Discrimination
The Board found that a condominium association president subjected a lesbian
resident to a hostile housing environment through slurs and derogatory comments,
and blocked the effort of another lesbian to purchase a unit, in each case because
of the Complainants’ sexual orientation. The association president was fined
$100 per violation and the association $500 per violation. Respondents were
ordered to pay emotional distress damages of $2,000 to the resident who was
harassed. Based on a mixed-motive analysis, Board awarded $100 in emotional
distress damages to the potential purchaser. Attorney fees are pending.
The Commission’s housing discrimination investigators and the Director of Fair Housing
Compliance also answer numerous telephone inquiries from the public. They provide
basic information on the application of the Chicago Fair Housing Ordinance and the
procedure to file a complaint. They also make numerous referrals to additional or
alternative resources that might be able to address the callers’ needs.
City of Chicago 20 Draft 2011 CAPER
In addition, the adjudication staff participates in outreach including booths at community
events and presentations to groups to inform the public about the Chicago Fair Housing
Ordinance. In 2011, Commission staff made presentations about the Fair Housing
Ordinance at several different programs including the John Marshall Law School Fair
Housing Seminar, and presentations to real estate professionals, and to chambers of
commerce. In addition, staff participates in many city-sponsored programs such as
aldermanic community meetings, and resource fairs for seniors, for people with
disabilities and others.
To assist complainants in obtaining legal representation, the Commission continues to
distribute a list of Chicago-area organizations that provide free legal counsel in housing
discrimination cases. These include the John Marshall Law School Fair Housing Legal
Clinic, the Lawyers Committee for Better Housing, the Chicago Coalition for the
Homeless, Access Living (serving persons with disabilities), and the Legal Assistance
Foundation of Metropolitan Chicago. Chicago remains fortunate to have such a high
level of fair housing resources.
These organizations also handle discrimination cases in other forums that enforce county,
state, and federal laws prohibiting housing discrimination. To ensure that Chicagoans are
aware of all available remedies for housing discrimination, the Commission – in
conjunction with the Cook County Commission on Human Relations, the Illinois
Department of Human Rights, and the Chicago Office of HUD – has prepared a chart
outlining the coverage and filing procedures under the anti-discrimination laws enforced
by each of these agencies. The chart is widely distributed by these agencies and by legal
assistance organizations. It is also available on the Commission’s web site,
www.cityofchicago.org/humanrelations, along with other information and forms.
In addition to the work of the Commission on Human Relations, HED and other City
agencies play key roles in affirmatively furthering fair housing. For example, to prohibit
private developers who use public funds from engaging in discriminatory practices, the
City of Chicago requires developers and individual homeowners to sign an anti-
discrimination clause in the hiring of contractors and renting to tenants. The Department
of Housing and Economic Development’s Monitoring and Compliance Division is
charged with tracking and monitoring the implementation of this clause.
HED monitors the Affirmative Housing Marketing Regulations for approved developers.
Under these regulations the developer must make efforts to attract prospective buyers or
tenants from all groups, minority and non-minority, regardless of race, color, religion,
gender, or national origin. These marketing activities must be approved by HED prior to
approval of the funding application. The Commission on Human Relations has a role in
monitoring the activities of landlords and building owners by adjudicating any housing
discrimination complaints that may be filed under the Chicago Fair Housing Ordinance.
In partnership with organizations that represent both tenants and landlords, HED
established the Chicago Rents Right campaign to educate Chicagoans about the right way
City of Chicago 21 Draft 2011 CAPER
to rent. Chicago Rents Right provides information and assistance on the legal rights and
responsibilities of tenants and property owners.
Programs of HED are available not only to for-profit and not-for-profit developers but
also to the Chicago community at large. In addition, notices are sent regularly to
community development organizations, institutions of higher education, and others,
informing them of funding opportunities through various government and private
sources, for the development and preservation of affordable housing and community
development. The Department also disseminates information about the City’s programs
at community meetings and other events.
Homebuyers participating in HED programs receive home ownership counseling which
covers fair housing in addition to the challenges and rewards of being a homeowner.
This educates homebuyers to be aware of their rights, including fair housing rights. For
renters, the Department has established the Chicago Rents Right program, described
above. HED also has posted on its web site a Rental Housing Resource List that
identifies housing opportunities available throughout the City for seniors and people with
disabilities.
Managing the Process
The City continues to implement and strengthen its consolidated planning process.
Increasingly coordinated efforts between City agencies, citizen advisory committees, and
the public housing authority have substantially improved the development and execution
of the plan yearly. Through public hearings and public education, awareness and
understanding of the consolidated plan process is also improving. Chicago will
continually strive to improve the effectiveness of its programs and to assess the impact of
HUD funding in its neighborhoods.
Citizen Participation
The City of Chicago continues to follow the Citizen Participation Plan established for all
activities funded with entitlement grants. A notice was published in both English and
Spanish language local newspapers announcing the Draft 2011 CAPER for public review
and citizen comment. The Draft 2011 CAPER will be posted on the City’s Web site from
March 14, 2012 through March 29, 2012. The City will accept comments through March
29, 2012. A public hearing will be held March 14, 2012.
Institutional Structure
The City remains actively engaged with outside agencies and other governmental entities.
The City works with public service agencies and private entities to address needs related
to community development and housing of the underserved.
City of Chicago 22 Draft 2011 CAPER
In order to overcome gaps in the institutional structures and enhance coordination, the
Department of Housing, Department of Planning and Development, and some of the
Mayor’s Office of Workforce Development programs were merged in 2009 to create the
City’s Department of Community Development. In 2011, the department name was
changed to Department of Housing and Economic Development. This merger
consolidates the City’s economic, housing and community development functions,
providing for a centralized process for city developments, whether affordable housing,
retail, or a combination.
Monitoring
As outlined in the 2011 Action Plan, overall resource management for the City of
Chicago is the responsibility of the Office of Budget and Management (OBM). OBM
oversees the administration of all grant funds received by the City of Chicago. Annually
the Mayor presents, and the City Council approves, the allocation of these resources to
individual departments. Once resources are delegated for a specific purpose, the
designated department (DPH, HED, Family and DFSS, etc.) is responsible for approving
the disbursement of funds and for project monitoring.
Each department allocates the resources received in accordance with the approved uses of
the funds. Contracts, agreements, and loan documents with program participants
incorporate the services and activities to be completed, the compliance requirements, and
the specific conditions under which funds may be released.
Within each department, designated staff are responsible for monitoring compliance with
applicable federal, state, and city regulations. Following is detailed discussion regarding
monitoring activities and tools for funded programs:
• In-depth on-site visits occur monthly throughout the program year to
review files, assess the agency’s progress in assisting clients, assess agency
client relationship, program and program environment assessment,
administrative policies and procedures.
• Formal on-site evaluations are conducted twice a year.
• Standard evaluation tool is used to capture information and rate specific
criteria.
• Web-based centralized participant tracking system.
• Annual fiscal audits of agencies to determine achievement in meeting
quantitative goals.
• Review program reports submitted monthly and quarterly (performance-based
contracts are supported with appropriate documentation).
• Monthly internal programmatic and fiscal meetings to review programmatic
progress.
• Weekly and monthly internal monitoring to ensure standards of care and
documentation requirements are met according to Illinois Department of
City of Chicago 23 Draft 2011 CAPER
Human Services’ Division of Mental Health Admin Rule 132.
• Annual survey by the Illinois Department of Human Services Bureau of
Accreditation, Licensure and Certification.
• Survey every three years by the Commission on Accreditation of Rehabilitation
Facilities.
• On-site construction inspections.
• Financial management.
• Loan underwriting to determine eligible and reasonable costs.
• Review of a recipient’s capacity to complete the activities identified.
• Verification and certification of initial occupancy (income, assets, rent levels).
• Environmental review.
• Davis Bacon wage requirements.
• OBM Circular A-133 (Single Audit) Reports.
• Owner’s certifications (general compliance requirements for affordable
housing), as required under certain programs.
Minority Business Enterprise/Women Business Enterprise
The City of Chicago assures compliance through the inclusion and enforcement of
Section 2-92-420 through 2-92-570 of the Municipal Code, which authorized a minority-
owned procurement program. At regular calendar intervals (quarterly), this program
publishes a directory of certified contractors and/or vendors that have applied for and
been determined as (by review of operations, financial documentation, and work
references) legitimate Minority Business Enterprises (MBE) and/or Women Business
Enterprises (WBE).
The application process is very thorough. Certification is for one year and must be
renewed annually with a re-certification application. MBE/WBE participation is sought,
as well as encouraged, on all projects financed with City and Federal funds. The total
project is measured for the percentages of participation with each phase being
accountable: reconstruction activities; construction; and post construction activities.
Based on past experiences, the largest percentage of MBE/WBE participation occurs
during construction because this phase generated a greater dollar value and a greater
number of skilled jobs. The certified directory enables prospective grantees to contact,
request bids, and contract with certified MBEs and WBEs and is utilized as an outreach
tool.
Construction monitoring meetings are held with all developers and general contractors.
City staff discusses all compliance requirements during these meetings, including the
Regulatory Agreement requirement of participation by certified MBE and certified WBE
firms.
The City of Chicago (with the Department of Procurement Services as lead agency)
regularly reviews the MBE/WBE certification processes and the impact of their
utilization. City staff uses the directory of certified contracts and/or vendors to determine
the MBE/WBE project participation percentages. Additionally, the City monitors
City of Chicago 24 Draft 2011 CAPER
participation of minority and women contractors via a semi-annual report submitted to
HUD.
Section 3
Section 3 of the Housing and Urban Development Act of 1968 requires that employment,
training and contracting opportunities generated by financial assistance from HUD for
housing and community development shall, to the greatest extent feasible, be given to
low- and very low-income persons and businesses that provide economic opportunity for
these persons. There are both hiring and contracting numerical goals for recipients,
contractors and subcontractors that when met, satisfactory demonstrate efforts to comply
with Section 3.
The City of Chicago encourages all recipients of City funds, their contractors and
subcontractors to surpass the minimum requirements described above, and undertake
additional efforts to provide low- and very low-income persons with economic
opportunities. The City also facilitated the referral process for Section 3 residents and
businesses to assist not only the entities that do business with the City in their
compliance, but the individuals and businesses that Section 3 seeks to benefit.
Section 3 Compliance Plan Booklet
The City of Chicago continues to distribute the Section 3 Compliance Plan Booklet at
applicable preconstruction and monitoring meetings to developers and contractors to aid
in complying with Section 3. The booklet explains the intent of Section 3 and provides
forms on which the developers/contractors can document their efforts and by which the
City’s departments can maintain its records and provide reports as required.
Departmental Compliance Plans
The City of Chicago continues to require that each affected department submit an annual
Section 3 Compliance Plan which includes the identification of departmental Section 3
covered programs, departmental positions and monitoring and compliance strategies.
Long Term Compliance (Including Affirmative Marketing)
The Department of Housing and Economic Development has developed several tools to
effectively monitor HOME Projects for long term compliance. All completed rental
projects are required to submit an Annual Owner’s Certification (either on April 1 or, if
the project includes tax credit funding, on October 1). These certifications and Audited
Financial Statements are reviewed for completeness and adherence to all requisite
regulations. All of the documentation submitted with the Annual Owners Certification
serves as an indication of the compliance of the development. The Audited Financial
Statements are utilized to determine the financial health of the project.
