City of Evanston Illinois Consolidated Annual Performance and Evaluation by Btoxtoczko

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									               City of Evanston
                         Illinois




                                                 Consolidated Annual
                                                    Performance and
                                                   Evaluation Report
                                                           Fiscal Year 2005/06
                                                        (March 1, 2005 to February 28, 2006)



                                                      A report on the use of Federal
                                               Community Development Block Grant,
                                              HOME Investment Partnership Program,
                                                 and Emergency Shelter Grant Funds
                                                           by the City of Evanston.




Prepared by City of Evanston, Community Development Department, July, 2006
Community Delopment Department
Planning Division
2100 Ridge, Evanston, Illinois 60201
847-866-2928
www.cityofevanston.org
                                                    City of Evanston, Illinois
          CONSOLIDATED ANNUAL PERFORMANCE AND EVALUATION REPORT
                    For Fiscal Year 2005/06 (March 1, 2005 to February 28, 2006)


                                                  TABLE OF CONTENTS                                                                               PAGE

I.     Introduction.......................................................................................................................................1
            A. Summary of Resources and Programmatic Accomplishments.............................................1
            B. Evanston Strategic Plan .......................................................................................................1

II.    Narrative Statements........................................................................................................................3
           A. Assessment of Five Year Consolidated Plan Goals and Objectives.....................................3
               1. Housing .........................................................................................................................3
               2. Public Services.............................................................................................................11
               3. Public Facilities, Public Improvements, Environment and Community Appearance.....14
               4. Economic Development ...............................................................................................16
           B. Affirmatively Further Fair Housing ................................................................. .....................21
           C. Affordable Housing Activities...............................................................................................22
           D. Continuum of Care Activities ...............................................................................................23
           E. Other Actions.......................................................................................................................23
           F. Leveraging Resources ........................................................................................................24
           G. Citizen Comments .................................................................................................................
           H. Self Evaluation ......................................................................................................................

III.    Narrative Statements for CDBG Entitlement Funds ....................................................................26
           A. Use of CDBG Funds and the Consolidated Plan.................................................................26
           B. Changes in Program Objectives..........................................................................................27
           C. Completion of Consolidated Plan Actions............................................................................28
           D. National Objectives .............................................................................................................28
           E. Displacement of Persons.....................................................................................................28
           F. Economic Development Activities with unfilled Low Income Jobs .......................................28
           G. Low and Moderate Income Benefit......................................................................................28
           H. Program Income..................................................................................................................29
           I. Completed Rehab Projects..................................................................................................29
           J. Neighborhood Revitalization Strategies ..............................................................................29

IV.    Narrative Statements for HOME Entitlement Funds .....................................................................31
           K. Use of HOME funds and the Consolidated Plan..................................................................31
           L. Report of Contracts and Subcontracts with MBEs/WBEs....................................................33
           M. Matching Funds report ........................................................................................................33
           N. Monitoring and Inspections..................................................................................................34
           O. Assessment of Affirmative Marketing and Outreach............................................................34

V.     Narrative Statements for HOPWA Entitlement Funds ..................................................................35

VI.    Narrative Statements for ESG Entitlement Funds ........................................................................36
           A. Use of ESG Funds and the Consolidated Plan....................................................................36
           B. Match Requirements ...........................................................................................................36

VII.   Public Participation Requirements ................................................................................................36

APPENDICES
   A. Citizen Comments
   B. PR03 CDBG Activity Summary Report for 2005-06
   C. PR06 - Summary of Consolidated Plan Projects for 2005-06
   D. PR20 – ESG Grantee Activity Summary
   E. PR22 – Status of HOME Activities
   F. PR23 – Summary of Accomplishments,for 2005-06
   G. HUD Form- 40107-A - HOME Match Report
   H. HUD Form – 40107 – Annual Performance Report HOME Program
   I. PR 4949.3 Financial Summary of CDBG
   J. City of Evanston Strategic Plan
City of Evanston, IL                                                                            2005/06 CAPER



I.   INTRODUCTION

     A. Summary

     This Consolidated Annual Performance and Evaluation Report (CAPER) discusses Evanston’s community
     development objectives and how the City of Evanston has been able to successfully implement programs
     and projects to address those objectives during the 2005/06 program year (March 1, 2005 to February 28,
     2006) utilizing federal funding provided to Evanston by the U.S. Department of Housing and Urban
     Development (HUD), the City spent $3,616,392 on community development activities during the 2005/06
     program year. These funds were expended on programs and projects which were consistent with the City’s
     One-Year Action Plan for FY 2005/06 and the City’s HUD 2005-2009 Consolidated Plan. This is the first
     CAPER based on the new five year Consolidated Plan.

     Evanston received $2,899,558 in HUD federal funds in FY 2005/06: $2,247,021 in Community Development
     Block Grant (CDBG) funds, $564,940 in HOME Investment Partnerships (HOME) funds and $87,597 in
     Emergency Shelter Grants (ESG) funds. Together with unexpended CDBG and HOME funds from prior
     years plus program income (loan repayments), the City used these federal funds to carry out activities to
     assist low and moderate income residents and to eliminate blighting and deterioration through
     neighborhood revitalization capital improvement strategies. This Consolidated Plan Annual Performance
     and Evaluation Report discusses how Evanston addressed its community development objectives by
     utilizing HUD-provided funding and leveraging local and other funding sources in FY 2005/06.

     Evanston’s priority needs and community development objectives were derived from the City’s HUD 2005-
     2009 Consolidated Plan. Evanston’s Consolidated Plan is a five year strategic planning document which
     sets out the City of Evanston’s priority needs and community development objectives and suggests ways in
     which the City can address those needs and objectives. The Consolidated Plan was adopted by the
     Evanston City Council on January 10, 2005. Evanston's Consolidated Plan addresses the following three
     federal statutory goals:

     Provide decent housing: assist homeless persons in obtaining affordable housing, retain the affordable
     housing stock, increase the availability of permanent housing that is affordable to low-income residents
     without discrimination, and increase supportive housing that includes structural features and services to
     enable persons with special needs to live appropriately.

     Provide a suitable living environment: improve the safety and livability of neighborhoods, increase
     access to quality facilities and services, reduce the isolation of income groups within areas by de-
     concentrating (affordable) housing opportunities and revitalizing deteriorating neighborhoods, restore and
     preserve natural and physical features of special value for historic, architectural or aesthetic reasons and
     conserve energy resources.

     Expand economic opportunities: create jobs accessible to low and very-low income persons, provide
     access to credit for community development that promotes long-term economic and social viability, empower
     low and very low-income persons in federally assisted and public housing to achieve self-sufficiency.

     The priority needs and strategic objectives contained in Evanston's 2005-2009 Consolidated Plan
     were developed through a community input process which included Evanston residents, City boards and
     commissions (i.e., the Housing and Community Development Act Committee, Evanston Housing
     Commission, Evanston Plan Commission, Evanston Human Relations Commission and Economic
     Development Committee) and the participation of many not-for-profit organizations which carry out the
     programs and projects designed to address the needs of Evanston’s low/moderate income residents.

     B. Evanston Strategic Plan – Implications for Community Development

     In 2006, the City adopted a new Strategic Plan which addresses numerous community development goals
     and objectives. The Strategic Plan is consistent with the Consolidated Plan. The goals most immediately
     relevant to the Consolidated Plan include the following:

         1.   Create and implement a comprehensive economic development strategy which results in a vibrant
              and diverse economy.
         2.   Create policies and programs that result in a well maintained, diverse housing stock.
         3.   Generate marketable job skills for Evanston residents.



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City of Evanston, IL                                                                            2005/06 CAPER


        4.  Create and maintain functionally appropriate, sustainable, accessible and high quality infrastructure
            and facilities.
       5. Protect and optimize the City’s natural resources and built environment, leading by example
            through sustainable practices and behavior.
       6. Coordinate and influence transportation resources to provide an improved system that is safe,
            integrated, accessible, responsive, understandable, and efficient and meets the needs of all
            people.
       7. Ensure that Evanston neighborhoods are safe, clean and attractive.
       8. Provide opportunities for and engage Evanston youth and young adults to become active and
            productive citizens of the Evanston community.
       9. Strive to ensure that all Evanston residents have access to health care as well as basic food,
            housing and shelter.
       10. Create collaborative and productive partnerships with schools, hospitals, business organizations,
            arts organizations and other not for profit groups and governments.
       11. Continue to develop a collaborative relationship with Northwestern University, the city’s largest
            employer.
    Two goals of the 13 do not apply to the Consolidated Plan.

    The economic development strategy more specifically will focus on the following priorities: downtown
    development, neighborhood development, business retention, business attraction, creative class,
    employment capture by local residents and citywide technological and communication needs.

    The housing goals of the strategic plan have several objectives for action that relate directly to the
    implementation of the Consolidated Plan and the efficient and effective use of HUD resources and local
    resources to achieve housing objectives. These include the following.

        •    Assess existing housing programs and inspection services to identify strengths and gaps.
        •    Develop and implement a comprehensive inclusionary and affordable housing policy.
        •    Create workforce ownership and rental housing opportunities.
        •    Improve affordable housing provided in Evanston by regional housing agencies and local not for
             profits through exemplary tenant screening and enforcement of property standards.
        •    Continue advocacy of affordable housing choices throughout the northern suburbs.

    A complete copy of the strategic plan with implementation tasks has been enclosed as an Appendix.




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City of Evanston, IL                                                                                       2005/06 CAPER


II. NARRATIVE STATEMENTS

    II-A.     Assessment of Five Year Goals and Objectives

    The City of Evanston was able to undertake 50 new programs/projects in the 2005/06 program year utilizing
    CDBG, HOME and ESG funds. Together with 14 continuing CDBG and HOME programs/projects from prior
    years, the City had 64 ongoing activities during the 2005/06 program year. More than 99% of the funds
    expended served low and moderate income Evanston residents.

    The following table shows the amount of CDBG, HOME and ESG funds which were available to the City of
    Evanston for FY 2005/06, the amount obligated to projects and programs implemented during the year and
    the amount expended during the reporting period, March 1, 2005 - February 28, 2006.

                    SUMMARY OF RESOURCES AND PROGRAMMATIC ACCOMPLISHMENTS

                                       Amount Available                    Amount                        Amount
    Grant                                  3/1/05                         Obligated                      Expended

    CDBG
     Funds on hand 3/1/05                    $2,641,407                       $2,641,407
     2005 entitlement                         2,247,021                        2,247,021
     Program income                             291,100
     Prior Period Adj.                          (79,551)
     Total CDBG                              $5,099,977                       $5,099,977                   $2,721,771

    HOME
     Prior years’ funds                      $1,666,499                        1,068,202                      $805,657
     2005 entitlement                           564,940                           56,494
     Program Income                              77,927                        ________
     Total HOME                              $2,309,366                       $1,124,696                      $805,657

    ESG
     Prior year’s funds                           $1,367                           $1,367
     2005 entitlement                             87,597                           87,597
     Total ESG                                   $88,964                          $88,964                      $88,964

    TOTAL FUNDS:                             $7,498,307                       $6,313,637                   $3,616,392


    HOW ACTIVITIES ADDRESSED PERTINENT STRATEGIC PLAN GOALS AND OBJECTIVES

    The CDBG, HOME and ESG funds expended during the year for programs and projects which benefited
    Evanston low and moderate income residents and clearly address the goals and objectives identified in the
    Five Year Consolidated Plan for 2005 – 2009. Those activities undertaken in Fiscal Year 2005/06 are
    described below the relevant Consolidated Plan Goals indicated by a check box     for the categories of
    Housing, Public Service, Economic Development and Public improvement.

    II-A-1.   Housing Goals

    The City’s Consolidated Plan for 2005–2009 contains a number of objectives that address housing goals for
    lower income persons. The City utilizes funding from all three of its HUD grants (CDBG, HOME and ESG) to
    address the housing needs of the low income population ranging from 30% of area median income
    (extremely low) to 50% of median (very low) to 80% of median (low). Other funding sources such as the
    City’s Special Housing Fund, Cook County lead grant awards, and HUD Supportive Housing Program
    grants, assist the City in addressing these goals.

              Maintain existing affordable housing options and promote opportunities that increase the supply of affordable
              housing for low income households.

    The range of affordable housing needs was met through a variety of programs administered by the City and
    non-profit agencies. Housing projects used $2,033,821 in federal funds in 2005-06, with $1,139,200 in
    CDBG, $805,657 in HOME funds, and $88,964 in ESG funds, plus an additional $233,000 in local funds
    through the City’s Special Housing Fund. The funds helped existing homeowners maintain their homes,



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City of Evanston, IL                                                                                        2005/06 CAPER


    helped low income residents purchase affordable homes, ensured housing standards were met in existing
    rental properties, and provided housing assistance to very low income persons facing homelessness.

    The Community Development Department is responsible for overseeing the funding and reporting for these
    programs, and administers the CDBG and the HOME programs. In addition, Community Development
    administration oversees the Property Standards, Property Rehabilitation, Building, Zoning and Planning
    Divisions and the Evanston Housing Corporation. Salaries of the Community Development Director and the
    Director’s Assistant are partially funded with CDBG funds. Community Development Administration
    participated in the implementation of the West Evanston Tax Increment Financing District and facilitated a
    number of Planned Developments in 2005-06, two of which are located in the CDBG Target Area. A number
    of Planned Developments contributed a payment for the City’s Affordable Housing efforts as a public benefit
    of the Planned Development. Other Community Development Administration activities included participating
    in Inclusionary Housing policy development, serving on Loan Committees, and coordinating the work of staff
    involved in several CDBG administered programs.

             Provide funds and assistance for low income single family owner-occupants to rehab their homes.

             Provide low interest rehabilitation loans for existing rental properties with a majority of low income households.

             Address Lead Based Paint Hazards

    The City continues to provide housing rehabilitation services through its CDBG Revolving Loan Fund to
    qualifying owner and tenant occupied housing. While the number of rehabilitated units was less than
    anticipated for 2005-06 due in part to a vacant staff position, it is anticipated that the five year goals will be
    met.

    The One and Two Family Rehabilitation Program provides owner occupants earning up to 80% of median
    income an opportunity to rehabilitate their homes with affordable loans. During the 2005-06 fiscal year,
    eleven (11) owner-occupied units, including one condominium, were rehabbed with $248,000 in zero
    percent (0%) funding. Funds are utilized for eliminating code violations and improving and updating existing
    building components including roofing, heating, electrical, plumbing and structural, and eliminating lead
    based paint hazards. The program was modified in the last two years to include condominium owner-
    occupants.

    The Multi-family Rehabilitation Program, which addresses buildings containing two or more units with a
    majority of tenants earning up to 80% of median income, rehabbed nine (9) units using approximately
    $54,000 in very low interest funding. In addition, the City in 2003 obtained Cook County funding to address
    lead based paint hazards in Housing Rehabilitation projects. In 2005-06, approximately $147,000 of Cook
    County funds was utilized to address lead based paint hazards, supplementing CDBG funds.

    A high percentage of the One and Two Family Rehabilitation Loans are made to very low income
    households , those with household incomes of 50% or less of the area median income. These loans do not
    have to be repaid until the property is sold or title is otherwise transferred, thus allowing the owner to make
    improvements without incurring any additional ongoing housing expense. Households earning up to 80% of
    median income may qualify for 0% funding with monthly payments for up to 25 years. In the Multi-Family
    Program, interest rates equal one-half of the 30 Year Treasury bill. The loans are paid back for up to a 20
    year term. Loan payments (program income) replenish the revolving loan fund and allow the City to fund
    new loans.

    The Housing Rehabilitation Division offers a range of loans and services that address rehab of condominium
    units, vacant buildings, building emergencies, demolition, including dangerous garages, and removal of
    dangerous/diseased trees. Housing Rehabilitation staff work closely with other Community Development
    staff including Building, Planning, Zoning and Property Standards, as well as with other departments such as
    Fire, Police and Health, and outside agencies. Housing Rehabilitation promotes its programs on an on-going
    basis through all available sources including the web site, radio, print, the City’s Highlights newsletter, and
    possibly most importantly through all Property Standards violation letters and notices.

    The Housing Rehabilitation Construction Specialist and the Property Standards Supervising inspector are
    both required by the City of Evanston to be certified by the State of Illinois as a lead risk assessor. The City
    works to be thorough in all aspects of addressing lead based paint hazards in all required areas.




