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HomeMy WebLinkAbout2002-04-16 Info Packet of 4/4O 'OF,OW^OTY CITY COUNCIL INFORMATION PACKET www.icgov.org April 4, 2002 I APRIL 10 WORK SESSION ITEMS I IP1 Agenda: April 10 Joint Meeting I MISCELLANEOUS ITEMS I IP2 Meeting Schedule and Tentative Work Session Agendas IP3 Memorandum from City Manager: PIP Printing Contract/Internal Photocopying IP4 Letter from Michael Pugh (Phelan, Tucker Mullen, Walker, Tucker, and Gelman LLP) to City Attorney: South Gilbert Street Apartments IP5 Memorandum from City Attorney: Dinerstein Companies - South Gilbert Street Apartments IP6 Memorandum from City Clerk: Sample Lease from Sterling University/Dinerstein Companies IP7 Memorandum from City Clerk: Sidewalk Cafes IP8 Letter from Bruce Gunderson and William Carlson (Carlson, McClure & Associates, Inc) to Director of Planning and Community Development: Parcel 64-1a Redevelopment Proposal IP9 Building Permit Information - March 2002 IP10 Memorandum from Community Development Coordinator: FY03 Project Resource Book [Book available for review in the Clerk's Office] IPll Iowa City Police Department Use of Force - January 2002 (Amended) IP12 Memorandum from Dianna Furman: Utility Discount Program Statistics - Fiscal Year '99 Total, FY00, FY01, and FY02 IP13 Minutes: Neighborhood Housing Relations Task Force - February 27 I COUNCIL CORRESPONDENCE TO BE ACCEPTED APRIL 16 ~ IP14 James Barrett: Proposal I COUNCIL CORRESPONDENCE PREVIOUSLY DISTRIBUTED - ACCEPTED APRIL 2 I Available at the City Clerk's Office · Judy Pfohl: Iowa Child · Harold Stager: Parking for Students · Jay Semel: Noise April4, 2002 Information Packet /continued/ 2 · Doug Elliott: Workshop Opportunity · Larry Peterson: Smoking · Laura Waldo-Semken: Waterworks Park · Kris Grinstead: Free Shuttle [staff response included] · Tom Carsner: Support Public Power · John Neff: Bar Checks · Kris Jones: Scoff Boulevard and North Dodge Street Intersection [staff response included] · Jerry Sorokin: Israel Solidarity Program · Steve Nelson: South District Plan · Kevin Hochstedler: Rezoning Hickory Heights · Charlie McGuire: Apartment Proposal · Lori Klockau: Proposed Apartment Complex · Anne Vespa: Overbuilding Apartments · Steven Nelson, Dan Sivan, Lena Sivan, Shelley Matzen, Rober~ Temple, Amy Bouska, Karen Dawes, Lori Klockau, David Klockau: Sand Prairie Preservation (With Booklet) · Sterling Housing, LLC Collegiate Residence/Development/Management: (2 Booklets) NOW AVAZLABLE: View support documents for City Council Tnformation Packets on-line at www. icqov.or,q/councilpackets.asp ICGov2U: Sign up to receive City Council Information Packets via email as soon as they are released at www.icoov.org/subscribe.asp April 4, 2002 Information Packet /continued/ 2 · Elliott: Workshop Opportunity · Larry Ierson: Smoking · Laura s Park · Kris Shuttle [staff response included] · Tom Jpport Public Power · John Neff: · Kris Jones: oulevard and North Dodge Street Inter/s~ction [staff response included] · Jerry Sorokin: Israel Jarity Program · Steve Nelson: South Plan · Kevin Hochstedler: ghts · Charlie McGuire: Apartment · Lori Klockau: Proposed Complex · Anne Vespa: Overbuildim nts Steven Nelson: Amendments to ~rehensfVe Plan · Dan Sivan: Amendments to Com siv~ Plan · Lena Sivan: Amendments to Corn Plan · Shelley Matzen: Amendments to Corn nsive Plan · Robed Temple: ~ive Plan · Amy Bouska: Amendments to Com Plan · Karen Dawes: Amendments to C, ~lan · Lori Klockau: Amendments to · David Klockau: Amendments t )rehensive · Sterling Housing, LLC Colle( Residence/Develo Management: Amendments to Comprehensive Plan NOW AVAZLABLE-' "~\ View support documents Council Information Packets on-line at )ackets.asp ICGov2U: Sign up to Council Information Packets via email as soon as they a~e released at .asp JOINT MEETING CITY COUNCILS OF IOWA CITY, NORTH LIBERTY AND CORALVILLE JOHNSON COUNTY BOARD OF SUPERVISORS IOWA CITY SCHOOL BOARD AGENDA Wednesday, April 10, 2002 Emma J. Harvat Hall, Civic Center 410 East Washington Street 4:00 - 6:00 p.m. 1. Municipal Power Study (Iowa City) 2. Boundaries/Educational Opportunities (School District) 3. Jail Update (County) 4. Proposed funding for School Capital Projects - Sales Tax/Bonding (Iowa City) 5. Schedule next meeting Ctymtg.doc 410 EAST WASHINGTON STREET · IOWA CITY, IOWA 52240- 1826 · (319) 356-5000 · FAX (319) 356-5009 , _~ ! o~-o~-o~ I --.., =~- ~ IP2 ~ City Council Meeting Schedule and April4,2002 I ~,~ c~%' Tentative Work Session Agendas April 10 Wednesday 4:00p-6:00p SPECIAL COUNCIL WORK SESSION Emma J. Ha/vat Hall · Joint Meeting: JC Board of Supervisors, School District Cities of North Liberty and Coralville I April 15 Monday 5:00p COUNCIL WORK SESSION Emma J. Harvat Hall · Joint Meeting: Airport Commission Dinner · Joint Meeting: Planning & Zoning Commission provided · Remainder of Work Session Agenda TBA I April 16 Tuesday 7:00p FORMAL COUNCIL MEETING Emma J. Ha/vat Hall · Separate Agenda Posted I MayO Monday 6:30p COUNCIL WORK SESSION Emma J. Ha/vat Hall I May7 Tuesday 7:00p FORMAL COUNCIL MEETING Emma J. Harvat Hall Separate Agenda Posted I May9 Thursday 8:30a SPECIAL FORMAL COUNCIL MEETING Emma J. Ha/vat Hall · Executive Session- Personnel Evaluations of City Manager, City Attorney and City Clerk I May 20 Monday 6:30p COUNCIL WORK SESSION Emma J. Ha/vat Hall May 2'1 Tuesday 7:00p FORMAL COUNCIL MEETING Emma J. Ha/vat Hall · Separate Agenda Posted Meeting dates/times subject to change FUTURE WORK SESSION ITEMS Regulation of Downtown Dumpsters Downtown Historic Preservation Survey Writers' Safe Haven City of Iowa City MEMORANDUM TO: City Council FROM: City Manager DATE: April 1, 2002 RE: PIP Printing Contract/Internal Photocopying in the summer of 2000 the City of Iowa City's Central Services Division began the process of considering options to replace its existing Xerox 5090 duplicator, which was nearing the end of its useful life. The duplicating machine's printing quality, efficiency, and overall productivity had decreased to the point where the purchase of a new duplicator had to be considered. Initial findings showed that the estimated cost to replace the duplicator would be approximately $250,000. The outlay of funds for the duplicator, the depreciation risk, and the obsolescence risk were all factors which required consideration when. deciding whether to replace the duplicator. After analyzing the costs to purchase a new duplicator, our review was expanded to determine whether or not it made economic sense to maintain the print function in- house. Internal studies showed the City's printing demands were not great enough to support the purchase of such a costly machine. It was determined it made more sense to remove the City from the "printing business" and let private enterprise incur the high cost of equipment replacement. The City would be able to participate more quickly in printing technology advancements by not purchasing its own equipment. In Fiscal Year 2000 the City of Iowa City's Print Shop ran 2,100,868 impressions on its duplicator. The Print Shop charged internal customers .0458 per impression, for a total of $96,200. In November 2000 the City of Iowa City decided to close the Print Shop and outsource the City's print jobs. A service contract was established with PIP Printing of Iowa City. PiP Printing charged .0400 per impression, for a total of $84,000 {assuming the same quantity). If the City had decided to maintain its Print Shop, it would have had to purchase a new duplicator at a cost of $250,000. In order to cover the initial costs, maintenance, supplies, labor, and equipment replacement the price per impression would have had to be increased to .0700, an estimated annual cost of $147,000 (assuming the same original quantity). We plan to continue our relationship with PIP Printing. It will continue to be reviewed to assure the economics of the contract remain favorable to the City. Mgr~memo\PI Prenewal,doc IP4 PHELAN TUCKER MULLEN WALKER TUCKER GELMAN ,LP 321 East Market A T T O R N E Y S A T L A W Post Office Box 2150 Phone: (319) 354-1104 Fax: (319) 354-6962 E-mail addresses: VIA FACSIMILE AND U.S. MAIL @ptmlaw,com ~[S. Eleanor Di]kes :-.. City Attorney's Office -- www. ptmlaw, com 410 E. Washington St. ~" ' .. Iowa City, IA 52240 William V. Phelan Re: The Dinerstein Companies Bruce L. Walker South Gilbert Street Apartments Richard M Tucker Dear Eleanor: Thomas H. Gelman I represent the Dinerstein Companies, a private development firm based in Houston, Texas, which seeks to develop approximately 18 acres on South Gilbert Street as Gary J. Schmit student luxury apartments. I wanted to communicate with you regarding item no. 6b which appears on the agenda for the April 2, 2002 City Council meeting which is as Margaret P Winegardenfollows: Julie L Pulkrabek Public Hearing on amendments to the Comprehensive Plan to provide for the location of large apartments in new John E. 8easley neighborhoods and to amend the South District Plan land use map to depict multi-family development on the east side of South Gilbert Street east and south of Napoleon Park. Michael J. Pugh* This item is of particular significance to my client because we have concluded that Dean D. Cardngton amendments to the Comprehensive Plan and South District Plan are appropriate and necessary for approval of our project. However, I am a little concerned that this agenda item does not propose any specific language for a proposed amendment to the Comprehensive Plan, so I wanted to share with you our ideas on how we believe Sarah E. SwadTendruberthe Plan should be amended if the Council decides there are compelling reasons to do so. Daniel W. Boyle As I am sure you probably recognize, if the City Council decides to amend the Comprehensive Plan, there is nothing prohibiting or impeding them from doing so. "If trends and economic changes of the times appear, the Council's discretion to William M. Tuckerchange its Comprehensive Plan is quite broad and it may amend the general Retired ordinance anytime it deems circumstances and conditions warrant such action." Charles A. Mullen [1937-2001] *Also admitted in Illinois April 2, 2002 Page 2 Plaza Recreational Center vs. Sioux City, 111 NW 2d 7.58, 766 (Iowa 1961) (citing Keller vs. City of Council Bluffs, 66 NW 2d 113, 116.) Should the Council decide that an amendment is appropriate, consideration should be given as to the appropriate specific language that should be added to the Comprehensive Plan to meet the objectives of the Council. We suggest that language be added to the Plan that contemplates the possibility of larger multi-family development provided certain criteria are satisfied within the specific district plans. In this respect, the amendments purpose would be analogous to a state enabling statute authorizing certain municipal ordinances. Although I believe the context of the amendment should be generated by the City staff at the Council's direction, what follows is one possible alternative: On page 21 of the Comprehensive Plan, there is a section which is entitled Diverse housing types. This paragraph ends at the top of page 22. Additional language could be added to the end of this paragraph which reads: "In addition, if specifically authorized by a district plan, larger multi-family lots may be located in new neighborhoods at or near the intersection of two arterial streets if developed under an OPDH (Overlay Planned Development Housing) zoning and subject to a Conditional Zoning Agreement. Arterial streets are intended to carry high volumes of traffic and may be appropriate locations for larger multi-family lots. Providing adequate housing for the community's university students and other renters through larger multi-family lots in newer neighborhoods is an effective means of protecting and maintaining the integrity and stability of older neighborhoods adjacent to downtown and the University of Iowa Campus." In addition to a proposed amendment to the Comprehensive Plan, it is also appropriate that the South District Plan Land Use Map be amended to show a larger multi-family area at the location of my client's development. It may also be appropriate to add specific language to the Housing section of the South District Plan such as: "As authorized by the Comprehensive Plan, a larger multiffamily lot zoned OPDH and subject to a Conditional Zoning Agreement is an appropriate land use at the intersection of Gilbert Street ancLl, he new east/west arterial." April 2, 2002 Page 3 Amendments such as these would meet the objectives o,f City Council while at the same time allowing the Council to retain sufficient control over the location, size and scope of future projects. I am not certain if and when the discussion will be had concerning the specific language of possible amendments, but I wanted to address these issues with you in advance. I have previously raised the concept of these amendments with Mitch Behr when my client was at the Planning and Zoning phase of the process, and Mr. Behr was generally in agreement that it would be possible to amend the Plans in this fashion if the Council decided there was merit in doing so. At your convenience, I would appreciate it if you would give me a call to discuss these suggestions. Very truly yours, Michael J. Pugn ~ MJP/db cc: Mr. Gary Fairchild The Dinerstein Company Mr. Emie Lehman, Mayor Mr. Steve Atkins City Manager Ms. Karin Franklin Planning and Community Development City of Iowa City IP5 MEMORANDUM Date: April 3, 2002 To: City Council From: Eleanor M. Dilkes, City Attorney Re: Dinerstein Companies - South Gilbert Street Apartments In the information packet is your copy of the April 2 letter to me from Mike Pugh, the attorney for the Dinerstein Companies. Mr. Pugh's letter expresses concern that the agenda item regarding amendment of the comprehensive plan does not propose specific language for a proposed amendment. After receiving his letter I contacted Mr. Pugh and learned that he was unaware of the proposed resolution that was included with Council's agenda material. This resolution does propose specific language and, I believe, addresses Mr. Pugh's concern about the need to provide Council with proposed language in the event it chooses to amend the Comprehensive and South District Plans. cc: Karin Franklin Bob Miklo Mitch Behr Mike Pugh eleanodmem/dinerstein.doc City of Iowa CityiP6 MEMORANDUM DATE: April 3, 2002 TO: Mayor and City Council FROM: Marian K. Karr, City Clerk RE: Sample Lease from Sterling University/Dinerstein Companies Council Member Pfab has requested copies of the sample lease be distributed. STERLING LrN]V SllY IlO[SIN(; STATE ~DENDUM TO ~SIDE~ LEASE AG~EME~ (Iowa) This State Addendum to Resident Lease Agreement (this "Addendum") is made and entered into as of the same date as the Resident Lease Agreement (thc "Lease") to which this Addendum is attached by and between the Owner and Resident named therein. The terms of this Addendum shall be in addition to the terms of the Lease as if the terms of this Addendum were written into the Lease. For and in consideration of the mutual promises contained herein and in the Lease and for other good and valuable consideration, the receipt and sufficiency of which is hereby acknowledged by all parties, the parties agree as follows: 1. Term. The following sentences shall be added to the "Term" paragraph of the Lease: In the event a new Resident Lease Agreement is not executed and Resident remains in possession after the expiration of the term, the tenancy shall be a holdover tenancy on a "week-to-week" basis, unless otherwise agreed in writing. Either Owner or Resident may terminate the tenancy by notice given not less than ten (10) days before the termination date. Resident shall pay without further demand, at the beginning of each weekly period during such holdover, rent equal to one hundred twenty-five percent (125%) of the Rent specified in this Lease. If Resident remains in possession after thc expiration of the term without the consent of the Owner, the Owner may bring an action for possession and, if Resident's holdover is willful and not in good faith, Owner may recover actual damages and reasonable attorney's fees. 2. Rent and other Charges. The following sentences shall be added to the "Rent and other Charges" paragraph of the Lease. If any Rent is not paid by the third day of the month, Resident shall pay a late charge. The late charge shall equal $10 per day, not to exceed $40 per month. If any check (or other instrument) is dishonored, Resident shall pay a surcharge. The surcharge shall be $20 if Resident has an account with the drawee financial institution. The surcharge shall be $50 if the check (or other instrument) is presented and dishonored twice or Resident does not have an account with the drawee financial institution. Resident is hereby notified that Owner may seek treble damages (not to exceed $500) for dishonor of any check in accordancewith Iowa Code § 554.3513. 3. Water. The following shall be added as paragraph 5 of the Lease and entitled "Water": Water. (Applicable if the Unit is subtnetered) a. Water Submetering at the Unit. The Unit is submetered. A water bill (the "Bill") will be issued on that basis. Water consumption or wastewater charges based on water consumption for all common areas and common facilities of the apartment community (the areas outside any units) will be the resposibility of the Owner and not the Resident. Any disputes relating to the computation of the Bill and the accuracy of the submetering device will be between Resident and Owner. b. Payment of Bill. In the event a Bill is issued, in addition to paying the Rent and other charges due under this Lease and meeting all other obligations under this Lease, Resident and all Roommates shall be jointly and severally responsible for the payment of the Bill as calculated above not less than seven (7) days after the Bill is issued by Owner or Owner's representative. If the due date falls on a holiday or a weekend, the due date for payment purposes shall be the next workday after the due date. In the event that all or any portion of the Bill is not paid on or before the due date, there will be a late charge of five percent (5%) of thc delinquent Bill assessed against Resident. In the event that all or any portion of the Bill is paid with a returned check, Owner reserves the right to assess a returned check fee as provided in this Lease. In addition to the foregoing, in the event that all or any portion of the Bill is not paid, such failure to pay shall be deemed a default by Resident of this Lease as if Rcsident failed to pay all or any portion of thc Rent or other charges due under this Lease and Owner shall be entitled to pursue any rights or remedies Owner would otherwise be entitled to pursue under this Lease or applicable law for Residcnt's failure to pay Rent. 4. Deposit. The following sentences shall be added to the "Deposit" paragraph of the Lease: In addition to the deductions for restoration of the Premises to its condition at the © 11/2001, Slerling University Housing Page 1 of 3 Resident Initials commencement of the tenancy, ordinary wear and tear excepted, all as described in this paragraph 6, Owner may deduct from the Security Deposit such funds as may be reasonably necessary to remedy Resident's default in the payment of Rent or other funds due to Owner pursuant to this Lease or to recover expenses incurred in acquiring possession of the Premises if Resident does not act in good faith in failing to surrender and vacate the Premises upon noncompliance with this Lease and notification of such noncompliance. In an action relating to the Security Deposit, the prevailing party may be entitled to reasonable attorneys fees. 4. Security. The following sentences shall be added as paragraph I 1 to the Lease and entitled "Security": OWNER AND OWNER'S MANAGING AGENT ARE NOT INSURERS FOR OR GUARANTORS OF RESIDENT'S PERSONAL SAFETY OR SECURITY. Owner represents and Resident acknowledges that neither Owner nor Owner's managing agent arc equipped or trained to provide personal security services to Resident, Roommates, or their respective guests. Resident recognizes that no security device or measure on the Premises are fail-safe or designed to provide Resident with personal security of any type whatsoever. Resident further acknowledges that, even though an alarm may be included in the Base Fee paid by Resident, the alarm is a mechanical device, can be rendered inoperative at any time, and requires proper operation by Resident with respect to coding and maintaining the alarm. Any charges resulting from the use of the intrusion alarm will be charged to Resident, including, but not limited to, any false alarms for police, fire, or ambulance response. Resident represents that Resident will not rely upon any security measures taken by Owner or Owner's managing agent, including any alarm system, for Resident's personal security, and Resident will call the local law enforcement authority in the event of any security needs and will call 911 or any other applicable emergency number in the event of an emergency. All of Resident's requests and notices relating to security devices must be in writing. OWNER AND OWNER'S MANAGING AGENT ARE NOT INSURERS OF RESIDENT'S PERSONAL PROPERTY. Owner is not responsible, and will not provide theft, fire, casualty, or other insurance, for the personal property of Resident. Resident is strongly urged to secure insurance to protect against all hazards. 5. Notices. Thc following sentences shall be added to the "Notices" paragraph of thc Lease: Anything in this paragraph 7 to the contrary notwithstanding, any notice of termination, notice to quit, or petition for forcible entry and detainer shall be served only: (i) by any method of personal service permitted by thc Iowa Rules of Civil Procedure for service of original notice; or (ii) by sending such notice to Residcnt's last known mailing address by certified or restricted certified mail, as defined by law, whether or not Resident signs a receipt for the notice. Additionally, anything in this paragraph 7 to the contrary notwithstanding, except with respect to the notices described above, notice is deemed given when delivered to a party in hand or mailed by certified mail or restricted certified mail at the place held out by the party as the place for receipt of the communication, and in the case of Resident, if made by posting at or delivering to the Unit. 6. Default by Resident. The following sentences shall be added after the first sentence of the "Default by Resident" paragraph of the Lease: If Rent is unpaid when duc and Resident fails to pay Rent within three days after written notice by Owner of nonpayment and of Owner's intention to terminate this Lease if Rent is not paid within that period of time, Owner may terminate this Lease. If there is a material noncompliance by Resident with this Lease or a material noncompliance by Resident with Resident's duties under Iowa law materially affecting health and safety, Owner may deliver a written notice to Resident specifying the acts or omissions constituting the breach and specifying a date not less than seven (7) days after receipt of the notice upon which this Lease will terminate if the breach is not remedied, and this Lease shall terminate as provided in the notice. If the breach is remediable by repairs or the payment of damages or otherwise and Resident remedies the breach prior to the date specified in the notice, this Lease shall not terminate. If substantially the same act or omission that constituted a prior noncompliance of which notice was given recurs within six months, Owner may terminate this Lease by giving written notice specifying the breach and the date not less than seven days after receipt of the notice upon which this Lease shall terminate. Owner may recover damages and obtain injunctive relief for noncompliance by Resident with this Lease or Iowa law unless Resident has exercised due diligence and effort to remedy any noncompliance, and that Resident's failure to remedy any noncompliance was due to circumstances beyond Resident's control. If Resident's noncompliance is willful, Owner may recover reasonable attorney's fees. Owner may serve a notice of termination and shall be entitled to possession of the Premises after three (3) days if Resident has created or maintained a threat constituting a clear and present danger to the health or safety of other residents at Owner's property, Owner, Owner's © 11/2001, Sterling University Housing Page 2 of 3 Resident Initials employees or agents, or other persons on or within one thousand feet of Owner's property. A "clear and present danger to the health or safety of other residents at Owner's property, Owner, Owner's employees or agents, or other persons on or within one thousand feet of Owner's property" includes, but is not limited to, any of the following activities of Resident or of any person on the Premises with the consent of Resident: (i) a physical assault or the threat of physical assault; (ii) the illegal use of a firearm or other weapon, the threat to use a firearm or other weapon illegally, or possession of an illegal firearm; (iii) possession of a controlled substance unless thc controlled substance was obtained directly from or pursuant to a valid prescription or order by a licensed medical practitioner while acting in the course of the practitioner's professional practice. 7. Absences and and Abandonment. The following paragraph shall be added as paragraph 15 to the Lease and entitled "Absences and Abandonment": Absences and Abandonment. Resident shall notify Owner of any absence from the Premises anticipated to exceed fourteen (14) days, not later than the first day of the extended absence. If Resident is absent for more than 14 days without notice, Owner may deem the Premises abandoned and shall have a right of entry. Owner may, but is not obligated to, store any personal property abandoned or removed from the Premises as the result of an action by Owner to recover possession of the Premises. Owner shall be entitled to recover from Resident a reasonable fee for removing and storing any such personal property. 8. Entry. The following sentences shall be added to the "Entry" paragraph of the Lease: Owner shall give Resident notice of Owner's intent to enter at least twenty-four hours before entry unless: (i) there exists an emergency; (ii) it is impracticable to do so; or (iii) Resident has abandoned or surrendered the Premises. Resident shall not unreasonably withhold consent to Owner to enter the Premises in order to inspect the Premises, make necessary or agreed repairs, decorations, alterations, or improvements, supply necessary or agreed services, or exhibit the Premises to prospective or actual purchasers, mortgagees, residents, workers, or contractors. 