Annual on-site monitoring visits are regularly scheduled and conducted for long term
HOME projects. There are two phases of the on-site monitoring visits: records inspection
City of Chicago 25 Draft 2011 CAPER
and physical inspection. HED compliance staff conducts records inspections. The staff
reviews the project files (all documentation regarding affirmative marketing, legal issues,
building inspections, fair housing issues) and the individual tenant files (income
certification, income and asset verifications, tenant profile data, etc.). The HED
rehabilitation construction staff conducts the physical inspections of the development.
The inspections determine compliance with Housing Quality Standards (HQS) by
inspecting the building and a sample of the individual units. The inspectors forward their
results to the compliance staff to compile the information from the records and physical
inspections and notify the owners in writing of the results.
Additionally, in compliance with the affirmative marketing requirements in 24 CFR
92.51, HED has developed an effective assessment tool that is incorporated into all
project applications for HOME funds. The primary objectives of the affirmative
marketing efforts are to ensure that individuals not normally likely to apply (both
minority and non-minority) know about the vacancies, feel welcome to apply and have
the opportunity to rent.
Developers and/or borrowers must comply with the affirmative marketing requirements
established by HED, which include: a written affirmative marketing plan that identifies
clientele-addressed contracts with community groups and churches, media outreach, etc.;
maintaining on-site records indicating steps and/or procedures undertaken to fill vacant
units; and maintaining documentation as to program eligibility on all tenants and
prospective tenants.
During the records inspection portion of the monitoring site visit, each affirmative
marketing plan was reviewed and on-site records were inspected for compliance with the
plan. Advertisements were reviewed for adherence to all regulations. Tenant files were
examined to determine eligibility, and waiting lists reviewed to assess fairness in
placement.
HED conducted on-site monitoring visits in 2011 for more than 200 rental projects
funded under HOME, CDBG, Rental Rehab or tax credits.
During the monitoring site visit each affirmative marketing plan was reviewed and, on-
site records were inspected for compliance with the plan. Advertisements were reviewed
for adherence to all regulations. Tenant files were examined to determine eligibility, and
waiting lists reviewed to assess fairness in placement.
2011 reviews indicated that of the 158 HOME-funded rental projects approved
procedures were properly documented for 134 of the projects, adhered to by development
staff and were deemed effective. The 24 remaining projects were found to have violations
pertaining to either records retention or physical condition and given 90 days to resolve
outstanding issues.
For the 17 CDBG-funded projects 15 were in compliance and 2 were non-compliant. All
Rental Rehab properties were compliant. More than half of the 63 tax credit properties
City of Chicago 26 Draft 2011 CAPER
were compliant at 50. Thirteen were non-compliant. Follow up letters were mailed out to
each project that was found non-compliant. Follow up procedures are in place to ensure
those projects become compliant.
HED compliance staff continues to review and reevaluate the standard operating
procedures and processes in order to enhance and update assessment tools. Copies of the
Annual Owner’s Certification, Tenant File Review and Physical Inspection forms are
kept on file at HED.
Lead-Based Paint
Lead-Poisoning Prevention
The mission of the Childhood Lead Poisoning Prevention Program is to prevent lead
poisoning by maximizing the availability of affordable lead safe housing in the City of
Chicago. Project activities include:
• Ensure at-risk children are screened for lead poisoning.
• Provide case management services for lead-poisoned children.
• Inspect the homes of lead-poisoned children for lead-hazards.
• Ensure that property owners properly remediate the lead hazard.
• Refer non-compliant property owners to court.
• Provide education and training on lead, lead-poisoning prevention, and lead-safe
work practices.
• Secure funding for lead abatement for those who otherwise could not afford to do
the abatement.
Screening and Case Management
Preliminary data for 2011 indicates that 5,711 children under six years of age were
screened for lead poisoning which exceeded the proposed number of 5,000. All but 156
of these children were screened by non-programmatic staff (i.e., physicians in private
practice), indicating a continued commitment by physicians to identify lead-poisoned
children. In prior years, the number of children screened by the program had been much
greater (on the order of 2-3,000 children/year). However, due to position and budget cuts,
there are no longer programmatic staff dedicated to these screening efforts (in 2011,
screening by the program was limited to one community-based event). Of the 96,755
children screened, 1,052 (1.1 percent) were lead-poisoned, defined as having a level of
lead of 10 ug/dl or greater. An additional 2,799 had levels between 5 and 10ug/dl
screening efforts.
The program continued to ensure that children with lead-poisoning receive case
management services. Preliminary data for 2011 indicate that some 500 lead-poisoned
children were provided these services. These same services were provided to 235 infant
with blood lead levels between 5 and 10ug/dl.
City of Chicago 27 Draft 2011 CAPER
Inspection and Enforcement
The program continued to ensure the homes (or other locations where children may spend
time) of lead-poisoned children are inspected for lead hazards, and that these hazards are
remediated. Data for 2011 indicate that 972 houses (or other locations) were inspected.
Following an initial inspection and assessment for lead hazards, re-inspections occurred
to ensure the home (or other location) is properly maintained and/or the required
remediation is being done. Data for 2011 indicate that some 4,500 re-inspections took
place. The final step is to ensure the home (or other location) is cleared of the hazard.
Data for 2011 indicate that 941 homes (or other locations) were cleared. Unfortunately,
property owners at times do not or are unable to remediate the hazard. As a result, they
are referred to court and forced to come into compliance. In 2011, 572 property owners
were referred to court.
Information Dissemination and Education
In 2011, the program conducted 33 lead-safe work practices training (half of which were
taught in Spanish) which included a total of 355 participants. These training provide
property owners with the knowledge and skills to remediate lead hazards in their
properties in a safe and effective manner. The program also provided education and
training to community agencies, to other city agencies, and to the general public at
community-based events.
One of keys to the success of the program has been its partnerships with numerous
community and faith-based organizations. These organizations are key in ensuring the
public is provided with information on lead and lead poisoning prevention, as well as on
the grant programs available to low-income homeowners for lead abatement.
Lead Abatement
The program has a long history of securing funding (in the form of grants) and making
this funding available to low-income property owners for lead abatement. In 2011, the
program received a $3,000,000 grant from the Department of Housing and Urban
Development to accomplish this. These funds will begin to be disseminated in 2012.
Additionally, the program continued to receive funding from Cook County Department of
Public Health for this purpose.
Compliance Monitoring
HUD Lead Safe Housing Regulation (HUD Rule 24 CFR Part 35)
On January 10, 2002 the U. S. Department of Housing and Urban Development (HUD)
began implementation of HUD Rule 24 CFR, Part 35. All City departments receiving
federal funding for housing are affected by this regulation. Those departments include:
DFSS, HED, DPH, and tMOPD. The majority of affected housing units are funded
through HED. HED programs affected include: Small Accessible Repairs Seniors and
Independent Living, Emergency Housing Assistance Program, Neighborhood Housing
Services Loan Programs, Low-Income Housing Trust Fund, and the Multi-Family Rehab
Program. Developers and contractors working on federally assisted rehabilitation projects
City of Chicago 28 Draft 2011 CAPER
with the City must have either been trained to perform Lead-Safe Work Practices or be an
Illinois Licensed Lead Abatement Contractor and lead-dust clearance must be achieved.
These new regulations may result in increased per unit costs for some rehabilitation
projects. The City will benefit in the long term by reducing costs for the treating of
health problems of these children. HUD estimates that the savings will greatly outweigh
the costs by avoiding the expense of medical treatment and special education, and
reducing personal injury claims and associated court costs. Other benefits include
improving children’s stature and hearing, and reducing juvenile delinquency.
Chicago is strongly committed to the goals of these regulations, and the City has
dedicated all available resources to training, outreach and management initiatives that
will enable full compliance with the standards.
Integration of Lead Hazard Evaluation and Reduction Activities into Existing
Housing Programs
The Department of Health assists in screening children for elevated blood lead levels and
conducts environmental inspections of housing units on a priority basis. Inspections are
triggered by the identification of a child with an elevated blood lead level or by referral
from other City inspectors in the Departments of Buildings, Family and Support Services,
Streets and Sanitation, or Fire that identify chipping and peeling paint at an address with
young children. HED and DPH work together in coordinating the use of abatement funds
to be most beneficial to the families served. The Law Department assists DPH in
enforcing Chicago Municipal Code 7-4 on lead-bearing substances.
Housing Needs
In 2011, the City of Chicago completed the third year of the City’s Five-Year Affordable
Housing Plan for the years 2009-2013. Over the course of the year, the Department of
Housing and Economic Development (HED) committed a total of $315,648,050 to create,
preserve or maintain 7,819 units of affordable housing. Ten strategic goals drive the
City's affordable housing initiatives:
Note: Unit counts provided in this CAPER are based on funding commitments and project
approvals and may not exactly correspond to the number of units recorded as completed in HUD’s
Integrated Disbursement and Information System (IDIS) or Table 3A Summary of Specific Annual
Objectives at the time of this report.
1. Chicago should continue to be a city of strong affordable neighborhoods, with good
housing, schools, parks, libraries and shopping districts
2. Affordable housing is an asset to every neighborhood and to the city as a whole. It helps
ensure that Chicago continues to be home to people of many different ages, incomes and
backgrounds
3. Affordable housing helps build healthy neighborhoods. It creates a market for new retail
stores, restaurants and other neighborhood amenities. Conversely, when City government
brings public improvements to a neighborhood, the existing housing becomes more
attractive to low- and moderate income families.
City of Chicago 29 Draft 2011 CAPER
4. Affordable housing is good for the economy and the entire city. When housing costs are
reduced, low- and moderate-income families have more money to spend on other items,
including education, the passport to a better life for their children. Affordable housing also
creates jobs in construction, building management and other industries.
5. Affordability means more than just the size of rent or the mortgage payment. A home is
affordable when it is less expensive to build and operate, when it uses less energy, when
taxes are reasonable and when nearby mass transit makes driving unnecessary.
6. Government support is necessary to ensure an adequate supply of affordable housing in
Chicago. Government’s role should be to work in partnership with the private and not-for-
profit sectors.
7. While homeownership has many positive effects on a city, it is not for everyone. The most
critical need in Chicago is for affordable rental housing for those at the lower end of the
economic spectrum.
8. Supportive housing will remain a high priority. Many Chicagoans need social services in
addition to housing, to help them turn their lives around.
9. The Department will continue to direct the majority of resources toward the neediest
individuals and families.
10. The Department will continue to be flexible, creative and open to new ideas.
Add to the stock of affordable housing
HED committed $41 million in loans to create or preserve nearly 500 units of affordable
rental housing. Over 99 percent of these units will be for residents whose incomes do not
exceed 60 percent AMI.
The Developer Services Program administered by HED allocates funds to developers to increase
the amount of affordable multi-family housing included in their projects for both new
construction and rehab programs. 667 units were created or preserved in 2011.
Protect Chicago’s existing affordable housing stock
HED, in partnership with Community Investment Corporation launched a multi-family
building stabilization program that works to preserve at-risk rental units through the
designation of receivers to take over deteriorating properties. Under Housing
Preservation, formerly known as Troubled Buildings Initiative 1,289 rental housing units
in problem buildings were either rehabbed with public and/or private financing or placed
in receivership to prevent further deterioration and enable them to be rehabbed later.
This exceeded the proposed 900 units for 2011. Activity levels under single housing units
were negatively impacted in 2011 by the continuing instability of the single family
housing market and resulted in fewer than half of the proposed 241 units being
rehabilitated or placed in receivership.
In 2011, HED continued to effectively deploy HUD dollars as a key component in the
City's home repair and improvement initiatives. The Emergency Housing Assistance
Program (EHAP) committed funds for emergency roof; porch and heating repairs that
helped preserve 654 units of low-income, owner-occupied housing. Increased
construction costs led to a reduction in the number of units that could be served under the
program by 236.