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City of Evanston, IL                                                                                       2005/06 CAPER


    The City of Evanston’s Health Department coordinates the Childhood Lead Poisoning Prevention Program
    and works in conjunction with the Community Development Department to address lead based paint
    hazards. Environmental lead assessments are conducted in dwelling units where children with elevated
    blood lead levels reside. The source of lead poisoning is determined and corrective work may be required.
    Owners who do their own lead abatement work are required to attend an individualized safe lead removal
    education and training session provided by the Health Department. The owner must submit a safe lead
    removal plan that is approved by the Health Department prior to beginning abatement work.

    Education for homeowners, landlords, and tenants is provided through media campaigns, health fairs,
    school based activities, day care outreach, and community presentations. Safe work practice education is
    offered to homeowners doing their own painting, maintenance, and renovation work.

    CDBG funded rehab projects over $5,000 undergo a lead risk assessment and if lead paint areas will be
    disturbed as a result of the rehabilitation work, federal and state lead based paint guidelines are followed.
    Households with young children may be eligible for funding through the Health Department’s lead based
    paint grant from Cook County.

    Non-profit agencies also provide housing assistance to low and moderate income residents.
    CEDA/Neighbors at Work used CDBG funds for its Minor Repairs/ Painting Assistance program which help
    low income single-family property owners take care of routine maintenance items in their homes. In 2005/06,
    CEDA completed minor repair projects on 7 homes, provided interior painting on 16 homes, and exterior
    painting on 6 homes. Priority is given to elderly and disabled homeowners and property owners who have
    received a housing code citation from the City’s Property Standards division. Twenty-two projects were
    evaluated for the presence of lead-base paint and lead abatement measures were taken, where needed.

             Maintain property standards and enforce building codes.

    The City’s Property Standards Division enforces the recently adopted ICC, International Property
    Maintenance Code, 2003 edition. This includes a number of local amendments which allow the Division to
    be more comprehensive in its inspections without requiring other City or inspection staff to cite certain
    violations. The Property Standards Division inspects non owner-occupied rental housing located primarily in
    buildings containing two or more units. The City has approximately 14,000 units within multi-family (two or
    more units) buildings. CDBG provides funding for a portion of the property standards staff. Buildings located
    in the CDBG target areas are inspected on a two year cycle. Property standards conducts routine
    inspections and also responds to complaints about a building or premises, including interior violations such
    as electrical, plumbing, heating and paint issues and hazards. Exterior complaints include trash and
    garbage, weeds, graffiti, abandoned vehicles and vacant buildings. In 2005-06, City property standards staff
    inspected 3,397 CDBG Target Area dwelling units through its regular inspection program, resulting in the
    correction of 4,412 housing code violations. In addition, staff investigated 1,590 property standards
    complaints.

    In 2005 and 2006 the City updated its building codes to address the most recent health, safety and energy
    conservation standards. Among the codes adopted are the 2003 International Building Code (IBC),
    International residential Code for One and Two family Dwellings (IRC), International Energy Conservation
    Code, International Fire Code, and Life Safety Code.

             Provide funding for first time home purchase opportunities – new construction or rehabilitation.

             Maintain existing affordable housing options and promote opportunities that increase the supply of affordable
             housing for low income households.

             Promote owner financial education

             Promote educational workshops and/or home buyer clubs for prospective homeowners

             Reduce foreclosure actions through education and early intervention and explore efficient and equitable
             methods to turn around foreclosed properties

             Support housing efforts to address the needs of special needs populations: elderly and frail elderly; victims of
             domestic violence; youth at risk of becoming homeless; and persons with developmental disabilities, physical
             disabilities, mental illness, substance abuse problems persons, and HIV/AIDS.



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    HOME Program funding and local funds were used for acquisition and rehab of single family or multi-family
    units in order to provide first time home purchase opportunities during the last fiscal year. Evanston’s
    median home sale price in 2005 was $320,000. Seven low/moderate income, first- time home buyers were
    able to purchase homes in 2005/06 at reduced prices as a result of HOME subsidies awarded to the
    projects.
         •    3 town home units constructed by Econ Development Corporation sold for $185,000 each
         •    1 town home unit rehabilitated by Evanston Community Development Association sold for
              $165,000
         •    3 condominium units rehabilitated by Reba Place Development Corporation sold for $100,000,
              $125,000 and $150,000.

    Four other ownership projects were awarded funding and are currently in development.
        •   12 unit condominium conversion with 9 units affordable to low income purchasers to be
            rehabilitated by Reba Place Development Corporation
        •   6 unit condominium conversion to be rehabilitated and remodeled by Evanston Community
            Development Association
        •   3 single family homes owned and managed by Evanston Housing Coalition as rental, to be
            rehabilitated and sold to low income purchasers
        •   2 new town home units to be constructed by Evanston Housing Coalition

    Three first-time home buyers purchased newly constructed affordably priced town homes. A low interest
    loan to the developer, Econ Development Corporation, reduced construction costs and enabled the
    developer to sell each unit for $185,000. The units feature three bedrooms, partially finished basements and
    garages.

    Evanston Community Development Association, a non-profit, faith-based organization, completed its first
    project in 2005. With HOME funding from the City, ECDA purchased a three- bedroom town home unit from
    a family in financial difficulty, saving them from going through foreclosure. ECDA rehabbed the unit and sold
    it for $165,000 in April to a household with two adults and three children who had been renting a two
    bedroom apartment. Building on that success, ECDA then purchased a six unit, two-bedroom apartment
    building later in the year, using HOME funds for acquisition. Their plans are to reconfigure the apartments
    into three bedroom units and sell them as affordably priced condominiums ranging from $100 - $150,000 a
    unit.

    Reba Place Development Corporation completed rehab of a 90 year old historic landmark rental building,
    converting it from four rental units to five condominium units. Three of the five units were sold in 2005 to
    income-eligible buyers at prices of $100,000, $125,000 and $150,000. All three of the existing tenants were
    able to purchase units, one of which was HOME assisted and two others at moderate prices. Because of the
    interest expressed in the affordable condo units, Reba Place Development Corporation purchased a 12 unit
    rental building late in the year in order to convert it to a condominium development affordable to low income
    households. Prices for the two bedroom units will range from $90,000 to $150,000 for 9 HOME-assisted
    units. The building, located in a south Evanston CDBG targeted area that has seen considerable
    condominium conversion and loss of affordable rental units, housed a number of low income tenants.
    Tenants not wishing to purchase a condominium unit were eligible for Relocation Assistance in conformance
    with the Uniform Relocation Act.

    The City pro-actively addressed a troubled single family property that was going through foreclosure when it
    provided acquisition funding to the Evanston Housing Coalition to purchase it. Located near a prominent
    intersection in west Evanston, it was the site of numerous police calls and a source of problems in the area.
    The original intent was to rehabilitate the property and sell it to an income eligible homeowner, but after a
    closer inspection of the structure, plans were altered. Community Development staff and Evanston Housing
    Coalition felt that new construction on the site would provide greater value for the subsidy, a better product
    for purchasers and would make a strong, positive statement about revitalization of the area, leveraging
    additional reinvestment. After demolishing the property, Evanston Housing Coalition (EHC) worked with a
    local architect and sought community involvement in the design of two attached single family homes with
    garages on the 50 – 130’ lot. Construction began in March, 2006, and each unit will be sold for $185,000 to
    households under 80% AMI.

    EHC also undertook the rehabilitation of some of its single family rental houses which it had managed for the
    previous 10 years, using HOME and local Mayor’s Special Housing Funds for the rehab. EHC’s goal for the




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City of Evanston, IL                                                                                    2005/06 CAPER


    rehab is to address all current and potential maintenance or repair issues and sell them properties to
    households at or under 80% of area median income.

    All of the HOME funded ownership programs include a homebuyer educational component to inform
    potential buyers about mortgage financing, credit and budgeting issues, and the responsibilities of home
    ownership. The developers offered workshops and also referred interested people to lender seminars and
    home purchase workshops held regularly by Housing Opportunity Development Corporation, one of
    Evanston’s Community Housing Development Organizations (CHDO). During the year, Housing Opportunity
    Development Corporation also worked on developing a comprehensive home ownership program in
    cooperation with another local non-profit group, the Evanston Community Development Corporation.

    Addressing the needs of extremely low income families, the City’s Families in Transitions Program continued
    a second year of rental support for a family sponsored by Connections for the Homeless. Rental subsidy
    from the the Mayor’s Special Housing Fund and support services from Connections helped the household
    successfully address a number of challenges and gave them a solid footing to become self-sufficient. Two
    other families were awarded rental subsidies in 2005/06 to help them transition to self-sufficiency. The
    families are sponsored by Connections for the Homeless and the YWCA/Evanston North Shore. Since 1995,
    the City’s Families in Transition program has provided rental subsidies for 24 extremely low income families
    (under 30% AMI) so that the families did not spend more than 30% of their income for rent and utilities. The
    subsidy is paid to a non-profit sponsor who works closely with the family and provides community
    connections and referrals to support services to help them transition from needing housing assistance to
    being self-sustaining.

    Interfaith Housing Center of the Northern suburbs received CDBG funding for two programs that help people
    find or remain in housing they can afford and lower the possibility of losing their home. The Homesharing
    program matches individuals in need of an affordable place to live with homeowners who had extra room
    and want the social or financial benefit of renting space. Often the renters assist elderly homeowners with
    household chores or provide companionship and help enable them to remain in their homes.

    The agency’s Predatory Lending Prevention Program provides education on the characteristics of predatory
    lending. Such loans can strip an owner’s equity in their property, make monthly mortgage payments
    unaffordable, and can often result in foreclosure and loss of their home. The agency also works with owners
    who are victims of predatory lending, helping them achieve a solution, which could involve changing the
    terms of the predatory loan changed, refinancing, taking out a reverse mortgage, or selling the property
    before foreclosure and finding more affordable housing.

    Other programs received CDBG funding to continue their efforts that help owners maintain affordable
    housing. CEDA Neighbors at Work administers the City’s Handyman Program which provides simple home
    maintenance projects for low income senior citizens. In 2005/06, 146 senior households were assisted by
    the handyman. CEDA also administers the Minor Repair/Painting Assistance program which helps ensure
    that owners preventing deterioration of property due to lack of funds for minor repairs and painting. Both
    these programs help senior citizens maintain their homes in a safe and livable condition, allowing them to
    remain in their homes and maintain their independence for as long as they are able.

    The Health and Human Services Department of the City administers the Adaptive Devices for Accessibility
    program which provides vouchers and handyman services to residents with disabilities in order to retrofit
    houses or apartments and make them accessible. In 2005/06, 39 Evanston residents living with disabilities
    were assisted through the CDBG funded program.

             Reduce vacant and boarded properties.

    Concern about the effects of residential foreclosures and vacant buildings on neighborhoods, particularly in
    the City’s 5th Ward CDBG target area, led to passage of the City’s Vacant Building Ordinance in January,
    2004. The ordinance requires that vacant buildings be registered with the City, that they be inspected for
    Code Compliance, and that a plan is submitted for making the building habitable. The total number of
    vacant buildings has declined slightly in the last year and in fiscal year 2005/06, the City declared 28 vacant
    buildings. The Vacant Building Ordinance assists in getting code violations corrected and further prevents
    “flipping” or reselling properties to unsuspecting buyers at a significant profit without improving the building’s
    condition.


             Preserve existing subsidized rental units and public housing units.

             Interact with HACC concerning property standard issues and tenant screening to improve the quality of
             affordable housing



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City of Evanston, IL                                                                                             2005/06 CAPER



             Engage in discussions with HACC concerning the disproportionate concentration of Housing Choice Voucher
             holders in one census tract in South Evanston

             Acknowledge the opportunity to use Housing Choice Vouchers for ownership and explore appropriate situations

    The Housing Authority of Cook County manages 248 subsidized housing units in Evanston, and also
    administers the federal Housing Choice Voucher program which provides rent subsidies individuals holding
    vouchers in private market apartments. The extremely low income population, with incomes under 30% of
    median, has historically has been served through these programs.

    The subsidized units are comprised of 200 units for seniors and disabled persons, located at the Perlman
    Apartments and the Walchirk Apartments. In addition, HACC manages 45 units of scattered site family
    housing which consist of 16 two-bedroom units, 23 three-bedroom units, and six four-bedroom units. There
    were no losses or additions in 2005 to the subsidized units, and the Authority made scheduled renovations
    to the units. While under renovation, vacancies went unfilled, so that in the fall when repairs were
    completed, there was a rare availability of units.

    Housing Choice Voucher holders pay up to 30% of their income for rent, with the Authority making up the
    difference between the tenant payment and the fair market rent of the specific unit. Voucher holders choose
    their own apartment, subject to an inspection by the Authority and the landlord’s willingness to accept
    voucher payments.

    The number of Housing Choice Voucher holders in Evanston has been steadily decreasing during the last
    few years due to funding issues experienced by the Housing Authority. The number of voucher users in
    Evanston as of September, 2005 was 792, down from 855 a year prior. This is a decrease from
    approximately 1100 voucher holders in 2003. The Housing Authority has not added names to its regular
    waiting list (other than seniors or disabled) in years, and as voucher holders leave the program, they are not
    being replaced. The distribution of voucher holders within Evanston remains concentrated in two low income
    census tracts, and Evanston remains the second highest housing market for voucher holders in suburban
    Cook County.

    The Housing Authority invited area landlords to a workshop in 2005 to explain the housing choice voucher
    system, although few landlords new to the program attended. It still remains difficult for renters to find
    suitable, affordable apartments across all areas of the city. The rental market has been challenging in the
    last few years, with flat rents and increasing operating costs. Within the last two years, the Authority
    changed its calculation for rent subsidies, and many of the rent rates in Evanston exceed the amount
    covered by the Voucher and the amount the household can afford to pay. Given those conditions and other
    priority demands, the City did not actively work to expand the base of landlords renting to voucher holders.
    Reba Place Development Corporation explored the possibility of using Housing Choice vouchers for
    ownership housing in a HOME assisted condominium project under development. None of the existing
    tenants with Housing Choice Vouchers were interested in purchasing a unit and opted instead to relocate to
    other rental buildings. However, there is always the possibility that a voucher holder who has completed the
    Authority’s homeownership training program may be able to purchase a unit when the developer markets
    them to the public after rehabilitation.

    Health and Human Services staff and members of Evanston’s Commission on Aging met with staff of the
    Housing Authority to discuss safety concerns of seniors at the Walchirk and Perlman apartments. As a result
    of these discussions and further efforts by legislative officials, the Authority developed a plan to limit these
    and other buildings throughout Cook County to seniors only. The plan was discussed at public hearings in
    June, 2006.

             Continue addressing barriers to affordable housing, which include:
        o             High costs of housing, land, and new construction;
        o             High property taxes;
        o             Violations of the Fair Housing Ordinance; and
        o             Zoning ordinances, property standards, and building codes that may be unreasonable, per periodic review.
        o
             Ensure Fair Housing Opportunities are enforced and individuals seeking housing are not discriminated against
             because of race, color, religion, sex, age, sexual orientation, marital status, disability, familial status or national
             origin.

    While City subsidies for development of affordable housing helps make the initial purchase price affordable
    to low income buyers, ongoing expenses, particularly property taxes, may become a financial burden and



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    become a barrier to remaining in the housing. In addition to high housing prices, Evanston also experiences
    high property taxes. To address this issue, Planning staff met in 2005 with the Cook County Assessor to
    discuss the Assessor’s Special Assessment Program for Affordable Housing. After discussion and review of
    the documents governing resale of City-assisted housing, the Assessor’s office found that the documents
    met its guidelines for maintaining long term affordability. Buyers of assisted housing with restrictions placed
    on the resale prices may apply after purchase for their property to be assessed based on the affordable
    purchase price rather than the market rate price.

    The City’s Human Relations Commission enforces Evanston’s Fair Housing Ordinance and other fair
    housing laws and works to prevent discrimination in the rental or sale of housing. Human Relations
    Commission staff also mediate disputes between tenants and landlords and other parties, conducts periodic
    housing audits to ensure that fair housing opportunities are being provided, and offers educational programs
    for residents, tenants, landlords and the real estate community.