9. Miscellaneous. The following sentences shall be added as paragraph 27 of the Lease and entitled "Miscellaneous": The name and address of the manager of the Premises and of the person who is authorized to act for and on behalf of Owner for the purpose of process service and receiving and receipting for notices and demands is: Sterling University Management, 2124 West 27th Street, Cedar Falls, IA 5061 ; whose telephone number is: (319) 859-0485 10. Conflicts. Except as otherwise set out in this Addendum or provided by law, pursuant to Iowa Code § 562A. 11(1)(c), any provision of the Lease requiring either Owner or Resident to pay attorney fees is hereby deleted. Except as otherwise set out in this Addendum or provided by law, pursuant to Iowa Code § 562A. 11(1)(d), any provision of the Lease limiting the liability of or requiring indemnity by either Owner or Resident is hereby deleted. To the extent the Lease or any addendum thereto may conflict with the terms of this Addendum, this Addendum shall control. The terms of the Addendum are agreed to and accepted by: OWNER: RESIDENT: STERLING UNIVERSITY Sterlinq Universi APARTMENTS Signature: By: Name Printed: Name Printed: Title: © 11/2001, Sterling University Housing Page 3 of 3 ZIN( UNSq S /1 0 U IN(; RESIDENT LEASE AGREEMENT This Resident Lease Agreement (this "Lease", which term shall include this document, the State Addendum attached to this document and all other applicable addenda referred to in this document or executed by the Resident identified hcrcin) is made and entcrcd into on this 2nd dayof April 2002 by and between Sterling University MILLS Apartments (the "Owner") and ("Resident"). References to the attached State Addendum are meant to assist thc parties; however, there may be additional provisions in the attached State Addendum not referenced herein. The State Addendum should be read carefully. For and in consideration of the mutual promises contained herein and for other good and valuable consideration, the receipt and sufficiency of which is hereby acknowledged by all parties, the parties agree as follows: 1. Premises. Owner hereby leases to Resident and Resident hereby leases from Owner certain space consisting of space A (the "Exclusive Space") in Apartment No. 0o00 (the "Unit") at Sterling University MILLS Apartments located at 2124 West 27th Street . The Exclusive Space is more particularly identified on the floor plan attached hereto as Exhibit "A", which Exclusive Space shall be the exclusive space of Resident to occupy. Further, there is also leased hereunder within the Unit the areas not exclusively leased to other persons residing in the Unit (the "Common Area"). The Exclusive Space together with the Common Area shall be referred to as the "Premises". In the event the Exclusive Space or the Unit is not assigned to Resident as of the date Resident executes this Lease, Resident acknowledges that the blanks next to these terms will be filled in at a later date in accordance with this provision. Resident represents that Resident will sign a new or modified lease upon Owner's request, upon the same terms stated herein which identifies the Exclusive Space and Unit. In the event Resident fails to sign a new or modified lease as provided herein, Resident agrees that Owner shall have the right to identify such Exclusive Space and Unit in a new or modified lease and that such designation shall be incorporated in this Lease as if Resident has signed this Lease identifying such Exclusive Space and Unit. 2. Roommates. The persons occupying the other exclusive spaces within the Unit (collectively referred to as the "Roommates") will also be allowed to reside in the Unit. Resident acknowledges that Owner has the right to assign a Roommate to the Unit before or during the term of this Lease and that Resident's right to occupy the Common Area is only as a co-occupant with the Roommates, all of whom have executed separate Resident Lease Agreements with Owner to occupy their exclusive spaces and the Common Area of thc Unit. Resident acknowledges that whether or not the Roommates have been selected by Resident or by the Owner, the Owner is not responsible or liable for any claims, damages, or actions of any nature whatsoever relating to, arising out of or connected with disputes between Resident and Roommates or between Roommates. 3. Term. The term of this Lease shall begin and end at noon on , Resident shall be obligated to move out of the Premises and the Unit at the expiration of thc term of this Lease unless, prior to the expiration of the term of this Lease, Resident and Owner have executed another lease with a term commencing after the termination of this Lease. See attached State Addendum for additional provisions). 4. Rent and other Charges. Resident shall pay the following amounts for the Premises begtnning on the date the term commences, as identified above, in advance and without demand to Owner's representative at the property's management office or such other place as Owner shall designate, on or before the first day of the month without a grace period. ti) Base Fee: $ (ii) Furniture Fee: (for furniture listed on the attached Furniture Addendum) $ (iii) Other Fees: (. .) $ (iv) Other Fees: (. .) $ Total Monthly Rent: $ The term "Base Fee" includes (check if applicable): [] basic cable service ~ electricity ~ intrusion alarm ~- gas ~l~ water ~1~ sewer ~l internet service [] trash © 11/2001, Sterling University Housing Pagc 1 of 5 Resident Initials Thc total amount indicated above shall be deemed "Rent" for the Premises. In addition to Rent, Resident shall pay a one-time non-refundable administration fee of $ 0.00 upon the execution of this Lease. Prior to move-in, Resident shall pay the following: (i) Pro-rated rent for the first calendar month of the lease calculated from the commencement date: $ (ii) Pro-rated rent for thc last calendar month of the Lease: $ Total amount due upon move-in: $ Unless otherwise provided by applicable state statute, Resident's obligation to pay Rent is an independent covenant and not conditional upon the performance by Owner or Owner's responsibilities under this Lease. Unless otherwise providcd by law, Rent may not be withheld for any reason. Unless otherwise required by applicable law, Resident shall make rental payments by check, money order or other traceable or negotiable instrument, as determined by Owner; no cash will be accepted. Resident acknowledges that thc Rent shall be deemed to be the monthly obligation of Resident and that, in the event any such charges arc due under this Lease by Resident, any amount paid to the Owner shall be applied to such other charges before applying amounts paid to the Rent. (See attached State Addendum for additional provisions). 5. (See attached State Addendum for additional provisions) 6. Deposit. As security for the performance of this Lease by Resident, Resident agrees to deposit with Owner the sum of $ 0.00 (the "Security Deposit"). Should charges be made against the Security Deposit during the term of this Lease because of breakage or other damages to the Premises and Unit or to furniture, furnishings, equipment or appliances, if any, in the Premises and Unit, Resident agrees, after notice, to deposit such additional amounts as may be required to restore the Security Deposit to thc original amount. When the Unit (including the Premises) is vacated and Resident has turned in all keys for the Premises and Unit and after inspection by Owner, the Security Deposit shall be refunded to Resident, less any rent, other amounts due under this Lease or any reasonable charges for cleaning and damages to the Premises and Unit (beyond reasonable wear and tear), PROVIDED RESIDENT VACATES THE UNIT (INCLUDING THE PREMISES) ON OR BEFORE THE EXPIRATION OF THE TERM OF THIS LEASE AND PROVIDED FURTHER THAT RESIDENT HAS FULFILLED ALL OF THE PROVISIONS OF THIS LEASE, INCLUDING THE COVENANT TO OCCUPY THE UNIT (INCLUDING THE PREMISES) AND PAY RENT FOR THE FULL TERM OF THIS LEASE. 7. Notices. Notice for any reason under this Lease shall be proper if given by any method allowed by applicable law or by first class mail, certified mail, return receipt requested, overnight delivery, telefax or by hand delivery to Resident at the address of the Unit. Notice for ali purposes, shall be considered as having been given and complete on the date such notice is postmarked, placed in overnight delivery, telefaxed or hand delivered to Resident at the address of the Unit. 8. Permitted Use. Resident shall occupy the Premises and Unit during thc term of this Lease and use the Premises and Unit solely for residential purposes. Resident represents that the Premises and Unit shall not be used for any purpose other than residential purposes. Only Resident and the Roommates shall be entitled to occupy the Unit. An overnight guest may not stay more than 3 consecutive nights and no more than 6 nights in any one month. Resident is not allowed to occupy or use or allow another person to occupy or use an empty bedroom within the Unit. Rent will be assessed to Resident if Owner or Owner's managing agent deem that an empty bedroom is occupied or used. 9. Utilities and Services. Resident shall pay for all utilities or services not included in the Rent, as itemized above including, but not limited to, additional cable service, telephone service, internet service, water and sewer service and electricity service. All utilities and services shall be used for ordinary household purposes only. Resident shall not allow any of the utilities to be cut off. Resident shall promptly advise Owner if Resident receives notice from any applicable authority that any of the utilities arc to be disconnected. To the extent allowed by law, Resident hereby agrees that Owner may select the electricity service provider for the apartment community including the Premises. If the Apartments is in an area open to competition and the Unit is separately metered, Resident may choose or change Resident's retail electric provider at any time. If Resident qualifies, Residcnt's provider will be the same as the Owner's provider, unless Resident provides the Owner with written notice of Resident's intent to choose a different provider. Resident shall give Owner advance written notice of any change in providers and shall be responsible for paying all provider fees related to any change, including fees to change back to Owner's provider when Resident moved out of the Unit. Before moving out Resident shall notify Resident's provider so electric service can be transferred back into Owner's name and the meter can be timely read. Resident agrees to execute such documents as may be necessary to authorize Owner to select the electricity service provider for the apartment community including the Premises, upon request, but not later than 10 days after such request is made. 10. Conduct of Resident. Resident shall comply with all written rules and regulations furnished to Resident or posted in the common areas of the property with respect to Resident's conduct in, on, and around the property and the Unit (including the Premises). Resident agrees that Resident or Resident's guests or the Roommates or their respective guests shall not: (i) be loud, obnoxious, disorderly, boisterous, or unlawful; (ii) disturb or threaten the rights, comfort, health, safety or convenience of anyone in or near the apartment community; (iii) disturb or disrupt the business operations of the apartment community; (iv) engage in or threaten violence; (v) display, discharge, or possess a gun, knife or other weapon in a way that may alarm others; (vi) possess, sell or manufacture illegal drugs or drug paraphernalia in the Unit and Premises or anywhere else at the property; (vii) operate a business in the Unit and Premises or at the © 11/20Ol, Sterling University Housing Page 2 of 5 Resident Initials property; (viii) bring or store hazardous materials in the Unit and Premises or at the property; or (ix) be involved in or commit criminal activity, including being arrested for a criminal offense involving actual or potential physical harm to another person or involving possession, manufacture or delivery of a controlled substance, marijuana or drug paraphernalia. Resident shall maintain and clean all patios, the Premises and other areas which are reserved for the Resident's private or semi-private use; garbage shall be disposed of only in appropriate receptacles. In addition to the foregoing, Resident shall be responsible for keeping the Unit and Premises in a good and clean condition, reasonable wear and tear excepted, and shall be liable for and shall pay all costs and expenses for damages to the Premises and Unit including, but not limited to, replacing or repairing all broken or damaged furnishings, furniture, fixtures, or damage to walls, ceilings, floors, carpets, doors or windows, regardless whether such damages are caused by Resident or Resident's guests or the Roommates or Roommate's respective guests and regardless whether Resident has allowed a Roommate or another person to use or sleep in the Exclusive Space identified in this Lease. At any time during thc term of this Lease, Owner shall have the right to inspect the Unit and the Premises to perform whatever cleaning services Owner deems appropriate. In the event that Resident fails to comply with Resident's obligation under this Lease to keep the Unit and the Premises in a good and clean condition, Owner may charge Resident any reasonable cleaning costs. 11. (See Attached State Addendum for additional provisions). 12. Condition of Premises. Resident acknowledges that Owner's ability to provide the Unit and Premises in a timely fashion will depend on thc availability of the Premises and the Unit and that, even though the previous resident or roommates residing in the Premises or the Unit, respectively, may be scheduled to move out, such resident or roommates, as the case may be, may not move out in a timely fashion. If actual commencement of occupancy of the Unit or Premises is delayed, either by construction, repair, make ready, or holdover by a prior resident, Owner shall not be liable for damages by reason of such delay, but the rental will be abated per diem, and pro-rata, during the period of delay. Such delay will not affect any of the other terms of this Lease. If Resident does not move in once the Unit and Premises is ready, Owner may sue for damages (including attorneys' fees) and may forfeit any deposits or monies of Resident in possession of Owner. A Move-In Inventory/Condition Form will be provided to Resident at the time that Resident moves into the Unit and Premises. Resident acknowledges that unless Resident notifies Owner within 24 hours after Resident begins occupancy in the Unit and Premises of any problems with the Premises, the Unit or furniture, furnishings, equipment or appliances if any in the Premises and Unit, thc Premises, the Unit and all furniture, furnishings, equipment or appliances if any contained with the Premises and thc Unit arc in good condition. TO THE FULLEST EXTENT ALLOWED BY APPLICABLE LAW, OWNER EXPRESSLY DISCLAIMS ANY AND ALL WARRANTIES, VOtETHER EXPRESS OR IMPLIED RELATING TO THE PREMISES, THE UNIT OR ANY FURNITURE, FURNISHINGS, EQUIPMENT OR APPLIANCES, IF ANY, 1N THE PREMISES AND THE UNIT INCLUDING, BUT NOT LIMITED TO, WARRANTIES OF FITNESS FOR A PARTICULAR PURPOSE, MERCHANTABILITY, HABITABILITY OR SUITABILITY. In the event that thc apartment community is under construction, Resident agrees to observe all warning signs and blockades and stay away from the construction areas. Construction crews may work throughout the days to complete construction. Areas of construction will have machinery and equipment to be used by authorized personnel only and entry into these areas by Resident, occupants of the Premises or their respective guests is strictly prohibited. Resident acknowledges that, at the commencement of Resident's occupancy of the Premises, Resident has inspected the Premises and has found the Premises to be free of mold and mold related conditions which may adversely affect Resident's health. In thc event that Resident discovers mold, water leaks, water damage or moldy, musty odors in thc Premises or discoloration or staining in thc sheetrock of the Premises, at any time during Resident's occupancy of the Premises, Resident shall immediately provide written notice to Owner of the any such condition. Resident acknowledges that it is Resident's resposibility to assist the Owner to prevent excessive moisture build-up and mold growth. Resident acknowledges that: (i) excessive moisture can collect from a wide variety of sources; (ii) moisture build-up in carpets and crevices can result from shower or bathtub overflows, washing machine overflows or leaks, cooking spills, plant watering overflows or pet urine accidents; and (iii) insufficient drying of water, carpets or carpet pads can result in mold under the carpet surface. Resident shall be responsible for: (i) promptly reporting to Owner any signs of water leaks or water infiltration, standing water, condensation on interior surfaces, high humidity, musty smells or any signs of mold and any air conditioning or heating system problems; (ii) keeping all areas of the Premises clean and free of water accumulation, removing visible moisture accumulation on windows, walls, ceilings and other surfaces; (iii) being attentive to washing machine leaks, overflows or spills; and (iv) maintaining proper ventilation of thc Premises and preventing conditions that arc conductive to mold growth including controlling humidity and moisture levels in the Premises through proper operation of the air conditioning and heating systems and plumbing fixtures. To thc extent permitted by applicable law, the Owner is not responsible for conditions, damages or injuries that result from your failure to maintain the Premises in accordance with this provision. In the event that the Premises is damaged by fire or catastrophic damage or in the event that the Premises is affected by environmental issues and, in Owner's opinion, the Premises is either not habitable or that the maintenance and repair of the Premises will render the Premises uninhabitable, the Owner may, in the Owner's sole discretion, terminate this Lease upon giving notice to Resident. In the event of such termination, Resident shall vacate the Premises and remove all of Resident's personal belongings from the Premises and rent will be prorated accordingly through the termination date. 13. Default by Owner. Owner agrees to abide by applicable state and local laws regarding repairs. Owner and Resident agree that, except for those conditions caused by the negligence of Owner, Resident has a duty to pay for the repair of the following conditions that may occur during the term of this Lease: (a) damage from wastewater stoppages caused by foreign or improper objects in lines that exclusively serve the Unit; (b) damage to doors, windows, or screens; and (c) damage from windows and doors left open; and (d) any other damages pursuant to this Lease. © 11/2001, Sterling University Housing Page 3 of 5 Resident Initials 14. Default by Resident. If Resident fails to pay Rent or other lawful charges when due or if Resident moves out of the Unit prior to the expiration of the term of this Lease or if Resident gives false information on any appiication for rental, or if Resident, Roommates or their respective guests fail to comply with any other term, covenant or condition of the Lease or the rules of the property, Owner may pursue any rights or remedies provided by this Lease or applicable law. (See attached State Addendum for additional provisions). In addition to the foregoing, in the event Resident defaults under this Lease, Resident shall be liable for any court costs and reasonable attorney's fees incurred by Owner to enforce this Lease plus interest on all unpaid amounts at the maximum rate of legal interest from the due date until paid. Owner may report unpaid Rent or other charges to the applicable credit reporting agencies for recordation in Resident's credit record. Resident hereby authorizes Owner or Owner's a~ents to obtain and hereby instructs any consumer reporting a~ency designated by Owner or Owner's agents to furnish a consumer report under The Fair Credit Reportin~ Act to Owner or Owner's agents to use such consumer report in attempting to collect any amounts due and owing under the Lease or the Guaranty or for any other permissible purpose. 15. (See attached State Addendum for additional provisions). 16. Verbal Representations. Neither Owner nor any of Owner's representatives have made any oral promises, representations, or agreements. This Lease is the entire agreement between Resident and Owner. Owner's representatives (including management personnel, employees, and agents) have no authority to waive, amend, or terminate this Lease or any part of it, unless in writing, and have no authority to make promises, representations, or agreements that impose security duties or other obligations on Owner or Owner's representatives unless in writing. 17. Entry. Owner shall have the right to enter the Unit (including the Premises) for any reasonable business purpose. 18. Alterations. Resident shall not make or permit to be made any alterations, additions or attachments to the Premises and Unit or any part thereof including, but not limited to, the balcony or overhang, or change or add any lock, without prior written consent of Owner. Resident may not perform any repairs, painting, wallpapering, carpeting, eIectrical changes, or other alterations to the Owner's property except as authorized by the Owner in writing. No holes or stickers are allowed inside or outside the Unit; however, a reasonable number of small nail holes from picture hanging are permitted. No water furniture, antennae, additionaI phone or tv cable outlets, alarm systems, or lock changes, additions or rekcying shall be permitted except as required by law or by the Owner's prior written consent. The Resident shall not disable, disconnect, alter or remove the Owner's property, including locking devices, alarm system, smoke detectors, appliances, furniture or screens. Resident acknowledges that the Owner has no obligation to furnish light bulbs for fixtures furnished by the Owner; Resident shall be responsible for furnishing all light bulbs for such fixtures. When moving out, Resident shall surrender thc Premises in the same condition as when received, reasonable wear and tear excepted. 19. Parking. Resident shall display the parking identification sticker provided by Owner at all times on the driver's side of the rear windshield of Rcsident's vehicle (or on a conspicuous place on Resident's vehicle if the vehicle does not have a rear windshield). Owner reserves the right to designate and control the method, manner and time of parking in parking spaces in and around the property. Resident shall comply with all parking rules and instructions posted by Owner. Neither Resident nor Roommates nor their respective guests, invitees, licensees, family or others shall park in NO PARKiNG ZONES or other restricted areas. 20. Assignment and Subletting. Resident shall not assign or sublet all or any portion of this Lease or Resident~s right to occupy the Unit and Premises to anyone without the Owner's prior written consent. In order to request assignment or subletting, Resident must submit such request in writing on Owner's form and no assignment or subletting will be approved unless the new resident and a guarantor, if applicable, is approved and signs all appropriate documents. Resident and Subleasee shall be responsible for paying a nonrefundable Sublease or Assignment Processing fee of $100 paid to Owner with Resident's request for assignment or subletting. 21. Transfers. During Residcnt's current lease term, if Resident wants to transfer from one unit to another or from one exclusive space to another whitn the same unit, the transfer must be approved by the Owner's on-site manager (Resident can not be in violation of the Lease and must be approved). If Owner's on-site manager approves the transfer, Resident will need to sign a new lease, complete applicable paperwork, and pay a new security deposit. If this Lease has not yet expired, a $100 Transfer Fee will be required if the transfer is from unit to unit and a $50 Transfer Fee if the transfer is from one exclusive space to another within the same unit. Owner shall have the right to require Resident to transfer to another unit, upon 5 days notice, if Owner determines, in its sole discretion, that consolidation of resident space is warranted. 22. Animals. Animals are not allowed on the Premises or in the Unit, with the exception of service animals and fish which can remain in an aquarium no larger than 35 gallons. Owner shall be entitled, without waiving any other rights or remedies, to assess a charge of up to $300 in the event Resident violates Owner's rules including, but not limited to, this provision or any other rules relating to animals in the Unit. 23. Applleable Law. This Lease shall be governed by the laws of the state in which the Unit is located; this Lease is performable and venue for any action shall be proper in the county in which the Unit is located. © 11/2001, Slerling Univcrsily Housing Page 4 of 5 Rcsidcn! Initials 24. Addenda. Resident acknowledges that all lease addenda are considered to be part of this Lease. Resident understands the addenda and agrees to comply with them. Resident represents that he/she has received and reviewed the lease addenda. These lease addenda include: rm State Addendum to Residential Lease Agreement ca Internet Guidelines for Use ca Apartment & Community Guidelines I~ Early Move-In ca Security I~ Summer Storage ca Estimated Damage Charges [] Assignment of Lease Obligations ca Utility Responsibility [] Carport [] Furniture [] Sublease ca Guaranty of Resident Obligations ca Move-In Inventory/Condition Form ~ Internet Service Agreement FI Other 25. Partial Invalidity. If any section, clause, sentence, word or provision of this Lease or the application thereof to any party or circumstances shall, to any extent, be or become invalid or illegal, and such provision shall thereby become null and void, the remainder of this Lease shall not be affected thereby, and each remaining provision of this Lease shall not be affected thereby and each remaining provision of this Lease shall be valid and forceful to the fullest extent permitted by law. 26. SPECIAL PROVISIONS: The terms of this Lease are agreed to and accepted by: OWNER: RESIDENT: STERLING UNIVERSITY Storlinq Universi APARTMENTS Signature: By: Name Printed: Name Printed: Community Manager © 11/2001, Sterling University Housing Page 5 of 5 GUARANTY OF RESIDENT OBLIGATIONS ThisGuarantyofRcsidentObligabons(~his"Guaran~y")ismadcandentcredintoasofthis 2nd day uf April 2002 by and between (Ifc "Guarantor") and Sterling University Sterlinq University Apartments (thc "0wncr"). The purpose of this Guaranty is to express thc terms upon which Guarantor will guarantee all obligations of (thc "Resident") to Owner including, but not limiled to, the Resident's obligations under the Resident Lease Agreement (thc "Lease") dated April 2 , 2002 , by and between Rcsidcnt and Owner (including all renewals and extensions of thc Lease) whereby Resident leased certain Premises in Apartment No. 0000 (thc "Unit") identified in the Lease at the Sterling University Storlinq University Apartmcntslocatcdat 2124 West 27th -qtreet For and in consideration of thc mutual promises contained herein and in the Lease and for other good and valuable consideration, the receipt and sufficiency of which is hcreby acknowlcdgcd, it is agreed as follows: 1. Guarantor's Representations. Guarantor represents that Guarantor: (i) is thc parent or legal guardian of thc Resident; (ii) has been designated by the parent or legal guardian of the Resident in writing to exccute this Guarantor; or (iii) is otherwise related to Resident. Guarantor further represents: (i) thai it has reviewed the Lease and any addenda thereto or documents tu the extem Guarantor deems appropriate and that it understands that Owner's desire to enter into the Lease with Resident is cxprcssly made conditional upon Guarantor's cxccution of this Guaranty; and (ii) that all information submitted in Rcsidcnt's Rental Application was true and complete and authurizcs thc verification of same and thc pcffilrmance of a credit check on Guarantor by any means. Guarantor acknowledges that false information contained in ResidenPs Rental Application may constitute grounds for rejection of Residcnt's Rental Application, termination of Resident's right of occupancy and non-return uf deposits. Guarantor further acknowledges that an investigative consumcr report including information as to character, general reputation, personal chamctcristics and mode of living, whichcvcr arc applicable, of the Guarantor may be made and that any person on which an investigative consumer report will be madc has the right 1o request a complete and accurate disclusure of thc nature and scope of thc investigation requested and also has the right to request a written summary of thc pcrson's rights under Thc Fair Credit Reporling Act. Guarantor hereby aulhorizcs Owner or Owner's agcnls lo obtain and hereby instructs an,/ consumer reverting agency designated by Owner or Owner's agents to furnish a consumer rcpurt under The Fair Credit Reporting Act to Owner or Owner's agents to use such consumer rcport in attempting to collect any amounts due and owing under thc Lease or thc Guaranty or for any other permissible purpose. 