City of Chicago 30 Draft 2011 CAPER
Through SARS (Small Accessible Repairs for Seniors, formerly known as H-RAIL), the
Department furnished enabling devices and other improvements to 549 residences
occupied by senior citizens exceeding proposed accomplishments by 24 units. Also in
2011, 449 renter households under 80 percent of AMI had heat and water services
restored to their apartments through the CDBG-funded Heat Receiver Program. This
much lower than anticipated service level of 800 units reflects fluctuations in the demand
for assistance through use of heat receivers.
Enhance affordability and help residents stay in their homes
The City, in partnership with Neighborhood Housing Services of Chicago (NHS), funds a
joint public/private home ownership initiative designed to stimulate a $100 million
investment by approximately 20 local lending institutions. HED in 2011 provided nearly
$4 million in public dollars for interim financing, directly leveraging nearly $15 million
in private loan funds during the year, including about $3.5 million in CDBG funds. This
public investment leveraged a total of $21.7 million in loans for homeowners and buyers.
As a result of loans made through the Neighborhood Lending Program (NLP) for home
improvement, purchase, purchase and rehabilitation and foreclosure prevention 237
single-family units were preserved in 2011 which represents 72 percent of the proposed
accomplishment. NLP lending volume continued to be held down in 2011 by single
family housing market conditions. In response to changing needs, home ownership
counseling services have been expanded under the program.
Direct funding is made to community-based organizations to provide housing-related
information, problem solving, community events, workshops and housing fairs to assist
low- and moderate-income homeowners through the Housing Services Technical
Assistance program. These organizations provided counseling and technical assistance to
26,786 households in 2011.
The Home Ownership Centers program is administered by HED staff. Staff support for
programs that provide financial assistance and supportive services to first-time
homebuyers and current homeowners at risk of foreclosure is provided. Households
served by the Home Ownership Center are recorded under the respective homebuyer
assistance and home preservation programs.
Home Ownership Counseling Services. Delegate agencies provided pre-purchase
counseling for homebuyers and foreclosure counseling for 6,277 low- and moderate-
income homeowners.
Pursue policies and funding to support affordable housing
In 2011, HED took positive steps in advancing long-range housing policy initiatives at
the local, state and federal levels. During the course of the year the Department:
1. Began implementation of new City legislation to protect and inform existing rental
tenants impacted by condo conversions and provide more transparency about physical
building conditions to purchasers of new or converted condos. The legislation
City of Chicago 31 Draft 2011 CAPER
establishes a Condominium Registration Program for new and converted condos and
protects renters during condo conversions by lengthening the notification period and
requiring relocation assistance to be provided to current tenants.
2. Received approval from HUD to move forward with a “lump sum drawdown” of
funding under the City’s Neighborhood Stabilization Program (NSP), which will
improve program efficiency and help ensure that Chicago meets its NSP deadlines.
The drawdown will be used as a loss reserve to support loans to approved NSP
developers for rehab of NSP homes.
3. Continued to work with the State to identify potential opportunities to expand
programs to help homeowners avoid foreclosure, including requiring mediation
before foreclosure and expanding homeowner access to legal services and educational
programs about foreclosure.
HOUSING UNIT COMMITMENTS
UNDER CITY OF CHICAGO PROGRAMS
BY INCOME LEVEL IN 2011
Total Total, All
0-15% 16-30% 31-50% 51-60% 61-80%
0-80% Income Levels
Multi-Family, Net 2,011 1,070 868 327 815 5,091 5,316
Single-Family, Net 115 452 784 172 528 2,051 2,503
ALL UNITS, Net 2,126 1,522 1,652 499 1,343 7,142 7,819
NOTE: These are net unit totals based on actual funding commitments and adjusted for units assisted
under multiple programs. Before adjusting for multi-counting, the gross total for all units was
10,513. Of this total, 7,891 were multi-family units and 2,622 were single-family units.
MEETING UNDERSERVED NEEDS
In order to address obstacles in meeting underserved needs, HED has established a
number of policy objectives and strategic goals:
• HED supports Single Room Occupancy (SRO) and family housing in Chicago by
developing, rehabilitating, or arranging special financing for properties linked
with supportive services in target areas where successful shelter plus support
services and job creation opportunities can be closely linked.
• HED develops partnership programs that increase subsidy assistance for
individuals whose progress through the continuum of care promises transition to
permanent affordable housing in a reasonable period of time.
• HED focuses resources to support housing needs for households under 30 percent
of median income.
City of Chicago 32 Draft 2011 CAPER
• The City supports the not-for-profit community, notably with the help of SHP
funding, in the provision of supportive services which aid in and help overcome
obstacles, moving from homelessness or near homelessness to self-sufficiency.
While MOPD does not directly provide housing or fund housing development, the
Department promotes development and access of affordable and accessible housing for
people with disabilities. In regards to affordable housing, MOPD continues to make
efforts to correct policies that impede people with disabilities from receiving affordable
housing. This is a multi-faceted approach that includes providing direct services,
education, recommendations for systematic change and policy changes. MOPD
discourages the use of nursing homes and institutions as housing alternatives for people
with disabilities. Instead, MOPD promotes integrated housing for people with disabilities.
MOPD works with other city departments and sister governmental agencies to implement
policy and programmatic changes that will help ensure the availability of accessible and
affordable housing for people with disabilities. For instance, MOPD has partnered with
the Chicago Housing Authority in developing the Plan for Transformation.
Specific Housing Objectives
HED’s Housing Bureau continually reassesses its policies and makes adjustments in
response to changing market conditions and service needs. In addition, the allocation of
federal dollars is influenced by the availability of leveraged resources.
Recently, because of the current state of the national economy and regional housing
markets, the Department has experienced lower than historic levels of participation in
programs which leverage private loans for home repairs. Additionally, the Purchase
Price Assistance Program, which offers down payment assistance to homebuyers, is
underperforming due to the nationwide slowdown in home mortgages.
As a result of these conditions, the City is shifting greater resources towards programs
that assist the pre-existing housing stock, with particular attention to those programs
serving homes falling into disrepair or presenting eminent hazards to residents.
Public Housing Strategy
Throughout 2011, the Chicago Housing Authority (CHA) continued its progress toward
the goal of revitalizing 25,000 public housing units by the end of the Plan for
Transformation. In 2011, CHA delivered an additional 916 housing units in mixed-
income, traditional family, scattered site, and senior designated housing developments as
well as public housing acquired through the Property Investment Initiative and project-
based vouchers through the Property Rental Assistance Program. As of the end of 2011,
CHA has completed 21,203 public housing units or 85 percent of the overall unit delivery
goal for the Plan. 2011 Housing Revitalization Activity included:
City of Chicago 33 Draft 2011 CAPER
• One hundred seventy eight new public housing units in mixed-income
developments at Legends South, West End, Park Douglas, Oakwood Shores, and
Parkside of Old Town.
• Completion of the Plan goal for senior designated housing with the rehabilitation
of 104 public housing units at Ralph J. Pomeroy Apartments.
• Completion of the rehabilitation of Dearborn Homes with the delivery of 130
public housing units.
• Twelve rehabilitated scattered site units at Wentworth Annex.
• Eight public housing units acquired through Property Investment Initiative.
• Four hundred eighty four new project-based voucher units in Chicago through
Property Rental Assistance Program.
CHA continued to increase the availability of decent, safe, and affordable housing by
leasing public housing properties including new units as they came online throughout the
year and by providing Housing Choice Vouchers (HCVs) for families to rent in the
private market. Public Housing Leasing Activity included:
• A total of 17,327 public housing units were under lease or occupied at the end of
2011.
• As of the end of 2011, there were 39,174 applicants on the Community-Wide
(Family Housing) Wait List.
• The 2011 Admissions and Continued Occupancy Policy (ACOP) was approved
by CHA’s Board of Commissioners in July 2011. The 2011 ACOP introduced
two new categories of applicant preferences.
o Veteran’s Preference – Eligible applicants who can demonstrate that
he/she is a veteran, the immediate family member of a veteran (Living or
deceased), or is active/inactive military personnel of the United States
Armed Forces will receive a ranking preference on the wait list.
o Geographic Preference – Applicants may select one geographic region as a
preferred area within the City of Chicago or request to be placed in the
first available unit. This preference is not a ranking preference.
• The Senior Site-Based Wait Lists remained open, adding 6,109 applications from
seniors. A total of 5,602 seniors were screened for housing.
Housing Choice Voucher Program Leasing Activity included:
• In 2011, a total of 38,391 Housing Choice Vouchers (HCVs) were available to be
used for eligible families. CHA leased 37,308 HCVs as of the end of 2011.
• At the end of 2011, CHA’s HCV Wait List was composed of 36,634 total
applicants.
Housing Authority Resident Services
Case management programs address two important challenges facing CHA families;
housing stability and employment. In 2011, 24,995 residents were engaged with service
providers and the overall engagement rate in all case management and workforce
development programs was 77 percent of families eligible for these services. In
workforce development programs, there were 1,374 job unsubsidized placements through
City of Chicago 34 Draft 2011 CAPER
CHA-funded services. In addition, CHA provided services that promote self-sufficiency
that included:
• A transitional jobs program that resulted in 225 placements in subsidized
employment and 205 unsubsidized placements.
• Through CHA’s Intergovernmental Agreement with City Colleges of Chicago
360 residents were enrolled and 243 residents completed programs (including
some enrolled prior to 2011).
CHA’s Family Self-Sufficiency (FSS) programs assist public housing residents and HCV
leaseholders in setting and achieving specific self-improvement, educational, and
employment goals. Program participation is voluntary and is typically limited to a five-
year period. As families’ household income increases from earned income (e.g., wages)
and the households’ portion of the rent increases, an amount equal to the monthly rent
increase is placed in escrow savings accounts. Upon program completion, participants
are awarded the escrowed savings to use for the purpose of their choosing. 2011 Family
Self-Sufficiency Program Activity included:
• Three hundred and two public housing residents participating in the Public
Housing FSS Program, who collectively accumulated $508,844 in escrow savings
since their initial participation in the program. In 2011, 12 public housing
residents graduated from the FSS program.
• There were 1,141 HCV holders who participated in FSS during the year, who
collectively accumulated $1,606,243 in escrow savings since their initial
participation in the program.
• One hundred and one HCV FSS participants graduated and together were
awarded $1,099,222 in escrowed savings. Ten HCV FSS graduates used their
escrowed savings to purchase homes through the Choose-to-Own Home
Ownership Program.
Moving to Work Demonstration Activities
By and through CHA’s participation in the Moving to Work (MTW) Demonstration
Program administered by the U.S. Department of Housing and Urban Development
(HUD), CHA is able to propose and carryout innovative activities that achieve at least
one of the following three MTW statutory objectives:
1. Increase housing choices for low-income families.
2. Give incentives to families with children where the head of household is working,
seeking work, or is preparing for work by participating in job training, educational
programs, or programs that assist people to obtain employment and become
economically self-sufficient.
3. Reduce costs and achieve greater cost effectiveness in federal expenditures.
In 2011, CHA carried out the following activities as a result of authority granted to it
through participation in the MTW Demonstration Program.
City of Chicago 35 Draft 2011 CAPER
• As of the end of 2011, 4,298 (50 percent) public housing residents subject to the
work requirement were compliant.
• CHA’s Office of the Ombudsman held eight meetings for public housing
residents in mixed-income sites in the three geographic regions with a total
attendance of 244 residents. In addition, six Safe-Summer events were held.
• CHA delivered an additional 130 rehabilitated units at Dearborn Homes through
the use of the reasonable cost formula for rehabilitation.