    CDBG funding supports positions in the Human Relations Commission (HRC) office and addresses the goal
    of ensuring a diversity of housing choices in Evanston. During the 2005/06 program year, the Commission
    investigated Fair Housing complaints, with 20 on-going cases, and one completed case. The Commission
    also conducted 4 housing audits, conducted fair housing educational and training workshops that reached
    almost 2,000 persons, held 65 individual landlord training sessions, and processed 1,723 landlord or tenant
    inquiries or complaints.

             Explore downpayment and closing cost grants.

             Explore subsidies for affordable set-aside units in market rate developments.

             Provide funds and technical assistance for rental development projects that serve low income households

             Promote a mix of incomes in assisted projects and in market rate development.

    Because the City cannot control ever increasing private market housing prices nor subsidize enough
    housing units to meet the demand, other options to enhance affordability were considered. Downpayment
    and closing cost grants can help reduce mortgages and make monthly payments more affordable for low
    income purchasers. In 2005 the City explored the availability of downpayment grants to Evanston
    homebuyers through participation in Illinois Housing Development Association (IHDA) programs. In 2006 the
    City will use part of its bond volume cap to participate in IHDA First Time Homebuyer Programs which
    provide low interest mortgage financing, downpayment grants, and mortgage credit certificates providing
    federal income tax credits. The City is also exploring future use of “American Dream Downpayment
    Initiative” funds through IHDA’s HOME Program.

    The City referred its Community Housing Development Organizations and other non-profit housing
    organizations to appropriate training opportunities in the area. A few of the organizations took advantage of
    training offered by HUD and the Federal Home Loan Bank of Chicago.

    At meetings of the Planning and Development Committee, City Council members discussed various
    recommendations of the Housing Commission and staff for an Inclusionary Housing policy that would
    require certain market rate, private developments to include affordable units. Various criteria and
    requirements have been discussed, as well as feasibility issues and potential outcomes. How HOME
    subsidies can be incorporated into inclusionary efforts in order to benefit purchasers or renters and offset
    costs to developers remains to be explored. Developers of Planned Developments have made voluntary
    contributions to the City for affordable housing activities in lieu of setting aside affordable units, ranging from
    $500 to $2,000 per unit. Contributions for five Planned Developments with 485 new units approved or
    modified in 2005 totaled approximately $660,000.

             Support housing efforts to address the needs of homeless persons for a variety of housing options and help end
             chronic homelessness.
        -    Maintain emergency and short term transitional services to prevent first time or recurring homelessness,
        -    Maintain existing transitional housing programs
        -    Maintain permanent supportive housing for mentally ill and disabled homeless individuals.
        -    Expand services where possible to meet identified needs
        -    Develop additional supportive housing for homeless families, find an appropriate housing model for long term
               homeless families
        -    Improve access by homeless individuals and families to mainstream resources throughout the Continuum of
               Care, with training for agencies and families.
        -    Expand participation in Homeless Management Information System (HMIS) among agencies to coordinate, track,
               and analyze services and results.



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City of Evanston, IL                                                                                  2005/06 CAPER


        -    Foster community understanding of issues relating to homelessness
        -    Work toward regional approaches and solutions to homelessness through participation in the Regional Round
               Table.

    The Evanston Alliance on Homelessness meets monthly and coordinates Evanston’s Continuum of Care for
    homeless funding. Sub-committees worked on a variety of issues, such as risk reduction programs, family
    needs, and how to improve discharge planning from mental health institutions and corrections facilities.
    Committees often work with other groups on a regional basis. The Alliance recommended funding totaling
    $655,292 for Supportive Housing Programs through HUD. In report year 2005/06, three new applications
    were approved. Housing options received a grant for partial funding of its Pathways Transitional Housing
    Program which provides permanent supportive housing to eight adults with severe and persistent mental
    illness. Connections for the Homeless received funding for its New Beginnings Transitional Housing
    Program which provides seven scattered site units of transitional housing plus intensive support services for
    families headed by older teens or young adults, with a child under the age of six. Connections also received
    funding to expand its Incline Program, which provides scattered site housing and support services for
    chronically homeless individuals with disabilities.

    The following local agencies were listed in the Alliance’s application for Supportive Housing Funds as
    service providers for homeless persons or those at risk of becoming homeless.

        •    BE-HIV
        •    CarePoint Adult, Child & Family Association
        •    Catholic Charities
        •    CEDA/Neighbors at Work
        •    Child Care Network of Evanston
        •    City of Evanston/Health and Human Services
        •    City of Evanston/Mental Health
        •    City of Evanston Police Department
        •    Connections for the Homeless
        •    District 65 Early Childhood Programs
        •    Evanston Community Defender
        •    Evanston Ecumenical Action Council
        •    Evanston Northwestern Health Care
        •    Evanston Township
        •    Evanston Vet Center
        •    Evanston/Skokie Valley Senior Services
        •    Family Focus
        •    First Presbyterian Church
        •    Fresh Base and Fresh Start
        •    Housing Authority of Cook County
        •    Housing Options
        •    IL Dept. of Child and Family Services
        •    IL Dept of Human Services
        •    Infant Toddler Welfare Society of Evanston
        •    Jewish Family Services
        •    Legal Assistance Foundation of Metropolitan Chicago
        •    McGaw YMCA
        •    Metropolitan Family Services
        •    PEER Services
        •    Reba Place Church Dev. Corp.
        •    Resurrection Behavioral Health
        •    Salvation Army
        •    Trilogy
        •    Youth Job Center.
        •    Y.O.U
        •    YWCA Evanston / North Shore

    These agencies address the causes of individual homelessness, help people become successfully housed,
    or address current needs of homeless persons or families. Prevention Services include mortgage
    assistance, rental or utilities assistance, counseling, and advocacy. Support Services include case
    management, life skills, alcohol & drug abuse treatment, mental heath counseling, healthcare, HIV/AIDS



Section II                                                                                                     Page 10
City of Evanston, IL                                                                                  2005/06 CAPER


    care, education, employment, child care and transportation. Street outreach, a mobile clinic, and legal
    assistance make up some of the Outreach Services.

    A number of these organizations received CDBG and/or Emergency Shelter Grants (ESG) to assist their
    activities. ESG is overseen by the City’s Department of Health and Human Services. Four organizations
    received in ESG funds in 2005/06 to help them address the needs of extremely low income population who
    were homeless.

    Connections for the Homeless received ESG funding for its Entry Point program, which provided street
    outreach services to 293 homeless persons. It also received CDBG funding for Hilda’s Place, its 36 bed
    transitional housing shelter, which provided 12,633 bed nights to 181 homeless persons in the report year.

    ESG funds helped support the Evanston Ecumenical Action Council’s (EEAC) operation of its Hospitality
    Center which serves persons from the overnight shelter and assists them with employment counseling and
    job searches. In the 2005/06 program year, CDBG funds were used to partially support EEAC’s job
    counselor’s position. The job counselor assisted 143 persons. The organization also established a
    mentoring program, which matches specially trained persons with clients of the hospitality center. The
    mentors offer advice and support during a person’s job search and follow-up support after employment has
    been achieved.

    First Base/Fresh Start, administered by Fisher Memorial A.M.E. Zion Church, provides services for
    homeless and extremely low income persons, including ex-offenders, who have special difficulty finding
    employment and housing. They received funding from ESG and CDBG to help with their activities and
    assisted 668 persons during the Report Year.

    Many other agencies receiving CDBG assistance address homeless needs. They include CEDA/Neighbors
    at Work, Legal Assistance Foundation, Youth Job Center, and Interfaith Housing of the North Shore, YWCA,
    Evanston Community Defender, Skokie Valley Senior Services, and Family Focus. Affordable rental projects
    developed by Housing Opportunities Development Corporation and Reba Place Development Corporation
    work with agencies to provide affordable apartments for homeless persons.

    The City provided $10,000 in matching funds for the Alliance’s Homeless Management Information System
    which helps track clients and allows agencies to coordinate services. Funding came from Evanston’s Special
    Housing Fund.

    Housing Options provides affordable housing in scattered sites for persons living with mental illness who are
    able to live independently with counseling and case management assistance. Because they are on fixed
    incomes or have limited earning potential and often dealing with medication issues, this population faces
    many challenges in finding affordable housing and is at risk of becoming homeless. Housing Options
    purchased a 12 unit building in Fiscal Year 2005/06 which will help address the scarcity of affordable options
    for this vulnerable population.

    The YWCA - Evanston/Northshore offers domestic violence services, including operation of the Shelter for
    Battered Women, which provides shelter and counseling to victims of domestic violence, offering an
    alternative to staying in abusive living situations or being homeless. CDBG funding in FY 2005/06 helped
    them provide shelter, referrals, counseling, legal advocacy and other services for 436 women and children.
    Their 24 hour crisis line received 1,389 calls during the year and staff provided shelter clients with 6,912
    hours of counseling, advocacy and legal services.


    II-A-2.   Public Services

    The City’s goal for public services is to improve the safety and livability of neighborhoods and to improve the
    general welfare of low and moderate income residents. In fiscal year 2005/06, the City provided $374,553
    in CDBG funds to 22 programs in the Public Service category. The amount is capped by federal regulation
    at 15% of the annual CDBG program funds. These programs met a majority of the City’s Consolidated
    Goals for Public Services, although some are addressed under other Goal categories.

              Provide employment, job preparedness training, and job placement for Evanston’s low and moderate income
              residents, including youth ages 14-24.

    CDBG funding assisted the Youth Job Center of Evanston in providing employment counseling for 1,298
    young adults (ages 14-25) and placed 226 young adults in jobs. Of those placements, 183 persons were
    placed in career track positions. Twenty-three persons completed the center’s Strategic Corporation
    Alliances program, which provides former welfare recipients with training and other job preparedness skills.




Section II                                                                                                     Page 11
City of Evanston, IL                                                                                       2005/06 CAPER


    The City’s Summer Youth Employment Program hires high school students (ages 14-18) to perform a
    variety of jobs during the summer vacation period in both City departments and private employers. Over
    400 students visited the Civic Center in April 2005 seeking employment; 100 were hired for the nine week
    program. Ninety-seven percent of the students hired successfully completed the program. Some students
    were also hired by the private sector. Students learn important job skills in customer service, importance of
    showing up for work each day and on time, and appropriate work habits. Students are employed as clerks
    and public works workers (the green team) who clean alleys, parks and other public spaces. CDBG funds
    helped pay for the administration of the program and supervision of the youth workers in community jobs.

    As previously discussed under the goals to combat homelessness, the Evanston Ecumenical Action Council
    provides (EEAC) employment counseling and training to guests of Hilda’s Place transitional shelter at its
    Hospitality Center. Benefiting from both ESG and CDBG funding, the organization’s job counselor assisted
    143 persons last year. The organization is an alliance of area religious institutions in the area, and uses
    scores of community volunteers at its Hospitality Center and it regular soup kitchens, which alternate
    locations every few years among the member institutions.

             Provide for the basic needs of low and moderate income residents, including food, shelter, heat, clothing, safety,
             health care, emergency shelter, and access to legal services, employment, and jobs that provide a living wage.

    Several public services programs addressed the goal of providing basic needs of low and moderate income
    persons. Emergency shelter at the YWCA-Evanston/Northshore was provided for 436 women and children
    (63 Evanston residents) who were affected by domestic violence. The shelter’s 24 toll free crisis hotline also
    handled 1,389 (191 Evanston residents) calls during the year.

    Connections for the Homeless’ Entry Point program, which links chronically homeless individuals, counseled
    293 individuals (160 Evanston residents) with the goal of linking them to transitional and permanent housing
    and assisting them in accessing community resources. Sixty-eight persons were placed in shelter or
    transitional housing; 155 persons were provided access to community resources and 4 homeless persons
    with disabilities were provided permanent supportive housing. Entry Point received ESG and CDBG funding
    to implement these services.

    Interfaith Housing Center of the North Shore’s Homesharing Program facilitated 22 matches in Evanston for
    persons seeking affordable housing by matching them with housing providers, often senior citizens who
    needed companionship, additional income or other services. At the close of the 2005/06 program year,
    thirteen senior citizens were able to remain in their homes due to additional income or assistance provided
    by being matched with persons seeking affordable housing in Evanston.

    Free legal services were provided for 605 income eligible residents: the Evanston Community Defender’s
    Office served 75 residents during the year and provided legal representation in criminal court or juvenile
    administrative hearings. The Defender’s Office also provided crisis intervention and social work services for
    56 persons who were counseled by the social worker while their cases were pending. The Legal Assistance
    Foundation of Metropolitan Chicago (LAF) provided free legal services to 549 low and moderate income
    residents in civil and administrative legal matters. The agency closed 565 cases during the year and 118
    residents were referred to pro bono attorneys for assistance with their legal cases.

    Meals at Home provided 75 very low income Evanston residents with home delivered meals (lunch and
    dinner) six days a week and holidays. CDBG funds were used to subsidize the cost of the meals for
    persons who could not afford the $7.50 a day meal charge.

             Develop or increase recreational programs for low and moderate income residents

             Provide access to information for all residents by publishing informational materials in Spanish and other
             languages

             Cooperate with neighborhood organizations in developing programs which will meet the needs of low income
             persons.

    Girl Scouts/Illinois Crossroads Council received CDBG funding for two programs aimed at two different age
    groups. Both Studio B and Nadie Como Yo/Uniquely Me, a bilingual English/Spanish program, promote
    reading literacy, self-esteem, and health/life choices among girls in elementary school, middle school and
    high school. Last year, 936 girls from Evanston schools enrolled in the programs.

    Open Studio Project enrolled 178 at-risk youth who participated in art and action workshops which offer
    creative outlets ways for youth to manage their anger and other adolescent emotions. They used CDBG
    funding to help provide these services.

    The Junior Wildkits provided scholarship funding to 70 participants in its sports and tutoring program at
    Evanston schools.



Section II                                                                                                           Page 12
City of Evanston, IL                                                                                      2005/06 CAPER



    The Police Department ran a Neighborhood Youth Outreach program with CDBG funding and made over
    1,200 street outreach contacts. The program works with young people who are involved in youth related
    disturbances or on juvenile probation and helps alleviate neighborhood tension and provide appropriate
    outlets for youth. Eleven Outreach youth participated in a Youth Empowerment Seminar Series. Outreach
    workers attended 22 community meetings and provided employment assistance, academic advocacy, home
    visits, crisis intervention and gang mediation.

             Provide assistance to Evanston’s elderly residents, helping them to obtain access to benefits and services.

             Ensure that persons and property are protected.

    The North Shore Senior Center’s Evanston/Skokie Valley Services (NSSC) program provided case
    management services for 890 senior citizens (134 Evanston residents), many of whom were very low
    income women living alone. The CDBG funded program assisted 560 seniors who were disabled or had
    special needs. The Evanston senior case manager also provides on-site services at four senior public
    housing buildings, the Fleetwood/Jourdain senior nutrition site and the Levy (senior) Center. Staff services
    were also provided to low vision, wellness clubs and facilitated grandparents raising grandchildren groups.
    NSSC’s services enable many of their clients to remain in their homes with the assistance of supportive
    services.

    The Police Department’s Senior CDBG-funded Crime Prevention Specialist provided information and
    services to Evanston’s senior citizens through educational meetings, distribution of Senior Crime Prevention
    manuals and File of Life refrigerator magnets containing the individual’s emergency medical information.
    During the 2005/06 program year 4,178 Evanston seniors were provided services by the Senior Crime
    Prevention Specialist. 159 elder abuse cases were referred to Metropolitan Family Services for investigation
    and disposition; 468 seniors were referred to other Evanston organizations for assistance and services;
    1,257 File of Life cards were distributed; 648 Senior Crime Prevention manuals were distributed; 368 seniors
    attended educational seminars and community meetings about crime prevention for seniors; and 96
    Evanston taxi drivers received sensitivity training on how to deal with older adults. The crime prevention
    specialist works closely with managers and residents in HUD-assisted buildings, Jacob Blake Manor and
    Ebenezer Primm Towers, as well as Housing Authority of Cook County buildings at 1900 Sherman and 2300
    Noyes Court.

             Conduct educational programs to prevent foreclosures and predatory lending.

    Interfaith Housing Center received a 2005/06 CDBG grant to provide educational information about
    Predatory Lending practices and reached 275 Evanston residents with information. Eighty-one persons
    attended educational forums and the agency provided consultation to 42 agencies or organizations which
    served Evanston residents. They also reviewed 18 mortgage loans for predatory lending characteristics.
    This program was discussed earlier under the Housing goals.