2. Guarantee of Obligations. Guarantor hereby individually and unconditionally guarantees to Owner the full, punctual and complete performance by Residcnl of all obligations of Residcnt lo Owner while Resident rcsidcs at the apartment community identified above including, but not limited to, extensions renewals of the Lease, when Resident transfers to a dill~rcnt unit wilhin the apartment community or when rent or other charges arc increased in accordance wilh or after Ihc stated term of the Lease. Guarantor agrccs that Guarantor shall bc pcrsonally bound by and personally liable for all obligations of Resident as if Guarantor executed thc Lease or other documents giving rise to Resident's obligations. In the event Resident fails to comply with any obligations under the Lease or such other documents or in thc event the Lease is declared invalid or void as a rcsult of Resident's age or otherwise, Owner may recover any damages or other charges including, but not limitcd to, rent, late charges, property daraagc, repair costs, animal violation charges, utility payments and all other sums which may become duc under the Lcasc from Guarantor due under thc Lease, as if Guarantor cxccutcd the Lease as Resident, whcthcr or not Owner sucks recovery from Resident. Notwithstanding Guarantor's guarantee of thc obligations of Rcsidcnt as dcscribed herein, Guarantor cxprcssly recognizes that Guarantor shall have no right to possession of thc Premises or thc Unit idcntified in the Leasc or any olhcr premises or unit in Owner's apartment community and that this Guaranty creates no obligation on Owner to provide any benefits whatsoever to Guarantor. Owner may report unpaid rent, damages or other chargcs owed by Resident (and consequently by Guarantor) Io thc applicable credit rcpoffing agencies Ibc rccurdation on Guarantor's credit record. 3. Notice. Guarantor acknowledges that Owner shall have no obligation to provide Guarantor with any type of notice of default or any notice whatsoevcr as a prerequisite or condition to Guarantor's liability after an event of default by a Resident under thc Lease or such other document giving rise to Resident's obligations. Additionally, Guarantor acknowlcdgcs that Owner shall have the right ti) terminate the Lease or such other document or terminate Resident's right to possession without terminating thc Lease or such other document pursuant to the terms of thc Lcasc, such other document and applicable law after an event of default by Resident without thc neccssity of providing Guarantor with any notice. Guarantor expressly waives the right to receive any such notice from Owner. Notwithstanding Iht lbregoing, Owner shall have the right, without the ~bligation, to providc notice to Guarantor with rcspcct lo any event of dcfault cilher at the address of the Unil or the following address, which is GUARANTOR'S PERMANENT MAILING ADDRESS: street city, state, zip code IF GUARANTOR DOES NOT SIGN THE GUARANTY IN THE PRESENCE OF OWNER OR OWNER'S REPRESENTATIVE AS SIGNIFIED BY A SIGNATURE FROM A PROPERTY STAFF MEMBER AS INDICATED BELOW, GUARANTOR'S SIGNATURE MUST BE NOTARIZED. A FACSIMILE SIGNATURE WILL BE JUST AS BINDING AS AN ORIGINAL SIGNATURE. EXECUTED as of the date first written above. GUARANTOR: OWNER: Signature: STERLING UNIVERSITY Sterlinq Universi APARTMENTS Name Printed: By: Social Security No.: Name: Birthdate: Title: Driver's License No.: State Issued: Daytime Telephone No.: Place of Employment: Notary of Guarantor's Signature STATE OF § COUN~I~ OF § This instrument was acknowledged before me on , by, of on behalf of said Notary Public, State of PROPERTY STAFF MEMBER (When Guaranty signed in presence of Owner or Owner's representative) Property Staff Member: Signature: Name Printed: © 11/2001, Sterling University Housing UNIV glTY I]0UglN ( APARTMENT AND COMMUNITY GUIDELINES ADDENDUM The following Apartment and Community Guidelines are added as part of the lease. Resident should read the following Guidelines carefully. A violation of these Apartment and Community Guidelines, or any addendum to it, fire, health, or criminal laws by Resident or Resident's guest (s) shall constitute a violation of the lease; in which case, Owner shall be entitled to pursue all rights and remedies pursuant to the Lease and applicable law. Resident shall sometimes be referred to herein as "you". Capitalized terms used in these Guidelines shall have the same meaning as in the Lease. YOUR APARTMENT HOME 1. All blinds visible from the exterior must show white or off-white so as to give a generally uniform appearance to the community. You cannot usc foil or other unsightly materials to cover thc windows and you cannot display neon or flashing signs in the windows. 2. Garments, rugs or any other items may not be hung from the windows, patios, balconies, common hallway areas or any other exterior area of the community. 3. You must keep thc patios, balconies and common hallway areas which are a part of the Unit clean and uncluttered. You cannot change the structure or appearance of any patio or balcony area. You cannot use patios or balconies for storage purposes and you cannot fence in, wire in, or otherwise enclose the patios or balconies. Furniture made for outdoor use can be used at the Owner's discretion. 4. You cannot distribute, post or hang any signs or notices in any portion of the community without the Owner's prior approval. You cannot throw objects from patios, balconies or windows. 5.Welcome mats can be placed in front of doors, but rugs or carpet remnants are not permitted. 6. No electrical and telephone wiring may be installed within the apartment home. Antennas and satellite dishes must comply with rules promulgated by the Owner. 7. Door locks can only be changed with the proper written approval from the Owner. Keys to changed locks will be deposited with the Owner or Owner's representative. A fee in the minimum amount of $25.00 will be assessed for all lock changes requested while residing in the Unit. Mailbox lock changes may be requested at a fee of $10.00. 8. With the prior approval of the Owner and proof that you have proper insurance which names Owner and Owner's managing agent as "Additional Insureds", you can have water beds or water furniture in bottom floor Premises only. 9.No alarm systems or lock/hatch changes or rekeying is permitted unless Owner has approved it in writing. 10.You cannot modify the Unit's ceilings, floors, walls, shelves, or closets. 11. You need to be careful not to trigger the overhead sprinkler system in your Unit. A simple depression of the sprinkler head will result in a total draining of water from the system. Owner will not be responsible for any damages incurred from such situations. You will be responsible for the payment of all damages incurred from activating the system. 12. If you have a pet in your Unit or in the community, we may assess a fee up to $300 (this fee is in addition to any damages to our property which may have been caused by the pet) as well as requiring you to remove the pet. At our discretion, we may declare you in violation of your Lease. 13. After you move into your Premises, you are responsible for replacing all interior light bulbs and/or fluorescent tubes in your Premises. Colored bulbs are not allowed in any exterior light fixture. 14. Halogen light bulbs/lamps must be used with extreme caution. Do not place halogen bulbs near draperies or other flammable materials. You must monitor the use of these bulbs, including the heat level. Owner will not be responsible for any damages incurred from halogen bulbs/lamps. 15. If you smoke in your Unit or create other types of odors, you need to use proper ventilation. Open windows and use ceiling fans or other fans to allow thc odors to escape the Unit. If the carpet, furniture, furnishings, or other items in the Unit retain odors due to your use, you will be responsible for removing unwanted smells and odors. If the unwanted smells can not be removed, Owner will replace any carpet, furniture, furnishings, or other items. The cost to remove the odors or replace the items will be deducted from your Security Deposit. 16. You or your guests may not anywhere in the community use unsupervised candles or kerosene lamps without our prior written approval. ACCESS TO YOUR UNIT You need to notify Owner of any expected guest(s), delivery service, maid service, etc. You will need to provide written permission authorizing us to release your apartment number, telephone number, or apartment/bedroom key. Your guest will be required to show a form of identification (e.g. driver's license, etc.). Otherwise Owner may deny access into the community and into your Unit. You expressly agree by executing these Guidelines that Owner may provide information on you or your rental history for law enforcement, governmental, or business purposes. COMMON AREAS 1. Bicycles and other personal property cannot be parked or left outside a Unit, except on private patios, balconies, or bicycle racks that Owner may provide. You cannot hang your bicycles from the ceiling or wall of the patios or balconies or the interior of the Unit. You may not block stairwells, hallways, or other fire escape routes with bicycles or other items. 2. For your safety, team sports such as football, baseball, kickball, soccer, dodgeball, etc. arc not permitted to be played in thc parking areas and pool areas. 3. Use of the common areas of the community, including but not limited to, the clubhouse, pool & spa area, fitness center, basketball and volleyball facilities, gameroom, study lounge, and computer room is for you and other residents and their guests (no more that two per resident) except in the situation of a resident hosted function which Owner has previously approved. If you have any guests using these facilities, you must accompany your guest at all time. If you or your guests use any of thc facilities, all of you must comply with the guidelines which are posted at © 11/2001, SterLing University Housing Page 1 of 5 Resident Initials __ each area. If any person using the facilities is 14 years of age or under, that person must be accompanied by a guardian or sponsor who is 18 years or older. FIRE SAFETY 1. Barbecue grills are provided at the pool and/or throughout the community for resident use (where applicable). The use of all other grills or hibachis must comply with applicable laws and are prohibited from being used on balconies/patios or decks. 2. You cannot store or repair any gasoline or gas-fueled vehicle, motorcycle, moped or other similar vehicle in any area of the community or Premises. 3. You must not tamper with, interfere with, or damage any alarm equipment and/or installations. AI~TER HOUR LOCK-OUTS Contact the Office for after-hours Lock-Outs and emergencies. A fee in the minimum amount of $25.00 will be charged and is due and must be paid at the time service is provided. Call 911 or any other applicable emergency number in case of fire and other security concerns. PARKING AND TOWING 1. Vehicles in use in the community may not exceed a speed of 15 miles per hour. 2. You cannot have more than (i) vehicle in the community. If you improperly park your vehicle, it is subject to being towed away in accordance with state statute. 3. Owner will provide you with a vehicle identification sticker. Please place it in the lower left hand corner of the rear windshield of your vehicle (if applicable). You must give up your vehicle identification sticker when you move out. 4. You cannot wash cars or other vehicles on the community grounds. You cannot repair or perform other mechanical or maintenance work on your vehicle within the community. 5. Commercial vehicles, trailers, campers, mobile homes, recreational vehicles, trucks (other than a standard size or smaller pick-up truck or van), inoperable vehicles of any kind, boats, or similar equipment or vehicles, can not remain on any area of the community except for the temporary purpose of loading or unloading of passengers or personal property. Commercial vehicles are defined as any vehicle larger than a standard size passenger pick-up or van (e.g. dump trucks or heavy equipment), vehicles that carry or are mounted with equipment used in a profession or employment (e.g. taxis, mini-buses, limousines, etc.). Vehicles violating this provision are subject to towing at the vehicle owner's expense in accordancewith state statute. 6. Owner can regulate the time, manner and place of parking cars, trucks, motorcycles, bicycles. Owner or Owner's managing agent can remove illegally parked vehicles and have them towed away in accordance with state or local statute. A vehicle is prohibited in the community if it: has flat tires or other conditions rendering it inoperable; has an expired license or inspection sticker; takes up more than one parking space; belongs to a resident who has moved out of his or her Premises or has been evicted; is parked in a marked handicap space without the required handicap insignia; blocks another vehicle from exiting or entering; is parked in a fire lane or designated "no parking area"; or is parked in a space marked for or assigi~ed to other resident(s) or Bedroom(s). 7. Call the Office to report a parking violation. The Office will notify the towing company, which will, in accordance with the law, tow the vehicle, if any of the following situations exist: The vehicle is parked in such a manner as to obstruct a fire lane. The vehicle is obstructing an entrance, exit, handicap space or aisle of the parking facility. The vehicle is parked in any other manner which would allow towing pursuant to state statute. 8. It shall constitute a violation of these rules if a vehicle is parked in an unauthorized fashion. A vehicle will be deemed to be parked in an unauthorized fashion if it is: parked, stored, or situated anywhere within the community, except in a space specifically designed for parking. in an inoperable condition, whether or not parked in a designated parking space. parked in a parking space assigned to another resident, without the consent of the resident. parked in such a manner as to occupy more than one marked parking space. SERVICE REQUESTS Owner offers 24 hour response to emergency service requests. Call 911 or any other applicable emergency number in case of fire and any other security concerns. Emergencies are considered any situation which places life or property in jeopardy and requires immediate attention. For after-hours emergencies, call the Office (the answering service will answer) and explain the situation. They will contact the proper service personnel. For normal service requests, please call during normal Office hours. MAIL The Mail Box is to be used jointly by all Roommates assigned to your Unit. Packages which cannot fit into the package boxes can be received at the office. Owner will not be responsible for any damages, loss, or theft of packages. Packages which are not claimed within 30 days of delivery will not be held. UTILITIES 1. You must keep all utilities to the Unit active; you cannot turn them off if you leave, even for vacation. Unless Owner instructs you otherwise, you must, for 24-hours a day during freezing weather, (a) keep the Unit heated to at least 50 degrees Fahrenheit, (b) keep cabinet and closet doors open; and (c) drip hot and cold water faucets. You are liable for damage to your property and other's property if the damage is the result of the utilities being turned off or because of broken water pipes due to your violation of these requirements. 2. All utilities may be used only for normal household purposes and must not be wasted, and within 24 hours after you move in, utilities payable by you must be placed in your name or the name of one or more of your Roommates for the term. Owner will request proof of this at time of move-in. Owner will not be liable for any interrt~ption, surge or failure of utility service to the Unit or any damage directly or indirectly caused by the interruption, surge or failure not caused by us. © I 1/2001, Sterling University Housing Page 2 of 5 Resident Initials __ CASUALTY LOSS If in our reasonable judgment, the Premises and Unit, the building or Apartment community is materially damaged by fire or other casualty, Owner may terminate your Lease within a reasonable time after such determination by giving you written notice. If Owner terminate your Lease, mrd you did not cause the loss, Owner will refund prorated, prepaid rent and all deposits(s), less lawful deductions. If Owner determines that material damage has not been caused to the Premises and Unit, the building or the community, or if Owner has elected not to terminate your Lease, Owner will, within a reasonable time, rebuild the damaged improvements. During such reconstruction, there shall be a reasonable reduction of the Rent for the unusable portion of the Premises unless you or your guest is the cause of the fire or casualty. Fitness Center Policies 1. Persons using Fitness Center do so at their own risk. Owner and owner's ageut assume no responsibility for accident or injury. 2. If you believe any equipment is malfunctioning, please notify the office immediately. 3. Persons under the age of 14 must have adult supervision. 4. Rubber sole shoes required. No hard sole shoes. 5. No animals allowed. 6. No food allowed, 7. Drinks are permitted if carried in plastic containers. No glass containers. Please properly dispose of all drinking containers. 8. No radios permitted without the use of headphones. 9. Guests must be accompanied by a resident. No more than 2 guests per resident. 10. Any person who is, in the sole judgment of owner and owner's agent, under the influence of alcohol or other drugs, may be excluded from the fitness center. 11. Owner and owner's agent are not responsible for items which are lost, damaged or stolen. 12. No Smoking. 13. Owner and owner's agent reserve the right to restrict the use of this facility. 14. Do not use equipment if you are taking any medication that causes drowsiness. 15. Use the equipment only in the manner intended by the manufacturer. Improper use of equipment may cause serious injury or death. Game Room Policies 1. Guests must be accompanied by a resident. No more than two guests per resident. 2. No fighting, dangerous conduct, or noise which disturbs others. 3. No glass containers. 4. Do not leave personal items in this area. Owner and owner's agent arc not responsible for any lost, stolen or damaged items. 5. Use the equipment only in the manner intended by manufacturer. Please handle the equipment with care. 6. Do not remove or damage equipment and supplies. 7. No Smoking. 8. Owner and owner's agent reserve the right to restrict the use of this facility. Hot Tub Policies 1. Hot Tub Hours are: 8:00 a.m.-ll p.m. 2. Do not exceed the maximum number of users. No more than 8 people in Hot Tub at one time. Please show consideration to others waiting for Hot Tub use. 3. Proper swimwear must be worn at all times. Loose articles dropped into Hot Tub will burn out the motor. No cut offs or thong swimwear allowed. 4. For your convenience, a timer has been installed on the Hot Tub. If the pump runs continuously, it will burn out the motor. 5. No glass containers. Keep all breakable objects out of the hot tub area. 6. No food. 7. People with communicable diseases capable of causing danger to others are not allowed in the Hot Tub. 8. Guests must be accompanied by a resident. Two guests per resident. 9. Persons under the age of 14 must have adult supervision. 10. If you are pregnant, do not use the hot tub without medical consultation. Do not allow small children to use the hot tub. Hot water exposure limitations vary from person to person. 11. If you suffer from heat disease, diabetes, high or low blood pressure or other health problems, do not enter the hot tub without prior medical consultation from your doctor. Overexposure to hot water may cause nausea, dizziness and fainting. 12. Do not use the hot tub while under thc influence of alcohol, narcotics or other drugs that cause sleepiness, drowsiness or raise/lower blood pressure. 13. Check the hot tub temperature before entering the hot tub. Do not use the hot tub if the temperature is above 104 degrees Fahrenheit (40 degrees Centigrade). Lower water temperatures are recommended for extended usc (exceeding 10 - 15 minutes) and for young children. 14. Enter and exit slowly. 15. Do not place electrical appliances (telephone, radio, tv, etc.) within five feet of thc hot tub. 16. Do not operate the hot tub during severe weather conditions; e.g. electrical storms or tornadoes. 17. Do not use or operate the hot tub if the suction outlet cover is missing, broken or loose. © 11/2001, Slerling Univcrsity Housing Page 3 of 5 Resident Initials __ Warning: Use of Hot Tub after consuming alcohol may be dangerous to your health. Any person with heart or similar conditions should not use the Hot Tub without consulting their physician. Hot Tub should not be used during pregnancy. Warning: SHALLOW WATER. NO DIVING. Diving may cause serious injury or death. WARNING-NO LIFEGUARD ON DUTY PERSONS UNDER THE AGE OF 14 SHOULD NOT USE HOT TUB WITHOUT ADULT SUPERVISION Basketball Court Policies 1. The Basketball Court hours are: 8:00 a.m.-Il:00 p.m. 2. Play at your own risk. 3. Owner and owner's agent are not responsible for any injury or accident that may occur, 4. No more than 2 guests per resident. Guests must be accompanied by a resident. 5. No pets allowed. 6. Rubber sole shoes required. 7. No food or beverages on the court. 8. No fighting, dangerous conduct or noise which disturbs others. 9. No bikes, rollerblades, or skates on the court. 10. Do not hang or climb on nets and posts. 11. Owner and owner's agent are not responsible for lost, stolen or damaged items. Computer Center Policies 1. This facility is provided for residents only. 2. Please show consideration to other residents waiting to use equipment. 3. Use the equipment only in the manner intended by the manufacturer. Please handle the equipment with care. 4. Do not remove or damage equipment and supplies. 5. Do not save or install any items onto the hard drive. Do not tamper with programs installed on the computer. 6. Do not leave personal items in this facility. Owner and owner's agent are not responsible for any lost, stolen or damaged items. 7. No Smoking. 8. No food or drinks can be close to equipment. No glass containers. 9. Owner and owner's agent reserve the right to restrict the use of this facility. 10. Residents are resposible for supplying their own paper. Pool Policies 1, The Pool hours are: 8:00 a.m.-Il:00 p.m. 2. NO LIFEGUARD ON DUTY 3. Persons under the age of 14 must have adult supervision. 4. Persons using the pool do so at their own risk. Owner and owner's agent assume no responsibility for accident or injury. 5. No animals allowed. 6. Anyone with a communicable disease capable of infecting others is prohibited from pool. 7, No loud music. 8. No glass containers. 9. Poolyard gates may not be propped open or otherwise rendered inoperable, even temporarily. 10. No more than 2 guests per resident. Guests must be accompanied by a resident. 11. No running, horseplay, fighting, dangerous conduct or noise which disturbs others. 12. Diving is not permitted at anytime. 13. Owner and owner's agent are not responsible for lost, damaged or stolen items. 14. Proper swimwear is to be worn. No cut-offs or thong bathing suits are allowed. 15. No drunkenness or profanity. Any person who is, in the sold judgment of owner and owner's agent, under the influence of alcohol or other drugs may be excluded from the pool area. 16. No jumping or diving into pool or spa from balconies/patios. 17. Owner and owner's agent reserve the right to restrict the use of this facility. NO DIVING! Diving may cause serious injury or death. WARNING-NO LIFEGUARD ON DUTY PERSONS UNDER THE AGE OF 14 SHOULD NOT USE POOL WITHOUT ADULT SUPERVISION Please remember: Call 911 in case of emergency. MISCELLANEOUS 1. Neither you nor your guests can make or permit to be made any loud, disturbing, or objectionable noises. Musical instruments, radio, CD players, television sets, amplifiers and other instruments or devices cannot be used or played in such a manner as may constitute a nuisance or disturbs other residents. Owner shall have the right, in the event of violations of these or any other rules, to assess a fee to be paid by you in an amount up to $100 per violation. 2. Neither you nor your guests can use the common areas, parking lots or grounds in such a manner that interferes with the enjoyment of other residents. © 11/2001, Stealing University Housing Page 4 of 5 Resident Initials __ 3. Any general noise disturbances, (i.e. noise from pool music, parties, machinery, etc.) should be reported to the Office (during business hours) or the answering service (after hours). The answering service will contact the appropriate management personnel to handle the disturbance. 4. Owner has the right to exclude guests or others who, in Owner's sole judgment, have been in violation of the law, violation of thc Lease or any rules or policies of the community, or disturbing other residents, neighbors, visitors or our representatives. Owner can also exclude from any patio or common area, a person who refuses to or cannot identify himself or herself as your guest. 5. Neither you nor your guests will be allowed to engage in the following prohibited activities: loud or obnoxious conduct, disturbing or threatening the rights, comfort, health, safety or convenience of self or others in or near the community; possessing, selling or manufacturing illegal drugs or illegal drug paraphernalia; engaging in or threatening violence; possessing a weapon (unless authorized by law); discharging a firearm in the community; displaying a gun, knife or other weapon in the community in a threatening manner; soliciting business or contributions; operating a business or child care service within the Premises; storing anything in closets having gas appliance; tampering with utilities; bringing hazardous materials into the community. 