• CHA conducted 21,233 biennial re-examinations for a savings of 42,466 staff
hours as a result of performing re-examinations for only approximately half of
HCV households.
• CHA approved five developments through the Property Rental Assistance
Program (PRA) that exceeded the 25 percent Project-Based Voucher assistance
limit for family properties.
• CHA entered into 21 Housing Assistance Payment Contracts (representing 349
units) with terms lengths that exceed 16 years under the PRA Program.
• The impact of the single-fund flexibility on CHA’s resources continues to be seen
through the redevelopment and construction of public housing units and CHA
upgrades to family and senior units to comply with ADA accessibility
requirements, and through promoting family self-sufficiency through a variety of
supportive services.
Barriers to Affordable Housing
The City of Chicago has implemented a number of new programs, policies, and
procedures that remove barriers to affordable housing and support the goals of City’s
Five-Year Affordable Housing Plan and the Consolidated Plan.
Chicago Partnership for Affordable Neighborhoods (CPAN), City Lots for City Living,
and Affordable Requirements Ordinance (ARO), along with Department of Zoning’s
(DOZ) Downtown Affordable Housing Density Bonus, and the City’s Negotiated Sale of
Redevelopment Project Area Properties encourage the creation of new affordable housing
units.
Developers who participate in CPAN get fees waived, expedited permitting, and qualified
homebuyers identified by the City if at least 10 percent of the units in the market-rate
development are affordable. The ARO requires that residential developments using all
types of city land or zoning changes to increase density in planned developments of 10 or
more units have at least 10 percent of units be affordable. Through City Lots for City
Living program, the City will also sell vacant, city-owned property for $1 if the land will
be used for affordable housing activities. The Downtown Affordable Housing Density
Bonus allows new downtown developments to build higher buildings if they create
affordable housing units in the development. City-owned properties located in
designated redevelopment project areas receive a write-down from the appraised value
for tangible public benefits such as affordable housing units, which creates incentives to
increase affordable housing units in the City.
City of Chicago 36 Draft 2011 CAPER
Additionally, two programs target housing preservation. The Bungalow Initiative
Standard Designs program helps preserve this historic housing stock by allowing owners
to purchase pre-approved renovation designs for $5. The Preserving Chicago Together
reduces land costs to the developer by expediting the process wherein the City can take
possession of vacant, abandoned buildings and turn them over to an approved party for
the express purpose of creating affordable housing.
To reduce the cost of developing affordable housing, fees are waived by multiple city
departments for the following programs: Multifamily, New Homes for Chicago and City
Lots for City Living. HED waives fees for trees and sod, as well as the cost for servicing
Low-Income Housing Tax Credits. Department of Buildings (DOB) waives the fees for
plan review, field inspection, accessibility code, and inspection fees for elevator,
wrecking, and fencing. Department of Water Management (DWM) waives fees for tap
connection and inspection, and sealing permits. Department of Transportation (CDOT)
waives fees for driveways, street opening, and use of public way.
Initiatives through DOB have created efficiencies in the permitting process. In 2005,
Chicago became one of the first cities to have permit applications for residential and
small commercial developments on-line. Developers and residents can receive on-line
permits to replace existing mechanical equipment or building components that do not
require architectural plans, as long as they are in compliance with City codes are area
using licensed contractors. Through DOB, licensed architects can also voluntarily
comply with simple corrections to the Standard Plan Review process. This eliminates the
need for owners/developers to return to DOB to demonstrate simple corrections to
drawings and applications. Licensed architects can also self-certify residential permits
for buildings with fewer than four units. This reduces the time and cost to permit. DOB
also expedites permits for developments that are environmentally friendly and (any
combination of) affordable, accessible, transit-oriented, or in underserved communities.
Also since 2005, DWM has piloted a program to evaluate the use of recycled plastic
and/or alternative plastic pipe materials. Using alternative materials for storm water
detention could save housing developers approximately 25-30% in material and
installation costs. This pilot may result in the revision of the city plumbing code, which
currently prohibits the use of plastic pipe materials. DWM also funds, designs and builds
Chicago Housing Authority water and sewer improvements in the right-of-way. Since
2005, DWM has spent $9.3 million, significantly reducing the time and cost associated
with design, construction, and permitting of public housing developments.
HOME Program
Overview
Each of the activities performed under the City of Chicago’s HOME program meets one
or more of the needs identified by the City in its Consolidated Plan. Many programs are
City of Chicago 37 Draft 2011 CAPER
interrelated and are designed to address multiple needs. Accomplishments under each of
these activities are highlighted below.
Multi-Family Housing
The preponderance of Chicago's HOME dollars for programs in 2011 was expended to
provide multi-family housing for extremely low-, very low- and low-income tenants.
Approximately $17.5 million, or 61 percent of the total HOME allocation, was allocated
on a citywide basis for rehabilitation or new construction of rental units for families with
incomes at or below 80 percent of the median income. Of these units, 99.2 percent were
rented to households having incomes at or below 60 percent of the median income.
Commitments for a total of 463 low- and moderate-income multi-family units were made
by the Department of Housing and Economic Development during 2011. Households
with incomes below 30 percent of median income benefited from 46 units; households at
31-50 percent income benefited from 240 units; and households at 51-60 percent
benefited from 177 units. These results affirm the City’s commitment to target resources
to a wide range of low-income households.
HOME Match
A key City housing priority is the leveraging of public resources to maximize private
investments. For most projects that receive HOME dollars, significant portions of the
development costs are funded by private mortgages from financial institutions, equity
investments from owners, and tax credit syndications and participation from other
government funding sources.
In most multi-family development projects, 30-60 percent of the development costs are
covered through private debt equity. Greater public investment is generally needed when
the rent levels in a development are targeted to serve a very low-income population.
Higher per-unit HOME investment levels are also related to heightened demand for Low-
Income Housing Tax Credits. Fewer tax credits available to each project decrease the
amount of private equity that can be raised to fund the development, thus increasing the
level of HOME subsidy required.
During 2011, HED reached completion status in IDIS for seven HOME-funded
developments utilizing a total of $34,200,000 in HOME dollars. Leveraged public and
private investments for these projects, including low-income tax credit syndications,
totaled $96,579,836.
ADDI/Purchase Price Assistance
Throughout 2011 the City continued to expand home ownership opportunities for all
Chicagoans by earmarking a total of $1,000,000 million under the HOME program for
Purchase Price Assistance to income-eligible homebuyers. Assistance was provided
primarily through two City programs—New Homes for Chicago and the Chicago
Partnership for Affordable Neighborhoods (CPAN)—along with the Choose-to-Own
City of Chicago 38 Draft 2011 CAPER
program administered by CHAC (the Chicago Housing Authority’s voucher program
administrator).
The two City programs support the construction of affordable single-family, two-flat and
condo units. The amount of assistance is based on the income of the homebuyer. A
household having an income between 60 percent and 80 percent of the median Primary
Metropolitan Statistical Area (PMSA) income is eligible for up to $20,000 in HOME
purchase price subsidy. Households below 60 percent of the PMSA median income are
eligible for up to $30,000 in HOME subsidy. In 2011, 14 homebuyers were assisted
under these programs which represent 4 percent of the proposed accomplishment
outcome. Growth in new home ownership continues to be stymied by a tight credit
market particularly for lower-income communities.
Housing Development Organizations
Seventeen Community Housing Development Organizations (CHDO) received a total of
$740,000 in CHDO operating expense funds in 2011. Most grants were in the $30,000-
$50,000 range.
Development efforts funded under HOME have significantly improved the
neighborhoods in which projects are located. HOME-funded projects have preserved
housing units, provided an infusion of capital and sparked development activity in
heretofore-neglected neighborhoods of the City. They have spurred private development
in nearby areas and created economic opportunities for local residents through the
participation of community-based not-for-profit development corporations and local
contractor hiring.
MBE/WBE Commitments
For all HOME-funded projects, HED staff continually assesses the effectiveness of our
minority outreach program from pre-construction through completion. Pre-construction
meetings are held with all developers and general contractors. HED staff carefully
explains all compliance requirements during these meetings.
During 2011, a total of $180,097,969 in HOME projects was closed. There were a total
of 581 sub-contracts, of which 146 were MBE certified. This represents 25.13 percent of
all contracts. Of the $180,097,969, $48,870,998 was awarded to certified MBE firms,
comprising 27.14 percent of the total. An additional $10,219,197 was awarded to
certified WBE firms, representing 5.67 percent of contract dollars. Fifty-six WBE
contracts were awarded, comprising 9.64 percent of all contracts.
Homeless Needs
DFSS, along with its delegate agencies, has developed an integrated homeless service
system. In 2011, the system consisted of prevention, outreach and engagement,
emergency shelter and interim housing, permanent housing, and supportive services.
City of Chicago 39 Draft 2011 CAPER
Homeless Outreach and Engagement
The DFSS Homeless Outreach and Engagement Program is designed to work with the
homeless who live on the streets and who reside in the shelter system. Since some
individuals refuse to enter the system through regular channels, this program provides
assistance and resources to those on the streets and creates an alternative entry point into
the homeless system for those hard-to-reach clients.
The Outreach and Engagement Program provides street-based assistance and assessment
to homeless persons. Program components include basic client assessment, crisis
intervention, linkages to shelter and housing, and referrals to support services. The
program targets hot spots where homeless persons are known to frequent, such as specific
parks and street locations. Outreach and Engagement is also conducted in conjunction
with the Chicago Transit Authority (CTA) to target homeless persons on trains and
platforms.
The Outreach and Engagement Program operates two mobile health units, in
collaboration with DFSS and DPH. Each mobile health unit provides outreach, intake,
mental health screening, substance abuse screening, medical intake, physical
examinations and screening, shelter placement, and health referrals to clients at
emergency shelter response programs and targeted street sites where unsheltered
homeless persons congregate. The mobile health units are staffed with skilled social
workers and nurse practitioners. They are also equipped with private conference and
examination space, X-ray equipment for tuberculosis and other screenings, on-board
computers, and audio-visual capabilities for health education purposes.
DFSS also utilizes CDBG funding to support a number of outreach programs operated by
community-based agencies that engage homeless persons on the street, as well as daytime
drop in centers that engage homeless persons who may not have yet entered the shelter
system.
Emergency Shelter and Interim Housing
For those who find themselves homeless, DFSS funds a shelter system that consists of
emergency shelter (either overnight shelter programs or emergency shelter response
programs) and transitional housing (interim housing programs).
Overnight Shelter Programs. Overnight Shelter programs provide shelter to single
males and females age 18 and over on a nightly basis for up to twelve consecutive
hours. These shelters may be seasonal or year round. These programs serve the
homeless on a daily, first-come, first-serve basis. Overnight Shelter Programs are
required to establish formal written linkage agreements with support service providers
that provide access to case management and referrals to services such as job training,
mental health services, and substance abuse treatment.
Interim Housing. Interim Housing is defined as the living space and services
offered to singles and families with children as they move from homelessness to
permanent housing, delivered within a client-centered, individualized, and
City of Chicago 40 Draft 2011 CAPER
community-based approach. The goal of Interim Housing is to re-house those
who are homeless within a 120-day period. This is accomplished by focusing on
appropriate permanent housing placements, client stabilization, assessment, and
referrals to community resources. The Department supports housing programs that
provides interim housing for youth (18-21 years old), for survivors of domestic
violence, and families, as well as individuals.
Permanent Housing
DFSS funds a number of permanent housing programs including Safe Havens, Permanent
Housing with Short Term Supports, and Shelter Plus Care that provide permanent
supportive housing to formerly homeless persons.