             Conduct outreach to families.

    Metropolitan Family Services provided psychiatric services and counseling using CDBG funds to eight
    parents of children who participated in the agency’s family support and counseling program and child &
    adolescent mental health program.

    Evanston Shorefront/ the Legacy Project provided educational programs on the history of the north shore’s
    African American population and their contributions to the local community and to society. CDBG funding
    assisted in the project’s outreach efforts and special programs.

             Coordinate resources.

    CDBG Administration encompasses a number of tasks, from implementing CDBG funded programs such as
    Adopt a Fancy Can and Neighborhood Façade Improvement, to providing technical assistance to grantees,
    to disbursing funds and monitoring program accomplishments, to community development planning. In
    Report Year 2005/06, $313,393 was allocated for CDBG Administration, in conformance with the 20% cap
    allowed by program regulations.

             Help meet day care needs of low and moderate income families

             Provide programs and services for underserved populations, such as female heads of households with children
             under age 18.

    CDBG funds were awarded to Reba Early Learning Center for capital improvements to the day care center
    which is located in the CDBG Target Area and serves predominantly low income families. The activity is
    described further in the Public Improvements section.



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City of Evanston, IL                                                                                           2005/06 CAPER



    Funding from the Mental Health Board provided funding to support expenses for the Child Care Center of
    Evanston, Infant Welfare Society of Evanston and the Child Care Network of Evanston. A number of families
    served by these day care centers are female heads of households with young children.

    In addition, the mental Health Board awarded grants to Family Focus which provides a Pregnant and
    Parenting Program for Teens and other programs that assist underserved populations.

              In conjunction with service providers, coordinate access to programs for the treatment of alcohol and substance
              abuse.

    Mental Health Board funding addressed these needs in 2005/06 with funding for PEER Services and
    Dimensions Mental Illness/Substance Abuse Collaboration.

              Provide services to residents with disabilities in order to integrate them into the community.

    Housing Options serves people with chronic mental illness, particularly schizophrenia and bi-polar disorder
    mental illness by managing scattered site housing and access to support services. Residents are able to live
    independently without live-in, on-site staff but are supported by Housing Option’s team that includes social
    workers, a nurse, case managers, and psychiatrists. The agency received multi-year funding in Supportive
    Housing grants as well as funding from the Mental Health Board to carry out their activities in 2005/06.
    Housing Options purchased a 10 unit building in January, 2006 in order to expand their services, made
    possible by a $1 million private donation.

    The Mental Health Board provided funding to other organizations that assist persons with disabilities and
    help integrate them into the community, such as Center for Independent Futures and SHORE.

    II-A-3.   Public Facilities, Public Improvements, Environment and Community Appearance

    Public improvements maintain public facilities and infrastructure, thereby providing access and improving the
    livability of neighborhoods for low and moderate income residents. The improvements undertaken during the
    report year address the Consolidated Plan goals and objectives relating to transportation, infrastructure,
    parks, open space, recreation, and public buildings.

              Ensure that public buildings, parks, and curb cuts are ADA-compliant to provide access for disabled residents.

              Maintain the street system, including curb and sidewalk replacement, street and alley paving, and alley
              resurfacing which provide, safe, efficient, and convenient access to homes and business establishments.

              Ensure that there is sufficient parking in neighborhoods and the downtown business district and that parking
              lots and structures are maintained in safe condition and have sufficient lighting.

    The City’s Public Works Department used $150,000 in CDBG funds to fund, in part, four alley paving
    projects in the CDBG Target Area.

    Public Works also installed or corrected 78 ADA accessible curb ramps where the existing curbs were non-
    compliant with accessibility standards for persons with disabilities. Locations were identified by monitoring
    citizen complaints. Deteriorated curbs (2,117 lineal feet) and sidewalks (18,530 square feet) were also
    replaced along street segments in the CDBG Target Area.

    CDBG funds were used to pay special assessments totaling $80,000 for 35 income-eligible property owners
    affected by alley paving projects who would have otherwise been adversely impacted by the cost of the
    public improvement adjacent to their properties.

    Annually the City develops a five year Capital Improvement Plan which addresses capital needs of the City.
    Recent estimates have indicated a $300 million capital need in Evanston. During the past several years staff
    has undertaken a variety of comprehensive assessments of the following capital needs: the Comprehensive
    Pavement Study; Parks, Forestry and Recreation Strategic Plan, the analysis of the Civic Center, the Ten
    Year Sewer Improvement Program, Street Lighting, Chicago Avenue and Howard Street Streetscape, the
    current development of the Information Services Strategic Plan, as well as the development of the City
    Strategic Plan.


    The most recently developed capital plan calls for the following future funding levels:
    2007/08          $42 million



Section II                                                                                                           Page 14
City of Evanston, IL                                                                                       2005/06 CAPER


    2008/09             $23 million
    2009/10             $22 million
    2010/11             $27 million
    2011/12             $22 million

    The use of CDBG funds for infrastructure in the target area is consistent with the goals of the City’s Five
    Year Capital Improvement Program. Major priorities for the CIP include: sidewalk, alley and road
    improvements; park rehabilitation, the rehabilitation of City facilities, water and sewer improvements,
    streetscape enhancement, street light upgrades, neighborhood traffic calming, traffic signals upgrades and
    beautification. The City’s draft Capital Improvement Plan for 2005-2009 was described in Chapter 1, with
    additional information in Appendix 1.4. Total capital expenditures proposed for 2005-2009 are $98.5 million,
    and $32.3 million is budgeted for 2005-2006.

              Improve energy efficiency in recreation and other public buildings, and rehabilitate outdated and inadequate
              public buildings with special emphasis on making the buildings accessible to physically disabled persons.
              Strengthen the image of the community by emphasizing appearance and design in redevelopment and
              rehabilitation of public and private facilities that primarily serve low and moderate income persons.

    The Weissbourd-Holmes Family Focus Center received $50,000 to repair several problems with its current
    heating system. These improvements will increase the longevity of the center’s two boilers and increase the
    efficiency of its existing heating system. Family Focus Center is a community focal point, used by residents
    for community meetings, workshops and family events. It is also home to several community resources
    including, Family Focus Our Place, The McGaw YMCA’s Foster Reading Program, Infant Welfare Teen
    Baby Nursery, Peer Services, City of Evanston Youth Service Bureau, Connections for the Homeless and
    several youth sports programs. The population served by these programs comes primarily from low to
    moderate income households.

    Hemenway Methodist Church received $50,000 towards the construction of an elevator to assist clients of
    several community services housed within its building. These programs include a soup kitchen, medical
    supply closet, food pantry and a bilingual pre-school and day care center. This project will expand the
    availability of these programs to populations until now hindered from access, specifically the elderly and
    physically disabled.

    Reba Place Early Learning Center received $50,000 in CDBG funds to renovate its facilities. Repairs
    included replacing the flooring through out its facility, replacing single pane windows with energy efficient
    windows, and updating the building’s siding, signage, and sidewalk. Reba Place Early Learning Center is a
    medium sized child care facility that focuses on serving a diverse population of children and families. The
    majority of its target population is low-to-moderate income families.

    McGaw YMCA began work at its SRO residence to replace a 75 year old service elevator that was beyond
    repair. Over 200 men, most very low income, are provided short and long-term housing at the YMCA.

    The Community Development Department’s Neighborhood Public Improvements program makes funds
    available for community groups who apply for specific improvement.


              Provide and maintain recreation buildings, parks, and other open areas to meet the recreational needs of CDBG
              Target Area residents.

              Improve the safety of CDBG Target Area playgrounds to meet U.S. Consumer Product Safety Commission
              standards.

              Improve the physical appearance of the community, especially in the CDBG Target Area, through landscaping of
              parks, housing, commercial rehabilitation, and neighborhood cleanup.

    In the Report Year, $194,821 in CDBG funds were expended in 2005/06 for park, playground and
    community recreational facility improvement projects located in the CDBG Target Area. Projects include:

    Ridgeville Park District completed the installation of outdoor lighting in Brummel Park in 2005-06. Residents
    of all ages use Brummel Park. The park contains a play system, open space for a variety of recreational
    play, and benches. This project received $16,000 of CDBG funding. The lighting plan enhances the
    recreational services and safety for the park during peak periods of usage. The lighting plan was also
    supported by the Evanston Police Department.




Section II                                                                                                          Page 15
City of Evanston, IL                                                                                  2005/06 CAPER


    2005/06 was the second year of funding for renovations to Mason Park Field House and the surrounding
    exterior grounds. Improvements to the field house which were completed this year were ADA accessibility
    improvements to its entryway and washrooms, the installation of central air conditioning and a new heating
    system, replacement of deteriorated windows and doors, roof repairs, and electrical/lighting improvements.
    Work also included significant renovations to exterior grounds, including pathway and patio reconstruction,
    new site furnishings, construction of a park entry feature, basket ball courts, baseball field, lighting system,
    fencing and landscaping. These facilities are located in Census Tract 8095, which contains a high
    concentration of low and moderate income persons, minority residents and where approximately 12.6% of
    the population is below the poverty line.

    The existing east wall window system of the gymnasium at the Fleetwood-Jourdain Community Center was
    replaced with an industrial storefront window system in order to ensure safety and provide adequate
    structural strength to withstand the structural forces of spectators leaning against the windows. This project
    received $75,000 in CDBG funding in 2005-06. The building contains a variety of recreation/activity rooms
    and facilities which are used for a variety of programs: martial arts, a senior nutrition program, after-school
    care, fitness programs, basketball leagues, and arts and crafts. It is located in census tract 8092 which
    consists of 55% low and moderate income persons in the 2000 Census.

    The Evanston Community Development Corporation received funding in 2005/06 to establish program
    plans, undertake fundraising efforts and address community revitalization goals. It was involved in a 27 unit
    affordable “rent to own” proposal for Darrow Corners that ultimately did not receive Planned Development
    approval, assisted with promoting and implementing a regular homeownership education program , and
    assisted the Evanston Housing Coalition in involving local workers in its home ownership development
    projects.

    The City’s graffiti inspector removed 1,466 incidents of graffiti from public property (i.e., street lights, traffic
    signals, mailboxes) in the CDBG target area.

    The City of Evanston’s Planning Division facilitated an Adopt a Fancy Can program for residents living in the
    CDBG target area. The purpose of the program is to discourage littering by the placement of trash
    receptacles on residential parkways to enhance the appearance of neighborhoods. Thirteen residents
    adopted new decorative trash receptacles (fancy cans). In adopting a fancy can, the resident enters into an
    agreement with the City to maintain the fancy can. Along with the fancy can, an initial supply of trash bags
    is supplied. Since the inception of the Adopt a Fancy Can program in 2002/03, forty-five fancy cans have
    been adopted by target area residents and purchased with CDBG funds. The amount of litter on parkways
    throughout the CDBG target area has been markedly decreased by the presence and use of the fancy cans.

    II-A-5.   Economic Development

    Economic development initiatives strengthen Evanston’s economic position, improve revenue streams,
    contribute to the revitalization of targeted areas, enhance the physical quality and diversity of business
    services and create new job opportunities, particularly for low and moderate income persons.

              Neighborhood revitalization (CDBG, TIF, CIP, HOME, sales tax sharing)

              Downtown development (TIF, bonds, CIP, sales tax sharing)

              Tax base enhancement strategies (TIF, bonds, sales tax sharing)

              Job generating business development (industrial & commercial)

              Housing development (market rate financing, HOME assistance, Mayor’s Special Housing Fund)

              Redevelopment of distressed properties (TIF, sales tax sharing).

    The Minority, Women & Evanston Business Enterprise Program received CDBG funding for its operations in
    2005/06. The primary purpose of the City of Evanston’s Minority, Women and Evanston Business Enterprise
    Program (M/W/EBE) is to identify and promote opportunities for M/W/EB enterprises with an emphasis on
    City procurement and redevelopment projects. The goal is effectuated by (1) identifying companies that are
    ready, willing and able to provide commodities, services and construction trades, (2) educating M/W/EB
    enterprises about the bidding process and (3) enabling and reporting the utilization of M/W/EB enterprises
    for general and subcontractor participation by requiring 25% M/W/EBE participation on all projects equal to
    or exceeding $20,000.




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    Evanston’s Minority/Women/Evanston Business (M/W/EBE) program assists in capacity building for
    minority, women and Evanston based businesses by facilitating their inclusion in City-bid projects and
    purchase of services. The City of Evanston has a goal of 20% M/W/EBE participation in City-sponsored
    construction projects (25% M/W/EBE participation for large projects). The M/W/EBE program also
    coordinates other services to minority, women-owned and Evanston based businesses, such as keeping a
    list of residents interested in construction work and requesting that construction firms awarded City contracts
    consider hiring residents for their project. This program also assists businesses, which create jobs for low
    and moderate-income persons, co-sponsors one to two Chicago area vendor fairs a year in collaboration
    with Northwestern University, Evanston Hospital and Resurrection/St. Francis Health Care, and conducts
    periodic training for small businesses.

    Two TIF District projects have a 25% targeted group participation: the Sherman Plaza Redevelopment
    Project which is well underway, and the Howard/Ridge Redevelopment Project with an imminent start up.

                  M/W/EBE participation to date for the Sherman Plaza Redevelopment Project
    W.E. O’Neil Construction Company
            Sherman Plaza Parking Garage       Total Hard Costs $34,996,676 (100%)

             EBE                        $ 2,587,537    ( 7.4%)
             WBE                          2,272,575    ( 6.5%)
             MBE                          3,579,057     (10.2%)
             Total                      $ 8,439,169     (24.1%)

             Focus Construction Company
             Sherman Plaza Condominium and Retail    Total Hard Costs $67,873,236 (100%)
             EBE                     $ 308,009 ( .5%)
             WBE                         695,565 ( 1.0%)
             MBE                       1,360,541 ( 2.0%)
             Total                   $ 2,364,115 ( 3.5%)

                          M/W/EBE participation to date for the Howard/Ridge TIF District
    The Howard/Ridge Redevelopment Project will begin with Howard Street Station Apartments, a 221 unit, 17
    story, market-rate apartment building. The total project cost is $43,630,730. The general contractor, Weis
    Builders sought and received targeted group participation waivers $41,726,560. Projected targeted group
    participation amounts to $1,904,170 and is categorized as follows:

             Weis Builders
             Howard Street Station Apartments           Total Hard Costs          $43,630,730
             EBE                       $ 284,500 ( 0.7%)
             WBE                            223,454 ( 0.5%)
             MBE                          1,396,216 ( 3.2%)
             Total                     $ 1,904,170 ( 4.4%)
             Weis Builders has agreed to provide 8 Evanston residents employment on this project.

    Fourth Quarter
    Purchasing Department Awards:
            EBE                      $ 162,781 ( 4.5%)
            WBE                           92,312 ( 2.6%)
            MBE                         109,804 ( 3.0%)
            Total                    $ 364,899 (10.1%)
    Purchasing Awards </= $19,999.99 total $ 3,580,420

    4th Quarter Council Awards >/= $20,000 total $3,432,325
             *EBE                      $     0     ( 0.0%)
             WBE                         257,249 ( 7.5%)
             MBE                         261,124 ( 7.6%)
             Total                     $ 518,373 ( 15.1%)

    *North Shore Towing was awarded a three year towing contract. The contract can be extended twice for a
    one year term based on performance during the first three year period.

    Council Awards FY 2005/06 >/= $20,000 total $13,992,731




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             EBE                          $   421,246   ( 3.0%)
             WBE                            1,123,648   ( 8.0%)
             MBE                            1,593,371   (11.4%)
             Total                        $ 3,138,265   (22.4%)

    FY 2005/06 Council awards fell below the 25% M/W/EBE participation goal due to market factors and user
    department decisions as follows:
        •   Targeted group companies did not have capabilities to bid as a prime contractor.
        •   The prime contractor requested and was granted a waiver of targeted group participation due to the
            prime’s inability to identify ready, willing and able sources to fulfill all or a part of the targeted group
            goal.
        •   The user department had targeted group participation either reduced or totally waived.

    Although the City of Evanston has used Tax Increment Financing Districts (TIF) as a strategy for creating
    development opportunities and increase revenue streams since 1985, the continued use of carefully
    targeted TIF Districts as a development strategic goal was officially made a goal of the City’s HUD
    Consolidated Plan for 2005/06.