6. If you need to replace access cards, remote control devices or keys, you will be charged a fee in the minimum amount of $25.00; if you are in need of a replacement parking decal, you will be charged a fee in the minimum amount of $25.00. VIOLATIONS As indicated above, a violation of these guidelines shall constitute a violation of the Lease and shall entitle Owner to pursue any rights or remedies pursuant to the Lease and applicable law including seeking possession of the Premises. Additionally, Owner shall have the right, in the event of violations, to assess a fee for each violation. In the event you are assessed a fee and you do not pay the fee within 10 days of being notified, all monies paid by you for rent or otherwise shall be applied to non-rent items first and then to rent due and owing. If you fail to pay all amounts due, you will be delinquent in the payment of rent; in which case, Owner shall be entitled to pursue its rights and remedies under the Lease as if you failed to pay rent. MODIFICATION OF GUIDELINES You and your guests will be required to comply with all of the requirements set forth in these Guidelines. Owner has the right to change them from time to time as Owner deems necessary. Any changes to these Guidelines will be effective and a part of the Lease once they have been delivered to you or posted in a public area of the Apartment Community used for such purposes. You are responsible for your guest's compliance with all Guidelines. The Owner will use reasonable efforts to get all residents and other persons to comply with the Guidelines, but Owner will not be responsible to you if Owner fails to cause any person's compliance. The terms of this Addendum are effective as of the date of the Lease and agreed to and accepted by: OWNER: RESIDENT: STERLING UNIVERSITY Sterlinq Universi APARTMENTS By: Signature: Name Printed: Name Printed: Title: © 11/2001, Sterling University Housing Page 5 of 5 ESTIMATED DAMAGE CHARGES Item Estimated Cost (actual cost will be charged) Patch Carpet $25 - $45 Dye Carpet to remove stains $150 - $250 Replace Carpet $635 - $1250 (depending on square footage) Replace Carpet Pad $1.50 - $1.75 per square yard Deodorize and Deflea $200 - $275 Clean oven/stove $25 - $55 Clean Refrigerator $20 - $40 Clean Countertops/Cabinets/Sinks $10 - $30 each Clean Floors $25 - $55 Clean Toilet $10 - $25 Clean Tub $20 - $40 Replace Drip Pans $5 - $8 each Replace Ice Maker $70 - $85 Replace Refrigerator Racks $35 - $45 each Replace Disposal $65 - $85 Replace Venthood $60 - $70 Replace Sink stoppers $5 - $7 Resurface Countertops $100 - $135 Replace floor tile $100 - $160 Replace Shower head $10 - $15 each Replace Tub stopper $5 - $7 Replace Toilet seat $20 - $35 ~eplace Towel bar $15 - $35 Replace Shower rods $10 - $25 each Replace porcelain soap dish $60 - $70 Resurface Vanity countertop $65 - $85 Replace bath tile $60 - $85 ~,cplace mini-blinds $45 - $85 Replace vertical blinds $85 - $120 Replace window screen $15 - $35 Replace window $100 - $175 Replace Apartment and/or Bedroom Key Minimum of $25 each Replace Mailbox Key Minimum of $10 each Replace Ceiling Fan $65 - $85 Replace outlet plates $5 - $7 each Replace smoke detector $30 - $40 each Remove trash $25 per small garbage bag Remove furniture $50 - $100 per item Replace External Door $125 - $175 Replace Interior Door $85 - $125 Repair Sheetrock (small) $40 - $75 Repair Sheetrock (medium) $60 - $85 Repair Sheetrock (large) $80 - $125 Painting (above normal wear and tear) $85 - $275 (depending on size of area) Replace Sofa $275 - $300 Replace Chair $175 - $200 Replace Entertainment Center $130 - $150 Replace Lamp $75 - $100 Replace Coffee Table, End Table $95 - $110 each Replace Full Bed $175 - $200 Replace Twin Bed $150 - $175 Replace Chest of Drawers $175 - $200 Replace Night Stand $100 - $125 Replace Desk $100 - $125 Replace Chair $35 - $55 Replace Dinette $225 - $250 Replace Fire Extinguisher $15 Move SUH Furniture to original place $25 per room Resident Signature Date © 11/2001, Stcding University Housing UTILITY RESPONSIBILITY ADDENDUM The following utility services must be in the rcsidenfs name prior to move in date: [] Electricity [] Water [] Sewer [] Telephone Cable Trash FI Gas [] Alarm registration I agree to transfer the utilities checked above into my name prior to or upon move-in. OWNER: RESIDENT: STERLING UNIVERSITY Sterlin~ Universit APARTMENTS By: Signature: Name Printed: Name Printed: Title: @ 11/2001, Sterling University Housing ST LING LrN1V 5;IB! OUS1NG SECURITY ADDENDUM This Security Addendum (this "Addendum") is made and entered into by and between Resident and Owner identified on the attached and foregoing Resident Lease Agreement (the "Lease"). The terms of this Addendum are subject to tire terms of the Lease; the defined terms in the Lease shall bc deemed to have the same meaning as in this Addendum. In consideration of the mutual promises contained herein and in the Lease and for other good and valuable consideration, the receipt and sufficiency of which is hereby acknowledged by all parties, the parties agree as follows: 1. Resident's Responsibility for Security. No matter what steps Owner takes with respect to security issues, it is absolutely imperative that Resident realize that there is nothing Owner can do to prevent crime from occurring. Unfortunately, crime appears to be a fact of life. There is no guarantee that any effort by Owner will in any way increase Residcnt's personal security or thc safety of Rcsident's family or guests or Residcnt's belongings. Resident should not rely upon any measures Owner takes for Resident's personal security or the safety of Resident's family or guests. Owner cannot assume responsibility for the criminal action of third parties. Owner's employees and representatives are not trained police officers and like Resident, will rely on the police for security matters and to enforce laws. The only way that Resident can effectively avert thc impact which the criminal element of our society has upon Resident and Rcsident's guests is to use common sense and take precautions with respect to security issues, It is essential that Resident realize that Resident and the local law enforcement agencies are responsible for Resident's security and the security of all guests. 2. Door Locks and Window Latches. Owner will comply with the requirements of state law with respect to providing door locks and window latches to units at the property. Owner will change locks as required by applicable law. All lock change requests must be made in writing. Owner may require Resident to pay charges in advance for which Resident is liable to pay under the circumstances and conditions allowed by applicable law. Although Owner will not require Resident to pay for a repair or replacement of a security device due to normal wear and tear, Owner reserves thc right to require Resident to pay for repair or replacement of a security device if the repair or replacement is necessitated by misuse or damage by Resident, an occupant of Resident's premises or a guest. 3. Intrusion Alarms. If, as part of the Base Fee component of Resident's Rent paid pursuant to the Lease, an intrusion alarm is included, Resident acknowledges that a monitoring alarm company, independent from Owner, is responsible for monitoring the alarm and Resident agrees that the Owner is not responsible for damage, loss or injury to person or property as a result of the failure of the alarm or the failure by the company responsible for monitoring the alarm to properly respond to an alarm signal. In addition, resident acknowledges that a common telephone line to the Unit is required to monitor the alarm. In order to secure the usc of the alarm, the municipality in which the property is located or other governmental entity or agency having jurisdiction over the property may require Resident to apply for and obtain a burglar alarm permit. Resident agrees that any required permit will be obtained and maintained in Resident's own name throughout the term of the Lease. Resident also agrees to be responsible for all fines, penalties and charges imposed by any governmental entity or agency relating to or as a result of Resident's use of the alarm including, but not limited to, all false alarm charges imposed. Resident agrees: (i) that Resident has been instructed on how to operate the alarm, that Resident has inspected the alarm and that Resident finds the alarm to be in good working order; (ii) Resident shall use reasonable care in the operation of thc alarm, follow manufacturer's recommended operating procedures and comply with any and all instructions, rules of procedures instituted by Owner or the company responsible for monitoring thc alarm regarding the operation of the alarm; and (iii) it is Resident's duty to regularly test and monitor the alarm and to promptly notify the alarm company responsible for monitoring the alarm in writing of any problem, defect, malfunction or failure of the alarm. RESIDENT ACKNOWLEDGES THAT OWNER DOES NOT MAKE ANY GUARANTY OR WARRANTY, EXPRESS OR IMPLIED, WITH RESPECT TO THE ALARM. OWNER DISCLAIMS AND DENIES THAT THERE IS AN IMPLIED WARRANTY OF MERCHANTABILITY, SUITABILITY, HABITABILITY OR FITNESS FOR A PARTICULAR PURPOSE WITH RESPECT TO THE EXISTENCE, USE OR FUNCTION OF THE ALARM. RESIDENT FURTHER ACKNOWLEDGES THAT OWNER DOES NOT EXPRESSLY OR IMPLIEDLY GUARANTY OR WARRANTY THAT THE ALARM WILL AVERT OR PREVENT OCCURRENCES OR CONSEQUENCES RELATING TO THE CRIMINAL ACTIVITIES OF OTHERS. Resident acknowledges that the alarm is a mechanical device and can be rendered inoperative at any time. Resident also acknowledges that the alarm requires Resident to properly code thc alarm in order for it to function properly. Resident agrees that the Owner's installation of thc alarm and retention of a company to monitor the alarm does not constitute a voluntary undertaking or agreement by Owner to provide security to Resident or any guest or occupants of Resident's premises or Resident's unit. There is absolutely no guarantee that the presence of the alarm will in any way increase Resident's personal security or the safety of any guests or occupants of thc Premises or thc Unit. © 11/2001, Sterling University Housing Page I of 2 Resident Initials 4. Limited Access. In the event the community has limited access gates or building entry doors, while Owner certainly hopes that these access gates and doors will be used by persons as they are intended, Resident recognizes that the access gates and doors will not prevent unauthorized persons from coming onto the property. The access gates and doors are mechanical devices that can be rendered inoperative or malfunction at any time, are only designed for the purpose of assisting to control access in and out of our community and are not designed or operated in a manner so as to provide personal security for residents, occupants or guests. Additionally, there is the possibility that someone will walk through the gates or doors unnoticed and without proper authority. There is also no way to stop someone who enters the property in an authorized fashion but then proceeds to an alternate destination to perform a criminal act. If Resident sees strangers in or around the property, please contact the police immediately. 5. Cameras on the Property. In the event that cameras have been placed in the amenity areas or clubhouse, please understand that these cameras are not manned on a 24 hour basis and are designed only to serve as additional eyes for the Owner of the property. This feature is not designed to provide personal security services for anyone; the cameras should not be relied upon to provide protection. In the event that you have a problem of a security nature anywhere on the property including those areas at which a camera is located, the police should be contacted. 6. Off Duty Officers. In the event that a police officer resides at or patrols the property, please understand that the officer is not equipped to provide personal security to residents or their guests or occupants of any unit. The officer is to act as additional eyes and ears for the Owner and is advised to contact the local law enforcement agency if there is a need for police services. Please remember that the officer is not to be relied on for security services. Someone with a criminal intent can circumvent any procedure used by the officer and commit a crime on the property. Residents are encouraged to contact thc local law enforcement agency in the event they have any security concerns and to contact 911 in the event of an emergency. 7. Patrol Services. In the event that there are patrol personnel patrolling the property, please understand that these persons are employees of a private patrol service retained by the Owner and are not employees of the Owner. The patrol personnel are not responsible for providing personal security to residents or their guests or occupants of any unit. The patrol personnel are to act as additional eyes and ears for the management at the property and are advised to contact the local law enforcement agency if there is a need for police services. Please remember that thc patrol personnel are not equipped to provide personal security services, are not intended to provide personal security services and are not to be relied on for these types of services. Someone with a criminal intent can circumvent any procedure used by the patrol personnel or the company which they are employed by to commit a crime on the property. Do not rely upon these procedures for your personal security. Residents are encouraged to contact the local law enforcement agency in the event they are in need of any security concerns and to contact 911 in the event of an emergency. 8. Suggestions Regarding Security Issues. Resident should always be as cautious as possible with respect to Resident's property and Resident's surroundings. Here are a few tips which Owner would suggest that Resident (referred to as "you" or "your" below) follow: Review the Lease and other documents governing your occupancy of the premises and unit; know your responsibilities regarding security issues. Always contact the local law enforcement agency whenever you are in need of security services. Do not contact the answering service, the management office or any courtesy officers for this can only delay the response time. Keep thc telephone number of the local law enforcement agency in a readily accessible place; call "911" or other applicable emergency number in the event of an emergency. Get to know your neighbors. Be able to recognize whether there are strangers in your area of the property. Contact the local law enforcement agency if you see that a neighbor's security is threatened; request that they do the same for you. Always lock your apartment door whenever you leave the apartment even if only gone momentarily. Always lock your car door whenever the car is left unattended in the parking garage or in the parking lot. If you have occasion to walk around the property at night, try to refrain from walking alone. Be sure that you have a sufficient amount of insurance on your own person, your personal belongings, and the personal belongings of your guests. Be aware of criminal activities in the area. If you have questions about crime in the area, contract the local police storefront or station. The terms of this Addendum are effective as of the date of the Lease and agreed to and accepted by: OWNER: RESIDENT: STERLING UNIVERSITY Sterlin9 Universi APARTMENTS By: Signature: Name Printed: Name Printed: Title: © 11/2001, Sterling University Housing Page 2 of 2 gYk221JNG UNIVt SITY H0[SIN(; SUH MOVE-IN INVENTORY/CONDITION FORM APARTMENT NUMBER 0 0 0 0 LIVING/DINING ROOM CONDITION UPON MOVE-IN CONDITION UPON MOVE-OUT Entry Azca Doors Water Stains on Walls/Ceiling Carpet Windows/Blinds Fixtures Furniture Patio/Storage Hallways KITCHEN Doors Plumbing Leaks or Water Stains on Walls/Ceilin~ Floor Cabinets Countcrtops Applianccs Windows/Blinds Fixtures Furniture BEDROOM Doors Water Stains on Walls/Ceiling Carpet Windows/Blinds Fixtures BATHROOM Plumbing Leaks or Water Slains on Walls/Ceiling Floor Cabincts/Countertops Tub/Sink/Toilet Fixtures OTHER Smoke Detector Intrusion Alarm Carport Resident agrees to examine all items listed in this Inventory and notify Owner by this t~rm of any problems within 24 hours after Resident moves in. If Resident fails to notil~ Owner of any problems within such 24 hoer period, all items will be deemed to bc in good condition and free of any defects. E-mail address Apartment Phone number Resident Signature upon Movc-ln Date Resident Signature upon Move-Out Date Staff Signature upon Move-In Date Staff Signature upon Move-Out Date [OFFICE USE ONLY: DUE: RECEIVED: I © 11/2001, Slerling University Housing FURNITURE ADDENDUM This Furniture Addendum (this "Addendum") is made and entered into by and between Resident and Owner identified on the attached and foregoing Resident Lease Agreement (the "Lease"). The terms of this Addendum are subject to the terms of the Lease; the defined terms in the Lease shall be deemed to have the same meaning as in this Addendum. In consideration of the mutual promises contained herein and in the Lease and for other good and valuable consideration, the receipt and sufficiency of which is hereby acknowledged by all parties, the parties agree as follows: 1. Furniture provided in the Premises. Resident acknowledges that the following furniture (collectively the "Furniture") has been provided by the Owner to Resident for Resident's use in the Premises: Living Room Dining Room Bedroom m Sofa [] Chair(Number ) [] Mattress m Chair [] Table ~'1 Bed (frame, box spring) [] End Table (Number I. ) tm Bar Stool (Number 4 ) [] Headboard [] Coffee Table tm Dresser [] Entertainment Center [] Night Stand [] Lamp(Number__) [] Chair [] Desk Resident shall examine all Furniture listed above and notify Owner in writing of any defects in the Furniture within 24 hours after Resident moves in. If Resident fails to notify Owner of any defects in the Furniture within such 24 hour period, all Furniture shall be deemed to be in good condition. 2. Disclaimer of Warranties and Representations. TO I~IE FULLEST EXTENT ALLOWED BY APPLICABLE LAW, OWNER EXPRESSLY DISCLAIMS ANY AND ALL WARRANTIES, WHETHER EXPRESSED OR IMPLIED, RELATING TO ANY FURNITURE, FURNISHING, EQUIPMENT OR APPLIANCES, IF ANY, IDENTIFIED HEREIN OR OTHERWISE IN THE PREMISES OR THE UNIT INCLUDING, BUT NOT LIMITED TO, WARRANTIES OF FITNESS FOR A PARTICULAR PURPOSE, MERCHANTABILITY, HABITABILITY OR SUITABILITY. 3. Maintenance of Furniture. Resident shall maintain the Furniture in a clean condition, reasonable wear and tear excepted and shall not remove any items of Furniture from the Premises during the term of the Lease. All items of Furniture shall be kept in the Premises and returned to Owner when Resident vacates the Premises at the expiration of the term of the Lease or when Resident's right to possession of the Premises is terminated, whichever is sooner, When Resident vacates the Premises, all furniture shall be returned to the location in thc Premises and in the Unit that such furniture was in as of thc move-in date. Resident shall be responsible for any damages or cleaning charges incurred by Owner with respect to use or condition of any Furniture in the Premises owned by Owner. 4. Default. In thc event the Furniture is not maintained, is damaged or is otherwise not returned to Owner at the expiration of the term of the Lease or when Resident's right to possession of the Premises is terminated, whichever is sooner, in a condition satisfactory to Owner, Resident shall pay to Owner, upon demand, the cost to repair or replace, as determined by Owner, the Furniture. Owner shall have the right to deduct any amounts owed hereunder from the security deposit paid by Resident under the Lease. In addition to the foregoing, in the event of any default under this Addendum, Owner shall have the right to pursue any and all rights or remedies under the Lease or applicable law as if Resident defaulted under the Lease. The terms of this Addendum are effective as of the date of the Lease and are agreed to and accepted by: 'OWNER: RESIDENT: STERLING UNIVERS1TY Sterlin~ Univ~rsit APARTMENTS Signature: By: Name Printed: Name Printed: Title: 1/2001, Sterling Univctsily Housing ST DLING LrN SITY HOUSING INTERNET ACCESS SERVICE AGREEMENT Please read this Agreement carefully. Together with the Guidelines for Acceptable Use ("Guidelines"), it governs your use of the Internet access (collectively called the "Service") provided to you by Owner. This Agreement and the Guidelines supersede all prior communications and agreements with regard to their subject matter. In the event you do not have a current copy of the Guidelines, you represent that you will obtain a current version at the management office. 1. Charges In consideration of your access to and usc of the Service, you agree to pay to Owner a monthly fee as indicated below (check one): In the event you execute this Agreement when you execute your Resident Lease Agreement and internet service is identified as being part of the monthly Rent in paragraph 4 of your Resident Lease Agreement, your monthly fee will be included in your Base Fee under your Resident Lease Agreement; In the event you execute this Agreement when you execute your Resident Lease Agreement, your monthly fee will be included in your "Rent" as separately set forth in paragraph 4 of your Resident Lease Agreement; [] In the event that you execute this Agreement after you have executed the Resident Lease Agreement, paragraph 4 of your Resident Lease Agreement shall be modified such that the amount paid by you as monthly Rent shall be increased by $ ; and the monthly Rent, as modified, shall be due and payable at the same time and in the same manner as indicated in your Resident Lease Agreement. In the event you fail to pay this additional monthly fee as part of your Rent, Owner shall be entitled to pursue all rights and remedies as if you had failed to pay Rent under your Resident Lease Agreement. 2. Service By using the Service, you agree to accept the terms of the Agreement (including the Guidelines) whether or not you signed it. Owner may change this Agreement at any time; such changes will be effective immediately upon transmission of notice by e-mail, postal mail, or any other means. Each time you use the Service reaffirms your acceptance of the then-current Agreement. If you do not wish to be bound by this Agreement, and your Base Fee includes internet service, you may discontinue using the Service and immediately terminate your access. Notwithstanding the foregoing, in the event that a monthly fee for internet service is separately identified in your Resident Lease Agreement (not included in your "Base Fee") or added to your Rent pursuant to this Agreement, you may discontinue using the Service and being charged the additional monthly fee only by executing Owner's Cancellation of Internet Access Addendum, which will operate to modify your Resident Lease Agreement effective on the first day of the calendar month following the month in which the Cancellation of Internet Access Addendum is executed. Owner may discontinue or alter any service level or aspect of the Service at any time, without notice, without liability and in Owner's sole discretion. 3. Your Obligations You agree in using thc Service to comply with Owner's Guidelines. You acknowledge that the Service is provided only for personal use by you and not for corporate, commercial or excessive use or for use by organizations or other groups of users. You agree that Owner may establish general practices and limits concerning use of the Service and the maximum duration for which a user may access the Service in a given period of time. You also acknowledge that Owner reserves the right to change these general practices and limits at any time, in its sore discretion, with or without notice. 4. Content You acknowledge that information; communications, photographs, video, graphics, software, music, sounds and other materials may be accessible to you through your use of the Service. You acknowledge that, as a matter of policy, Owner does not pre-screen such materials. You further acknowledge, however, that Owner does not have the capability to monitor, review, restrict, edit, or remove materials made available by third parties on the Internet, and you agree that you must evaluate, and bear all risks associated with, the use of any materials, including any reliance on the accuracy, completeness, or usefulness of such materials. The fact that Owner provides a link to a particular Web page is not an indication that we endorse that site's policies or the content or products available from that particular site. © 11/2001, Sterling University Housing Page 1 of 3 Resident Initials You acknowledge that materials available through the Service may be protected by copyright, trademarks, and other intellectual property rights. You agree that your use of such materials is governed by all applicable laws and regulations, and by any further restrictions placed on such materials by their owners or licensors. 5. Service Availability Owner will use commercially reasonable efforts to maintain the Service so that the Service is reasonably available for access on a 24 hours per day, 7 days a week basis. However, you acknowledge that Owner will need to make the Service unavailable from time to time in order to accomplish normal system maintenance and implementation of software enhancements, and that such maintenance services may diminish the overall performance of the Service. You also acknowledge that hardware or software operational or performance problems that diminish or render unavailable the Service will occur from time to time. In the event of any failure by Owner to maintain the Service on a 24 hours per day, 7 days a week basis, your sole and exclusive remedy shall be to terminate this Agreement by ceasing all use of the Service. Under no circumstances shall Owner be liable to you for damages resulting from interruption or unavailability of Service. 6. No Warranties You agree that usc of the Service is at your sole risk. You acknowledge that the Service may provide access to the Internct, but that thc Intemet is not owned, operated or managed by Owner. With respect to information, goods and services provided or accessed on or through the Service or otherwise available on the Internct, Owner (i) has no responsibility or obligation with respect to (and does not endorse) any information, good or service, (ii) MAKES NO WARRANTIES WHATSOEVER (EXPRESS OR IMPLIED) WITH REGARD TO ANY INFORMATION, GOOD OR SERVICE (INCLUDING, WITHOUT LIMITATION, WARRANTIES OF ACCURACY, COMPLETENESS, USEFULNESS, MERCHANTABILITY, SAFETY OR FITNESS FOR A PARTICULAR PURPOSE), (iii) will not be a party to a transaction between you and any other user of the Service and (iv) will not be liable, under any circumstances, for any loss, cost or damage arising directly or indirectly from any act or omission of any person or from any information, good or service; except to the extent the foregoing may not be disclaimed under law. Owner does not assume liability to subscribers or others for any failure to enforce the Guidelines. OWNER DOES NOT WARRANT THAT THE SERVICE WILL BE UNINTERRUPTED OR ERROR FREE NOR MAKE ANY WARRANTY AS TO THE RESULTS OBTAINED FROM THE USE OF THE SERVICE. OWNER DOES NOT GUARANTEE CONNECTIVITY AT ANY TIME, FOR ANY LENGTH OF TIME OR AT ANY SPEED. THE SERVICE IS PROVIDED ON AN "AS IS", "AS AVAILABLE" BASIS WITHOUT ANY WARRANTIES WHATSOEVER (EITHER EXPRESS OR IMPLIED), INCLUDING, WITHOUT LIMITATION, WARRANTIES OF TITLE OR IMPLIED WARRANTIES OF MERCHANTABILITY OR FITNESS FOR A PARTICULAR PURPOSE. NO ORAL ADVICE OR WRITTEN (INCLUDING ELECTRONIC) INFORMATION PROVIDED BY OWNER, ITS EMPLOYEES, AFFILIATES, AGENTS, REPRESENTATIVES, LICENSORS OR AUTHORIZED USERS WILL CREATE A WARRANTY, NOR SHOULD YOU RELY ON ANY SUCH ADVICE OR INFORMATION. UNDER NO CIRCUMSTANCE (INCLUDING OWNER'S OWN NEGLIGENCE) WILL OWNER OR ANYONE ELSE INVOLVED IN PROVIDING THE SERVICE BE LIABLE FOR ANY DIRECT, INDIRECT, INCIDENTAL, SPECIAL OR CONSEQUENTIAL DAMAGES OR LOSSES FROM OR THROUGH THE USE OF OR INABILITY TO USE THE SERVICE THAT RESULT FROM MISTAKES, OMISSIONS, INTERRUPTIONS, DELETION OF FILES OR E-MAIL, DEFECTS, VIRUSES, DELAYS IN OPERATION OR TRANSMISSION OR ANY FAILURE OF PERFORMANCE, EVEN 1F ADVISED OF THE POSSIBILITY THEREOF. OWNER'S ENTIRE LIABILITY AND YOUR EXCLUSIVE REMEDY WITH RESPECT TO THE SERVICE WILL BE TO TERMINATE USE OF THE SERVICE. WITHOUT LIMITING THE GENERALITY OF THE FOREGOING, OWNER SPECIFICALLY DISCLAIMS ANY AND ALL LIABILITY RESULTING FROM OR RELATED TO THE EVENTS DESCRIBED IN THIS PARAGRAPH. OWNER DOES NOT AND CANNOT CONTROL THE FLOW OF DATA TO OR FROM OV~qER'S NETWORK AND OTHER PORTIONS OF THE 1NTERNET. SUCH FLOW DEPENDS IN LARGE PART ON THE PERFORMANCE OF INTERNET SERVICES PROVIDED OR CONTROLLED BY THIRD PARTIES. AT TIMES, ACTIONS OR INACTIONS OF SUCH THIRD PARTIES CAN IMPAIR OR DISRUPT YOUR CONNECTIONS TO THE INTERNET (OR PORTIONS THEREOF). ALTHOUGH OVv"NER WILL USE COMMERCIALLY REASONABLE EFFORTS TO TAKE ALL ACTIONS IT DEEMS APPROPRIATE TO REMEDY AND AVOID SUCH EVENTS, OWNER CANNOT GUARANTEE THAT SUCH EVENTS WILL NOT OCCUR. 