Supportive Services for the Homeless
To supplement the residential services provided at various homeless shelters, DFSS also
funds community-based case management programs for the homeless and specialized
services programs. Case management services include psycho-social assessment, crisis
intervention services, and linkages to other needed community-based services. Services
may include employment training and job services, mental health services, substance
abuse treatment, and other services that help clients secure and/or increase household
income. Providers are expected to follow-up with clients after permanent housing
placement to ensure that the household remains housed.
The Plan to End Homelessness
Chicago’s Plan to End Homelessness “Getting Housed, Staying Housed” (The Plan) is a
collaborative effort among an inclusive network of over 200 public and private
organizations and individuals concerned with homelessness in Chicago. The Plan was
developed through a comprehensive community process involving hundreds of public
and private stakeholders as a strategic map to end homelessness in the City. The Plan
reflects an emphasis on finding long-term, permanent housing solutions for the homeless
and calls for an increase in the inventory of permanent supportive housing. Emergency
shelter beds and other program models, which reflect a temporary housing solution to the
needs of the homeless, are being replaced with longer-term permanent housing units,
which offer a stronger possibility of stabilized housing arrangements among this
population. As the Plan progresses, the number of interim housing and permanent
housing units will continue to increase.
The types of homeless programming funded through DFSS represent the City’s goal of
maintaining sufficient bed capacity in the system while converting programs to be
aligned with goals of the Plan. DFSS works closely with local providers to monitor the
capacity of the shelter system and ensure that clients’ needs are being met during the
period of system transition as the Plan is being implemented.
A key component of the Plan is the increase in the number of interim housing beds. The
interim housing model focuses on stabilization, assessment, and the goal of rapidly re-
housing homeless persons into appropriate and affordable permanent housing within a
120-day period.
City of Chicago 41 Draft 2011 CAPER
This new program model was introduced into the homeless service delivery system in
July 2003. The elements of Interim Housing are defined as follows:
• Twenty four hour housing with beds and basic services that are continuously
available to provide temporary shelter during the early stages of individual or family
homelessness
• Housing services, including assessment, housing location, and appropriate placement.
• Appropriate follow-up case management services including psychological
assessment, resources/benefits acquisition, 24-hour crisis intervention services, and
linkages to needed community-based services and resources so that housing can be
sustained.
• Adequate staffing that is appropriate to the population and for the number of beds.
• One hundred twenty day goal for assisting someone from being homeless to moving
to permanent housing.
In 2011, the Interim Housing Programs funded by DFSS served 14,947 households. Of
the households that exited the program, 2,492 or 45 percent of exiting households went
on to reside in more stable housing placements (either permanent housing or placement
with family or friends). This represents a 15 percent increase from 2010.
Specific Homeless Prevention Elements
As part of the 2010 HUD NOFA competition, DFSS was awarded $12,193,644 in
renewals and applied for one new Shelter Plus Care project. The renewal funding along
with previously awarded new projects will sustain the approximately 1,427 units in the
program that currently houses disabled homeless households. The $474,000 in funding
for the new project will create another 10 units of housing for formerly homeless persons.
The Homelessness Prevention Call Center (HPCC) was established in 2007 to improve
access to the types of emergency resources necessary to prevent households from
becoming homeless. Chicagoans in need of short-term financial assistance to avoid
eviction or utility shut-off who call 311 City Services are transferred to the Call Center.
The Call Center, which operates under the auspices of Catholic Charities, provides
central access to the range of prevention funding available. Call Center staff screen
callers for eligibility for assistance programs and connect them with appropriate
resources to address their situations. The HPCC is the result of collaboration among
various city agencies (311 City Services, Department of Innovation and Technology,
DFSS) and the not-for-profit community.
City of Chicago 42 Draft 2011 CAPER
Emergency Solutions Grant (ESG)
The Homeless Emergency Assistance and Rapid Transition to Housing Act of 2009
(HEARTH Act) amended the McKinney-Vento Homeless Assistance Act, including
major revisions to the Emergency Shelter Grants program, now the Emergency Solutions
Grants (ESG) program. The program is designed to identify sheltered and unsheltered
homeless persons, as well as those at risk of homelessness, and provide the services
necessary to help those persons quickly regain stability in permanent housing after
experiencing a housing crisis and/or homelessness. The City of Chicago was awarded
$5,098,958 in ESG funds for 2011. The City matched its ESG funding level as required.
The source of this match was the Illinois Department of Human Services Emergency
Food and Shelter Grant Program. DFSS administered the ESG program on behalf of the
City of Chicago. Activities funded with ESG dollars addressed the priorities set forth in
the 2011 Action Plan.
ESG funds were combined with additional state and local dollars to provide a continuum
of homeless service activities including shelter, supportive services, and prevention
efforts. The specific activities supported with ESG funds include:
• Essential Services
• Maintenance and Operations
• Homeless Prevention Activities
DFSS selects agencies to receive HUD ESG funding through a Request for Proposals
(RFPs) process. The last RFP was issued in 2010 to cover services in 2011 and 2012.
The next RFP is scheduled for release in spring 2012 for the 2012 program year. The
ESG funding is combined with other sources of funding (Community Development
Block Grant, Community Services Block Grant, City of Chicago Corporate funding,
Illinois Department of Human Services Emergency and Transition Housing Program
funding) to support the DFSS Homeless Services System and to further the Plan to End
Homelessness.
Proposals are reviewed within the context of the City’s system-wide needs and the
resources and programs necessary to implement the Plan to End Homelessness. Criteria
that are used to review proposals include: population served; cultural competence;
program implementation, scope and outcomes; service coordination and integration;
agency capacity and staffing; Homeless Management Information System (HMIS)
participation; and cost effectiveness. An evaluation team, consisting of representatives of
DFSS as well as officials from other federal, state and local government agencies,
reviews each proposal.
City of Chicago 43 Draft 2011 CAPER
ESG funding is part of a larger pool of funding that includes local and state dollars used
to fund a variety of homeless service activities including all eligible activities under ESG.
Essential Services
This program is designed to provide support services to persons served by emergency
shelter and/or transitional housing. Supports include case management, life skills
training, employment assistance, housing counseling, and referrals to medical care,
mental health and substance abuse treatment, childcare, and other services meant to foster
self-sufficiency. Projects receiving Essential Services funding served 5,726 clients in
2011.
Maintenance and Operations
This program supports operating expenses for emergency shelters and transitional
housing facilities. Operating expenses included rent, utilities, insurance, furnishings, and
other maintenance costs. Projects receiving Maintenance and Operation funding served
6,083 clients in 2011.
Homeless Prevention Activities
DFSS also funds Homeless Prevention Activities that prevent homelessness. DFSS
provides rental assistance to households at risk of becoming homeless, and funds
delegates who provide homeless prevention programs that include legal advocacy and
assistance accessing benefits. During 2011, 615 persons received services under the
Homeless Prevention Activities category. Rental assistance was provided with a
combination of ESG-Prevention funding and Community Services Block Grant funding.
ESG funds were combined with additional state and local dollars to provide a
continuum of homeless services including prevention, outreach, shelter, and supportive
services. Overall, the shelter system funded by DFSS in 2011 served 19,271 persons
with overnight and interim housing programs (locally, interim housing is a type of
transitional housing).
The number of clients reported for ESG activities reflect projects that received ESG
funding. Taking into account the projects that receive match funding and funding from
other sources, the DFSS shelter system serves a higher number of individuals than just
those reported in ESG.
Community Development
The City of Chicago followed the adopted Citizen Participation Plan. Projects and
activities were implemented in accordance with all applicable local, State and Federal
laws. Community Development funds support the planning for and implementation of
activities designed to develop viable urban communities by providing decent housing, a
suitable living environment and expanding economic opportunities and were used
exclusively for the primary benefit of low- and moderate-income persons and complied
with the overall low- and moderate-income requirements. The City of Chicago pursued
City of Chicago 44 Draft 2011 CAPER
the various resources identified in the 2010-2014 Consolidated Plan and the 2011 Action
Plan to support the goals and strategies proposed; provided requested certifications of
consistency for HUD programs, in a fair and impartial manner; and did not hinder
Consolidated Plan implementation by action or willful inaction. No changes were made
to the program objectives identified in the Consolidated Plan, during the 2011 program
year.
The City of Chicago requested $90,582,706 in funding which was level with its 2010
allocation but was awarded $75,816,317 in Community Development Block Grant funds
for fiscal year 2011. The Office of Budget and Management administers the grant for the
City of Chicago. Other departments receiving CDBG funds include: Buildings,
Department of Family and Support Services, Comptroller’s Office, Department of Public
Health, Department of Law, Department of Housing and Economic Development,
Mayor’s Office for People with Disabilities, Office of Compliance and the Commission
on Human Relations. These departments were required to reduce their community
development budgets to meet the 16 percent allocation shortfall. The City also works
with the Chicago Housing Authority in developing and implementing the Consolidated
Plan. The CDBG budgeted funds were disbursed into the following categories: Housing,
Community Development, Public Services, Code Enforcement, Buildings and
Administration. City departments receiving CDBG funding have programs that fall
under one or more of the aforementioned categories. The City contracted with over 400
community-based organizations for the provision of services to low- and moderate-
income persons.
During 2011, the City of Chicago’s community development funds benefited low- and
moderate-income persons at 87 percent. The City exceeded its commitment to HUD that
70 percent of all community development funds expended would be used for activities
that benefit low- and moderate-income persons. The City’s public service expenditure
cap for fiscal year 2011 was $36,684,783 and the administration expenditure cap was
$16,203,863. The City did not exceed either of the allowable expenditure caps at
$36,684,783 and $12,495,112 respectively.
Façade Rebate
The Department of Housing and Economic Development, in 2011, administered the
Façade Rebate Program to provide rebates to the owners of eligible commercial and
industrial properties who complete qualifying façade rehabilitation projects in low- and
moderate-income communities. Grant assistance under the program reimburses
applicants for a portion of the costs of eligible façade improvements up to $10,000. Of
the applications submitted for 2011 only eleven were eligible for approval.
While the City of Chicago assesses and amends program allocations on an annual basis in
response to demand for services, the Department of Housing and Economic Development
has no changes to program objectives on which to report at this time.
City of Chicago 45 Draft 2011 CAPER
Human Services
DFSS provides residents with round-the-clock emergency assistance and service intake
through its Emergency Services Division. Services include 24-hour crisis and mobile
assessment services. Calls to the City’s non-emergency 311 system are referred
electronically 24 hours a day, seven days a week to the DFSS Emergency Service Center
at one of the Community Service Centers. The Emergency Services Team both brings
services to clients and brings clients to services.
The Emergency Services Teams serves as one of the main pathways residents use to
access the menu of services provided at one of the six, DFSS operated Community
Service Centers. Centers offer services such as crisis intervention, casework, case
management, counseling for victims of domestic violence, emergency food,
transportation, and emergency rental and utility assistance. Referrals are available for
housing, employment, education, childcare, and health services. The Centers also serve as
Warming and Cooling Centers during extreme weather conditions. At the Centers, DFSS
staff works with clients to address their needs (immediate, short-term, and long-term) to
achieve self-sufficiency.
DFSS maintains a three-tiered model under which clients who enter the DFSS Human
Service Delivery system are served by one of the following: Crisis Intervention and
Stabilization for immediate, emergency, or short-term needs; case work for intermediate
needs; or case management for goals that may take longer to achieve.
The Emergency Services Division provides client intervention and stabilization that
addresses the immediate and/or emergency needs of clients, such as primary safety, food,
shelter, and clothing needs. Clients may include, but are not be limited to, persons
affected by fires, evictions, domestic violence, and other crisis situations. This service
category is primarily for individual service requests that can be met during the initial
client contact. Clients with a higher level of need are referred to either case work or case
management. There were 56,385 clients enrolled in Client Intervention and Stabilization
services during 2011.