    The City of Evanston has experienced success during the past sixteen years with attracting multi-million
    dollar commercial and residential development projects in various parts of the community with Tax
    Increment Financing Districts. To date, six Tax Increment Financing Districts have been established in
    Evanston. The TIF Districts are: Downtown II TIF District #1; Southwest TIF District #2; Howard/Hartrey TIF
    District #3; Washington National TIF District # 4; Howard/Ridge Street TIF District # 5 a special CDBG target
    area and West Evanston TIF District #6, also a special CDBG target area.

    Downtown II TIF District #1: Established in 1985
    The Downtown II TIF District was approved in 1985. After facilitating the relocation of and thus retaining
    existing businesses located in this district to other parts of the city development of Church Street Plaza took
    place between 1999 and2003. This project includes a new 1,400 space municipal garage, a 150 room Hilton
    Garden Hotel, an eighteen screen cinema new seven story office building, a 207 unit upscale residential
    tower, a major book store and various retail boutiques and restaurants. The new cinema attracted more than
    one million visitors in its first year of operation in 2000 and continues to draw visitors from around the area.

    Several more residential development projects have been completed in the downtown area and other parts
    of the City. More are slated for completion in various parts of the City during the next few years. Prior to the
    formation of the TIF District and subsequent development projects, the City was receiving $300,000 per year
    in real estate property tax revenue from this district. In 2003 the amount the City received in real estate
    property tax revenue was over $5 million. The 1985 base Equalized Assessed Valuation (EAV) for the
    properties prior to the Church Street Plaza development projects was $1,835,672. The EAV for fiscal year
    2003/4, reporting year 2005, was $82,002,602.

    While real estate and sales tax revenues have been impressive as a result of this development project, just
    as important were the retention of over 300 jobs and the creation of approximately 300 new jobs as a result
    of the improvements made, many of which were filled by low and moderate income residents. The
    Downtown II TIF district is easily accessible via public transportation, bicycles and walking.

    Southwest TIF District # 2: Established in 1990
    The Southwest TIF District is located in an area that required significant environmental clean-up before
    redevelopment could proceed. Wards Manufacturing, a long-time Evanston manufacturer, was relocated
    from its site in the Downtown II TIF district to the Southwest TIF district, thus retaining an important
    employer in Evanston.

    The City was able to attract a Sam’s Club store to this area, creating 200 jobs. Sam’s Club continues to be
    a prime employer in Evanston and makes a significant contribution to the economic vitality of the City. Sam’s
    Club recently expanded services by adding a gas station, prompting additional employment opportunities.
    The 1990 base year EAV for properties within the Southwest TIF district was $1,007,606. In fiscal year
    2003/4, reporting in 2005, the EAV was $7,620,998. The Southwest TIF District has performed so well that
    the City may consider an early retirement in 2006 for this district.

    Howard/Hartrey TIF District # 3: Established in 1992
    The establishment of the Howard & Hartrey TIF District #3 was the third TIF established by the City.
    Anchored by a Jewel/Osco store, other tenants are Best Buy; a World Bank branch; an Office Max and a



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    Target store. Sales tax revenues alone generated from the stores at the Howard/Hartrey Shopping Center
    represent approximately 25% of the City’s total sales tax revenue stream. Over 500 hundred full and part-
    time job opportunities were created. The 1992 base year EAV for this district was $7,034,353. For fiscal
    year 2003/4, reporting in 2005, the EAV was $20,252,929.

    Washington National TIF District #4: Established in 1994, Amended in 1999
    After the Washington National Insurance Company headquarters, a long-time Evanston employer, relocated
    outside the city in the late 1980’s, the Washington National TIF District was created to redevelop a key lock
    in downtown Evanston. A residential/retail project was developed on the site, and includes a residential
    building, Park Evanston, with 283 rental units, plus street level stores.

    In 1999 the Washington National TIF District boundaries were extended to accommodate a new multi-million
    dollar development project for the downtown area bounded by Church Street, Sherman Avenue, Davis
    Street and Benson. Known as Sherman Plaza, construction is largely completed. Upon completion,
    Sherman Plaza will consist of a new 1,500 space municipal parking garage, a 212 unit condominium
    building, a health club and retail spaces. The condominium units are approximately 90% sold.

    While not known specifically at this time, a significant number of new jobs are expected to be created from
    this redevelopment project. This area is also conveniently located to public transportation. The base EAV for
    this district was approximately $25,000,000. In fiscal year 2003/4, reporting in 2005, the EAV has exceeded
    $45,000,000.

    Howard Street TIF District # 5: Established in 2004
    A fifth TIF District was established in 2004 along Howard Street from Ridge Avenue east to the City limits at
    the Howard Street CTA station. The Howard Street TIF district encompasses an economically distressed
    area. Bristol Chicago Development L.L.C. has received approval from the City for construction of a 221 unit
    rental residential building to be located one block west of the Howard CTA station.

    Construction is expected to begin in the early summer of 2006. The developer has committed to a minority
    construction and ancillary services hiring goal of 25%, exceeding the City’s posted voluntary goal by 10%.
    Additionally, eight employment positions with the developers firm are reserved solely for Evanston residents.
    The City of Chicago’s Gateway redevelopment project, located on the south side of Howard Street west of
    the CTA station, (construction of a new CTA station is planned for Howard Street) adds to the improved
    economic climate in the Howard Street area, which will be further enhanced with the planned construction of
    a new CTA station at Howard Street.

    Based on focus group analysis and historical commercial uses on Howard Street, the overall objective for
    this new TIF District is to stimulate residential development with commercial/retail at critical intersections.
    The base EAV for this district is approximately $5.9 million. However, there were no revenues or expenditure
    data for the 2005 reporting year.

    West Evanston TIF District #6 Established in 2005:
    The West Evanston TIF District # 6 was established in the fall of 2005. The largest portion of the City’s
    minority population lives in close proximity to this district’s boundaries.

    Creation of the district was the result of mutual efforts of the City, neighborhood stake holders and
    organizations; concerned citizens and merchants, both in the neighborhood and throughout the City.
    Residential dwellings were deliberately excluded from the TIF district boundaries. The land area is
    comprised primarily of vacant railroad right of way land and vacant or poorly performing
    commercial/manufacturing space. No significant development has occurred within the boundaries of this
    district for decades.

    From the beginning the belief was that the new district would be propelled primarily by smaller residential
    and residential/mixed use development projects. Since the creation of the district, a forty unit townhouse
    development project has been approved although a twenty-seven unit affordable housing development
    project was denied. Additionally, several developers have presented development concepts in various parts
    of the district and inquiries from interested developers or agents are regularly received.

    There has been so much interest to the point that the City established a 130 day moratorium on
    development to enable the development of a comprehensive strategic plan for the district. Concerns ranged
    from establishing proper zoning; appropriate land massing for particular types of developments; capital
    improvement needs; appropriate scale and architectural blending, transitional borders with adjoining



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    communities, and green space creation. Other obvious objectives are the creation of jobs; minority/women
    and Evanston based businesses participation in all aspects of any projects and neighborhood
    enhancements.

    The City issued a Request For Qualifications (RFQ) to aid in the district planning. Of the dozen responses
    received as a result of the RFQ, the City selected four firms as qualified to meet the objectives. The City will
    shortly provide the firms with a Request for Proposals (RFP) to begin the detailed work required design
    plans and urban infill objectives.

    The original four TIF districts have performed at or better than expectations in terms of generating
    incremental real estate tax revenues, sales tax income stream and creating jobs; increased revenues have
    not yet been realized from the City’s newest TIF district, Howard Street.

     In addition, financial performance of the four TIF districts has generated sufficient revenue to meet annual
    debt obligations and to provide Evanston’s two school districts with over $600,000 per year in revenue. The
    school districts utilize these restricted funds to provide job training for targeted residents. It is anticipated that
    the City will join the school districts in a new Intergovernmental Agreement which will raise the annual
    amount for the schools to $800,000.

    The City of Evanston, in developing unique project development agreements, incorporates participation
    requirements and goals for inclusion of minority, women-owned and Evanston based businesses (M/W/EBE)
    in development projects. The City has established a mandatory 25% participation rate for M/W/EBE’s and a
    voluntary 15% goal for hiring Evanston residents to work on development projects.

    Other Economic Development Efforts
    In keeping with the HUD Consolidated Plan Goals, the City has employed sales tax revenue sharing
    programs with limited life terms, to assist developers in building and/or rejuvenating riskier shopping centers
    or commercial buildings that are not located in TIF districts.

    Using this revenue sharing program, the City has enjoyed a successful collaboration with Home Depot in its
    shopping center development project, located in southwest Evanston at Oakton Street east of McCormick
    Boulevard. The shopping center’s retail establishments are providing substantial sales tax revenues as well
    as creating employment for more than 350 people.

    The tax revenue sharing agreement was also used for the Evanston Plaza shopping center located at
    Dempster and Dodge in west Evanston. This shopping center had been largely vacant and had been
    deteriorating for several years. With City of Evanston assistance, the developer was able to retain the
    Frank’s Nursery & Crafts store, give the shopping center a facelift, and attract a new Dominick’s Food store,
    an A.J Wright family store, several restaurants and new commercial spaces for other retailers. Sales tax
    revenues have increased significantly and 100 or more jobs have been generated. Unfortunately the Frank’s
    Nursery and Craft chain closed its doors and the developer has struggled in attracting a similar co-anchor for
    the shopping center. The developer is currently considering other emerging development opportunities for
    the vacant retail space.

    The renamed Main Street Marketplace shopping center, adjacent to the Southwest TIF District #2, has
    provided an economic boost to this west Evanston shopping area. The City entered into a sales tax revenue
    sharing program with a development firm and renovation of the shopping center was completed in 2005. The
    developer was able to retain the Marshall’s store, saving 50 jobs, attract a Food 4 Less food store which
    opened in 2004 and generated 150 new jobs.

    Fifteen new residential developments projects have been completed in downtown Evanston. Downtown
    hotel space has also been improved and the number of rooms increased. The historic Orrington Hotel
    recently went through a $30 million renovation by the new owners, and approximately 200 jobs were created
    to staff the refurbished hotel. A new Hilton Garden Inn was built as part of the Church Street Plaza project,
    and the Best Western hotel, also located in downtown Evanston, has been refurbished.

    The City of Evanston also recognizes the need to support small businesses located in neighborhood
    business districts and this support is also a goal in the Consolidated Plan. The City sponsors programs such
    as the Neighborhood Business District Improvement Program and the CDBG-funded Neighborhood
    Storefront Improvement Program. These programs are designed to attract and retain commercial
    businesses to the neighborhood business districts and to assist business district organizations in their
    development goals.



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    The Storefront Improvement Program provides rebates up to 50% of the cost of approved façade renovation
    projects. Renaissance Realty, a small, Evanston owned business, received a grant of $20,000 from the
    program. They used the funds last year for windows in the four storefront structure which was renovated at a
    cost of approximately $500,000 Another Evanston based small developer, Asas/Spatz Properties, received
    a $10,000 grant from the Storefront Improvement Program in 2005, representing 50% of the cost for
    particular façade renovation work. In the past, this development firm has rehabbed several vacant or under-
    utilized buildings in Evanston which have resulted in unique and attractive renovated projects in the context
    of industrial settings.

    Historically, Evanston has maintained several thriving neighborhood business districts. These districts have
    strong local business/community associations, which strive to promote economic development while
    preserving the unique character of each area. Many of the neighborhood business districts serve
    low/moderate areas of the City. The Economic Development Committee, consisting of five aldermen and
    four citizen members, administers the Neighborhood Business District Improvement Program which is
    funded by the City’s hotel tax. Through the program, funds are authorized for distribution to different
    neighborhood associations. The grants ranged from $5,000 to $15,000 and the funds have been used for
    such projects as transportation studies, holiday lighting, brochures, sidewalk repairs, installation of lamp-
    post banners, benches, banners, planters and curbside trash can containers.

    In similar fashion the City supports the Façade Improvement Program through its CDBG program. Rebates
    of up to 50% of the cost of renovation of the storefront, or $10,000 per storefront, are offered for approved
    projects in target area neighborhood business districts. The intent of the program is to restore storefronts,
    as much as possible and practicable, to their original appearance, while at the same time enhancing the
    overall appearance of the storefront. These projects are beneficial not only for the business owner, but also
    address code compliance issues and increase the attractiveness of the business district. In 2004/05,
    $45,000 in CDBG funds was expended for three projects. An additional $14,000 in both economic
    development and CDBG funds has been obligated toward one façade project. A companion program,
    funded with City economic development funds, is offered to commercial business owners in neighborhood
    business districts located outside the CDBG target area.

    A major neighborhood planning effort in the City’s west Side area has included a substantial economic
    development component. While people often debate the most appropriate revitalization strategy, there has
    been a significant increase in business and resident participation in planning for redevelopment in this area.
    Two new locally based business associations have emerged in this area over the past two years: the Dr.
    Hill Association and the E-Town Development Corporation.

    The Westside Citizens District Council has acquired 1817 Church Street, formerly owned by the City. The
    District Council is in the planning process to renovate the building in order to establish a Black American
    Heritage House and Technological Resource Center. It is envisioned that renovation of this historic three
    story building will help to anchor redevelopment in the Church/Dodge neighborhood business district.
    Private investment has increased in the west Evanston Ashland Avenue corridor of this neighborhood,
    including three projects which have converted vacant warehouses into live/work space and new job
    generating commercial space.

    The Evanston Community Development Association received CDBG funding in the report year to carry out
    economic development and neighborhood revitalization planning activities in the west side area. The
    organization collaborated with other agencies to offer a regular home purchase education series. They
    worked with a non-profit housing developer on plans for an affordable rent-to-own project, and met with local
    organizations and agencies on a variety of issues such as local employment and training opportunities and
    affordable housing.

    II-B.    Actions Taken to Affirmatively Further Fair Housing

    The City of Evanston has a Fair Housing Ordinance and is committed to promoting fair housing choice for all
    persons and to fostering compliance with the non-discriminatory provisions of its Fair Housing Ordinance.
    Evanston’s Fair Housing ordinance goes beyond most suburban laws because it bans discrimination based
    on sexual orientation. The City’s Human Relations Commission enforces the City’s Fair Housing Ordinance,
    as well as the Fair Employment Practices Ordinance and the Landlord and Tenant Ordinance. The goal of
    the Human Relations Commission is to ensure that all Evanston residents and workers, and everyone who
    desires to live or work in Evanston, is afforded an opportunity to grow and participate in all levels of the local
    society, regardless of race, color, creed, national origin, sexual orientation and economic and educational
    levels/groups.

    The Human Relations Commission planned to update the City’s fair housing brochure and publish it in
    Spanish. The Commission also participates or coordinates a variety of other activities, such as community



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    wide dialogues on race relations, civility, violence prevention, crime prevention and accessibility. The Human
    Relations Commission collects and distributes donations at Christmas time to needy families, and it
    sponsors the annual CommUNITY picnic in collaboration with the Evanston Police Department.

    Interfaith Housing Center of the Northern Suburbs received funds through the HUD’s Fair Housing Initiative
    Program for an 18-month private enforcement initiative, with Evanston included in their program area.
    Human Relations Commission staff respond to inquiries and concerns about property rental or purchase. It
    processes discrimination charges and also provides mediation services through the Alternative Dispute
    Resolution Program. In FY 2005/06 the Human Relations staff responded to 1,723 landlord/tenant questions
    and investigated 210fair housing complaints. Staff also performed four housing audits to test compliance
    with fair housing laws.

    The department takes a proactive approach to alleviating complaints, disputes and discrimination. It
    sponsors periodic education seminars throughout the year for landlords and tenants, realtors and community

    II-C.    Affordable Housing Activities

    The City supports Community Housing Development Organizations, other non-profit organizations and
    private developers that work to provide affordable housing. The City provided funding for six HOME assisted
    affordable housing projects in 2005/06 which addressed the goals of creating and maintaining affordable
    housing. Two CHDO’s, Reba Place Development Corporation, and Evanston Housing Corporation,
    completed ownership project in the Report Year, as well as a private developer, Econ Housing Corporation,
    and another non-profit organization, Evanston Community Development Association. The projects are
    described in more detail in the HOME Program narrative in Section III. The projects resulted in three new
    condo homeowners at 836-838 Elmwood, one town home owner at 1720 McDaniel, one single family owner
    at 1735 Brown, and three town home owners at 1734-38 Darrow.