7. Indemnification You agree to indemnify Owner and its affiliates against liability arising from your use of the Service (including, without limitation, your dissemination of any information on the Service). 8. Termination Owner may terminate your access to the Service for cause or for no cause, with or without written (including electronic) notice. You may terminate this Agreement at any time and for any reason by ceasing all use of the Service and providing written notice to Owner. Upon the termination of this Agreement for any reason, you will have no right to continue to access and use the Service. 9. Miscellaneous The failure of either you or Owner to insist upon or enforce strict performance by the other of any provision of the Agreement will not be construed as a waiver of any provision or right. Neither the course of conduct between you and Owner nor trade practice will act to modify any provision of the Agreement. © i 1/2001, Slerling University Housing Page 2 of 3 Resident Initials If any provision of this Agreement is held to be unenforceable for any reason, that provision will be reformed only to the extent necessary to effect the original intentions of the parties, and the remainder of this Agreement will remain in full force and effect. This Agreement and its enforcement will be governed by, and construed in accordance with, the laws of the State of Texas, without regard to conflicts of law principles. Any controversy, claim, or dispute arising out of or related to this Agreement or the interpretation, performance, or breach thereof shall be resolved solely and exclusively by final and binding arbitration initiated and conducted according to the JAMS/Endispute Comprehensive Arbitration Rules and Procedures in effect as of the date hereof, including the Optional Appeal Procedure provided under such rules. OWNER: RESIDENT: STERLING UNIVERSITY St. or:l. inq lJrd. verBi Signature: APARTMENTS Name Printed: By: Name Printed: Title: © 11/2001, Sterling University Housing Page 3 of 3 STF. llLiNG, , LrN gg¥ t]0USIN(=' INTERNET GUIDELINES FOR ACCEPTABLE USE Introduction Please read these Guidelines for Acceptable Use ("Guidelines") carefully. Together with the lnternet Access Service Agreement ("Agreement"), they govern your use of the Internet access and other information, communication and transaction services (collectively called the "Service") provided to you by Owner. These Guidelines and the Agreement supersede all prior communications and agreements with regard to their subject matter; the current version of each may be found at the management office. Failing to comply with these or any other guidelines made available to you from time to time by Owner, or interfering with any other person's usc and enjoyment of thc Service or any other online service, shall constitute a violation of your Resident Lease Agreement (the "Lease"); in which event, Owner shall be entitled to pursue all rights and remedies under the Lease or applicable law. Additionally, a violation of these Guidelines may result in termination of your access. 1. Limitation of Services The use of one or more of the following services is hereby limited. You will be able to use one or more of the services listed below. However, Owner has limited the extent of the Service available to these services. Therefore, thc availability of these services or the amount of bandwidth available for these services will be significantly decreased than if Owner had not limited these services: · Voice over IP or any other service that allows making telephone calls, local, long distance or international utilizing the Internet ("telephony services"). · Napster or any activity similar to Napster. · Video conferencing. · Any other activity or use now available or hereafter developed that consumes large amounts of bandwidth and, in Owner's determination, unreasonably increases network latency. 2. General Connection The following guidelines apply to your connection to the Service: 1. You agree that your access may not be used to maintain a persistent and continuous connection to the Internet, and you may not engage in any practice (such as automated and/or persistent checking of the host server) or use any software or in an effort to maintain a persistent and continuous connection. 2. You agree that Owner may terminate your connection after a period of inactivity and/or if necessary, each as determined in Owner's sole discretion, to restore or maintain general availability of access to the Service by, and/or appropriate allocation of resources among, Owner's users. 3. You may not create "simultaneous sessions" (defined as the use of a single access on the Service by two or more computers at the same time). Resale You may not resell the Service or any part of the Service. Impersonation or Header Forgery You may not attempt to send e-mail or post articles to newsgroups, mailing lists or other forums using a name and address of someone other than himself/herself. Attempting to impersonate any person, using forged headers or other forged identifying or transmission path information or knowingly permitting another person to falsely identify your account as the origin of such transmission is prohibited and cause for immediate termination. Password Solicitation and Other Security Attacks Usc of the Service to compromise thc security or damage the resources of any other Internet user or site is strictly prohibited. Usc or distribution of tools designed for compromising security is prohibited. The Service may not be used to transmit or receive replies to password solicitations. Viruses The Service may not be used to transmit or post any material that contains software viruses or any other computer code designed to interrupt, destroy, or limit the functionality of any computer software or hardware or telecommunications equipment. Infringement You agree to post, upload or transmit on or through the Service only material that is not subject to any third party rights or material for which you have obtained from the Owner of the rights in such material the express authorization to distribute the material on or through the Service. Any violation may result in civil or criminal liability. © 11/2001, Sterling University Housing Page 1 of 2 Resident Initials Illegal Activity Internet access provided to Owner's users may be used for lawful purposes only, and use of the Owner service for the transmission or storage of any information, data or material in violation of any federal or state regulation or law is strictly prohibited. Notification of claimed copyright infringement or any other illegal activity should be sent to: lntcmet Service - Sterling University Housing; 6363 Woodway, Suite 1000; Houston, Texas 77057-1759. 3. E-mail Unsolicited Commercial E-mail Access may not be used to send unsolicited advertisements for goods or services of any kind, free or for profit. Furthermore, access may not be used as a "dropbox" or repository for responses to an unsolicited advertisement (including, but not limited to, inquiries, complaints, unsubscribe replies or bounced messages). Mass Mailings 1. You may not use the Service to disseminate any e-mail message in a broad-based mailing. Whether a given mailing constitutes a "mass mailing" is determined by Owner in its sole discretion, based on criteria which may include the size of the message being sent and the number of recipients. 2. Sending chain letters through the Service is prohibited. 3. Using your access to participate in a pyramid scheme is prohibited. Pyramid schemes are illegal operations in which an e-mail recipient is encouraged to send money to a list of several people, replace one name on the list with his/her own, and forward the e-mail in bulk to others. Threats You may not use the Service to transmit any harmful, threatening, abusive, harassing, defamatory, hateful or other offensive material. For everyone's safety and comfort, Owner is obligated to take threats seriously. If you make a threat, your access may be terminated even if you were joking or did not intend to follow through on the stated threat. Mail Bomb The use of your access to send a mail bomb is prohibited. Mail bombing is defined as sending numerous and/or unusually large files or messages to one or more recipients with malicious intent. Harassment E-mail harassment is prohibitcd. Harassment is defined as sending unsolicited messages which interfere with others enjoyment of the Internet. A message does not need to be overtly threatening or have obscene content to qualify as harassment. Unlike threatening messages, harassing mail can somctimes be the unintended result of mail repeatedly sent to a misspelled or otherwise incorrect address, a poorly maintained mailing list or indiscriminate use of the "reply to all" function. You can avoid unintentionally harassing other Internet users by: 1. Making sum you know all the people to whom your message is addressed before sending it; 2. Making sure that the addresses entcred in your Address Book are entered correctly; 3. NOT selecting "Reply to All" without knowing who all the recipients are and being sure that they welcome mail from you; and 4.Refraining from e-mailing any person who has stated that he or she does not wish to receive mail from you. 4. Newserouns Newsgroup Spamming Excessive cross-posting, or posting of the same article to multiple newsgroups, is prohibited. Generally accepted standards allow posting of a single article (or substantially similar articles) to no more than 15 newsgroups. Reported incidents of ncwsgroup cross-posting will be investigated and may lead to termination of your access. Off-Topic or Harassing Posting Articles posted using the Service must comply with the written charter/FAQ of the newsgroup to which they are posted. If a newsgroup does not have a charter or FAQ, it is the responsibility of the user to determine the rules of the ncwsgroup before posting. Please know that the vast majority of ncwsgroups prohibit posts such as chain letters, pyramid schemes, encoded binary files (such as images or sound files), job offers or listings and personal ads. OWNER: RESIDENT: STERLING UNIVERSITY Sterling Universi APARTMENTS Signature: By: Name Printed: Name Printed: Title: © 11/2001, Sterling University Housing Page 2 of 2 City of Iowa CityiP? MEMORANDUM DATE: April 3, 2002 TO: Mayor and City Council FROM: Marian K. Karr, City Clerk RE: Sidewalk Cafes Currently the City has four licensed sidewalk cafes. Java House 211 1/2 E. Washington 8 foot walkway/tree obstruction Quinton's 215 E. Washington 9 foot walkway/tree obstruction One Twenty Six 126 E. Washington 8 foot walkway/tree obstruction Atlas World Grill 127 Iowa Avenue 21 foot walkway Section 10-3-3 of the City Code sets forth provisions for a sidewalk area which includes a minimum of eight feet of unobstructed sidewalk adjacent to the street (code attached). Therefore, an ordinance change will be required to increase the minimum eight feet. Staffwill continue to enforce the ordinance until such a time that Council wishes to discuss an ordinance change. Attachment: 10-3-3B U:sidewalk cafes 10-3-3: USE }:OR SIDEWALK CAFES: l~age I o1'3 10-3-3: USE FOR SIDEWALK CAFES: A. Permitted Uses: 1. Sidewalk cafes will be permitted in the public right of way only in the CB-2, CB-5 and CB- 10 Zones (the downtown and the commercial'areas directly north and south of the downtown). 2. Sidewalk cafes in the City Plaza will only be permitted in Zone 1, and Zone 2 in conjunction with "Zone 1", as defined in Chapter 5 of this Title, (the 10 foot strip directly abutting the private property lines). Zone 1 extends the length of the City Plaza along all sides of the Plaza. Zone 2 is the pedestrian lane adjoining Zone 1. 3. The sidewalk cafe area must be contiguous with any side of a building wherein a restaurant or food service establishment is located, and shall be referred to as the "sidewalk cafe area". 4. The sidewalk cafe, as part of a restaurant, must be licensed by the Department of Public Health or its successor. B. Usable Sidewalk Cafe Area: 1. A sidewalk cafe area may not extend onto the sidewalk in a manner that will not allow a minimum of eight feet (8') of unobstructed sidewalk to the street for adjacent pedestrian use, nor extend into Zone 1 and Zone 2 of the City Plaza in a manner that will not allow a minimum of eight feet (8') of unobstructed Zones 1 and 2 Plaza area remaining for pedestrian use. 2. No tables and chairs shall be placed in street corner areas defined by building lines extended to the street, and no closer than ten feet (10') from an alley. (Ord. 95-3076, 5-9- 1995) 3. a. The area for a sidewalk cafe shall be temporarily delineated by ropes or some other suitable method which shall be clearly visible to pedestrians. Tables, chairs and other items are to be removed at the end of each day's operation, and the sidewalk cafe area shall be restored to its normal condition as a pedestrianway. No materials shall be stored on the public right of way. b. Sidewalk cafe owners may submit a request to place anchored fencing in a public sidewalk which is subject to approval by the Director of Public Work~, or designee. If stored outdoors, tables, chairs, and other items shall be secured within the anchored fencing at the end of each day's operation so that they are unusable and shall not block or obstruct emergency exits. The owner shall be responsible for any damages to the sidewalk caused by the placement of any anchored fencing. A deposit shall be required prior to the placement of any anchored fencing on a public sidewalk and shall be returned when the sidewalk is restored to its prior condition. The amount of the deposit shall be set by resolution of the City Council. (Ord. 97-3764, 1-14-1997) 4. A sidewalk cafe may not utilize any public amenities such as benches, seats, tables or trash receptacles. http://66.113.195.234/IA/Iowa%20City/13003000000003000.htm 3/12/02 Hand deliver to COuncil after 4/2 Formal Meeting (To be included in 4/4 information~ Carlson, McClure & Associates, thC. Appraisers & Consultants of Real Estate William S. Carlson. MAI Douglas A Bremer Clifford T. McCiure, MAI SRA Bruce R. Gunderson Don R. Vaske March 29, 2002 Ms. Karin Franklin, Director of Planning and Community Development City of Iowa City 410 E. Washington Street Iowa City, Iowa 52240 Subject:Parcel 64-Ia Redevelopment Proposal (The Moen Group) Lima Street & City Iowa City, Iowa Dear Ms. Franklin: At your request, I have on December 20, 2001, inspected the above-described property. The legal description is found in the Addendum to this report. The purpose of the inspection and Market Study Appraisal is to estimate the land value for the Parcel 64-1 a Redevelopment Reuse Parcel, subject to the specific proposed development concept and reuse restrictions imposed on the developer by the city of Iowa City, as of December 20, 2001. The intended use of this market study and feasibility appraisal is to determine the appropriate price, if any, for the property to be paid by the developer. The intended user of this appraisal is the City of Iowa City. The appraiser does not intend for this report to be used by persons or entities other than the client. It is important to understand the type of value estimated in this assignment. Normally, an appraisal would consider the market value of the fee simple interest in the underlying land by comparing actual transactions within the market in this land residual is land sale area. However, assi~lment, analysis a developed by estimating the cost of the proposed improvements relative to their income producing value potential. Basically, this is measured by estimating the prospective income and value of the complete stabilized project, less the cost of development. Any difference or residual is considered the value of the land subject to the described project and reuse restrictions placed by the city. The subject parcel consists of 1.02 acres located in the central business district of Iowa City at the intersection of Linn Street and the City Plaza pedestrian mall. The proposed project as conceived by the developer, the Moen Group, consists of a 14 story, mixed use, building containing 185,188 gross square feet. 206 Sm Avenue, Suito SOO o Dos Moines, Iowa $0500 * (515) 244~2257 · FAX: (515) 244~3003 Karin Franklin March 29, 2002 Page 2 The building will consist of a main level commercial floor, dominated by an 11,650 foot square grocery store, a second and third level of commercial/office rental space and hotel conference center, three stories with 57 luxury suite hotel units, three stories with 27 luxury apartment units, and 28 luxury on upper levels, building a stall, lower level condominium units the The also feature 74 parking garage and an anticipated pedestrian connection to the adjoining city parking garage along Burlington Street. The hotel conference center, on the second and/or third level, will be utilized jointly between the subject's 57 hotel suites and the adjoining 234 room Sheraton Hotel whereas a management agreement would assign income to the conference space in the form of a fixed lease agreement. Restrictions placed on the property under the Parcel 64-1a Redevelopment Agreement includes, among other items, provision for a grocery store tenant, public access into interior lobby spaces, a pedestrian connection to the adjoining parking garage, at least 50 hotel units, a conference center and housing units with no more than two bedrooms per unit preferred (please refer approved development agreement). The restrictions together with the proposed project's quality and scale add to the construction cost and thereby diminish the residual value of the land. Therefore, this specific project may not be representative of the highest and best use of this site, if developed in the open market. Off setting the city's reuse restrictions, the city has proposed to offer a $4,000,000 tax increment financing (TIF) equity bond to be distributed to the developer over the course of construction. To satisfy the retirement of the TIF Bond, the developer and all condominium purchasers would be subjected to a minimum tax assessment over the amortization of the bond. The minimum assessment applied in this-analysis is $22,265,000 for the entire property. The tax burden to the property is based on this assessment and the anticipated tax levy rates, not based on the fair market value of the completed project. The following market study and feasibility appraisal focuses on a review of the developer's project cost, tested with other costs including the sof~ cost offinandng and leasing the facility to stabilized occupancy. Feasibility is determined by comparing the project cost to a metro-wide analysis of the commercial/office rental markets, hotel lodging rates and occupancy, apartment rental rates and condominium sales and absorption. The potential income less the cost of management and operations produce a net income that can be capitalized into a prospective value of the completed project. Karin Franklin March 29, 2002 Page 3 Since this appraisal reflects prospective value conclusions concerning the future cost, income and expenses of a proposed project, the analyst cannot be held responsible for changes in the design or scope of the proposed project or unforeseeable events in the market that alter the conditions relative to the effective date of completion and stabilization. We assume the project will not significantly deviate from the proposal presented; otherwise, it invalidates the conclusions of the report. Conclusion After carefully analyzing the data and other pertinent factors, it is my opinion that the proposed project presented and the restrictions imposed upon the city would render this project not financially feasible. Consequently, the indicated residual land value of the reuse parcel subject would result in a negative value. Therefore, in this case, no value is assigned to the subject reuse parcel. This is a summary appraisal report, which is intended to comply with the reporting requirements set forth under Standard's Rule 2-2(b) of the Uniform Standards of Professional Appraisal Practice for a summary use appraisal report. As such, it presents a summary of the data, reasoning, and analyses that are used in the appraisal process to develop my opinion of value. Supporting documentation concerning the data, reasoning, and analyses is retained in my file. The depth of discussion contained in this report is specific to the needs of the client and for the intended uses stated above. I am not responsible for unauthorized use of this report. Furthermore, in accordance with prior agreement between the client and our office, this report is the result of a limited appraisal process in that certain allowable departures from specific guidelines of the Uniform Standards of Professional Appraisal Practice are invoked. The intended user of this report is warned that the reliability of the value conclusion provided may be impacted to the degree there is departure l~om specific guidelines of USPAP. In this case, a complete Sales Comparison Approach, traditional Land Valuation and Highest and Best Use analysis were not fully developed. This appraisal report is subject to the attached Assumptions and Limiting Conditions, including the Hazardous Material disclaimer. Karin Franklin March 29, 2002 Page 4 We appreciate the opportunity to provide this real estate service. Respectfully, CARLSON, McCLURE & ASSOCIATES, INC. Bruce R. Gunderson o 10254/pk BUILDING PERMIT INFORMATION ~~ ~ -~o00~ March 2002 KEY FOR ABBREVIATIONS Type of Improvement .' ADD - Addition ALT - Alteration REP - Repair FND - Foundation Only NEW- New OTH- Other type of construction Type of Use .' RSF - Residential Single Family RDF - Residential Duplex RMF - Three or more residential RA C - Residential Accessory Building MIX- Mixed NON- Non-residential OTH- Other Page: 2 City of Iowa City Date: 4/1/2002 Extraction of Building Permit Data for To: 3/1/2002 Census Bureau From: 3/31/2002 Keport Type Type Permit Number Name Address Impr Use Stories Units Valuation BLD02-00130 PROCTER & GAMBLE 2200 LOWER MUSCATINE ADD NON 1 0 $250,000 1564 SQ FT ADDITION TO FACTORY BLD02-00086 AMBIANCE L L C 1069 HIGHWAY 1 WEST ADD NON 2 0 $241,000 2 STORY ADDITION TO RESTAURANT BLD00-00296 HY VEE FOOD STORES INC 310 N 1ST AVE ADD NON 1 0 $50,000 INSTALL CANOPY WEST SIDE OF BUILDING BLD02-00111 CHIZIK SAYERS IMPORTS 2343 MORMON TREK BLV ADD NON 1 2 $2,370 12 x 20 STORAGE SHED NEXT TO AUTO SERVICE CENTER [ Total ADD/NON permits: 4 Total Valuation: $543,370 ~ BLD02-00108 JAMES M & GLENNA L FRY 2110 SLAGLE C1R ADD RSF 1 0 $29,339 12' X 24' SINGLE STORY ADDITION BLD02-00142 DAVE & PEGGY DOERGE 19 WAKEFIELD CT ADD RSF 1 1 $25,000 DECK AND ROOM ADDITION TO SFD BLD02-00083 LARRY & JULIE LYNCH 711 ELLIOTT CT ADD RSF 1 0 $15,000 12' X 14' DINING ROOM ADDITION BLD02-00084 JAMES HALL 722 ALPINE DR ADD RSF 1 0 $8,000 13' X 24' ATTACHED GARAGE BLD02-00118 CHRIS GILSTRAP 2502 FRIENDSHIP ST ADD RSF 1 0 $7,800 14' X 17' THREE SEASON PORCH BLD02-00050 MARK A PETERSON & MAR' 358 MAGOWAN AVE ADD RSF I 0 $4,175 6' X 6'9" UNCOVERED PORCH ADDITION BLD02-00139 HARVEST MANAGEMENT R 3131 DUBUQUE RD ADD RSF 1 1 $3,000 PORCH ADDITION TO SFD BLD02-00116 AHRENS, DANIEL R 608 CAMP CARDINAL RD ADD RSF I 0 $2,500 6' X 30' UNCOVERED WOOD DECK BLD02-00150 MICHAEL & ANGELA ICAP, I 1949 MEADOW RiDGE LN ADD RSF 1 1 $2,200 DECK ADDITION TO SFD I Total ADD/RSF permits: 9 Total Valuation: $97,014 I BLD02-00092 ELLIE PALMAS & DAVID AI_ 19 S DUBUQUE ST ALT NON 2 0 $55,000 REMODEL OF RESTAURANT BLD02-00098 CAT CLINIC 1705 S 1ST SUITE O ALT NON 1 0 $30,000 2,000 SQ FT ALTERATION OF VET CLINIC BLD02-00099 ROBERT J. LEE JR. 1943 BROADWAY ST ALT NON 1 0 $10,000 CONVERT TWO TENNANT SPACES INTO ONE WHICH INCLUDES RESTAURANT, RETAIL SPACE AND RECORDING BLD02-00120 CHURCH OF JESUS CHRIST ~ 36 STURGIS CORNER DR ALT NON 1 0 $10,000 INTERIOR REMODEL BLD02-00128 THE CITIZEN BUILDING LIN 319 WASHINGTON ST ALT NON 2 0 $10,000 FINISH STORAGE ROOM 1N BASEMENT BLD02-00152 COOKIES & MORE 1600 SYCAMORE ST ALT NON 1 1 $7,850 TENANT FINISH OF MALL SPACE BLD02-00151 PACIFIC WEST 1600 SYCAMORE ST ALT NON 1 1 $6,750 TENANT FINISH OF MALL SPACE #17 Page: 3 City of Iowa City Date: 4/I/2002 Extraction of Building Permit Data for To: 3/1/2002 From: 3/31/2002 Census Bureau Report Type Type Permit Number Name Address lmpr Use Stories Units Valuation BLD01-00747 HY VEE INC 310 N 1ST AVE ALT NON 1 0 $6,000 REMOVE SHELVING AND INSTALL FROZEN CASES BLD02-00082 WALKER SHOES 1600 SYCAMORE SUITE 18 ALT NON 1 0 $750 WALKER SHOES 1NTERIOR REMODEL Total ALT/NON permits: 9 Total Valuation: $136,350 ~ BLD02-00115 BOYD CROSBY CONSTRUC~ 23 AUDUBON PL ALT RDF 1 0 $17,500 CONVERT SCREEN PORCH TO FOUR SEASON AND FINISH BASEMENT Total ALT/RDF permits: 1 Total Valuation: $17,500 ] BLD02-00138 FRANTZ CONSTRUCTION C{ 1550 CHURCHILL PL ALT RMF 2 1 $9,395 BASEMENT FINISH OF RMF UNIT Total ALT/RMF permits: 1 Total Valuation: $9,395 I BLD02-00144 JOHN DAVEY 34 QUAIL VALLEY CT ALT RSF 2 1 $28,942 BASEMENT FINISH OF SFD BLD02-00085 SGA 4605 DRYDEN CT ALT RSF 0 0 $10,000 BASEMENT FINISH BLD02-00088 DICK PEI 448 GALWAY DR ALT RSF 1 0 $8,500 BASEMENT FINISH BLD02-00107 JOHN BEASBY 602 N 1ST AVE ALT RSF 1 1 $8,000 BASEMENT FINISH BLD02-00072 JONES, HEIDI L 59 STANWYCK DR ALT RSF 2 0 $6,000 iNSTALL BEDROOM, FAMILY ROOM, BATH, AND LAUNDRY BLD02-00141 IOWA CITY HOUSING AUTH 320 DOUGLASS ST ALT RSF 2 1 $3,000 iNTERIOR ALTERATION OF SFD BLD02-00063 ALAN BRENT & JEANNE M,a 1112 ESTRON ST ALT RSF 1 0 $2,500 BATH REMODEL BLD02-00095 HARVEST MANAGEMENT R 3131 DUBUQUERD ALT RSF 2 0 $2,500 WINDOW REPLACEMENT BLD02-00110 KENNETH N & MICHELE A t 2372 NOR ST ALT RSF 2 0 $1,000 iNSTALL BASEMENT BEDROOM BLD02-00007 ALAN MICHAEL & ALICIA F 913 WEBSTER ST ALT RSF I 0 $600 INSTALL BEDROOM IN BASEMENT Total ALT/RSF permits: 10 Total Valuation: $71,042 i BLD02-00122 SWEN LARSON 2539 -41 CATSKILL CT NEW RDF 2 2 $199,840 DUPLEX WITH TWO CAR GARAGES Total NEW/RDF permits: 1 Total Valuation: $199,840 ~ BLD02-00073 SOUTHGATE DEVELOPMEN 35 HARLOCKE PLACE NEW RMF 3 12 $727,911 12 PLEX APARTMENT BUILDING Pa e: 4 City of Iowa City Date: 4/1/2002 Extraction of Building Permit Data for To: 3/1/2002 Census