While Client Intervention and Stabilization focuses on immediate needs, case work,
which is funded through alternative sources, focuses on intermediate needs and goals that
require follow-up and can be met within a short period. Casework services are meant to
help individuals and families maintain their primary needs. An assessment of the client’s
employment, educational, clinical, and supportive services needs is conducted, and an
individual or family action plan is developed. Clients are seen on a regular basis, and
their progress achieving their action plan goals is tracked. Once clients meet their goals,
they exit case work. There were 11,009 clients enrolled in case work services during
2011.
Case management services, also funded by alternative funding streams, address clients’
long-term needs and goals. This service is designed to address complex cases, which
require longer-term intervention and follow-up. As in the other two components, the
primary goal in case management is to assist the client in achieving housing stability. The
City of Chicago 46 Draft 2011 CAPER
service is provided, but not limited to, clients enrolled in Shelter Plus Care and other
permanent housing programs and/or clients with chronic or long-term needs. As with
clients enrolled in Case Work, Case Management clients receive an assessment, and an
action plan is developed based on their particular needs. Goals may take a year or more to
achieve. There were 1,758 clients enrolled in case management services during 2011.
Services to Homeless Victims of Domestic Violence Project
The Services to Homeless Victims of Domestic Violence Project is designed to reach out
to the homeless or those at risk of becoming homeless, assist them in safety planning, and
provide them with comprehensive services inclusive of counseling, case management and
advocacy. Staff provides services to homeless persons who have been identified as
having experienced domestic violence. A screening tool is used in the six DFSS
Community Service Centers for all walk-in clients. In addition, education and awareness
groups are used at DFSS-funded Emergency Response Centers, transitional shelters, and
interim housing programs to identify clients at these facilities in need of Domestic
Violence services. Domestic Violence services are integrated through the human services
system.
MINIMIZE DISPLACEMENT
It is City of Chicago policy to minimize the amount of displacement resulting from
CDBG based activities whenever possible. In order to accomplish these goals, the City
of Chicago:
1. Assesses the City’s Real Estate Inventory to determine whether the City could use any
property it currently owns for the proposed development to avoid resident replacement.
2. Seeks opportunities to move tenants within the building for the period of construction
or renovation. Specifically, an on-site vacant unit may serve as a temporary apartment
in order to avoid displacing the resident. Pursuant to the time required to complete the
work, the designated unit(s) may accommodate both daytime and extended use.
3. When selecting properties eligible for CDBG assistance, City of Chicago underwriters
and development staff gives higher priority to vacant properties where relocation is not
required, on-site temporary relocation is available, or a minimum number of residents
will be subject to off-site relocation.
4. Perform rehabilitation in stages in order to avoid the need for relocation or minimize
the number of tenants who will require relocation at one time.
5. Maintain close contact with tenants to avoid confusion and ensure tenants do not
voluntarily leave the property due to misinformation.
Steps to identify households, businesses or not-for-profit organizations who occupied
properties subject to the Uniform Relation Act or Section 104(d) of the Housing and
Community Development Act of 1974, as amended, and whether or not they were
displaced, and the nature of their needs and preferences include: 1) conducting an on-site
visit to determine all occupants that may require relocation, 2) review of rent rolls, 3)
perform a one-on-one interviews with each tenant, 4) assess income and special needs for
relocation eligibility.
City of Chicago 47 Draft 2011 CAPER
Steps taken to ensure the timely issuance of information notices to displaced households,
businesses or not-for-profits include: 1) General Information Notice Not Displaced
(letters) along with HUD-1042-CPD pamphlet are hand delivered/mailed after the
Developers’ application for funds, 2) Move-In Notice delivered to the Developers for
distribution is required, 3) Letter of Non-Displacement are hand delivered after one-on-
one interviews, 4) Letters of Temporary Relocation are hand delivered to the tenants
who are required to move out temporarily from the development, 5) 30 Day Vacate
Notices are hand delivered to each tenant whose unit is scheduled for rehabilitation, 6)
30 Day Move Back Notices are hand delivered to tenants whose units are rehabilitated.
There were no HUD assisted property dispositions in 2011.
Antipoverty Strategy
The Department of Family and Support Services is dedicated to supporting a continuum
of coordinated services to enhance the lives of Chicago residents, particularly those most
in need, from birth through the senior years. By providing direct assistance and
administering resources through a network of community-based organizations, social
service providers, and institutions, DFSS works to promote the independence of
individuals, support families and strengthen communities in a manner that helps to
alleviate the burden of poverty. DFSS administers programs from a variety of funders and
integrates them in a manner which maximizes impact. These programs address poverty
on three levels: first, to address immediate needs in times of crisis; second, to enable self-
sufficiency and stability; and third, to improve quality of life in communities
experiencing economic hardship.
Programs that address residents’ immediate needs include emergency services, homeless
outreach, emergency and transitional housing, emergency food, and assisting victims of
domestic violence.
Programs that help individuals work toward or maintain self-sufficiency and stability
include workforce services, homeless prevention, case management, home-delivered
meals for seniors, and supportive services that enable people to work such as subsidized
child care.
Programs that improve quality of life in communities experiencing economic hardship
include child and youth development programs, gang intervention and violence
prevention initiatives, and centers that provide recreational and educational activities.
Residents access DFSS’ programs and services through many entry points that include a
network of community-based agency partners, DFSS Emergency Service Teams, DFSS
Community Service Centers and Regional Senior Centers. Located throughout the city,
these centers provide residents access to staff that assess their needs for services and
make referrals as appropriate.
City of Chicago 48 Draft 2011 CAPER
Workforce Services
DFSS Workforce Services Division utilized the CDBG funding to provide employment
services to underserved Chicago residents. The target populations included the homeless,
ex-offenders, CHA residents, immigrants, veterans, victims of domestic violence and
people with disabilities.
Workforce Services funded two program designs in 2011: the Innovative Programs for
Underserved Populations and Customized Training and Placement Services. Services
included comprehensive assessment, case management, job readiness training,
customized skills training, supportive services, placement assistance and retention
services.
The delegate agencies funded under these programs have expertise in case management,
training and providing job placement assistance. They have working relationships with
many local businesses to assist clients in obtaining permanent unsubsidized employment.
In 2011, Workforce Services provided employment services to 1,832 clients. One
thousand two hundred and fifty one of those clients were placed into unsubsidized
employment. These performance numbers exceeded the planned goals of 1,500.
DFSS Workforce Services Division designs and implements training programs that assist
people in obtaining and retaining employment with living wages. The ultimate goal of
these programs is to assist individuals and their families in achieving self-sufficiency and
help eliminate poverty in our communities.
Non-Homeless Special Needs
The Home Mod program allows people with disabilities, who are of low- to moderate-
income to receive home modifications that make their living environment more
accessible. Home Modifications are limited to a maximum of $10,000 per household for
eligible individuals who are 59 years of age or younger. This program helps to increase
the accessible housing stock in Chicago and provide more housing options for people
with disabilities. In 2011, the Home Mod program helped increase the accessible
housing stock in Chicago by completing 28 home modifications. The projected goal of
33 home modifications was not met because the average cost per job increased due to
materials labor cost increases.
The Home Mod program continues to try and leverage other resources for funding
through development and mailing of marketing materials, applying for various grants,
and petitioning not-for-profit organizations committed to the issues of people with
disabilities. Through these efforts, in 2011, the Home Mod program was successful in
securing $350,000 from other resources and will continue to pursue additional sources of
funding.
MOPD has partnered with DPH to have unlimited use of their laboratories for all Lead
testing needs at no cost to the Home Mod program. All supplies for testing and
monitoring are provided to Home Mod.
City of Chicago 49 Draft 2011 CAPER
Monitoring in the Home Mod program begins when the applicant completes the Home
Mod application. This is the first opportunity for prospective clients to detail their income
level, disability, and other eligibility criteria. However, once a modification has begun
there is continuous project tracking and reporting, on-site visits, in-home client visits,
review of expenditures, and a final comprehensive review and inspection of the
completed modification. Internally, program and finance staff meets monthly to review
the progress of the program. During the formal finance monitoring visit, the agency’s
files are reviewed and specific criteria are rated. A standardized evaluation tool is used to
capture information about the agency’s progress.
An accessible living environment provides people with disabilities a greater opportunity
to fully participate in all aspects of life, such as employment, recreation and education. It
allows people with disabilities to achieve their maximum level of independence as they
navigate throughout their community. As a result of the total number of modifications
completed in 2011, 24 percent of the clients were able to remain employed or gain
employment. In 2011, 11 percent of the Home Mod program beneficiaries were
children.
Specific HOPWA Objectives
The Department of Public Health, Division of STI/HIV (the Division) coordinates and
oversees a broad range of HIV/AIDS programs including direct services, public policy
advocacy and prevention, and service provider education and training. Since 1992, the
Division has served as the grantee of the Housing Opportunities for Persons with AIDS
(HOPWA) program. HOPWA supports community based programs that provide housing
to eligible low-income persons living with HIV throughout the Chicago Eligible
Metropolitan Statistical Area (EMSA) which includes Cook, Dekalb, DuPage, Grundy,
Kane, Kendall, McHenry and Will counties. The Division is also the recipient of
Community Development Block Grant funds for housing services, HIV prevention
funding from the Centers for Disease Prevention and Control, and Ryan White Title I
funds from the Health Resources and Services Administration.
As the recipient of these funds, the Division is uniquely able to meet the variety of needs
of people living with HIV, in compliance with Department of Housing and Urban
Development’s (HUD) performance measures outcomes: housing stability, homelessness
prevention, and access to healthcare and other support services. In partnership with two
community planning bodies, the Division regularly undertakes through needs assessment
processes and develops comprehensive plans to prioritize HIV needs and allocate
resources, allowing the Chicago area to maximize resources and leverage additional ones.
The Division has ongoing experience with collaboration, planning, and decision-making
around multiple HIV/AIDS-related service and prevention projects across different
organizations and service providers. The Division has been a member of the Consolidated
Plan Steering Committee, a group that presents strategies in addressing the needs of low-
City of Chicago 50 Draft 2011 CAPER
income communities, and is a contributing partner in the formation of the Consolidated
Plan that is submitted to the HUD each year. Additionally, the Division is active in the
Chicago Alliance to End Homelessness (formerly the Chicago Continuum of Care), and
served as an active partner with AIDS Foundation of Chicago in the development of the
2008–2012 Five-Year Chicago Area AIDS Housing Plan. We also support the AIDS
Housing Advisory Council. The council consists of consumers of HOPWA programs. In
2011 the Council was active in the consultation toward making progress on the critical
issues, deliverables and bench-marks in the fourth year of the 2008–2012 Five-Year
Chicago Area AIDS Housing Plan.
HOPWA resources are directed toward the provision of community residence operating
support, housing information services and tenant based rental assistance activities. The
Division exceeded the projected overall program year 2011 established goal of 1,487
with a total of 1,884 units of service. The projected goal for community residence
operating support assistance was 200 and we provided 456 units of service. Due to
increase in rents, and utility costs, the rental assistance category, which includes Short
Term Rental, Mortgage and Utilities (STRMU), fell short of its goal of 531 units of
service. DPH provided 386 units of service in the Rental Assistance & STRMU category.