    Affordable projects in development during the report year include nine affordable condominium units at 602
    Mulford, one single family rehab at 1933 Dodge and construction of two town homes at 1710-12 Dodge. The
    City provided local funding to purchase the property at the sight of the new construction, with the intent of
    rehabilitating it for sale to income eligible homeowners. After Evanston Housing Coalition purchased the
    property, however, it was decided to demolish the existing dilapidated building and build two new units as-of-
    right on the lot. Another CHDO, Housing Opportunity Development Corporation (HODC) joined with the
    Evanston Community Development Corporation on a proposal for 27 units of affordable rental housing in the
    Fifth Ward, and HODC was awarded a tax credit allocation from IHDA that would provide $6 million in equity
    for construction funding. After going through community meetings and the Plan Commission and Planning
    and Development Committee process, HODC’s proposed Planned Development was denied by the City
    Council in Program Year 2006/07 because of vocal neighborhood opposition to rental development at the
    chosen location.

    Other affordable housing efforts included a new Employer Assisted Housing Program for City of Evanston
    employees, which expanded on a pilot program. Two employees obtained downpayment grants through the
    program for the purchase of a home in Evanston in April, 2005. In November, 2006, the City Council
    approved a new program that would provide downpayment grants from the City’s Special Housing Fund for
    up to six employees, along with homeownership education. The program was revised to increase the
    income caps to 100% of median and increase the City’s grant amount from $5,000 to $8,000. The program
    was rolled out at the beginning of Fiscal Year 2006/07.

    The Families in Transition program provided rental subsidy funding to a family sponsored by Connections for
    the Homeless. Two new FIT subsidies were awarded to very low income families sponsored by Connections
    for the Homeless and the YWCA/Evanston North Shore.

    The Community Development Rehab Programs described in the Housing Goals section contribute to
    affordable housing efforts by helping to maintain decent rental buildings and helping owners take care of
    maintenance issues.

    The CDBG Revolving Loan Rehabilitation programs managed by the Community Development Department
    continued to provide loans to low income single family owners and multi-family rental buildings with low
    income tenants. The programs are described in more detail in Section II-A.

    Property taxes play a large role in housing affordability, and in 2005 the City worked with the Cook County
    Assessor’s Office on getting assessments based on affordable purchase prices of City assisted housing
    rather than market rate prices.




Section II                                                                                               Page 22
City of Evanston, IL                                                                             2005/06 CAPER




                                Affordable Housing Goals and Accomplishments
                                           Number of Housing Units

    Program                                    Five Year Goals 2005-2009              Units Achieved
                                                HUD Consolidated Plan               Report Year 2005/066
    Single Family                                                              19
    CDBG Single Family Rehab              16                                   11
    HOME Funded Single Family                                                  0
    Rehab
    HOME Funded Single Family                                                  7
    Purchase
    MSHF Single Family Rehab or                                                1
    Purchase
    Multi-Family                          28                                   9
    CDBG       Funded      Multi-Family   12                                   9
    Rehab/Acquisition
    HOME       Funded      Multi-Family                                        0
    Rehab/Acquisition
    MSHF Rehab/Acquisition                                                     0
    Other Category                                                             12
    Evanston Housing Corporation
    First Time Home Buyer Program                                              3
    Self-Help Paint Program               20                                   6
    Families in Transition                                                     3
    TOTAL                                                                      40


    II-D.    Continuum of Care Activities

    The Evanston Alliance on Homelessness oversees the Continuum of Care for persons who are homeless.
    The Alliance prepares the annual Continuum of Care Plan, reviews and ranks applications for state and
    federal homeless assistance funds, and submits an annual Plan to HUD.

    Monthly meetings of the Alliance are attended by community volunteers, City staff, service agencies,
    housing developers, and advocacy groups, among others. The Alliance is also a member of the Regional
    Roundtable on Homelessness, consisting of the City of Evanston, the City of Chicago, and the Counties of
    Cook, DuPage, Kane, Lake, McHenry, Will and Winnebago/Boone Counties.

    In 2005, the Alliance secured $655,293 from HUD through the SuperNOFA application for 3 projects.
    The housing and support services provided by agencies in the City’s Continuum of Care are described in
    Section II-A.

    II-E.    Other actions indicated in the strategic and action plans.

    As mentioned earlier, efforts continued in 2005/06 to establish an Inclusionary Housing program as
    recommended by the Housing Commission. The program would involve private developers in expanding the
    supply of affordable housing units.

    The City continues to implement HUD’s lead based paint hazard reduction strategies and received another
    Lead-Based Paint Hazard Control Grant from Cook County.           Funds have been used for lead hazard
    mitigation projects, and offset the additional costs incurred by the use of licensed lead contractors and
    remediation or lead-safe work.

    The Rehab Specialist in the Housing Rehabilitation Division, a licensed Illinois Lead Risk Assessor, is
    required to perform Lead Risk Assessments on most projects funded by a CDBG rehab loan prior to loan
    approval. If it is determined that there is lead-based paint in the work area and it would be disturbed by the
    proposed rehab work, the cost of lead abatement is included in the rehab loan. Projects in homes occupied
    by the disabled or solely by the elderly do not need to be assessed, but require lead safe work practices by
    trained contractors.




Section II                                                                                               Page 23
City of Evanston, IL                                                                             2005/06 CAPER



    Housing Choice vouchers enable lower income families to find affordable housing in Evanston and help the
    City to maintain its economic diversity. The Housing Authority of the County of Cook (HACC) administers
    the Housing Choice Voucher program for suburban Cook County and operates scattered site and senior
    housing in Evanston. As of September, 2005, 792 households in Evanston used Housing Choice Vouchers
    through HACC to subsidize their rent, approximately 200 less than the number three years prior. Due to
    budget reductions, the Housing Authority is not adding names to the waiting list other than for disabled
    persons or seniors.

    II-F.    Leveraging Resources

    The City of Evanston’s numerous community development goals and priority needs require the City to be
    successful in leveraging private and public investment beyond the resources provided by HUD and the City.
    Evanston as a diverse community has a history of successful private/public partnership to achieve public
    objectives that strive to enhance the city. Evanston is able to leverage the HUD funds it receives with
    funding from a variety of federal, state, local and private resources. The City also supports and encourages
    many public and private initiatives which address the needs of low and moderate income residents. In the
    report year, the following programs were known to be used for community development efforts:

    Other Federal Programs - Supportive Housing Program (HUD), Shelter Plus Care (HUD), Supportive
    Housing for Persons with Disabilities (Section 811 - HUD), - Public Housing and Housing Choice Vouchers
    (HUD), (HUD), the Federal Home Loan Bank Affordable Housing Program, Low Income Home Energy
    Assistance Program (LIHEAP).

    State Programs – Illinois Department of Family Services

    Private Resources - Community development corporations (Housing Opportunities Development
    Corporation, Reba Place Development Corporation, Evanston Housing Coalition), private banks, notably
    First Bank and Trust of Evanston, developers, investors and businesses.

    Local Programs - Evanston Housing Corporation’s First Time Homebuyers Program, Families in Transition
    Program, Emergency Assistance Services, General Assistance Program, Police Homebuyer Program,
    Mayor’s Special Housing Fund.

    For a description of these programs, please refer to Chapter V of the City’s Consolidated Plan or contact
    City staff.

    Investment of Evanston’s CDBG, HOME and ESG funds is matched with other public and private funding
    resources. ESG grants are matched dollar for dollar from other sources. HOME funds must have a 20%
    cumulative match requirement which has been exceeded.

    Individual property owner investment has been stimulated by the investment of public funds in many cases.
    This is especially true of Clyde Avenue near Howard Street, where the use of HOME funds was successful
    in rehabilitating two problematic properties which led to private investment in several larger buildings that
    have improved substantially.

    Planned developments have recently included developer contributions for affordable housing as a result of
    ongoing discussion concerning an inclusionary housing program that would require on-site affordable units
    in market rate developments, or contributions in lieu.


    II-G.    Citizen Comments

    Comments made at theJuly 20, 2006 Public Hearing on this report are attached.

    II-H.    Self-Evaluation

    The development of the 2004-2009 Consolidated Plan in 2004 was an opportunity to evaluate priority needs
    and identify gaps in addressing these needs. The five year goals reflect ambitious strategic direction to
    address these needs, beginning with the 2005-06 Fiscal Year.

    The City of Evanston is committed to providing programs and services which improve the quality of life for its
    residents and address the City’s community development objectives. Attached to this document are reports,
    generated by HUD’s IDIS (Integrated Disbursement Information System), which also describe the City’s
    accomplishments utilizing FY 2005/06 CDBG, HOME, and ESG funds.




Section II                                                                                               Page 24
City of Evanston, IL                                                                            2005/06 CAPER


    The City of Evanston obligates all of its annual CDBG and ESG funds to specific programs/projects by the
    beginning of its program year (March 1st.). Together with program income and reallocated funds from
    completed prior years’ activities,      Evanston was able to fund 39 CDBGprojects/programs and three
    administrative/planning activities for the 2005/06. Evanston also awarded ESG grants totaling $88,964 to
    three not-for-profit agencies providing services for homeless persons. HOME funds are obligated as
    applications are approved and a portion is reserved for CHDOs.

    The City disburses its HOME funds as loans for rental projects, and in various ways for home ownership
    projects depending on the need. Construction or rehab funds are either paid back in full or in part or are
    grants that allow the developer to reduce the purchase price below the market value and or the development
    costs. Funds are obligated when specific proposals are identified and approved and the City Council. All
    programs/activities are first reviewed by City staff, a Loan Committee, and the Evanston Housing
    Commission to ensure that they are feasible, address Evanston’s community development objectives and
    are consistent with the priority needs identified in the City’s Consolidated Plan. Both the Evanston Housing
    Commission and the City Council’s Planning and Development Committee recommend approval of HOME
    loans prior to City Council approval.

    The City of Evanston has three certified CHDO’s (community housing development organizations) which
    have developed most of the HOME-funded affordable projects. They are the Evanston Housing Coalition,
    Reba Place Development Corporation and Housing Opportunity Development Corporation. A fourth
    organization, the Evanston Community Land Trust, has applied for CHDO approval. The City has also been
    meeting with a new housing development organization, ECDA (Evanston Housing Development
    Association) and is in the process of identifying its first project.

    Staff who administer the CDBG, HOME and ESG programs work closely with City departments and
    Evanston service providers to ensure that HUD funds are spent as expeditiously as possible and
    programmatic objectives are met. The CDBG program continues to remain within HUD’s timeliness
    guideline, which is that no more than 1.5 times the annual grant allocation remains unexpended at the close
    of the program year. The City met its timliness deadlines for its HOME allocations but continues to explore
    other affordable housing projects for use of its HOME funds with its three CHDO’s and other housing
    developers.

    The City’s HOME program is under the direction of the Evanston Housing Commission and ESG grants and
    program oversight are performed by the City Council’s Human Services Committee. The Consolidated Plan
    was approved by HUD in March 2005.

    It is not possible to address every one of Evanston’s community development objectives and priority needs
    in any given year and solely with CDBG, HOME and ESG funds. However, it is through the leveraging of its
    HUD-provided federal funds with other public and private investment that Evanston continues to maintain its
    housing stock, provide job opportunities for low and moderate income residents and be a very desirable
    place where persons at many income levels want to live, work and enjoy leisure activities. Because the City
    of Evanston takes the initiative by utilizing its HUD funding to address its priority community development
    needs, other federal, public and private funders have and continue to be stimulated to invest in programs
    and activities which benefit Evanston residents, particularly low and moderate income residents.

    Three objectives for the next fiscal year have been developed based on evaluation of performance in 2005-
    06. They are:

    (1) Improve the timeliness and completeness of IDIS data entry and reports, through additional training of
    primary staff, cross training of back up staff and monitoring of IDIS timeliness by management staff. Staff
    received IDIS Training and technical assistance and have corrected the majority of previously identified data
    problems.

    (2) Create more affordable housing opportunities throughout the City and especially in West Evanston,
    consistent with the Consolidated Plan.

    (3) With input from Housing Commission, develop a request for proposals for HOME funded programs or
    projects, such as a downpayment program or program that can be used in conjunction with new construction
    private developments, and a mixed income rental project in a non-CDBG target area.




Section II                                                                                              Page 25
City of Evanston, IL                                                                        2005/06 CAPER


III. NARRATIVE STATEMENTS FOR CDBG ENTITLEMENT FUNDS

    III-A.    Assessment of the relationship of the use of CDBG funds to the priorities and specific
              objectives identified in the Consolidated Plan

    All FY 2005/06 CDBG funds provided to Evanston were obligated to programs and activities addressing the
    City’s priority community development objectives identified in the 2005-2009 HUD Consolidated Plans. At
    the close of the 2005/06 program year, $2,975,197 in CDBG funds had been expended for activities
    benefiting primarily low and moderate income persons. While most public service projects were completed
    within the 2005/06 program year, some public improvement projects remain on-going. The CDBG-funded
    activities primarily benefited low and moderate income persons, with over 50% of CDBG funds providing a
    direct benefit.


                                     Expenditure of CDBG Funds in FY 2005/06

               Priority Need                Amount Obligated/Expended               Percent of Total

    Affordable         Housing         &              $1,139,200                         41.86
    Homelessness

    Public Services                                     370,553                          13.61

    Public Facility & Improvements                      584,015                          21.46

    Open Space, Parks, Recreation                       216,710                          7.96

    Economic Development                                97,900                            3.6

    Administration of CDBG Program                      313,393                          11.51
    (includes neighborhood planning)

    TOTAL                                             $2,721,771                         100%

    CDBG funds were expended or committed for the following programs in Fiscal Year 2005/06. They
    addressed goals identified in the Consolidated Plan as detailed in Section II. Funds were awarded in
    2005/06 unless otherwise indicated.