Bureau From: 3/31/2002 Keport Type Type Permit Number Nme Address Imp r Use Stories Units Valuation BLD02-00075 SOUTHGATE DEVELOPMEN 916 HARLOCKE STREET NEW RMF 3 12 $727,911 12 PLEX APARTMENT BUILDING BLD02-00076 SOUTHGATE DEVELOPMEN 926 HARLOCKE STREET NEW RMF 3 12 $727,911 12 PLEX APARTMENT BUILDING BLD01~00809 MANE GATE 2675 HEINZ RD NEW RMF 2 10 $564,079 10 PLEX APARTMENT BUILDiNG BLD01-00810 MANE GATE 2701 HEINZ RD NEW RMF 2 10 $564,079 10 PLEX APARTMENT BUILDiNG Total NEW/RMF permits: 5 Total Valuation: $3,311,891 BLD02-00093 SAYLOR CONSTRUCTION 12' 74 BURR OAK CT NEW RSF 1 1 $450,000 S.F.D. WITH THREE CAR GARAGE BLD02-00102 RON SCH1NTLER 1153 WILD PRAIRIE DR NEW RSF 2 1 $335,000 SFD WITH ATTACHED 2 CAR GARAGE BLD02-00105 FRANTZ CONSTRUCTION O 14 REDBUD PL NEW RSF 1 1 $288,870 S.F.D. WITH THREE CAR GARAGE BLD02-00124 JEFF KOENIG 4625 DRYDEN CT NEW RSF 2 I $231,590 S.F.D. WITH THREE CAR GARAGE BLD02-00094 PRIME VENTURES 1512 WILD PRAIRIE DR NEW RSF 2 1 $223,000 S.F.D. WIHT TWO CAR GARAGE BLD02-00125 WALDEN WOOD ASSOCIAT 21 ANDREA CT NEW RSF 2 1 $146,000 SFD WITH ATTACHED 2 CAR GARAGE BLD02-00126 WALDEN WOOD ASSOCIAT 15 ANDREA CT NEW RSF 2 1 $146,000 SFD WITH ATTACHED 2 CAR GARAGE BLD02-00127 WALDEN WOOD ASSOCIAT 9 ANDREA CT NEW RSF 2 1 $146,000 SFD WITH ATTACHED 2 CAR GARAGE BLD02-00134 WALDEN WOOD ASSOCIATi 3 ANDREA CT NEW RSF 2 1 $146,000 SFD WITH ATTACHED 2 CAR GARAGE BLD02-00100 GALWAY 3 LC 608 TIPPERARY RD NEW RSF 1 1 $145,000 SFD WITH ATTACHED 2 CAR GARAGE BLD02-00104 GALWAY 3 LLC 862 TIPPERARY RD NEW RSF 1 1 $145,000 S.F.D. WITH TWO CAR GARAGE BLD02-00096 C & M INVESTMENTS 950 JEFFERSON ST NEW RSF 2 1 $127,000 S.F.D. WITH NO GARAGE BLD02-00135 WALDEN WOOD ASSOCIAT 51 ANDREA CT NEW RSF 2 1 $127,000 SFD WITH ATTACHED 2 CAR GARAGE BLD02-00136 WALDEN WOOD ASSOCIAT 57 ANDREA CT NEW RSF 2 1 $127,000 SFD WITH ATTACHED 2 CAR GARAGE BLD02-00147 DIRK GUNNELLS 1506 HEMINGWAY LN NEW RSF 2 1 $119,594 SFD WITH ATTACHED 2 CAR GARAGE BLD02-00154 MORGAN DEPRENGER 4914 SHEFFELD PL NEW RSF 1 1 $115,156 SFD WITH ATTACHED 2 CAR GARAGE I Total NEW/RSF permits: 16 Total Valuation: $3,018,210 / 1 Page: .5 , City of Iowa City Date: 4/1/2002 Extraction of Building Permit Data for To: 3/1/2002 From: 3/31/2002 Census Bureau Report Type Type Permit Number Name Address lmpr U~ Stories Units Valuation BLD02-00113 THE SUMMIT 10 S CLINTON ST OTH NON 2 0 $5,500 RETRACTABLE AWNING Total OTH/NON permits: I Total Valuation: $5,500 ~ BLD02-00129 LUCAS S. VAN ORDEN 2122 A C T CIR REP NON 2 0 $5,000 WINDOW REPLACEMENT ON SOUTH FACE OF BUILDING LOWER AND UPPER LEVEL Total REP/NON permits: ! Total Valuation: $5,000 ~ BLD02-00121 ALAN MEYER 2228 TAYLOR DR REP RDF 1 0 $2,500 10' X 10' WOOD DECK Total REP/RDF permits: 1 Total Valuation $2,500 BLD02-00148 GENE FISHER 422 N CLINTON ST REP RMF 2 1 $23,000 RESIDING AND WINDOWS OF RMF BLD02-00106 DEAN OAKES 315 1ST ST REP RMF 2 i $6,000 REPLACE WINDOWS AND SIDING ON RMF I Total REP/RMF permits: 2 Total Valuation $29,000 i BLD02-00123 JUDITH ARENT 18 BLUE STEM CT REP RSF 1 0 $1,800 REPAIR CAR DAMAGE TO GARAGE I Total REP/RSF permits: I Total Valuation: $1,800 I GRAND TOTALS: PERMITS: 62 VALUATION: $7,448,412 / I City of Iowa City MEMORANDUM DATE: April 2, 2002 TO: City Council and City Nanager FROM: Steven Nasby, Community Development Coordinator (~,_,,~' RE: FY03 Project Resource Book For your information and use, we are forwarding a copy of the FY03 Project Resource Book. This book contains all of the information relating to the FY03 Community Development Block Grant (CDBG) and HONE Investment Partnerships Program (HONE) allocations recommended by the Housing and Community Development Commission (HCDC). The Project Resource book contains staff memos, staff reports, minutes from HCDC meetings, justifications for HCDC's allocations, project rankings and copies of all of the applications that were received requesting FY03 funding. Host importantly, section three of this book shows the projects that HCDC recommended for funding and the allocation amounts. These allocations will form the basis for our FY03 Annual Action Plan that is submitted to the U.S. Department of Housing and Urban Development. The FY03 Annual Action Plan will be in Council's packet for the April 16th public hearing. Following the public hearing we are requesting Council approval of the FY03 Annual Action Plan on May 7th. If you have questions please call me at 356-5248. Cc: Karin Franklin, Director of Planning and Community Development CITY OF I0 WA CITY PRO3ECT RESOURCE BOOK CDBG and HOME Funds 2002 (FY03) Department of Planning and Community Development City of Iowa City 2002 (FY03) PRO.1ECT RESOURCE BOOK Community Development Block Grant (CDBG) and HOhlE Investment Partnership (HOhlE) Funds Submitted by: Housing and Community Development Commission Rick House, Chairperson Amy Correia, Vice-Chair Lori Bears Christine Boyer John Deeth April Gutting Gretchen Holt Kathleen Renquist William Stewart April 2, 2002 COMMUNITY DEVELOPMENT DIVISION DEPARTMENT OF PLANNING & COMMUNITY DEVELOPMENT CITY OF IOWA CITY TABLE OF CONTENTS PART 1' EVALUAI'~ON 1. Staff Memorandum - FY03 CDBG and HOME Funding Available p. 1 2. Community Development Staff Reports p. 3 3. Staff Memorandum - CDBG and HOME Funds To Allocate p. 51 4. HCDC Ranking Worksheets & Average Funding Scenario p. 52 5. HCDC 3ustifications\Summary Memo p. 56 6. Example of Ranking Form p. 63 PART 1'1' M1'NUTES OF PUBLZC MEET1'NGS 1. Public Hearings - Applicant Presentations February 20, 2002 p. 64 2. Discussion of FY03 Funding Requests March 14, 2002 p. 8:]. March 21~ 2002 p. 98 3. HCDC Budget Recommendations p. 103 PART 1'1'1' PROIECTS RECOMMENDED FOR FY03 CDBG AND HOME FUNDING CDBG and HOME Applications p. 104 PART TV PRO3ECTS NOT RECOMMENDED FOR FY03 CDBG AND HOME FUNDZNG CDBG and HOME Applications p. 246 PART ! EVALUATZON 1. Staff Memorandum - FY03 CDBG and HOME Funding Available p. 1 2. Community Development Staff Reports p, 3 3. Staff Memorandum - CDBG and HOME Funds To Allocate p. 51 4. HCDC Ranking Worksheets & Average Funding Scenario p. 52 5. HCDC .lustifications\Summary Memo p, 56 6. Example of Ranking Form p, 63 City of Iowa City MEMORANDUM DATE: January 29, 2002 TO: Housing and Community Development Commission FROM: Community Development Staff RE: FY03 CDBG\HOME Funds Available and Breakdown by Category The City of Iowa City has about $1,773,000 in funds .to allocate to FY03 projects. The CITY STEPS 2001-2006 document is Used as a guide in the allocation process and uses five-year priorities, strategies and goals to address the needs of Iow-income persons for housing, jobs and services in Iowa City. Because CITY STEPS is a multi-year plan it is important that we annually address the strategies and goals to ensure that they are being met. These goals, and the City's efforts to meet these goals, will be the method HUD will use to measure the City's performance and compliance with the CITY STEPS Plan. In order to direct CDBG and HOME funds to activities meeting these multi-year goals, funds are allocated to six categories. The categories and the amount of funds available in each are as follows: CITY STEPS 2001-2006 Housing Activities (50%) $ 886,000 (50.0%) Public Services (9%) $145,500 (8.2%) Economic Development Activities (9%) $159,500 (9.0%) Public Facilities and Infrastructure (19%) $ 340,000 (19.2%) Program Administration and Planning (13%) $ 242,000 (13.6%) Contingency and Other Activities (0%) $ 0 (0.0%) TOTAL $1,773,000 (100%) Please note that the dollar amounts assigned to each category are somewhat flexible. It is the City Council's policy to allocate $105,000 of the Public Services funds to the annual operating expenses of Human Service Agencies, as part of the City's Aid to Agencies budget. This leaves approximately $ 40,500 for other public service activities. The funds in the public services category, although only 8.2% of the total, represents our "cap" on public services as identified in federal law. In addition, a requirement of the HOME program is that not less than 15% of the HOME allocation be reserved for Community Housing Development Organizations (CHDOs). In FY03 this set-aside is a minimum of $107,100. In this FY03 allocation period both Hawkeye Area Community Action Program and Greater iowa City Housing Fellowship qualify as CHDOs. Again this year, there is $200,000 designated for the Housing Rehabilitation program. New in FY03 will be a set-aside of $159,500 for economic development activities. 2 The following chart illustrates the total funds available to allocate. Funds Available to Allocate IlHousing Activities llBPublic Services $340,000 Infrastructure $4o.sl $6o6.ooo [ TOTAL $1.066.500 For your information, the following chart presents the sources of the funds to be allocated this year. As you can see, in addition to the two entitlement grants (CDBG and HOME) we have $109,000 in unbudgeted program income and unspent CDBG funds. Sources of FY03 Funds FY03 CDBG Entitlement $ 950,000 FY03 HOME Entitlement $ 7t4,000 FY03 Anticipated CDBG Program Income $ 20,000 FY03 Anticipated HOME Program Income $ 29,000 FY02 Unallocated HOME Program Income (est.) $ t0,000 Pdor Years Unspent CDBG Funds $ 50,000 TOTAL $1,773,000 If you have any questions about the amounts available for allocation or about the allocation process feel free to contact Steve Long, Steve Nasby or Tracy Hightshoe at 356-5230. CITY OF IOWA CITY FY03 CDBG\HOME APPLICANT REVIEW STAFF REPORT Project Name & Page Number: Elder Services Inc. - Small Repair Program Page 1 Applicant Contact: Connie Benton-Wolfe 338-0515 Project Address: Citywide Activity Type: Housing CITY STEPS Priority: HIGH (Frail Elderly) MEDIUM (General- Elderly) CITY STEPS Goal Achieved: Objective: Continue to provide rehabilitation and accessibility improvements to local agencies that provide housing with supportive services designed to develop independence and self-sufficiency. (Page 97) Rehabilitation and maintenance of housing stock is one of the most cost-effective and efficient means of insuring a safe, decent housing stock. (Page 94) Beneficiaries: 0-30% mfi 43% 31-50% mfi 43% 51-80% mfi 14% Over 80% mfi 0% Amount Requested: $50,000 CDBG Loan or Grant: Grant Repayment Terms: NA Total Cost Per Person/Household: $785.71/household Percent of Project Publicly Funded: 97.27% Leveraging City CDBG\HOME Funds: $0.10 in other funds for each CDBG dollar requested Property Taxes: Property owners pay tax ~1 02/14~02 STAFF ANALYSIS Documentation of Project Need Strong need to assist frail elders/disabled persons remain in their home as independently as possible. Program helps to maintain independence, resulting in long- term cost savings as a result of premature nursing home placement, etc. Program helps to maintain affordable, older housing stock. Project will assist 70 frail elderly/people with disabilities with home rehabilitation/modification. Project Budget Discussion Of the $55,000 proposed budget, $50,000 requested through CDBG funding. Project has secured only $3,500 of funding through other grants/programs. There is no mention of volunteer utilization. Estimated project costs are based upon agency's years of experience in administering this program and contractual relationships with local contractors. Project Coordination with Existing Services~Activities The program coordinates with the City's housing rehabilitation program through referrals. Other agencies, as well as the Senior Center make referrals to ESI. Applicant History or Capacity to Successfully Complete the Proposed Project Applicant has completed hundreds of small repair projects and has run a successful program for the past twelve years. Agency has successfully completed several CDBG projects. Summary of Items to be Addressed 1) High public subsidy, any other funding options? Could applicant review the possibility of establishing a revolving loan fund or a repayment option for repairs in excess of $1,000 upon sale of the house, etc? 2) No mention of volunteer time or services. 3) Does the program currently have a waiting list? 02/14~02 City of Iowa City FY03 CDBG\HOME APPLICANT REVIEW Staff Report Project Name & Page Number: Emergency Housing Project - John Thomas Deposit Assistance Program, Page 9 Applicant Contact: Christina Canganelli 351-0326 Activity Type: Housing Project Address: City-wide CITY STEPS Priority: HIGH - Homeless Needs CITY STEPS Goal Achieved: Expansion of rental assistance (page 93). Beneficiaries: 0-30% mfi 100% 31-50% mfi 0% 51-80% mfi 0% Over 80% mfi 0% Amount Requested: $ 5,000 CDBG Loan or Grant: $ 5,000 grant Repayment Terms: N/A Total Cost Per Household: $ 238.89 based on 45 households served. Percent of Project Publicly Funded: 55.8% Leveraging City CDBG\HOME Funds: $1.15 in other funds for each CDBG dollar requested Property Taxes: Tax Exempt 5 02/13/02 STAFF ANALYSIS Documentation of Project Need Since the start of this program in July 2001 it has served 37 households at an average cost of $150. This level of assistance provides only a portion of the resources a household would need to secure rental housing. CITY STEPS recognizes the need to help individuals and families in their efforts to move out of homeless shelters rental assistance and deposit assistance are often needed. Project Budget Discussion The proposed project was funded by CDBG last year as a pilot program for $5,000. The proposed project budget shows that all of the CDBG funds will be for deposit assistance and that other funds will be used for additional deposit assistance, program administration and support. Overall, local CDBG funds comprise 46.5% of the proposed budget. Although the deposit assistance program provides grants to the households, EHP has worked with landlords to secure a repayment of the deposit assistance in the event an assisted household moves out. Since the program was only started last year there is not yet a track record of how successful EHP will be in recapturing the funds. EHP states in the application that any of the CDBG funds that are recaptured will be placed back into the John Thomas Deposit Assistance program for future use. On page 9, the applicant indicates that $17,491 was contributed by the households being assisted. Volunteers are anticipated to provide 50 hours of general administrative assistance to the proposed project for a value of $500. Volunteers and in-kind donations comprise 4.7% of the total project cost as shown in the application. Project Coordination with Existing Services~,ctivities As noted in the application, Greater Iowa City Housing Fellowship (GICHF) does operate a similar program. The GICHF program is slightly different in that the assistance it provides are short-term loans funded through a local lender. EHP's program does not require repayment. EHP states that the current deposit assistance program takes referrals from other agencies and that this practice will continue. This is a very important aspect as there are several local agencies and homeless shelter that provide services similar to EHP. Applicant History or Capacity to Successfully Complete the Proposed Project EHP has been successful in completing a number of CDBG projects. We would like to see the organization improve their timeliness regarding the submission of payment requests and quarterly reports. Summary of Items to be Addressed 1. List of referral agencies and number of households assisted by each. 2. Documentation of EHP's agreements with landlords that stipulates these funds must be repaid. 02/13/02 3. Are the private contributions for the proposed project "committed" or "anticipated"? On page 12 the application says these funds are "anticipated" and the budget on page 11 indicates that these funds are "committed". 4. In question 15 EHP states that the program will continue after CDBG funds end. Please describe how and when the funding will be secured to continue the program. 5. Additional data that show the increase in the number of households that were able to relocate out of EHP due to this program. 6. Does EHP have a waiting list for this program? 02/13/02 This page left blank intentionally. CITY OF IOWA CITY FY03 CDBG\HOME APPLICANT REVIEW STAFF REPORT Project Name & Page Number: Evert Conner Center for Independent Living - Quality of Life for People with Disabilities, Page 18 Applicant Contact: Ethel Madison 338.3870 Project Address: Citywide Activity Type: Housing CITY STEPS Priority: High - Accessibility Needs CITY STEPS Goal Achieved: Rehabilitation of Old Units Rental Accessibility (page 94) Beneficiaries: 0-30% mfi 60% 31-50% mfi 40% 5]_-80% mfi 0% Over 80% mfi 0% Amount Requested: $ 23,645 CDBG Loan or Grant: $ 23,645 grant Repayment Terms: NA Total Cost Per Person: $ 5,505/person Percent of Project Publicly Funded: 57% Leveraging City CDBG\HOME Funds: $0.75 in ether funds for every CDBG dollar requested Property Taxes: The property owners pay property taxes. 02/14/02 STAFF ANALYSIS Documentation of Project Need The Evert Conner Center received at least five calls last year and the agency that they refer to states a six to nine month waiting list for housing modifications. Additionally, Grant Wood AEA reports that there are 22 people in Iowa City K-12 who have a need for such a service. Project Budget Discussion The budget states that the applicant will complete five renovations at $3,000 per until, but the application does not specify how the cost estimates were developed. The staff and administrative costs seem high ($26,290) compared to actual construction cost ($15,000), Project Coordination with Existing Services~Activities The project helps fill an identified housing need. The application does not state if landlords have been contacted to determine the need or willingness to work together. The application does not address coordination with existing services or activities. It may be helpful to partner with Elder Services, Inc or the City Rehabilitation program to assist with capacity. Applicant History or Capacity to Successfully Complete the Proposed Project Applicant was funded for a prior CDBG project for a similar activity. At that time, the project implementation required substantial technical assistance by City staff, if funded, we strongly suggest they work with an organization that has experience with construction management to coordinate services and to build capacity. Summary of Items to be Addressed 1. Does the applicant have documentation of the need in Iowa City? 2. Staff and administrative costs seem high ($26,290) compared to actual construction cost ($15,000), please explain. 3. Lead-based paint issues need to be addressed. 4. Please explain how the cost estimates were developed. tO 02/14/02 CITY OF IOWA CITY FY03 CDBG\HOME APPLICANT REVIEW STAFF REPORT Project Name & Page Number: Burns & Burns, LC - Garden Prairie, Page 27 Applicant Contact: Alaina Welsh 338-7600 Project Address: Sites not yet identified Activity Type: Housing CITY STEPS Priority: High CITY STEPS Goal Achieved: Large Renter Households Beneficiaries: 0-30% mfi 0% 31-50% mfi 40% 51-80% mfi 60% Over 80% mfi 0% Amount Requested: $ 500,000 HOME Loan or Grant: $ 500,000 loan Repayment Terms: $100,000 @ 1% interest for 2 - 5 years $ 400,000 @ 1% interest for 30 years Total Cost Per Person: $ 38,750/person Capital improvement project that will benefit individuals over a 15-year useful life expectancy. Total cost per person over a 15- year period: $ 2,583.33. Percent of Project Publicly Funded: 90% Leveraging City CDBG\HOME Funds: $0.11 in other funds for every HOME dollar requested Property Taxes: Yes 02/14/02 STAFF ANALYSIS Documentation of Project Need The application references the City funded Maxfield Housing Market Analysis, CITY STEPS and the Governor's Housing Task Force report. All three reports document a great need for affordable housing in Iowa City. Project Budget Discussion There is some concern of the possibility of the City awarding funds and the project not proceeding because of the timing of the awarding of State HOME funds and Low- Income Tax Credits. After reviewing the application there doesn't appear to be an explanation on how the cost estimates were figured. Project Coordination with Existing Services~Activities The project helps fill an identified community housing need. The applicant does not state any coordination with local human service agencies or organizations. Applicant History or Capacity to Successfully Complete the Proposed Project The applicant has a long history of receiving HOME funds and has consistently completed the projects in a timely matter. Summary of Items to be Addressed 1. The project is contingent on the receipt of other grant funds and Iow-income housing tax credits. 2. The project only has 10% of private funds in project. 3. What exactly are the soft costs in question 9? 4. Strongly encourage applicant to identify sites throughout Iowa City. 5. The cost per unit of $186,000 seems to be high compared to other similarly sized affordable FY03 housing applications. 02/14/02 CITY OF IOWA CITY FY03 CDBG\HOME APPLICANT REVIEW STAFF REPORT Project Name & Page Number: Greater Iowa City Housing Fellowship - Affordable Home Ownership, Page 40 Applicant Contact: Maryann Dennis 358-212 Project Address: Sites not yet identified Activity Type: Housing CITY STEPS Priority: Medium - Owner-occupied households in the 51-80% AMI that are cost burdened at more than 30% CITY STEPS Goal Achieved: IV B. Affordable Housing Production of New Units (Page 93) Beneficiaries: 0-30% mfi 0% 31-50% mfi 0% 51-80% mfi 100% Over 80% mfi 0% Amount Requested: $102,000 HOME Loan or Grant: $102,000 Loan Repayment Terms: Declining Balance Loan at 0% for 20 years Total Cost Per Person: $30,659/person Capital improvement project that will benefit individuals over a 15-year useful life expectancy. Total cost per person over a 15- year period: $2,043.93. Percent of Project Publicly Funded: 18% Leveraging City CDBG\HOME Funds: $4.41 in other funds for each CDBG dollar requested Property Taxes: Yes, homeowners will pay property taxes. 02/14/02 STAFF ANALYSIS Documentation of Project Need The application references the City funded Maxfield Housing Market Analysis and CITY STEPS which both show a great need for affordable housing in Iowa City. This project is designed to promote homeownership and help LMI households build equity. Project Budget Discussion GICHF has experience with this type of project; therefore the cost estimates are based on the prior experience. Over 5% of the funds are from donated sources and 82% of the project is privately funded. A forgivable loan is preferred by GICHF, but is it possible to use a Conditional Occupancy Loan? Project Coordination with Existing Services~Activities The project features a partnership between GICHF, the Iowa City Community School District and the Homebuilders Association. Applicant History or Capacity to Successfully Complete the Proposed Project Greater Iowa City Housing Fellowship has successfully managed dozens of CDBG and HOME projects involving millions of dollars, Summary of Items to be Addressed 1. Explain expenditure rate of FY00 funds. Please describe spend out plan. 2. Status of FY02 Peninsula project. 3. Is there a waiting list for the sale of the homes? 4. How are the administrative and overhead costs paid for? 5. Strongly encourage applicant to identify sites throughout Iowa City. 02/14/02 CITY OF IOWA CITY FY03 CDBG\HOME APPLICANT REVIEW STAFF REPORT Project Name & Page Number: Hawkeye Area Community Action Program - Douglas Project, Page 50 Applicant Contact: Allan Axeen 337-5765 Project Address: 415 Douglas Court Activity Type: Housing CITY STEPS Priority: HIGH (Transitional Housing) CITY STEPS Goal Achieved: Improve transitional housing programs for families. (Page 96) Beneficiaries: 0-30% mfi 100% 31-50% mfi 0% 51-80% mfi 0% Over 80% mfi 0% Amount Requested: $34,400 HOME Loan or Grant: Loan Repayment Terms: Conditional Occupancy Loan Total Cost Per Person: $9,555.56/person Capital improvement project that will benefit individuals over a 15-year useful life expectancy. Total cost per person over a 15- year period: $637.04. Percent of Project Publicly Funded: 80% Leveraging City CDBG\HOME Funds: $0.25 in other funds for each HOME dollar requested Property Taxes: Tax-exempt 02/14/02 STAFF ANALYSIS Documentation of Project Need Applicant is reviewing cost saving measures due to budget reductions in the amount received from the Homeless Shelter Operation Grant (HSOG) and Emergency Shelter Grant (ESG). HACAP currently has the Douglas Court house in the Transitional Housing Program. They lease the house from GICHF for $460 per month, but receive only approximately $202 per month in rent. HSOG and ESG funds were used to help make-up the difference, with reduced funding levels from HSOG and ESG; HACAP will have great difficulty in maintaining the property as transitional housing. Transitional housing is a high priority need. It is a part of the continuum of care that provides housing and subsequent supportive services that work to stabilize the family. Housing is provided to extremely Iow-income households. This property must be used as transitional housing due to GICHF's prior CDBG agreement with the City of Iowa City. If HACAP cannot continue to use this for transitional housing, GICHF would have to either sell the property or find another partner to operate the site as transitional housing. Project Budget Discussion The purchase price of the home, $43,000, is much less than the market value. The difference between the appraised/market value of the home and purchase price is not listed, or included in the program budget as a match. There is also no mention of volunteer utilization. GICHF has a $6,000 CDBG loan on the property that would be transferred to HACAP and maintained in the Transitional Housing Rural America Program. Applicant will not proceed if partially funded, unless an agreement can be reached with GICHF that would reduce the purchase price. No other funding sources are included besides city HOME funds. The program uses HSOG and ESG for overhead and supportive service expenses. Project Coordination with Existing Services~Activities HACAP's Transitional Program is a HUD Supportive Housing Program; thus the families receive an array of support services. Applicant History or Capacity to Successfully Complete the Proposed Project HACAP began the Transitional Housing Program in 1987. It operates 36 scattered site single family transitional housing units in Johnson County. HACAP administers and operates 40 different programs with an annual budget of approximately $20 million. They have the capacity to successfully complete the project. Summary of Items to be Addressed 1) No mention of volunteer time or services. 2) What will happen with the site if not funded? 3) Lead stabilization issues. The home is constructed pre-1978 and is requesting over $25,000 in federal funding. Lead stabilization is necessary for the porch area, which may increase maintenance or renovation costs. 4) Possible discussion with GICHF, if there is an additional mortgage on the property, how much, etc. What is the balance on the mortgage of the property? 5) What is the appraised value of the home? The difference between the market value and the purchase price is not listed as match or leverage. 6) Repayment terms. What happens at the end of 30 years? 