The Housing Information Services goal was also exceeded. The projected goal for
Housing Information Services was 415 and we were able to provide services to 1,042
HIV positive individuals. HOPWA formula funds were expended in the following
categories of services:
Community Residence Operating Support $3,219,428
Housing Information Services $ 635,976
Tenant Based Rental Assistance $1,938,974
Community Residence Operating Support
Community residence services that maintain bed capacity at community residential
facilities for low-income individuals and low-income families who are homeless or in
imminent danger of becoming homeless. This program provides both permanent and
transitional housing. Clients under this program develop personalized service plans and
receive support services including case management.
2011 HOPWA Community Residence Operating Support Project Sponsors
Agape Missions, Bonaventure House, C.A.L.O.R. Anixter Center, Canticle Ministries,
Inc., Chicago House and Social Service Agency, Children’s Place Association, Christian
Community Health Center, Community Supportive Living System, Edge Alliance, Inc.,
Haymarket Center – McDermott Center, Heartland Human Care Services – EPOCH,
Heartland Human Care Services – TLC, Housing Opportunities for Women, Human
Resources Development Institute (HRDI), Interfaith House, Pilsen Wellness Center,
Unity Parenting & Counseling and Vital Bridges.
Housing Information Services
The program works to assist people find safe, decent and affordable housing by
identifying local housing resources, develop a comprehensive inventory of available
City of Chicago 51 Draft 2011 CAPER
housing units, and build relationships with landlords in the private market for referral of
persons seeking housing. Legal services are also available to persons facing eviction or
housing discrimination.
2011 HOPWA Housing Information Services Project Sponsors
AIDS Foundation of Chicago (AFC), Asian Human Services, FOLA Community Action
Services, Human Resources Development Institute (HRDI), and the Legal Assistance
Foundation (LAF).
Rental Assistance
The Division has two Rental assistance programs for low-income and extremely low-
income individuals disabled by HIV/AIDS to avoid homelessness during periods of
illness or financial difficulties: the Long-term Rental Assistance (LTRS) programs, and
Short-term rent, mortgage and utility (STRMU) payments to prevent homelessness for a
tenant or mortgage holder of the residence.
2011 HOPWA Tenant Based Rental Assistance Project Sponsor
AIDS Foundation of Chicago (AFC).
City of Chicago 52 Draft 2011 CAPER
Performance Chart 1 - Actual Performance.
Types of Housing Units Dedicated to Persons with HIV/AIDS Supported During
Operating Year 2011
Type of Unit: No. of Amount of No. of Amount Deduction TOTAL
units HOPWA units of for units by type
with funds with Grantee reported of unit
HOPWA Grantee and in more
funds and other than one
other funds column
funds
1. Rental 211 $1,938,974 0 0 0 0
Assistance
2. Short-term Rent 175 0 0 0 0
3-a. Units in 456 $3,219,428 0 0
facilities supported
with operating costs
3-b. Units in 0 0 0 0 0 0
facilities that were
developed with
capital costs and
opened and served
clients
3-c. Units in 0 0 0 0 0 0
facilities being
developed with
capital costs but not
yet opened
Subtotal 0 $ 0 0 0 0
Deduction for units 0 0 0 0 0 0
reported in more
than one category
TOTAL 842 $5,158,402 0 0 0 0
City of Chicago 53 Draft 2011 CAPER
Performance Chart 2 – Comparison.
Planned Actions, as Approved in the Action Plan for Operating Year 2011
(Estimated Number of Units)
Type of Unit: Estimated Number of Units by Comment, on comparison with
type in the approved actual accomplishments
Consolidated Plan/Action Plan
for this operating year
1. Rental Assistance 231 Actual 211
2. Short-term or 300 Actual 175
emergency housing
payments
3-a. Units in 200 Actual 456
facilities supported Exceeded goal
with operating costs
3-b. Units in 0 0
facilities that were
developed with
capital costs and
opened and served
clients
3-c. Units in 0 0
facilities being
developed with
capital costs but not
yet opened
Subtotal 731 842
Deduction for units 0 0
reported in more
than one category
TOTAL 731 842
Does not include 415 units if service for Does not include 1,042 units if service
Housing Information Services category provided in Housing Information Services
category
City of Chicago 54 Draft 2011 CAPER
Table 3A Summary of Specific Annual Objectives
Availability/Accessibility of Decent Housing (DH-1)
Specific Objective Source of Year Performance Expected Actual Percent
Funds Indicators Number Number Completed
DH1.2 Maintain accessible CDBG 2010 units 800 545 68%
decent housing and 2011 800 449 56%
prevent
homelessness by 2012 800
paying for repair of 2013 800
heating units 2014 800
MULTI-YEAR GOAL 4,000
DH1.2 Maintain decent CDBG 2010 people TBD TBD TBD
housing and 2011 TBD TBD TBD
prevent 0
homelessness by 2012 0
paying heating bills 2013 0
2014
MULTI-YEAR GOAL TBD
DH1.3 Provide assistance CDBG 2010 units 800 787 98%
for emergency 2011 890 654 73%
repairs and to
correct hazardous 2012 890
conditions 2013 800
2014 800
MULTI-YEAR GOAL 4,180
Specific Objective Source of Year Performance Expected Actual Percent
Funds Indicators Number Number Completed
DH1.4 Rehabilitation, CDBG 2010 units 500 526 100%
health and safety 2011 525 549 104%
repairs in housing
occupied by 2012 525
low/mod income 2013 500
seniors 2014 500
MULTI-YEAR GOAL 2,550
DH1.5 Maintain owner CDBG 2010 units 580 516 89%
occupied housing 2011 325 237 73%
by providing direct
assistance for 2012 325
home ownership, 2013 580
rehab and 2014 580
preservation
MULTI-YEAR GOAL 2,390
City of Chicago 55 Draft 2011 CAPER
DH1.6 Make accessibility CDBG 2010 units 29 26 89%
modifications for 2011 33 28 84%
low/moderate
homeowners w. 2012 33
disabilities 2013 29
2014 29
MULTI-YEAR GOAL 153
Specific Objective Source of Year Performance Expected Actual Percent
Funds Indicators Number Number Completed
DH1.7 Provide housing CDBG 2010 people 2,800 TBD TBD
counseling services 2011 16,000 26,786 167%
to expand/preserve
affordable housing 2012 18,000
2013 TBD
2014 TBD
MULTI-YEAR GOAL 36,800
DH1.8 Improve access to CDBG 2010 people 70 52 74%
affordable rental 2011 70 73 104%
and owner housing
through fair housing 2012 70
adjudication 2013 70
2014 70
MULTI-YEAR GOAL 350
Affordability of Decent Housing (DH-2)
DH2.1 Provide financing to CDBG 2010 units 96 229 100%
developers to 2011 96 667 100%
increase supply of 96
affordable rental 2012 TBD
units 2013 TBD
2014
MULTI-YEAR GOAL 288
DH2.2 Promote CDBG 2010 people 24,000 24,082 100%
sustainability of 2011 24,000 TBD TBD
home ownership
through 2012 NA
prepurchase and 2013 NA
foreclosure 2014 NA
prevention
counseling MULTI-YEAR GOAL 48,000
City of Chicago 56 Draft 2011 CAPER
DH2.3 Provide financial CDBG 2010 people 4,000 9,595 100%
counseling to assist 2011 6,500 6,277 96%
persons in
qualifying for 2012 6,500
mortgages 2013 4,000
2014 4,000
MULTI-YEAR GOAL 25,000
Sustainability of Decent Housing (DH-3)
Specific Objective Source of Year Performance Expected Number Actual Percent
Funds Indicators Number Completed
DH3.1 Abate lead hazards CDBG, 2010 people 5,000 101,041 100%
through screening, IDPH, CDC, 2011 5,000 5,711 114%
environmental HUD, City
testing, and of Chicago 2012 5,000
education 2013 5,000
2014 5,000
MULTI-YEAR GOAL 25,000
Availability/Accessibility of Suitable Living Environment (SL-1)
SL1.1 Eliminate blight CDBG 2010 units 627/553 12%/18%
and deterioration 2011 852/450 17%/15%
of property through 5,000 Board Up/
inspection, code 2012 3,000 Demolition
violation correction, 2013 (permits)
board-up and 2014
demolition
MULTI-YEAR GOAL 25,000/15,000
SL1.2 Preserve CDBG 2010 units 900 739 82%
affordable rental 2011 900 1,289 143%
units through rehab
of abandoned 2012 900
buildings 2013 900
2014 900
MULTI-YEAR GOAL 4,500
SL1.3 Retain affordable CDBG 2010 units 150 86 57%
housing stock 2011 241 80 33%
through rehab of
single family units 2012 110
2013 150
2014 150
MULTI-YEAR GOAL 801
SL1.4 Provide mental CDBG, 2010 people 3,525 2,748 78%
health services IDHS-MRO, 2011 3,525 2,418 66%
Medicaid,
Medicare, 2012 4,000
Self Pay, 2013 4,000
Insurance
2014 4,000
MULTI-YEAR GOAL 19,050
City of Chicago 57 Draft 2011 CAPER
Availability/Accessibility of Suitable Living Environment (SL-1)
Specific Objective Source of Year Performance Expected Number Actual Percent
Funds Indicators Number Completed
SL1.5 Assist persons w. CDBG 2010 people 45 41 91%
HIV/AIDS at risk 2011 45 42 93%
of becoming
homeless w. 2012 45
housing and 2013 45
housing services 2014 45
MULTI-YEAR GOAL 225
SL1.5 Provide HIV/AIDS CDBG 2010 people 65,347 125,312 100%
prevention 2011 70,883 130,358 184%
services for high- 2012 59,184
risk populations 2013 59,184
including youth, 2014 59,184
elderly, Blacks
and pregnant
women MULTI-YEAR GOAL 308,246
SL1.6 Provide primary CDBG 2010 people 300 321 100%
health care to the 2011 300 314 104%
homeless 2012 600
2013 600
2014 600
MULTI-YEAR GOAL 2,400
SL1.7 Provide youth a CDBG 2010 people 19,000 20,789 100%
suitable living 2011 19,000 12,264 64%
environment by
providing 2012 17,800
programs and 2013 19,000
services 2014 19,000
MULTI-YEAR GOAL 93,800
SL1.8 Provide counseling, CDBG 2010 people 8,350 9,172 100%
case management, 2011 8,350 9,245 110%
court advocacy, 2012 5,275
legal and 2013 8,350
supervised child 2014 8,350
visitation services to
survivors of
domestic violence
MULTI-YEAR GOAL 38,675
City of Chicago 58 Draft 2011 CAPER
Source of Performance Expected Actual Percent
Specific Objective Year
Funds Indicators Number Number Completed
Provide emergency CDBG 2010 people 15,000 45,456 100%
SL1.9 food boxes and 2011 15,000 43,077 287%
infant formula to
assist people in 2012 12,900
need 2013 15,000
2014 15,000
MULTI-YEAR GOAL 72,900
SL1.9 Provide food to CDBG 2010 people 20,106 20,106 100%
homeless shelters 2011 TBD 12,723 100%
2012 TBD
2013
2014
MULTI-YEAR GOAL TBD
SL1.10 Provide emergency CDBG 2010 people 1,500 64,749 100%
human services to 11,842 789%
2011 1,500
unsheltered
chronically 2012 11,180
homeless 2013 1,500
individuals
2014 1,500
MULTI-YEAR GOAL 17,180
SL1.11 Provide emergency CDBG 2010 people 6,500 11,094 100%
and transitional 2011 6,500 9,089 139%
shelter services for 2012 5,590
the homeless
2013 6,500
2014 6,500
MULTI-YEAR GOAL 31,590
SL1.12 Provide in home
advocacy and 2011 960 960 100%
support to at-risk,
neglected seniors 2012 people TBD
CDBG
2013
2014
MULTI-YEAR GOAL TBD
Availability/Accessibility of Suitable Living Environment (SL-1)
Specific Objective Source of Year Performance Expected Actual Percent
Funds Indicators Number Number Completed
SL1.12 Provide meals to CDBG 2010 people 1,900 7,131 100%
homebound elderly 2011 1,331 70%
1,900
persons to help
them maintain 2012 877
independent living 2013 1,900
2014 1,900
MULTI-YEAR GOAL 8,477
City of Chicago 59 Draft 2011 CAPER
SL1.13 Assist people w. CDBG 2010 people 6,000 29,798 100%
disabilities in 2011 26,000 20,200 78%
identifying and 2012 26,000
obtaining 2013 26,000
available services 2014 26,000
MULTI-YEAR GOAL 110,000
SL1.13 Provide CDBG 2010 people 404 535 100%
supportive 2011 250 268 107%
services for 2012 368
people w.