     ORGANIZATION / AGENCY                 PROGRAM                                    AWARD      EXPENDED

     PUBLIC SERVICES                       $370,550 Expended in 2005/06
     Connections For The Homeless          Entry Point                                 $12,401         $12,401
     Evanston Community Defender           Evanston Community Defender's Office         45,304          45,304
     Evanston Ecumenical Action Council    Hospitality Center For The Homeless           3,819           3,819
     Evanston Jr. Wildkits                 Scholarship And Training Program              2,391           2,391
     Fisher Memorial AME Zion Church       First Base - Homeless Program                 4,764           4,764
     Girl Scouts/Il. Crossroads Council,   Studio B & Nadie Como Yo!/Uniquely Me!        4,300           4,300
     Interfaith Housing Center             Homesharing Program                          13,365          13,365
     Interfaith Housing Center             Predatory Lending Prevention                  4,764           4,764
     Legal Assistance Foundation/Chicago   Evanston Legal Services                       9,546           8,709
     Meals At Home                         Food Delivery To Seniors And Disabled         9,546           9,546
     Metropolitan Family Services          Psychiatric Services For Parents              4,764           4,764
     North Shore Senior Center             Evanston/Skokie Valley Senior Services       23,840          23,840
     Open Studio Project                   Art & Action Program For At Risk Youth        4,764           4,764
     Shorefront NFP                        The Legacy Project                            9,546           9,546
     Youth Job Center Of Evanston          Job Readiness, Placement And Follow-Up       67,980          67,980
     YWCA-Evanston/Northshore              Domestic Violence Services                   36,703          36,703
     City - Community Development          Graffiti Removal Program                     28,521          28,521
     City - Community Dev/Planning         Adopt A Fancy Can                             4,764           3,989
     City - Police Department              Senior Crime Prevention Program              19,093          19,093
     City - Police Department              Neighborhood Youth Services                  14,310          14,310
     City - Human Relations Commission     Summer Youth Employment Administration       47,677          47,677




Section III                                                                                            Page 26
City of Evanston, IL                                                                            2005/06 CAPER




     ORGANIZATION / AGENCY                  PROGRAM                                    AWARD         EXPENDED

     AFFORDABLE HOUSING AND                 1,139,200 Expended in 2005/06
     HOMELESSNESS
     City - Community Development           Administration                                 106,000     105,996
     City – Community Development           Housing Code Compliance                        248,000     240,566
     City – Community Development           Housing Rehab Administration                   238,000     237,991
     CD Loan Programs                       Single Family & Multi Family Rehab          Prgm Incm      286,598
     City – Health/Human Services           Handyman Program                                12,000       8,352
     CEDA/Neighbors at Work                 Minor Repairs/Painting Assistance              163,000     148,000
     City – Human Relations Commission      Housing Advocacy Program                        84,866      84,864
     Prior Years Allocations
     City – Health /Human Services          Adaptive Devices                                             6,383
     City – Facilities Management           Boiler Building Apartment                                   14,558
     City – Community Development           Demolition – Vacant Lot                                      5,892
     PUBLIC IMPROVEMENTS                    8 00,725Expended in 2005/06
     City – Community Development           Neighborhood Public Improvements                25,000         317
     City – Public Works                    Alley Improvement Program                      150,000     149,860
     City – Public Works                    Block Curb/Sidewalk Program                     75,000      65,071
     City- Public Works                     Special Assessment Assistance                   80,000      67,302
     City –Parks/Forestry & Recreation      Fleetwood Jourdaine Window Replacement          75,000      47,904
     City – Parks/Forestry & Recreation     Mason Park                                     360,000      64,791
     Ridgeville Park District               Brummel Park Lighting                           16,000      16,000
     Hemenway Community Services                                                            50,000      53,000
     Elevator
     Reba Early Learning                                                                    50,000      50,000
     McGaw YMCA Eelevator                                                                   50,000      12,115
     Family Focus                                                                           50,000      49,997
     Prior Years Allocations
     City – Public Works                    Accessible curb                                             64,612
     City – Public Works                    Street light Upgrade                                        41,853
     City – Community Development           S Evanston Neighborhood Security                             3,434
     City – Police                          Howard St, Enhancement, Outpost                              2,700
     Evanston Westside Citizen’s District   Black American Heritage Center                              24,066
     Council
     Reba Park                                                                                             450
     Fleetwood Jourdain                                                                                 85,656
     Fleetwood Jourdain East Wall                                                                        1,592
     ECONOMIC DEVELOPMENT                   97, 900 Expended in 2005/06
     City – Community Development           Neighborhood Storefront Improvement             20,000           0
     Evanston Community Devel. Corp.        Neighborhood Revitalization and Planning        25,000      25,000
     City – Finance Department              Minority, Women, Evanston Business              72,900      72,900
     ADMINISTRATION        OF     CDBG      $313,393 expended in 2005/06                               313,393
     PROGRAM
     City - Community Development -         CDBG Administration                            313,393     313,393
     Planning


    III-B.    Nature of and reasons for any changes in program objectives and indications of how the
              jurisdiction would change its programs as a result of its experiences

    Evanston’s priority needs and community development strategies were identified in the City’s 2005-2009
    HUD Consolidated Plan. Priority needs are reviewed by the City on a regular basis through citizen input at
    City boards and commissions, such as through the CDBG program’s annual Needs Hearing.

    The City of Evanston believes it has fully utilized its HUD-provided funding to address as broad a range of
    community development objectives as possible. The City of Evanston plans to continue to support a wide
    range of programs and activities which will address its community development objectives and provide
    services, affordable housing and economic development opportunities for low and moderate income
    persons.

    There were no changes in Evanston’s program objectives in FY 2005/06 from the objectives set forth in the
    City’s One Year Action Plan for FY 2005/06. In terms of on-going programs, the loan limits for the CD
    Revolving Loan Rehabilitation Programs were increased in the Report Year to accommodate the increased



Section III                                                                                           Page 27
City of Evanston, IL                                                                             2005/06 CAPER


    costs for repair work to bring the properties up to code. Housing programs may require enhanced marketing
    in the next program year to ensure more people are aware of the various products.

    III-C.    Completion of Consolidated Plan Actions;
              Assessment of the grantee’s efforts in carrying out the planned actions described in its
              action plan as part of the grantee’s certification that it is following a current HUD-approved
              Consolidated Plan

    The City of Evanston has fully utilized its allocation of FY 2005/06 CDBG and ESG funds. All CDBG and
    ESG funds were obligated to community development activities prior to the start of the 2005/06 program
    year (March 1, 2004).

    As of February 28, 2005, the City has utilized 100% of its 2005/06 HUD funding for programs and activities
    which address the priority needs identified in the 2000-2004 HUD Consolidated Plan. A total of $2,721,771
    was expended at the end of the 2005/06 program year (February 28, 2006). CDBG funds are leveraged with
    other public and private resources by grant/loan recipients to carry out programs and activities. City
    departments which receive HUD funding for their projects also leverage those funds with other city, state
    funds and grant sources.

    All applications for Evanston’s HUD funds are carefully reviewed by the City to ensure that the proposed
    projects are consistent with the priority needs and community development objectives identified in the City’s
    Consolidated Plan. The City also reviews and certifies all applications for other HUD programs (i.e.,
    SuperNOFA applications) for consistency with the City’s Consolidated Plan community development
    objectives.

    III-D.    National Objectives

    All the programs met one of the three national objectives which are to provide decent housing, provide a
    suitable living environment and expand economic opportunities.

    III-E.    Displacement of persons;
              Activities involving acquisition, rehabilitation or demolition of occupied real property

    The City of Evanston has a Residential Anti-displacement and Relocation Assistance Plan, which it
    implements in the event there is displacement or relocation of residents because of activities carried out with
    HUD funds. City staff closely monitors projects which could potentially involve relocation of residents to
    ensure that the Residential Anti-displacement and Relocation Assistance Plan and Uniform Relocation Act
    procedures are followed.

    If displacement or relocation is a possibility, information about the City’s Residential Anti-displacement and
    Relocation Assistance Plan are distributed to the persons affected and relocation assistance is provided, as
    needed. The City has never had to implement this plan for activities funded by the CDBG or ESG programs.
    Relocation assistance was provided to three residential tenants (temporary relocation) and one business
    (permanent displacement), who were relocated as the result of Reba Place Development Corporation’s
    rehab of a building at 806 Elmwood, HOME assisted project.

    III-F.    Economic development activities with unfilled jobs for low income persons

    There were no economic development activities which offered jobs for low income persons. The City of
    Evanston Business Development (M/W/EBE) program assists in capacity building for minority, women and
    Evanston based businesses by facilitating their inclusion in City-sponsored projects. This is done through
    participation, along with other Evanston employers (Evanston Hospital, Resurrection/St. Francis Hospital,
    Northwestern University, etc.) in vendor fairs, which give minority, women-owned and Evanston businesses
    an opportunity to learn about upcoming construction projects and other purchases.

    The Minority Business Coordinator also keeps a list of residents interested in construction work and
    requests that construction firms which are awarded City contracts consider hiring residents for their project.

    III-G.    Low and Moderate Income Benefit;
              Activities which serve a limited clientele not falling within one of the categories of presumed
              limited clientele low and moderate income benefit

    Several programs were funded under the presumed limited clientele low and moderate income benefit
    guidelines. Presumed benefit CDBG projects included the YWCA-Evanston/Northshore’s Domestic violence
    services, North Shore Senior Center’s Evanston/Skokie Valley Services, Connections for the Homeless’




Section III                                                                                               Page 28
City of Evanston, IL                                                                             2005/06 CAPER


    Entry Point program, the Evanston Ecumenical Action Council’s Hospitality Center for the Homeless, and
    First Base/Fisher Memorial A.M.E. Church’s First Base – Homeless Program

    III-H.    Program Income

    The CDBG funded Revolving Loan Fund provides rehab loans to low and moderate income owners of single
    and multi-family properties. In 2005/06, the City received $240,452 in loan repayments. In the 2005/06
    program year $213,100 in housing rehab loans were approved and disbursed.

     III-I.   Completed rehabilitation program projects

    In FY 2005/06 rehabilitation was completed on twelve single family housing units, which used approximately
    $280,000 in funding through the City’s Single Family Rehab Program. Eight owners were very low income,
    four were low income, five were female heads of household, eight were Black/African American and four
    were White.

    III-J.    Neighborhood revitalization strategy

    The City of Evanston does not currently have a HUD approved neighborhood revitalization strategy.
    However, the City has and continues to pursue neighborhood planning and revitalization activities in three
    locations within the City. Two of these, West Evanston and Southeast Evanston/Howard Street, are wholly
    located within the CDBG Target Area. In the third, the Chicago Avenue corridor, the City is working to
    strengthen the tax base and expand economic activities.       In addition, the Evanston City Council has
    recently completed and adopted a new strategic plan which created as a goal, “Define Evanston
    neighborhoods and ensure that they are safe, clean, and attractive.” This goal and its related strategies
    support and complement the City’s ongoing efforts within the CDBG Target Area.

    West Evanston Neighborhood Planning
    A three-year, City initiated neighborhood planning process for West Evanston successfully concluded in
    2004. This neighborhood study area is a sizeable portion of western Evanston, including portions of both
         th     nd
    its 5 and 2 Wards. It is entirely located within the CDBG Target Area. The planning process was guided
    by three stated principles: To understand problems/issues in the study area from the standpoint of all
    stakeholders; To improve the quality of life within the neighborhood by envisioning and creating a more
    vibrant area for families, individuals and local businesses; and To foster an environment where a diversity of
    people, interests and activities can coexist and feel a mutual sense of pride.

    The planning process resulted in the Canal-Green Bay road/Ridge Avenue-Church Street Study Area
    Planning Report. This neighborhood plan describes and prioritizes community goals, objectives and action
    recommendations organized within seven issue areas: Economic Development; Urban Design, Community
    Character, and Zoning; Public Infrastructure, Services, Streets and Transportation; Housing; Public Safety
    and Community Cohesion; and Youth. The report and its recommendations were approved by the Evanston
    Plan Commission in 2004 and adopted by the City Council in September 2005.

    In 2005-06 the City worked with local elected officials, community organizations, residents and the
    development community to attract the redevelopment envisioned by the Plan within these West Evanston
    neighborhoods. City staff assisted the Economic Development Commission and the City Council to
    establish the West Evanston TIF as one means of assisting worthy private developments which contribute
    economic activity and jobs to the area. TIF monies are also earmarked for local public improvements –
    including streetscapes and neighborhood beautification projects.

    Much of the area consists of vacant or underutilized properties, which are former industrial and commercial
    sites, or abandoned railroad right-of-way. Since the establishment of the TIF, several of these have been
    acquired for redevelopment and there has been an observed increase in real estate transactions within the
    area. Given the area’s obsolete industrial zoning designation and the probability of new development
    proposals, the area is in need of updated physical planning, design studies and land use regulations. During
    2006-07, the City will seek the professional physical planning and urban design services necessary to
    implement the goals of both the TIF and the adopted neighborhood plan. The expense for this will be paid
    through the City’s economic development fund, and eventually reimbursed by the proceeds of the West
    Evanston TIF.

    Southeast Evanston/Howard Street Neighborhood
    The City continues to focus its efforts on attracting and facilitating redevelopment projects to the Howard
    Street corridor.  This effort is consistent with the stated objectives in the Southeast Evanston
    Comprehensive Neighborhood Plan, developed by the residents with the assistance of the city staff. The



Section III                                                                                              Page 29
City of Evanston, IL                                                                             2005/06 CAPER


    neighborhood plan received a 1999 Illinois Best Practices certificate. Among the plan objectives are
    increased local homeownership opportunities and economic development.

    In 2003, the City designated the north side of Howard Street, between Ridge Avenue and the eastern
    corporate boundary, as the Howard-Ridge TIF District. Proceeds from the TIF will be used to assist
    redevelopment projects which meet the planning goals for the corridor. During 2005/06, the city continued
    to work with the developer of the first redevelopment proposal within the TIF. The City funded an
    independent analysis of environmental conditions on the site and began making major improvements to its
    public water service in the area. The City also incurred costs to replace a planter in the Howard Street
    streetscape that was damaged as a result of a vehicular accident caused by a DUI driver.

    Chicago Avenue Corridor
    Historically, Chicago Avenue had been a busy commercial strip, home to auto dealerships and other larger
    commercial uses. However, beginning in the 1980’s, the commercial base began to erode as dealerships
    closed or consolidated and a major supermarket closed its doors. In the early 1990’s, anxiety over losing
    property tax and sales tax revenues was somewhat allayed by the fact that interest was being expressed by
    developers of mixed-use projects. Encouraging and guiding the transition in land use within the corridor
    became the focus of a neighborhood planning process from 1997 to 1999.

    The resulting plan seeks to stimulate and guide the redevelopment of underutilized or vacant properties.
    The plan recommends the City provide a vision for the corridor that will promote an attractive development
    environment for prospective investors and developers, as well as for neighboring residents and businesses.
    Since then, this corridor continues to serve as one of the City’s major locations for new development. It is
    second only to downtown Evanston in terms of its growth in new residential units.

    A central component of the Chicago Avenue vision is the design for an updated, pedestrian-friendly
    streetscape. In 2000, the City used $75,000 of CIP monies to develop the Phase I, conceptual design for
    this streetscape. In 2002/03, the City again committed $97,000 in CIP monies to develop final engineering
    plans to construct the first section of the streetscape. In 2005/06, this “Prototype Block” was constructed at
    a cost of $242,201 approximately half of which was paid for by the developer. Also this year, for other
    redevelopment site, the City spent $128,000 to develop its streetscape plans. Now under construction, this
    segment of the streetscape will be completed using $150,000 of developer funds and approximately $13,300
    of City CIP funds. In order to get ahead of the curve for future redevelopment projects in the corridor, the
    City has contracted to complete the engineering for the remainder of both sides of the streetscape, from
    Greenleaf Street to South Boulevard. These plans will be finished by November 2006. The City will require
    future developments to design their sites in accordance with these plans.

    City of Evanston Strategic Plan
    To better focus its energies, operations and resources, the City of Evanston undertook a strategic planning
    process in 2005. Under the leadership of a consultant, the council, city staff, residents, civic groups and
    organizations, and local boards and commissions were engaged in a process to outline a strategic plan for
    the city’s future. Management staff and the Council established as its mission statement: The City of
    Evanston is committed to promoting the highest quality of life for all residents by providing fiscally sound,
    responsive municipal services and delivering those services equitably, professionally with the highest
    degree of integrity. This Mission is supported by three key Values: Economic Viability; Strengthening
    Community; and Environmental Sustainability.

    One of the goals aimed at strengthening the community is “Define Evanston neighborhoods and ensure that
    they are safe, clean and attractive.” To achieve this goal, a two year work program will be designed to
    inventory neighborhood resources, assets and needs and to identify existing service gaps, opportunities and
    threats. The Plan also calls for a methodology for responding to identified neighborhood needs – particularly
    in regards to multi-generational recreation opportunities and public safety.




Section III                                                                                              Page 30
City of Evanston, IL                                                                              2005/06 CAPER


IV. NARRATIVE STATEMENTS FOR HOME ENTITLEMENT FUNDS

    IV-A.     Use of HOME Funds and Consolidated Plan

    Working with its designated Community Housing Development Organizations (CHDOs) and other non-profit
    for for-profit groups, the City used HOME funds to benefit low and moderate-income residents. The three
    designated CHDOs are Evanston Housing Coalition, Housing Opportunity Development Corporation and
    Reba Place Development Corporation. They all manage affordably priced, well maintained rental units,
    provide technical assistance to other groups, and contribute in many ways to the provision decent, safe and
    affordable housing.

    Housing Opportunity Development Corporation manages four large multi-family buildings in Evanston in
    addition to their small rental properties. All of the units are affordable to a range of households under 80% of
    median and some units are also rented to other non-profit organizations such as Connections for the
    Homeless and Housing Options for their clients. Units at the rehabilitated Claridge Apartments, a former
    SRO at 319 Dempster, serve primarily extremely low income residents. HODC also provides Home
    Purchase Education Seminars in the area, and partnered with the City over the last 18 months in the City’s
    Employer Assisted Housing Program.

    Evanston Housing Coalition remains active in the west Evanston neighborhood, and is in the process of
    rehabilitating the five single family rental properties it has managed for 10 years. The homes will be sold to
    income-eligible purchasers at affordable prices, with resale restrictions in order to keep them affordable.
    They also continue to manage one multi-family rental building for low income tenants. They recently
    purchased a troubled property at a key location on the City’s west side, and are building two new town
    homes there which will be sold to income eligible buyers.