02/14/02 CITY OF IOWA CITY FY03 CDBG\HOME APPLICANT REVIEW STAFF REPORT Project Name & Page Number: Hawkeye Area Community Action Program - THRA Replacement Project, Page 66 Applicant Contact: Allan Axeen 337-5765 Project Address: Sites not yet identified Activity Type: Housing CITY STEPS Priority: HIGH (Transitional Housing) CITY STEPS Goal Achieved: Improve transitional housing programs for families. (Page 96) Beneficiaries: 0-30% mfi 100% 31-50% mfl 0% 51-80% mfi 0% Over 80% mfi 0% Amount Requested: $144,000 HOME Loan or Grant: Loan Repayment Terms: Conditional Occupancy Loan Total Cost Per Person/Household: $20,000/person Capital improvement project that will benefit individuals over a 15-year useful life expectancy. Total cost per person over a 15- year period: $1,333.33. Percent of Project Publicly Funded: 80% Leveraging City CDBG\HOME Funds: $0.25 in other funds for each HONE dollar requested Property Taxes: Tax-exempt 02/14~02 STAFF ANALYSIS Documentation of Project Need The three homes HACAP is requesting to replace are maintenance intensive and are increasingly more expensive to operate. One home was built in the 1800's and the two mobile homes are deteriorating and operate with extremely high utility costs. HACAP receives approximately $202/month for each housing unit, which does not cover operational costs. The difference between the operational costs and the rents received was assisted with the Emergency Shelter Grant (ESG) and the Homeless Shelter Operation Grant (HSOG). Due to budget reductions in the amount received from the HSOG and ESG programs, the applicant is researching cost saving measures. The purchase will strengthen the economic viability of the Transitional Housing Program by reducing ongoing rehabilitation and maintenance expenses and will improve the safety and quality of the units in the Transitional Housing Program. Project Budget Discussion The appraised values or estimated proceeds of the sale of the two mobile homes that HACAP owns are not included in the application (even though this amount may be minimal). A breakdown of the estimated purchase price of the three properties is not included. A private mortgage will partially finance this project. No other soft funding sources are included besides city HOME funds. The program uses HSOG and ESG for overhead and supportive service expenses. Project Coordination with Existing Services~Activities Case management provides coordination and referral to existing services to avoid duplication and streamline services. Applicant History or Capacity to Successfully Complete the Proposed Project HACAP began the Transitional Housing Program in 1987. It operates 36 scattered site single family transitional housing units of various sizes in Johnson County. HACAP administers and operates 40 different programs with an annual budget of approximately $20 million. They have the capacity to successfully complete the project. Summary of items to be Addressed 1) No mention of volunteer time or services. 2) What is the estimated value of the proceeds from the sale of the two properties? (The Market Street housing site is owned by Mercy Hospital and donated to HACAP for use.) Will the proceeds be applied to the acquisition of the new units? 3) Lead issues. Any property that is acquired built before 1978 will be subject to lead assessment and stabilization activities. These activities may increase the cost. 4) Have all possible funding sources been researched? 5) Strongly encourage applicant to identify sites throughout Iowa City. 02/14/02 CITY OF IOWA CITY FY03 CDBG\HOME APPLICANT REVIEW STAFF REPORT Project Name & Page Number: Crisis Center - Food Bank Warehouse Addition Page 81 Applicant Contact: Ross Wilburn 351-2726 Project Address: 1121 Gilbert Court Activity Type: Public Facility CITY STEPS Priority: HIGH (Other Public Service Needs) LOW (Other Public Facilities) CITY STEP Goal Achieved: Objective: Support food and nutrition services for Iow-income residents. (Page 103) Beneficiaries: 0-30% mfi 90% 31-50% mfi 8% 51-80% mfi <1% Over 80% mfi <1% Amount Requested: $131,550 CDBG Loan or Grant: Loan Repayment Terms: Conditional Occupancy Loan Total Cost Per Person/Household: $67.76 per person Capital improvement project that will benefit individuals over the life of the building. Per person cost over a 15-year useful life expectancy is $4.52 per person. Percent of Project Publicly Funded: 75% Leveraging City CDBG\HOME Funds: $0.33 in other funds for each CDBG dollar requested Property Taxes: Tax-exempt 02/13~02 STAFF ANALYSIS Documentation of Project Need Currently, the Crisis Center leases additional space to warehouse donated goods at an annual cost of $4,800. The space does not provide adequate storage during community food drives, and requires vehicle rental to move food in bulk between the leased space and the main facility. The leased space presents communication and security problems for the staff in trying to provide guidance to youth groups, service clubs, etc. while volunteering and organizing food in the leased warehouse. Security becomes an issue while volunteers and/or staff are working evening hours at the warehouse. Additional space will also allow separate areas for food sorting and re-packaging of bulk food which improve sanitary conditions. Crisis Center proposes to add a 1,723 square feet addition to their existing facility for additional storage and operational room. A driveway to the warehouse will be constructed as well. Project Budget Discussion The agency has contacted a contractor and architect to provide costs for the proposed addition. A local asphalt company provided an estimate of the cost per square yard for the asphalt driveway. The firms consulted were the same firms that rehabilitated the existing facility. Crisis Center does not charge for their services. Volunteer contribution was not included in the budget breakdown. The agency's volunteers donated over 57,000 hours of service during FY01 to assist ali the programs offered by the Crisis Center. 50 hours of volunteer time will be utilized for construction and painting of the proposed project at a value of $750. Crisis Center has explored various funding options. They maintain a building reserve, which will be used towards this project. The establishment of a reserve also helps to maintain their completed capital improvements. Project Coordination with Existing Services~,ctivities The agency partners with several area service providers to coordinate services and provide referrals. Applicant History or Capacity to Successfully Complete the Proposed Project In 1998, the agency successfully completed a CDBG remodeling project. The agency has the capacity and experience to successfully complete this project. Summary of Items to be Addressed 1) Has a contractor/architect completed a written cost estimate for the proposed improvements? 2) Lead Issues. Was the existing facility constructed after 19787 If constructed before 1978, has a lead assessment been completed? 3) Will the addition comply with all zoning requirements? 02113102 CITY OF IOWA CITY FY03 CDBG\HOME APPLICANT REVIEW STAFF REPORT Project Name & Page Number: Domestic Violence Intervention Program - Facility Rehabilitation, Page 88 Applicant Contact: Cris Kinkead 354-7840 Project Address: Confidential Activity Type: Public Facility CITY STEPS Priority: High - Emergency Shelter CITY STEPS Goal Achieved: IV C. Homelessness Emergency Shelter Rahab/Expansion Improve and maintain existing shelter facilities. (page 96) Beneficiaries: 0-30% mfi 98.0% 31-50% mfi 1.5% 51-80% mfi 0.5% Over 80% mfi 0% Amount Requested: $ 37,000 CDBG Loan or Grant: $ 37,000 grant Repayment Terms: NA Total Cost Per Person/Household: $ 34.87 (1061 people in FY03) $ 4.62 (8000 people over 8 years) Percent of Project Publicly Funded: 100% Leveraging City CDBG\HOME Funds: $ 0.00 Property Taxes: Tax exempt 02/14/02 STAFF ANALYSIS Documentation of Project Need DVIP has assisted 8,000 people since the building was constructed eight years ago. The heavy volume of people has put a strain on the facility, especially the flooring and kitchen area. Project Budget Discussion The entire project is funded solely with CDBG funds. They do have a volunteer program "Adopt A Room", however, the program does not cover repair, replacement or maintenance of the building. Additionally, the replacement fund established in 2001 has not reached a point to pay for immediate maintenance needs. Project Coordination with Existing Services~Activities DVIP coordinates with multiple agencies throughout Johnson County for service needs, however, for this particular construction project no coordination was mentioned in the application. Applicant History or Capacity to Successfully Complete the Proposed Project DVIP has received a number of CDBG awards, including funds to construct and subsequently rehab the current facility. DVIP has always shown sufficient capacity to complete the projects. Summary of Items to be Addressed 1. Has DVIP researched the availability of using other funds? 2. A more detailed project time line is needed. 3. A more detailed description of the actual need would be helpful. 4. Has DVIP looked at receiving donations or discounts on appliances? 02/14/02 City of Iowa City FY03 CDBG\HOME APPLICANT REVIEW Staff Report Project Name & Page Number: Emergency Housing Project - Feasibility Study, Page 100 Applicant Contact: Christina Canganelli 338-5416 Activity Type: Planning and Administration Project Address: City-wide CITY STEPS Priority: HIGH - Homeless Needs CITY STEPS Goal Achieved: Consider expansion or addition of facilities to meet the increasing needs for persons who are homeless. (page 96) Beneficiaries: 0-30% mfi 100% (presumed benefit) 31-50% mfi 0% 51-80% mfi 0% Over 80% mfl 0% Amount Requested: $ 27,500 CDBG Loan or Grant: $ 27,500 grant Repayment Terms: N/^ Total Cost Per Person/Household: $ 24.73 estimated based on number of persons denied assistance in a one year period (EHP estimate). Percent of Project Publicly Funded: 61.1% Leveraging City CDBG\HOME Funds: $0.64 in other funds for each CDBG dollar requested Property Taxes: Tax Exempt 02/13~02 STAFF ANALYSIS Documentation of Project Need EHP estimates that they deny shelter to 1,820 persons annually due to capacity restrictions. Project Budget Discussion The proposed feasibility study is an eligible activity under the planning and administration category. It appears that CDBG funds would be used to cover 100% of the cost of the feasibility study with other funding anticipated for "Fund Development Services" (i.e. a capital campaign). Since a capital campaign may be a subsequent step (depending upon the findings of the study). Is it possible that the funds identified by EHP for "Fund Development Services" be shifted to pay for a portion of the proposed feasibility study? EHP states that no other groups have been asked to contribute to the feasibility study and the funds identified in the application for "Development Fund Services" are anticipated. As such, no firm resources are presently committed to leverage the CDBG funds being requested. Volunteers are anticipated to provide 150 hours of general administrative assistance to the proposed project for a value of $1,500. Volunteers and in-kind donations comprise 3.3% of the total project cost as shown in the application. Project Coordination with Existing Services~&ctivities As noted in the application, EHP would work with numerous community organizations and citizens through focus groups and public meetings. Due to the large impact this type of study will have on numerous human service organizations and local governments we would suggest that EHP work closely with the Local Homeless Coordinating Board and include other organizations such as the United Way and Johnson County Council of Governments. Applicant History or Capacity to Successfully Complete the Proposed Project EHP has been successful in completing a number of CDBG projects. We would like to see the organization improve their timeliness regarding the submission of payment requests and quarterly reports. Summary of Items to be Addressed 1. Is "Fund Development Services" part of the feasibility study? Or is this part of a next step or capital campaign? 2. EHP has "an already identified" consulting agency (page 104). This would not be permissible, as the feasibility study would be subject to a public bidding process. 3. Documentation of how the applicant arrived at the $27,500 amount for a feasibility study. 4. If funded, the percentage of funds for the Administration and Planning category would have to increase accordingly. 02/13~02 City of Iowa City FY03 CDBG\HOME APPLICANT REVIEW Staff Report Project Name & Page Number: Emergency Housing Project - Property Acquisition, Page 109 Applicant Contact: Christina Canganelli 338-5416 Activity Type: Public Facility Project Address: Site Not Yet Identified CITY STEPS Priority: HIGH - Homeless Needs CITY STEPS Goal Achieved: Consider expansion or addition of facilities to meet the increasing needs for persons who are homeless. (page 96) Beneficiaries: 0-30% mfi 100% (presumed benefit) 31-50% mfi 0% 51-80% mfi 0% Over 80% mfi 0% Amount Requested: $ 350,000 CDBG Loan or Grant: $ 350,000 Loan Repayment Terms: Conditional Occupancy Loan Total Cost Per Person: $1,428.57 per person based on number of persons assisted over a one year period. Capital improvement project that will benefit individuals over a 15-year useful life expectancy. Total cost per person over a 15-year period: $95.24. Percent of Project Publicly Funded: 45.0% Leveraging City CDBG\HOME Funds: $4.57 in other funds for each CDBG dollar requested. Property Taxes: Tax Exempt ~5 02/14/02 STAFF ANALYSIS Documentation of Project Need EHP estimates that they deny shelter to 1,820 persons annually due to capacity restrictions. Presently there are a number of unknowns about this project. Such as, if a new or expanded facility were needed (pending the outcome of a feasibility study) what would be the appropriate size? Project Budget Discussion The application estimates that $1,600,000 in total funding would be needed for a new facility. Undertaking a large capital project requires a great deal of planning and discussions with development professionals (e.g. architect, contractors, etc.) to accurately determine the cost of a facility. Without documentation from these development professionals arriving at a cost, especially prior to the identification of a site(s) is very difficult. Using the $1,600,000 cost estimated by the applicant only $2,500 (.2%) has been committed. As per the application, CDBG funding would be used for the first step of purchasing real estate. EHP states that other funding sources (e.g. Iowa Finance Authority, U.S. Department of Housing and Urban Development, the Veterans Administration and private donors) will be solicited for funding later in the capital campaign. Currently, no other funds are being requested for site acquisition. No volunteer labor or in-kind donations were shown in the application. Project Coordination with Existing Services~Activities Due to the large impact this type of facility will have on the community, human service organizations and local governments we would suggest that EHP work with the Local Homeless Coordinating Board, involve citizens and neighborhood groups, and include other organizations such as the United Way and Johnson County Council of Governments. Applicant History or Capacity to Successfully Complete the Proposed Project EHP has been successful in completing a number of CDBG projects. We would like to see the organization improve their timeliness regarding the submission of payment requests and quarterly reports. Summary of Items to be Addressed 1. Timing. Could the applicant postpone this activity until the results of a feasibility study could be analyzed and disseminated? 2. Please provide an update of where applicant is in the process of identifying a site. 3. Documentation of how the applicant arrived at the $1,600,000 amount for the project cost. 02/14/02 CITY OF IOWA CITY FY03 CDBG\HOME APPLICANT REVIEW STAFF REPORT Project Name & Page Number: Englert Civic Theatre - Meeting Accessibility Needs, Page 118 Applicant Contact: Justine Zimmer 688-2653 Activity Type: Public Facility Project Address: 221 E. Washington Street CITY STEPS Priority: High - Accessibility Needs CITY STEPS Goal Achieved: Access to public facilities and services for persons who have disabilities Beneficiaries: NA HUD considers projects that benefit persons with a disability as a "presumed benefit" Amount Requested: $206,460 CDBG Loan or Grant: $206,460 loan Repayment Terms: Conditional Occupancy Loan Total Cost Per Person/Household: Do not have an estimate for the number of people that may use the facility. Percent of Project Publicly Funded: 90% Leveraging City CDBG\HOME Funds: $0.11 in other funds for each CDBG dollar requested Property Taxes: Yes 02/14~02 STAFF ANALYSIS Documentation of Project Need The Englert Civic Theatre is not accessible beyond the first floor; thus it fails to meet ADA requirements. There are no chair lifts and there is not an elevator. In addition, the restrooms, stage and dressing rooms are also not accessible. Project Budget Discussion The budget breakdown is very detailed and well thought out, however, it appears that some of the matching grants have not been accounted for in the budget. Also, it appears that they will be utilizing volunteers and receiving in-kind donations, but it is not on the budget breakdown. The Englert and the two partners presently have a good track record of fundraising and completing projects. Project Coordination with Existing Services~ctivities The Englert Civic Theatre, Arts Iowa City and Iowa City Cultural incubator have collaborated to restore the facility and to create a vision for the facility. In addition, many other organizations will be involved that will represent historical, literary, visual and performing arts organizations. Applicant History or Capacity to Successfully Complete the Proposed Project Since the acquisition of the building, the Englert Civic Theatre has raised over $1.1 million dollars, has completed two phases and is working on the third phase. They have a large pool of volunteers, including a local architect. In addition, a pad-time paid director has been hired. Summary of Items to be Addressed 1. More complete breakdown of volunteer hours and in-kind donations on budget. 2. Add Ads Iowa City and iowa City Cultural incubator contributions to budget. 3. Would like to have an estimate on the number of persons that may use the facility over a one-year period. 02/14/02 CITY OF IOWA CITY FY03 CDBG\HOME APPLICANT REVIEW STAFF REPORT Project Name & Page Number: Mid-Eastern Iowa Community Mental Health Center- Increasing Useable Space for Outreach Services, Page 130 Applicant Contact: Stephen Trefz 338-7884 Project Address: 507 East College Street Activity Type: Public Facility CITY STEPS Priority: MEDIUM (Outreach Assessement) LOW (Health Facilities) HIGH (Mental Health Care) CITY STEPS Goal Achieved: Homeless prevention: Improve access to physical/mental health care. (Page 95) Beneficiaries: 0-30% mfi 52% 31-50% mfl 19% 51-80% mfi 11% Over 80% mfi 18% Amount Requested: $25,737 CDBG Loan or Grant: Loan Repayment Terms: Conditional Occupancy Loan Total Cost Per Person/Household: $17.40 per person Capital improvement project that will benefit individuals over the life of the building. Per person cost over a 15-year useful life expectancy is $1.16 per person. Percent of Project Publicly Funded: 69% Leveraging City CDBG\HOME Funds: $0.45 in other funds for each CDBG dollar requested Property Taxes: Tax-exempt ~'q 02114102 STAFF ANALYSIS Documentation of Project Need CITY STEPS identifies Outreach Assessment as a priority for the homeless. The new space addition will provide a wheelchair accessible office as well as confidential space to work 1 to 1 with clients. The application did not specifically address existing space limitations. Project Budget Discussion An architect did complete a cost estimate, but the drawing indicates one storage room, one office and space for four workstations. The application states there will be two offices. Volunteer labor is not included in the budget breakdown, however volunteers will provide approximately 45 hours of work ranging from painting to unskilled carpentry as indicated in Question #12. CMHC has committed funding for this project through prior fundraising and their capital building fund. There is no indication that they will seek any other outside funding source. Project Coordination with Existing Services~,ctivities Agency has a documented history with coordination and outreach with other agencies benefiting their clients. Applicant History or Capacity to Successfully Complete the Proposed Project Applicant has received and completed CDBG projects in the past successfully. They have the capacity to successfully complete this project. Summary of Items to be Addressed 1) Has a lead assessment been completed for the facility? 2) Why is the addition necessary? How severe are the current space limitations and how is it affecting services provided? 3) Will the space addition provide additional services or staff? 4) Currently, are all employees housed at CMHC? Would this save any leasing of space? 5) Narrative states space for four workstations and 2 counseling offices, however the diagram has one counseling office, one room for storage, and space for four workstations. Will the storage room be used as an office as well? 6) In Question #7, the clientele to benefit from the addition are those persons with chronic mental illness that are either homeless or at risk of losing their housing. Of the 2,140 beneficiaries listed in Question #18, are all of those considered homeless or at risk of losing their housing? 7) As an agency has their been an increase in clients served or contacts made in the last few years? 8) Are there any zoning issues in regards to the proposed addition? 02/14/02 CITY OF IOWA CiTY FY03 CDBG\HOME APPLICANT REVIEW STAFF REPORT Project Name & Page Number: Neighborhood Centers of Johnson County - Child Care for Self-sufficiency Project, Page 138 Applicant Contact: Brian Loring 358-0438 Project Address: 1234 Broadway St. & 2651 Roberts Rd. Activity Type: Public Facility CITY STEPS Priority: HIGH, Child Care CITY STEPS Goal Achieved: Support development of childcare facilities. (Page 100) Beneficiaries: 0-30% mfi 98% 31-50% mfi 2% 51-80% mfi 0% Over 80% mfi 0% Amount Requested: $34,490 CDBG Loan or Grant: Loan Repayment Terms: Conditional Occupancy Loan Total Cost Per Person/Household: $24,19 per person Capital improvement project that will benefit individuals over the life of the improvements. Per person cost over a 5-year period is $4.83. Percent of Project Publicly Funded: 94% Leveraging City CDBG\HOME Funds: $0.06. in other funds for each CDBG dollar requested Property Taxes: Tax-exempt 02/14/02 STAFF ANALYSIS Documentation of Project Need Reimbursement rates through Title XX childcare subsidies are less than private rates. NCJC operates at a per child deficit which United Way typically covers. Facility improvements place a large strain on their operating budget, which if diverted from operational cost would lead to reduced services or clients served. Project proposes to use funds for playground improvements to comply with licensing and accreditation, exterior paint for the Broadway Center, and the replacement of defective windows at Pheasant Ridge. All funds will be used for the repair and upgrade of the two day care centers. Project Budget Discussion Volunteer contribution was included in the budget breakdown, but did not match the amount in Question #12. There is a high public subsidy. Other funding sources possible? Project Coordination with Existing Services~,ctivities No duplication of services as there are limited subsidized day care options in the area. Applicant History or Capacity to Successfully Complete the Proposed Project Applicant has expended 46% of their FY02 CDBG funding to date. Fencing and playground improvements will be done this spring. Applicant operates with a budget of approximately $1,500,000 and 50 full-time staff. They are accredited by the National Association for the Education of the Young Child (NAEYC)and have the capacity to complete the proposed project successfully. We would like to see the organization improve their timeliness regarding the submission of quarterly reports. Summary of Items to be Addressed 1) How were the cost estimates for the proposed improvements completed? Was a contractor or playground equipment manufacturer/retailer contacted? 2 High public subsidy, any other funding options available? 3 What problems exist with the current playgrounds? Why do they not meet accreditation? 4 Will the manufacturer cover the windows? Was there a warranty on the windows/installation? 5 Last year funds awarded for playground mulch, fencing and shade shelters at both centers. This year's funding request is for playground and fencing as well. Please provide a comparison of fencing and playground improvements completed/awarded in FY02 and what is currently requested. 6) What is the public reimbursement rate compared to the average private rate for childcare? 7) Is the volunteer contribution in #12 above and beyond what is listed in the budget breakdown? 8) What happens at the end of the 15-year loan term? 02114102 CITY OF IOWA CITY FY03 CDI3G\HOME APPLICANT REVIEW STAFF REPORT Project Name & Page Number: Pathways Adult Day Health Center - Outdoor Courtyard and Garden, Page 146 Applicant Contact: Jo Benson-Vorwald, Director 398-3644 Project Address: 817 Pepperwood Lane Activity Type: Public Facility CITY STEPS Priority: HIGH, Frail Elderly MEDIUM, Senior Services CITY STEPS Goal Achieved: Support development of respite care, and adult day care facilities. (Page 100) Beneficiaries: 0-30% mfi 4% 31-50% mfi 12% 50-80% mfi 47% Over 80% mfi 37% Amount Requested: $25,000 CDBG Loan or Grant: Loan Repayment Terms: Conditional Occupancy Loan Total Cost Per Person/Household: $26.57/person based on a 5-year utilization Percent of Project Publicly Funded: 63% Leveraging City CDBG\HOME Funds: $0.60 in other funds for each CDBG dollar requested Property Taxes: Partial property taxes are paid 02/13/02 STAFF ANALYSIS Documentation of Project Need Support services to frail elders/persons with disabilities is a high priority. Outdoor courtyard and garden will provide therapeutic outdoor activities by providing physical and mental therapy. It will provide an opportunity to take part in outdoor activities while ensuring the client's safety. The proposed activity will expand day programming. Project Budget Discussion There is a strong volunteer component of over 180 hours to be donated for a value of $5,000. Volunteer contribution is included in the budget breakdown. Other funding sources have been explored and one funding application is currently pending. Services are provided on a sliding fee schedule, no one is denied service due to inability to pay. Project Coordination with Existing Services~Activities Several organizations will be involved with the planning and final product. Partnerships have been explored/arranged with the Girl Scouts, Master Gardeners, and Iowa Medical Classification Center. As the only adult day care facility in the area, the agency is a collaborative partner with several area agencies. Applicant History or Capacity to Successfully Complete the Proposed Project Applicant has operated Pathways since 1996. Service has increased from an average of 11 clients per day in 1996 to the current average of 25 clients per day. Pathways is one of two CARF accredited Adult Day Health Centers in Iowa. They have the capacity to successfully complete the project. Summary of Items to be Addressed 1) Will the addition increase liability? 2) How specifically will the neighborhood be involved? 