disabilities to 2013 368
maintain 2014 368
independent MULTI-YEAR GOAL 1,758
living
Affordability of Suitable Living Environment (SL-2)
NA NA CDBG 2010 NA NA NA NA
2011
2012
2013
2014
MULTI-YEAR GOAL
Sustainability of Suitable Living Environment (SL-3)
Specific Objective Source of Year Performance Expected Actual Percent
Funds Indicators Number Number Completed
SL3.1 Arrest decline of CDBG 2010 units 20,000 30,464 100%
affordable units in 2011 20,000 TBD TBD
low/mod areas 20,000
through code 2012 20,000
enforcement 2013 20,000
2014
MULTI-YEAR GOAL 100,000
SL3.2 Preserve single CDBG 2010 units 20 20 100%
family and multi-unit 2011 0
buildings through
maintenance, 2012 0
management and 2013 0
security 2014 0
MULTI-YEAR GOAL 20
City of Chicago 60 Draft 2011 CAPER
SL3.3 Support housing CDBG units NA NA NA
preservation
MULTI-YEAR GOAL
SL3.4 Prevent abuse and CDBG 2010 units 1,500 1,679 100%
violence through 2011 1,500 1,529 107%
prevention
programs and 2012 1,480
education 2013 1,480
2014 1,480
MULTI-YEAR GOAL 7,440
SL3.5 Provide access to CDBG, 2010 people 2,800 6,531 100%
health care Medicaid, 2011 7,000 5,145 73%
Medicare, Title
X, Self Pay, 2012 2,800
Insurance 2013 2,800
2014 2,800
MULTI-YEAR GOAL 18,200
Availability/Accessibility of Economic Opportunity (EO-1)
Specific Objective Source of Year Performance Expected Actual Percent
Funds Indicators Number Number Completed
EO1.1 Provide grants to CDBG 2010 businesses 30 19 63%
improve business 2011 assisted 40 11 28%
exteriors to 2012 0
promote economic 2013 0
viability of the 2014 0
community
MULTI-YEAR GOAL 70
EO1.2 Provide economic CDBG 2010 people 560 0 0%
opportunity by 2011 560 TBD TBD
offering job
readiness services 2012 360
2013 560
2014 560
MULTI-YEAR GOAL 2,600
EO1.3 Improve economic CDBG 2010 people 1,500 1,809 100%
opportunities for 2011 1,500 1,832 122%
low-income
persons through job 2012 1,250
training and 2013 1,500
placement
2014 1,500
MULTI-YEAR GOAL 7,250
City of Chicago 61 Draft 2011 CAPER
Availability/Accessibility of Suitable Living Environment (SL-1)
Specific Objective Source of Year Performance Expected Actual Percent
Funds Indicators Number Number Completed
SL1.14 Provide emergency ESG 2010 people 12,000 12,917 100%
shelter services for 2011 12,000 11,809 98%
the homeless 10,320
2012 2,400
2013 2,400
2014
MULTI-YEAR GOAL 39,120
Affordability of Suitable Living Environment (SL-2)
SL2.1 Prevent ESG 2010 people 700 808 100%
homelessness 2011 700 615 88%
through emergency 600
rent payment 2012 700
2013 700
2014
MULTI-YEAR GOAL 3,400
Affordability of Decent Housing (DH-2)
DH2.4 Assist persons w. HOPWA 2010 people 1,300 1,487 100%
HIV/AIDS retain 2011 1,146 1,884 164%
affordable housing 1,487
by funding housing 2012 1,146
needs and support 2013 1,146
programs 2014
MULTI-YEAR GOAL 6,225
DH2.5 Provide financing HOME 2010 TBD TBD TBD
to developers to units TBD TBD
increase supply of 2011
affordable rental 2012
housing through
rehab and new 2013
construction 2014
MULTI-YEAR GOAL TBD
DH2.6 Increase affordable HOME 2010 units 975 933 95%
rental housing 2011 975 463 47%
through rehab and 975
new construction by 2012 975
providing low 2013 975
interest loans
2014
MULTI-YEAR GOAL 4,875
City of Chicago 62 Draft 2011 CAPER
Affordability of Decent Housing (DH-2)
Specific Objective Source of Year Performance Expected Actual Percent
Funds Indicators Number Number Completed
DH2.7 Increase the number HOME 2010 households 290 43 14%
of homeowner 2011 290 14 4.8%
households by 2012 50
providing direct home 2013 290
ownership assistance 2014 290
1,210
MULTI-YEAR GOAL
DH2.8 Increase the HOME 2010 units 779 779 100%
availability of 2011 TBD 463 100%
affordable rental 2012 TBD
housing units for 2013
persons at or below 2014
30% median income
by providing
assistance to MULTI-YEAR GOAL TBD
developers
DH2.9 Provide operating HOME 2010 units 17 orgs 17 100%
support to Community 2011 17 orgs 17 100%
Development Housing 2012 17 orgs
Organizations 2013
2014
TBD
MULTI-YEAR GOAL
Planning/Administration (Other 4.1)
4.1 Provide planning and CDBG 2010
administration ESG 2011
services HOPWA 2012
HOME 2013
2014
MULTI-YEAR GOAL
City of Chicago 63 Draft 2011 CAPER
APPENDICES
City of Chicago 64 Draft 2011 CAPER
CDBG Financial Summary Report, PR26
Office of Community Planning and Development
U.S. Department of Housing and Urban Development
Integrated Disbursement and Information System
PR26 - CDBG Financial Summary Report
Program Year 2011
CHICAGO , IL
PART I: SUMMARY OF CDBG RESOURCES
01 UNEXPENDED CDBG FUNDS AT END OF PREVIOUS PROGRAM YEAR 51,149,095.76
02 ENTITLEMENT GRANT 75,816,317.00
03 SURPLUS URBAN RENEWAL 0.00
04 SECTION 108 GUARANTEED LOAN FUNDS 0.00
05 CURRENT YEAR PROGRAM INCOME 4,364,761.58
06 RETURNS 36,841.19
07 ADJUSTMENT TO COMPUTE TOTAL AVAILABLE (1,575,237.83)
08 TOTAL AVAILABLE (SUM, LINES 01-07) 129,791,777.70
PART II: SUMMARY OF CDBG EXPENDITURES
09 DISBURSEMENTS OTHER THAN SECTION 108 REPAYMENTS AND PLANNING/ADMINISTRATION 62,333,151.24
10 ADJUSTMENT TO COMPUTE TOTAL AMOUNT SUBJECT TO LOW/MOD BENEFIT 0.00
11 AMOUNT SUBJECT TO LOW/MOD BENEFIT (LINE 09 + LINE 10) 62,333,151.24
12 DISBURSED IN IDIS FOR PLANNING/ADMINISTRATION 12,495,112.90
13 DISBURSED IN IDIS FOR SECTION 108 REPAYMENTS 2,216,865.50
14 ADJUSTMENT TO COMPUTE TOTAL EXPENDITURES 0.00
15 TOTAL EXPENDITURES (SUM, LINES 11-14) 77,045,129.64
16 UNEXPENDED BALANCE (LINE 08 - LINE 15) 52,746,648.06
PART III: LOWMOD BENEFIT THIS REPORTING PERIOD
17 EXPENDED FOR LOW/MOD HOUSING IN SPECIAL AREAS 0.00
18 EXPENDED FOR LOW/MOD MULTI-UNIT HOUSING 0.00
19 DISBURSED FOR OTHER LOW/MOD ACTIVITIES 54,173,344.08
20 ADJUSTMENT TO COMPUTE TOTAL LOW/MOD CREDIT 0.00
21 TOTAL LOW/MOD CREDIT (SUM, LINES 17-20) 54,173,344.08
22 PERCENT LOW/MOD CREDIT (LINE 21/LINE 11) 86.91%
LOW/MOD BENEFIT FOR MULTI-YEAR CERTIFICATIONS
23 PROGRAM YEARS(PY) COVERED IN CERTIFICATION PY: PY: PY:
24 CUMULATIVE NET EXPENDITURES SUBJECT TO LOW/MOD BENEFIT CALCULATION 0.00
25 CUMULATIVE EXPENDITURES BENEFITING LOW/MOD PERSONS 0.00
26 PERCENT BENEFIT TO LOW/MOD PERSONS (LINE 25/LINE 24) 0.00%
City of Chicago 65 Draft 2011 CAPER
PART IV: PUBLIC SERVICE (PS) CAP CALCULATIONS
27 DISBURSED IN IDIS FOR PUBLIC SERVICES 37,551,217.77
28 PS UNLIQUIDATED OBLIGATIONS AT END OF CURRENT PROGRAM YEAR 0.00
29 PS UNLIQUIDATED OBLIGATIONS AT END OF PREVIOUS PROGRAM YEAR 866,433.79
30 ADJUSTMENT TO COMPUTE TOTAL PS OBLIGATIONS 0.00
31 TOTAL PS OBLIGATIONS (LINE 27 + LINE 28 - LINE 29 + LINE 30) 36,684,783.98
32 ENTITLEMENT GRANT 75,816,317.00
33 PRIOR YEAR PROGRAM INCOME 3,892,395.52
34 ADJUSTMENT TO COMPUTE TOTAL SUBJECT TO PS CAP 846,753.07
35 TOTAL SUBJECT TO PS CAP (SUM, LINES 32-34) 80,555,465.59
36 PERCENT FUNDS OBLIGATED FOR PS ACTIVITIES (LINE 31/LINE 35) 45.54%
PART V: PLANNING AND ADMINISTRATION (PA) CAP
37 DISBURSED IN IDIS FOR PLANNING/ADMINISTRATION 12,495,112.90
38 PA UNLIQUIDATED OBLIGATIONS AT END OF CURRENT PROGRAM YEAR 0.00
39 PA UNLIQUIDATED OBLIGATIONS AT END OF PREVIOUS PROGRAM YEAR 0.00
40 ADJUSTMENT TO COMPUTE TOTAL PA OBLIGATIONS 0.00
41 TOTAL PA OBLIGATIONS (LINE 37 + LINE 38 - LINE 39 +LINE 40) 12,495,112.90
42 ENTITLEMENT GRANT 75,816,317.00
43 CURRENT YEAR PROGRAM INCOME 4,364,761.58
44 ADJUSTMENT TO COMPUTE TOTAL SUBJECT TO PA CAP (1,575,237.83)
45 TOTAL SUBJECT TO PA CAP (SUM, LINES 42-44) 78,605,840.75
46 PERCENT FUNDS OBLIGATED FOR PA ACTIVITIES (LINE 41/LINE 45) 15.90%
City of Chicago 66 Draft 2011 CAPER
City of Chicago 67 Draft 2011 CAPER