    Reba Place Development Corporation owns and manages several rental properties on the City’s southeast
    side. During the last year, Reba Place completed its first condominium conversion project and purchased
    another building to convert to affordable condominiums. Last year they assisted a new housing development
    organization, Evanston Community Development Association, with its first affordable housing project, and
    they are providing technical assistance and project management to the organization on their second project

                                     HOME Projects Undertaken in FY 2005/06

    During the 2005/06 program year, the City was involved in six HOME-assisted projects, all of which were
    ownership projects, with $1,749,400 in funding disbursed or committed to the projects. The high cost of land
    and construction in Evanston has resulted in a higher subsidy per unit and subsequent changes to
    affordability provisions. The subsidy is roughly equivalent to the difference between market value and the
    price a low income household can afford. The average subsidy of 2005/06 projects was approximately
    $80,000 per unit.

    Previously, the City used recapture provisions on ownership projects during the affordability period, but
    changed to resale restrictions for subsidies over $15,000 per unit due primarily to rapid appreciation in the
    Evanston housing market. Four of 13 HOME assisted units with recapture provisions have been sold by the
    initial owners at market prices unaffordable to other low income households. The subsidies were forgiven
    over the length of the affordability period and the unforgiven portions were recaptured, and most owners
    received a significant return on their investment. One of the objectives in the Consolidated Plan is to
    maintain affordable opportunities. With Resale Restrictions in place on more recent projects, the homeowner
    does not have to pay back any portion of the subsidy, but can not re-sell the property for more than the
    prescribed formula. Thus the affordability is hopefully maintained for 15 to 20 years, while the homeowner
    still gets a fair return if he or she sells the property before the end of the affordability period.

    Although the Consolidated Plan calls for both affordable homeownership and rental housing, every HOME
    project undertaken in Fiscal Year 2005/06 was for owner-occupied housing as a result of economic
    conditions that made rental operations more costly. Interest rates rose in the last year from the record lows
    but remained favorable and again helped fuel demand for first time home purchases.




Section IV                                                                                                 Page 31
City of Evanston, IL                                                                              2005/06 CAPER




                                       HOME Projects in Fiscal Year 2005/06
    #     Developer        CHDO?      Status      Project Address Committed                   # Home      Ownership
                                                  Census Tract        Disbursed                Ass’td     Or Rental
                                                                                               Units
    1     Econ             No         Complete         1834-1838           $292,500 - D      3           Ownership
          Development                                  Darrow
          Corporation                                  8092
    2     Reba Place       Yes        Complete         836-838             $186,900 - D      3 of 5 in   Ownership
          Development                                  Elmwood                               project
          Corporation                                  8101
    3     Evanston         No         Complete         1717-B              $80,000 - D       1           Ownership
          Community                                    McDaniel
          Development                                  8092
          Association
    4     Reba Place       Yes        Underway         602 Mulford         $600,000 - D      9 of 12     Ownership
          Development                                  8102
          Corp.
    5     ECDA             No         Underway         736-38 Dobson       $360,000 -D       6           Ownership
    6     EHC              Yes        Underway         1710-12 Dodge       $230,000 – C      2           Ownership
          6 Projects          3       3 Complete;         $79,889           $1,749,400       26          Ownership
                           CHDOs      3 Underway       Average HOME         Committed                    Units
                                                        Subsidy Per             or
                                                            Unit            Disbursed


    Project 1. Econ Development Corporation, a private for-profit developer, used $292,500 in HOME funds for
    a low interest construction loan to develop three town homes for sale at an affordable price to households
    under 80% of median. The HOME subsidy is passed on to the purchasers, reducing the purchase price to
    $185,000 per unit. The properties are subject to a 20 year affordability period with restrictions on the resale
    price to ensure they keep the units affordable.

    The town homes were built on a vacant parcel on a block where the developer has constructed two other
    projects. The first project sold for $175,000 and received a donation of land from the City valued at $50,000,
    a $30,800 construction loan from HOME funds, and a $31,000 grant from the Mayor’s Special Housing
    Fund. The second project, a duplex, had development costs of $406,000 plus land costs of $25,000 per unit.
    It was funded with $100,000 in HOME funds as a low interest construction loan, which was then passed on
    to the two buyers to reduce the purchase price to $175,000 each. The third project had development costs
    of around $750,000, including acquisition. It was financed with a construction loan from First Bank and Trust
    of Evanston and a $97,500 per unit HOME subsidy. The town homes contained three bedrooms, attached
    garage and semi-finished basements.

    Project 2. Reba Place Development Corporation was used $186,900 in HOME funds for the rehab and
    condominium conversion of a five unit property at 836-838 Elmwood. All three of the existing tenants were
    able to purchase their unit, with one of those units receiving HOME subsidy. A subsidy of $60,000 per unit
    reduced the purchase price for three HOME assisted units which sold to low income purchasers for
    $100,000, $125,000 and $150,000.00. In order to ensure continuing affordability, the three HOME-assisted
    units have resale restrictions for twenty years.

    The building is a 94 year old Evanston landmark building with two and three bedroom units and a basement,
    and had always been a rental property. The basement office space was converted into a three bedroom unit.
    An additional $6,900 in HOME funds was used to pay relocation costs for a permanently displaced business.

    Total development costs of more than $900,000, were financed with conventional funding through First Bank
    and Trust of Evanston. A grant through the Cook County Lead Poisoning Prevention Unit was used to
    replace the windows, a source of lead paint hazards. These were not in the original scope of work, but due
    to the building’s historic landmark status, the windows had to be replaced with similar style wood windows,
    which added greatly to the cost. The project required other significant modifications including removal of
    boiler pipes and additional windows in the basement, construction of a fire rated wall in the second floor
    interior light well between the two buildings, electrical and plumbing upgrades, individual gas forced air
    heating and enlarging four bathrooms.



Section IV                                                                                                Page 32
City of Evanston, IL                                                                             2005/06 CAPER



    Project 3. Evanston Community Development Association (ECDA), a new non-profit, faith-based
    organization composed of Evanston congregations and partners, worked in partnership with Reba Place
    Development Corporation last year on their first project. ECDA’s mission is to provide first-time home-
    ownership opportunities in Evanston for low income families. ECDA purchased a three bedroom town home
    unit from an owner who was facing foreclosure action.

    The unit at 1717B McDaniel required substantial rehabilitation, and total development costs came to about
    $250,000. Loans from First Bank and Trust of Evanston and Reba Place Development Corporation were
    used for acquisition and construction financing. An $80,000 HOME subsidy allowed ECDA to sell the unit to
    a low income household for $170,000, closing at the end of March, 2005. The unit will remain affordable for
    20 years through a Restrictive Covenant that limits the resale to an income eligible buyer at a formula price.
    The project included a job training component, where the contractor hired two persons from the community.
    ECDA also involved neighbors and others in the community at a work day where volunteers helped with the
    initial clean-up of the property and enjoyed a cook-out.

    Project 4. In early 2005 Reba Place Development Corporation acquired a 12 unit rental building for
    conversion to condominiums after experiencing the interest among buyers for affordably priced RPDC used
    $600,000 in HOME funds for to acquire the brick building with 12 two-bedroom units at 602 Mulford. Like
    the Elmwood project, this will be a mixed income development, with nine HOME-assisted units for low
    income buyers. The HOME subsidy on nine units is to $66,667 per unit. The developer will provide
    relocation assistance to tenants who do not wish to purchase their unit

    The organization spent the last year working getting additional funding for rehab, developing rehab plans,
    and assisting tenants with relocation services, including moving and replacement housing payments.
    Because some tenants chose to move when they learned the building would be converted, Reba filled some
    of the vacant units with families in need of transitional housing, including a family that was a victim of
    Hurricane Katrina. The scope of work was expanded when it became apparent that a new roof was needed
    and after the City of Evanston updated its building code so that condominium conversions are now required
    to include a fire suppression system. In Report Year 2005/06, Reba Place applied for and was awarded
    funding from the Federal Home Loan Bank of Chicago’s Affordable Housing Program for the additional
    rehab costs. Other funding for the nearly $2 million project comes from First Bank and Trust of Evanston.

    Project 5. Evanston Community Development Association used HOME funds to purchase a six unit
    building at 736-38 Dobson in order to convert it to affordable condominiums. During the report year, they
    developed plans to reconfigure the two bedroom apartments in to three bedroom units and secured
    additional funding. The units will sell for between $100,000 and $150,000 a unit. Had ECDA not purchased
    the building, it most likely would have been acquired by a private developer for condominium conversion
    with units selling at prices not affordable to households under 80% of median.

    Project 6. Evanston Housing Coalition is undertaking its first new construction project after purchasing a
    troubled single family house that was in foreclosure. The property needed significant rehab needs and
    limited market appeal based on its layout and busy street location. It was felt that HOME funds would be
    better used on new construction that would offer a greater value to the purchasers and attract homeowners
    who would make a commitment to the neighborhood. EHC is building two side-by-side units that did not
    require any zoning variations, and even include detached garages. They are using local contractor and
    architect, and working with ECDC on marketing the houses. Each unit will sell for $185,000.


    IV-B.    Report on Contracts and Subcontracts with Minority Business Enterprises and Women’s
             Business Enterprises

    Activities of Evanston’s Minority Business Enterprises and Women’s Business Enterprises Division is
     described in the Economic Development discussion of Section II and HUD Form-4107 is attached.

    IV- C –HOME Match Report

    Attached to this report is the HOME match report for FY 2005/06. The City is required to provide a 25%
    match for its HOME loans. Match contributions of $155,000 in 2005-06 were combined with $927,860 carry-
    over of excess match to meet the 2005-06 match liability of $322,818.




Section IV                                                                                               Page 33
City of Evanston, IL                                                                             2005/06 CAPER


    IV-D – Results of On-Site Inspections of HOME Assisted Affordable Rental Housing

    The six HOME-assisted rental projects with 109 units are all leased up and operating. Five of the six rental
    projects are located in the City’s CDBG Target Area and are routinely inspected on a two-year schedule by
    the City’s Property Standards Division. Last year the Housing Planner joined the inspector for 1817 Foster
    and also inspected 707-13 Seward and 1930 Jackson. The owners immediately addressed problems or
    code violations noted by the inspections. An inspection will be performed by the Housing Planner in 2006 at
    319 Dempster, which is not in CDBG Target area.

    Location                   Owner                       Assisted/Total Units         On-site Inspection
    619 Brummel                Creative Designs                 7/22                       2 years
    743 Brummel                HODC                             5/13                       2 years
    319 Dempster               HODC                             8/48                       2 years
    1930 Jackson               HODC                             3/3                        3 years
    707-13 Seward              RPDC                             10/24                      2 years
    1817 Foster                EHC                              2/2                        3 years

    Rent and income certifications for the HOME assisted units are sent to the project owners annually for the
    35 HOME-assisted units. In 2006, certifications were sent to all six projects in the City’s HOME portfolio and
    the City determined that all the buildings were in compliance with HOME rent levels and income targeting.

    III-E.   Assessment of Affirmative Marketing and Outreach

    HOME funded projects are required to submit a detailed marketing plan in order to ensure that the project
    will be affirmatively marketed and that people traditionally unserved by the current market are aware of the
    project.

    Marketing efforts undertaken last year for the various projects included paid advertisements in the local
    newspapers, notices in the City newsletter which is distributed to all Evanston residents, a notice on the
    City’s web site fliers distributed to local churches, community centers and non-profit organizations, contacts
    with local non-profit service providers, home purchase seminars, and open houses.




Section IV                                                                                               Page 34
City of Evanston, IL                                                                               2005/06 CAPER


V.   NARRATIVE STATEMENTS FOR HOPWA ENTITLEMENT FUNDS

     The City of Evanston does not receive a direct allocation of HOPWA funds. However, BEHIV, a not-for-
     profit agency which provides housing, services and education for persons in Evanston living with HIV/AIDS,
     does receive approximately $350,000 in HOPWA funds from the City of Chicago, used for a housing
     voucher program for scattered site apartments in Evanston and Rogers Park.

VI. NARRATIVE STATEMENTS FOR ESG ENTITLEMENT FUNDS

     VI-A.    USE OF EMERGENCY SHELTER GRANT FUNDS

     Programs funded with ESG funds met the City’s objectives of addressing the needs of homeless individuals
     and families by providing emergency shelter and transitional housing.

     Connections for the Homeless received $68,597 in ESG funds for the operation of its 36 bed transitional
     shelter, Hilda’s Place. Last year, 181 individuals were served at Hilda’s Place, provided 12,663 bed nights.
     The number of extremely vulnerable individuals seeking shelter has increased. This population includes
     individuals with dementia, Alzheimer’s and cognitive deficits. In the fourth quarter, there was an increase in
     persons requesting food after they had successfully secured housing.

     Guests at Hilda’s Place must work with a case manager to address issues relating to their homelessness if
     they want to stay at the shelter for more than three days. Hilda’s Place staff continued to develop linkage
     resources focusing on mental health, vocational assistance and housing.

     The Evanston Ecumenical Action Council (EEAC) operates a Hospitality Center for the guests of Hilda’s
     Place. EEAC received $9,000 in 2005/06 ESG funds for employment counseling at the center. The Center
     is open from 7:00 a.m. – 11:00 a.m. Monday-Friday and served 143 unduplicated clients. A job counselor,
     located at the Hospitality Center, worked with 143 clients. The counseling includes teaching interviewing
     skills and offering encouragement. Other job-related services offered at the Hospitality Center include voice
     mail, fax service, and use of the phone. The Hospitality Center offers a clean, safe place to prepare while
     looking for employment and permanent housing.

     Fresh Start/First Base was awarded $10,000 in 2005/06 ESG funds to assist 57 homeless persons with job
     readiness training and job placement.

     VI-B.   ESG Match Requirements

     2005-2006 Match Contributions
                              Connections          EEAC     Fresh Start                 TOTAL
     Cash Donations/                               4,710    10,000                      14,710
     Grants
     Volunteer Value                               4,290                                4,290
     Il Dept Human Service    68,571                                                    68,571
     TOTAL                                                                              87,571
     Requirement                                                                        87,597
     Difference                                                                         ( 26)
     2004/05 Excess                                                                      6,905


VII. PUBLIC PARTICIPATION REQUIREMENTS
     Activities funded with federal funds in 2005/06 followed the guidelines in the City’s Consolidated Plan for
     public participation opportunities.

     In addition to regular meetings of the Housing and Community Development Act Committee (CD Committee)
     which are always open to the public, several Public Hearings and special application review meetings were
     held regarding the CDBG program. The Committee held three application review meetings during which time
     applicants made presentations. At a fourth meeting, the Committee made its funding recommendations for
     programs and projects for the upcoming CDBG year. The recommendations were incorporated into the
     City’s Annual Action Plan, which was submitted to the City Council for approval. These review and funding
     meetings were open to the public and televised on the Evanston local cable channel.

     Three other public hearings were conducted which provided opportunities for citizens to comment on
     specific aspects of the City’s CDBG Program. A CAPER Public Hearing was conducted in May regarding the
     activities of the previous year, a Needs Hearing was conducted in July regarding future needs, and an




Sections V, VI & VII                                                                                       Page 35
City of Evanston, IL                                                                          2005/06 CAPER


    Annual Action Plan Hearing was held in December regarding the City’s CDBG recommendations and plans
    for use of HOME and ESG funds for the upcoming year.

    Specific uses of HOME funds are approved throughout the year as applications are received. The Housing
    Commission makes recommendations on applications at its regular meetings which are open to the public,
    with the recommendation forwarded to the Planning and Development Committee. After this Committee
    makes its recommendation, the proposals are presented to City Council for their funding decision.

    Emergency Shelter Grants are reviewed by the Human Services Committee. After HUD announced the
    City’s annual ESG entitlement, the Committee reviewed the applications submitted and made
    recommendations to the City Council. The specific amounts are included in the City’s Annual Action Plan.
    Time for citizen comment is always provided at Human Services Committee Meetings.

    Notices of meeting dates, public hearings and funding application schedules were mailed to neighborhood
    groups, community organizations and interested persons and legal notices were placed in the Evanston
    Review. Citizens who are unable to attend a public hearing are directed to send written comments to the
    respective board or commission.




Sections V, VI & VII                                                                                  Page 36

								
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