3) Has the PIN grant been awarded? 4) If the project is not fully funded, what elements will proceed? 5) What happens at the end of the 5-year loan term in regards to the loan amount? 02/13~02 CITY OF IOWA CITY FY03 CDBG\HOME APPLICANT REVIEW STAFF REPORT Project Name & Page Number: United Action for Youth - The Youth Center, Page 155 Applicant Contact: Jim Swaim 338.7518 Project Address: 355 Iowa Avenue Activity Type: Public Facility CITY STEPS Priority: High - Youth Center CITY STEPS Goal Achieved: Provision of Youth Center Investigate need for additional space for youth programs (page 101 ) Beneficiaries: 0-30% mfi 11% 31-50% mfi 39% 51-80% mfi 39% Over 80% mfi 11% Amount Requested: $ 320,000 CDBG Loan or Grant: $ 320,000 loan Repayment Terms: 0% interest for 10 years (forgivable loan) Total Cost Per Person/Household: $591.40 (930 people a year) $ 68.75 (8,000 people over 10 years) Percent of Project Publicly Funded: 58% Leveraging City CDBG\HOME Funds: $0.72 in other funds for each CDBG dollar requested Property Taxes: Tax exempt STAFF ANALYSIS Documentation of Project Need UAY has continually increased the participant load since opening its doors. The most recent figures (FY01) show that over 2,350 youth participated in UAY activities. Specifically, the number of persons using the Youth Center has more than doubled and they cannot enhance programs offered without additional space. Project Budget Discussion The project budget shows $230,000 in other funds anticipated or committed, but doesn't break it down further. The project will use volunteers, but are the volunteer hours included in the budget. Project Coordination with Existing Services~Activities The location of the proposed project works well with UAY's existing services @ 410 & 422 Iowa Avenue. Applicant History or Capacity to Successfully Complete the Proposed Project The United Action for Youth has a long history of successfully administering CDBG funded projects, both large and small. This will be a major fundraising campaign, but past history has proven that they can be successful. Summary of Items to be Addressed 1. Are the volunteer hours included in the budget breakdown? 2. How much is the actual purchase price? 3. Any estimates on "build out" cost? Where would those funds come from? 02/14~02 CITY OF IOWA CITY FY03 CDBG\HOME APPLICANT REVIEW STAFF REPORT Project Name & Page Number: Wesley Foundation - Restroom Renovation, Page 163 Applicant Contact: Marsha Acord 338-1179 Project Address: 120 N. Dubuque Street Activity Type: Public Facility CITY STEPS Priority: HIGH -- Accessibility Needs CITY STEPS Goal Achieved: Access to public facilities and services for persons who have disabilities Beneficiaries: 0-30% mfi 99.5% 31-50% mfi .5% 51-80% mfi >.1% Over 80% mfi 0% Amount Requested: $ 39,000 CDBG Loan or Grant: $ 39,000 loan Repayment Terms: Applicant is requesting a depreciating loan Total Cost Per Person: $1.06 person using 1 year usage numbers. Capital improvement project that will benefit individuals over a 15-year useful life expectancy. Total cost per person over a 15-year period: $0.07. Percent of Project Publicly Funded: 95.9.% Leveraging City CDBG\HOME Funds: $0.04 in other funds for each CDBG dollar Property Taxes: Tax Exempt 02/14/02 STAFF ANALYSIS Documentation of Project Need The applicant estimates that 37,926 persons utilize their facility through the Free Lunch Program and Free Medical Clinic. These programs are located in the lower level of the building which is accessible; however, the restrooms on this level are in need of repair and are not ADA compliant. It is the Wesley Foundation's intent to completely dedicate the lower level of this building to public service use. In addition to the proposed renovations, the Wesley Foundation has used its resources to improve the facility's accessibility by installing an elevator and automatic door openers. Project Budget Discussion The cost basis for the proposed project comes from a local construction company that has very good knowledge of this building as they were the prime contractor for the Free Medical Clinic renovation that was completed a few years ago. The proposed budget directs all of the CDBG funds to hard construction costs and leverages a volunteer engineer for about 4% of the total project cost. To satisfy the HUD required separation of Church and State, the Wesley Foundation is also installing a small unisex restroom on the second floor at their expense (those costs are not included within the proposed project budget). Project Coordination with Existing Services[Activities Renovating the restrooms is an integral part of the provision of public services (Free Medical Clinic and Free Lunch Program) at this site. Applicant History or Capacity to Successfully Complete the Proposed Project The Wesley Foundation, in partnership with Free Medical Clinic and the Free Lunch Program, has undertaken two prior CDBG funded capital projects and completed them. Due to the early involvement with a contractor and volunteer engineer it appears the Wesley Foundation is well poised to successfully complete the proposed project. Summary of Items to be Addressed 1. What is the expected life of the proposed improvements? 2. The applicant has requested a depreciating loan versus a conditional occupancy loan, Please discuss the reason(s) for this request. 3. Lead based paint and asbestos will be issues for this renovation. Has the contractor taken this into consideration in the project estimate? 02/14/02 CITY OF IOWA CITY FY03 CDBG\HOME APPLICANT REVIEW STAFF REPORT Project Name & Page Number: CClA - Youth Leadership Program Page 176 Applicant Contact: Linda Fairchild (319) 730-1174 Project Address: Various Sites Activity Type: Public Services CITY STEPS Priority: HIGH, Youth Services (Transportation & Programming) CITY STEPS Goal Achieved: Objective: Continue support of before/after school facilities for all youth including those with developmental disabilities. (Page 106) Objective: Improve access to transportation. (Page 104) Beneficiaries: 0-50% mfi * 45% 51-80% mfi 15% Over 80% mfi 40% · Agency combines the 0-30% and 51-80% mil. 36 households refuse to provide income information, therefore they were accounted for in the over 80% mfl category. Amount Requested: $15,000 CDBG Loan or Grant: Grant Repayment Terms: NA Total Cost Per Person/Household: $399.06/person Percent of Project Publicly Funded: 19% Leveraging City CDBG\HOME Funds: $4,29 in other funds for each CDBG dollar requested Property Taxes: Tax-exempt 021~ 3/02 STAFF ANALYSIS Documentation of Project Need Youth services are a high priority. Expanded services for youth such as after-school and summer programs as well as transportation assistance are among CITY STEP's short and long term objectives. Program provides programming during after school hours (1 ¼ to 2 hrs each week) and the summer. The goal of program is on prevention. The after school program is designed for youth to help support each other in their transitions from elementary to junior high and from junior high to high school. The program teaches life skills, provides mentoring/tutoring, fosters community stewardship, and supports the positive use of one's free time. The program is a seven- year prevention program whose participants are selected after the end of their 5~ grade year. Project Budget Discussion The clients provide volunteer services to others at an approximate benefit of $5,010 to area agencies, however there is no mention of volunteer time utilized in the budget or Question #12 for the program itself. Question #24 indicates that volunteers at times deliver the programs. Applicant has researched various funding sources and has a request to in the final preparation stages to submit to General Mills in Iowa City. They will also preparing to send out fund raising letters to help garner additional funding for the program. Project Coordination with Existing Services~Activities The program works closely with the school district, University of Iowa Athletics Department, and the Iowa Consortium of Substance Abuse. Elementary counselors provide the referrals into the 7-year program. Applicant History or Capacity to Successfully Complete the Proposed Project CCIA has administered various state and federal grants from Americorps, VISTA, Drug- Free Communities, SAMSHA, etc. CCIA has also successfully completed prior CDBG awards. In 1998 the Council of State Governments chose them as a finalist in AMERICA'S Best innovation Awards. They have the capacity to successfully complete this project. Summary of Items to be Addressed 1) How will the grant increase last year's capacity to provide transportation and programming? Was transportation provided last year?. 2) Will the grant allow more children to utilize the service? 3) If the entire grant request is not awarded, how will the funds be utilized? 4) How many volunteer hours are utilized by the program? 5) What is the estimated value of donated space for activities/programs? 6) Is there interaction and coordination with other youth services in the community such as UAY and Mayor's Youth Employment? 7) How many classes have graduated? What encouragement is provided to retain junior/senior high students who may have outside jobs or other activities? 02/13/02 CITY OF IOWA CITY FY03 CDBG\HOME APPLICANT REVIEW STAFF REPORT Project Name & Page Number: DVIP - Furniture Project, Page 184 Applicant Contact: Chris Bergen or Cris Kinkead 354-9331 Activity Type: Public Service Project Address: 1147 S. Riverside Drive CITY STEPS Priority: High - Permanent Housing CITY STEP Goal Achieved: IV C. Homelessness Helping Homeless Persons Make the Transition to Independent Living (page 97) Beneficiaries: 0-30% mfi 92% 31-50% mfi 7% 51-80% mfi 1% Over 80% mfi 0% Amount Requested: $13,500 CDBG Loan or Grant: $13,500 grant Repayment Terms: NA Total Cost Per Person: $71.55 Percent of Project Publicly Funded: 86% (including City Landfill funds) Leveraging City CDBG\HOME Funds: $ 2.07 in other funds for each CDBG dollar requested Property Taxes: Tax exempt 02/14/02 STAFF ANALYSIS Documentation of Project Need The Furniture Project distributes furniture to persons who are formally homeless, They anticipate assisting 200 households with 580 individuals in FY03. in FY01,91% of the persons assisted were at 0 - 30% of the median income. Project Budget Discussion The Furniture Project leverages $2.07 in other funds, but a majority of the other funds come from the City Landfill account. The application shows a $ 6,000 contribution from DVIP, much greater than last year's application that did not show any contribution from DVIP. Although we understand that it is difficult to secure other funds, it would be helpful to document that the staff has researched the possibility for other funds. Project Coordination with Existing Services~Acfivities The Furniture Project works with numerous businesses, agencies and individuals Applicant History or Capacity to Successfully Complete the Proposed Project Both DVIP and the Furniture Project have received multiple CDBG awards and have successfully managed the projects and the funds. Summary of Items to be Addressed 1. Has the Furniture Project researched the availability of other funding possibilities? 2. Does the Furniture Project use volunteers? 3. How will the reduction of Emergency Shelter Grant (ESG) funds impact the Furniture Project? 02/14/02 CITY OF IOWA CITY FY03 CDBG\HOME APPLICANT REVIEW STAFF REPORT Project Name & Page Number: Eagles' Flight, Inc., dba Victory Temple Minority Health Initiative, Page 191 Applicant Contact: Kenneth Ratliff 337-8628 Project Address: 950 Dover Street Activity Type: Public Service CITY STEPS Priority: High - Youth Services High - Health Services CITY STEPS Goal Achieved: 2. Public Service Needs Provision of Health Services: Medical, Dental, Nutrition, Preventative Care b. Support food and nutrition services for Iow- income residents. (page 103) Beneficiaries: 0-30% mfi 50% 31-50% mfi 25% 51-80% mfi 10% Over 80% mfi 15% Amount Requested: $15,000 CDBG Loan or Grant: Grant Repayment Terms: NA Total Cost Per Person: $164.00 Percent of Project Publicly Funded: 91% Leveraging City CDBG\HOME Funds: $0.09 in other funds for every CDBG dollar requested Property Taxes: Tax exempt 02/14/02 STAFF ANALYSIS Documentation of Project Need The application cites several studies that document the need for the program. Specifically, the Johnson County Capacity Assessment identified several barriers that the project proposes to address such as cost constraints, inadequate health care education, outreach and training, and cultural and language barriers. Also, the American Heart Association discusses obesity prevention and treatment among US minorities as a pressing need. Project Budget Discussion The project could use additional outside funds or at least reflect in the budget that they anticipate additional outside funds. The project has a history of successfully relying on volunteers and in-kind donations. Project Coordination with Existing ServicesL4ctivities The project promotes working together as a community, but doesn't specifically state the agencies or services that they propose to work with on the project. Appficant History or Capacity to Successfully Complete the Proposed Project Applicant has successfully administered programs funded with CDBG funds awarded in FY01 & FY02. Summary of Items to be Addressed 1. Was the dollar figure for volunteers included in the budget? If not, the leveraging figure and percent publicly funded numbers will change. 2. It appears that a major fundraiser is going to be held in April 2002 with the proceeds benefiting this program. Should those funds be in the budget under anticipated? Also, what is the applicant's experience with prior fundraisers? 3. Has the applicant accessed or contacted potential partners, such as the ISU Extension office, U of I Public Health, Table to Table garden project, etc... 02/14/02 City of Iowa City FY03 CDBG\HOME APPLICANT REVIEW Staff Report Project Name & Page Number: Emergency Housing Project - Shelter Coordinator, Page 198 Applicant Contact: Christina Canganelli 338-5416 Activity Type: Public Service Project Address; 331 N. Gilbert Street CITY STEPS Priority: HIGH - Homeless Needs CITY STEPS Goal Achieved: Expanding staff and capabilities within the existing system to provide improved service and expanding available services (page 96). Beneficiaries: 0-30% mfi 100% (presumed benefit) 31-50% mfi 0% 51-80% mfi 0% Over 60% mfi 0% Amount Requested: $ 30,000 CDBG Loan or Grant: Grant Repayment Terms: N~A Total Cost Per Person: $108.28 per person based on shelter usage over a one year period (EHP 2001 data). Percent of Project Publicly Funded: 66.2% Leveraging City CDBG\HOME Funds: $1.62 in other funds for each CDBG dollar requested. Property Taxes: Tax Exempt q l~ 02/13/02 Staff Analysis Documentation of Project Need EHP is proposing a continuation of case-management services to more than 700 persons annually. In CITY STEPS (p. 32) we have noted that about 45% of persons using homeless facilities have at least one special need ranging from mental illness to alcohol\drug abuse. The application cites a national report The For,qotten Americans - Homelessness: Proqrams and People They Serve which states that 86% of persons who are homeless have issues ranging from mental illness to alcohol\drug abuse characteristics. The shelter coordination services at EHP are designed to help the households connect with service providers to address the problems stated above and ultimately transition out of EHP. Project Budget Discussion All of the CDBG funds are targeted for operational expenses (salaries). EHP has increased the full-time equivalent positions (FTE). The staffing for this position has risen from .5 in FY01 to 2.0 in FY02. The request for CDBG funds is $5,000 higher than the FY02 CDBG award for the same project (a 20% increase). Volunteers are anticipated to provide 50 hours of general adminis[rative assistance to the proposed project for a value of $500. Volunteers and in-kind donations comprise .6% of the total project cost as shown in the application. Project Coordination with Existing Services~Activities Referrals to local human service organizations are essential to the success of this proposed project. The function of the shelter coordinator is to "focus on expediting access to local mental health and substance abuse resources, employment, housing and other corollary community based and public resources". Applicant History or Capacity to Successfully Complete the Proposed Project EHP has been successful in completing a number of CDBG projects. We would like to see the organization improve their timeliness regarding the submission of payment requests and quarterly reports. Summary of Items to be Addressed 1. Discuss the number of persons\households that were successful in accessing other community or public resources. The application provides general information about overall year-end numbers versus specific persons\households assisted by the existing shelter coordinator positions. 2. Provide a general breakdown of the shelter coordinator's duties (e.g. counseling, referrals, general intake and admin, etc.). 3. Are non-CDBG funds for the proposed project increasing at the same rate as the requested CDBG amount? 4. Has the State and United Way funding been secured? What would happen to the staffing for the shelter coordinator positions (2 FTEs) if these other sources are not available? 02/13~02 CITY OF IOWA CITY FY03 CDBG\HOME APPLICANT REVIEW STAFF REPORT Project Name & Page Number: Family Services - Consumer Credit Counseling Service, Page 107 Applicant Contact: Denise Ganpat (319) 398-3574 Project Address: 2010 Keokuk Street, Suite 103 Activity Type: Public Services CITY STEPS Priority: HIGH, Other Public Services Needs CITY STEPS Goal Achieved: Create or expand services that offer day-to day living and coping skills including budgeting and independent living skills. (Page 105) Beneficiaries: 0-30% mfi 17% 31-50% mfi 33% 51-80% mfi 30% Over 80% mfi 20% Amount Requested: $5,000 CDBG Loan or Grant: Grant Repayment Terms: NA Total Cost Per Person/Household: $425.25/household Percent of Project Publicly Funded: 7.8% Leveraging City CDBG\HOME Funds: $11.76 in other funds for each CDBG dollar requested Property Taxes: Tax-exempt 02/14/02 STAFF ANALYSIS Documentation of Project Need Other Public Service Needs is a high priority. Financial counseling fills a gap in the continuum of care. It provides face-to-face financial counseling, in-depth assessments, debt management services and spending plan assessments. The program's goal is to stabilize the financial situation of its clients. In a nationwide trend, consumer debt is rising. In 1990, the average American household with at least one credit card had a balance of $2,985. This average increased to $7,942 by 2000. There were 11,058 personal bankruptcy filings in Iowa in 2001. The program teaches budgeting skills and assists the client in implementing those skills. CCCS provides budget counseling, debt management, and education to individuals and families. The service helps find and implement solutions to alleviate financial concerns and improve the client's financial situation. Funds will be expended to cover initial assessments, setup, and monthly fees to LMI clients Project Budget Discussion Volunteer contribution in not included in the budget breakdown. The program receives revenue from a variety of sources and has a Iow public subsidy. The organization also performs fund raising to garnish additional funds for the program. The money requested is used to cover initial assessments, setup and monthly fees for Iow-to-moderate income clients. Project Coordination with Existing Services~Activities The program works closely with the client's creditors and works with other agencies to provide preventative educational services. CCCS also partners with several agencies to provide education and referral services. Applicant History or Capacity to Successfully Complete the Proposed Project Family Services is accredited and meets all regulatory codes. Their staff is highly professional and has abundant experience. They have the capacity to complete the project. Applicant received a FY02 CDBG award and has successfully managed their award to date. Summary of Items to be Addressed 1) How do the services provided by the agency differ from the ISU extension office? Does ISU only offer educational programs? 2) What is the proximate value in dollars, fees, etc. forgiven by creditors once a client enters into the debt management program? 3) Has there been an increase in demand for this program due to the economy? Is there a waiting list? 02/14/02 CITY OF IOWA CITY FY03 CDBG\HOME APPLICANT REVIEW STAFF REPORT Project Name & Page Number: Free Medical Clinic - Case Management, Page 215 Applicant Contact: Sandy Pickup 337-4459 Project Address: 120 N. Dubuque Street Activity Type: Public Service CITY STEPS Priority: High - Health Services CITY STEPS Goal Achieved: Provision of Health Services: Continue support of health, dental and HIV/AIDS services. (page 103) Beneficiaries: 0-30% mfi 89% 31-50% mfi 10% 51-80% mfi 1% Over 80% mfi 0% Amount Requested: $ 38,413 CDBG Loan or Grant: $ 38,413 grant Repayment Terms: NA Total Cost Per Person: $100.58 Percent of Project Publicly Funded: 15% Leveraging City CDBG\HOME Funds: $5.81 in other funds for each CDBG dollar requested Property Taxes: Tax exempt 02/14/02 STAFF ANALYSIS Documentation of Project Need: The Free Medical Clinic has witnessed a 48% increase in patients eligible to be enrolled in their case management program and they anticipate the increase to continue. Overall, the Free Medical Clinic treats over 6000 patients each year. Project Budget Discussion The project appears to have everything except the funds for salaries and benefits. They were able to provide $5.81 in other funds for every CDBG dollar requested. Project Coordination with Existing Services~Activities The Free Medical Clinic has a long history of working with a variety of agencies and organizations in Iowa City, such as EHP, DVIP, U of I Hospitals, U of I Dental program, MECCA, STAR and many private health care professionals. Appficant History or Capacity to Successfully Complete the Proposed Project The Free Medical Clinic has successfully administered CDBG funds in previous years. Additionally, the clinic has a 30-year history of operating the clinic and overseeing renovations funded with grants and donations. Summary of Items to be Addressed 1. Please explain the source of funds for the case management program and if those sources allow for operational expenses. 2. How is the program currently funded? Why are CDBG funds needed? 02/14/02 City of Iowa City M MORANDUM DATE: March 5, 2002 TO: Housing and Community Development Commission FROM: Community Development Staff RE: HCDC Meetings on March 14 & 21, 2002 Thank you for the many hours of time and energy that you have put into the allocation process up to this point. This packet contains information for the next two HCDC meetings. At the HCDC meeting on March 14th you will be discussing the applications, funding and the rankings. This meeting is designed to help you finalize the ranking sheets and adjust your funding amounts. To assist with this process we wanted to again provide the amount of FY03 CDBG and HOME funds available to you for ~llocation, within the CITY STEPS categories. Please keep in mind that the amount of funds within these categories is flexible, with the exception of the Public Services category. At the March 21st meeting, you will be formalizing a budget recommendation to City Council. CDBG\HOME Funds Available to Allocate Housing $686,000 ($107,100 MUST go to a CHDO or CHDOs) Public Facilities $340,000 Public Services (statutory limit) $ 40,500 Total $1,066,500 As per your request, staff prepared only one program scenario, the average allocation. This scenario reflects a funding allocation based on the composite result of individual Commission members funding for each project. In this scenario, all projects received an average score over the minimum score (60 points), and all projects were at least partially funded. The proposed amount allocated to Public Service projects is right at the statutory limit, which is set by law. In this scenario $40,502 was allocated towards Public Services, this is just $2 over the limit. One other item to consider is that some of the applications received such reduced funding that their projects may no longer be feasible. To assist the discussion, staff prepared a "consensus" worksheet. This worksheet tries to show the consensus of the Commission to fund or not to fund projects. Please see the enclosed consensus worksheet. The projects in bold on the top of the worksheet show that a majority of HCDC members wanted to fully fund these activities. The projects in bold on the bottom portion of the worksheet show that a majority of HCDC members do not want to fund these activities. All of the other projects (in the middle of the worksheet) contained some combination of support. Once the Commission has formalized the FY03 CDBG\HOME budget recommendation on March 21st, we would like you to indicate if the funding for each project is to be in the form of a grant or a loan. As in the past, staff has been given the flexibility to negotiate all rates and terms. If you have any questions regarding this information, please feel free to contact Tracy Hightshoe, Steve Long or Steve Nasby at 356-5230. Please remember that both meetings will be at the Senior Center in the lower level classroom and will begin at 6:30 PM. $! FY03 FINAL RANKINGS CDBGIHOME PROJECTS (9 HCDC MEMBERS) ~=ami~'~e~,~/~ .O~l~i~m~(~ediiOol~l~st~g 72 81 78 73.9 64 79 64 . 50 70.24 · 16 PS -~t ~ 81 31 FY03 FINAL RANKINGS CDBG/HOME PROJECTS (8 HCDC MEMBERS) Average Overall CategoPj Project Name : Rick Amy .~oHI Bill ~Kat hleen Gretchett Christine Lor[ Score Rank Rar~k ~Fiight ~ ~ Mi~ ~W_~,S H ~.~,~. l~e 60 7'0 78 75.9 72 75 68 79 ~'2~.4 : 14 Fa~e~'~a~Ccui=r~,~: 72 81 ~'8 73.9 64 79 ~04 50: 707~ 15 ; P~S~ 64 si ~7 i~p;overnent ~t~xl - Youth I.e~demhip 75 54 78 74 65 69 63 43 ~3 20 P~ - 6 54 78 24 FY03 HCDC CONSENSUS WORKSHEET ~RO.JEC'r NAME ~: HCDC HeDC HC, DC : I-IC~ · , -:- Fully Fund papally Fund 50% o[ More ParEally Fund Unde~ 50% No Funding Eme~ency Housing Project -Depos/t Assistance 9 0 0 0 HACAP - Douglass Cou~t Purchase 9 0 0 0 Wesley Foundation - Facility Rehab and Accessibiliiy 8 1 0 0 Neighborhood Centers of Johnson Co. - Facility Rehab 7 I 0 1 HACAP- Transitional Housing Replacement 7 0 2 0 Greater Iowa City Housing Fellowship - Homeownership Program 6 I I 1 Emergency Housing Project - Feasibility Study 6 0 0 3 Mid-Eastern Community Mental Health - Facility Rehab 5 1 0 3 DVIP - Facility Rahab 5 I 0 3 Cdsis Center - Food Bank Storage Area 4 5 0 0 Elder Services, Inc. - Small Repair Program 4 4 0 1 United Action for Youth - Facility Acquisition 4 2 3 0 , .V~, ~ !~diffiture:Pmject · ~ 3 1 4 Event Conner Center - Rahab and Home Moflfications 0 0 2 7 Pathways Adult Day Care - Outdoor Courtyard 1 0 0 8 Englert Theatre - Accessibility Improvements 0 1 0 8 EmergencyE~ -1~ ~ ~F'~;I;]~ J~ ~1~ C~ ~Housing P ~J~ect - Land Acquisition~e~a~ ![lltiafive : 0 0 o g H = Housing 3/25/02 FY03 CDBG\HOME FUNDING HCDC -- AVERAGE ALLOCATION WORKSHEET REQUESTED. AVERAGE PERCENT'OE r PROJECT NAME RANK mOUNT ~ ~LO~ATioN ~EQuE$~; Amy .April , Bill Christine Gretchen J~n Ka~leen Rick L~rl · H $13,500 $7,8i0 58% $10,000 . $3,0~0 I¢~va C~?~f~e~- ~ ,(~r'/~; Case Ma ~ H $38,413: $18606 48% MEMO TO: Iowa City Council Members FROM: Iowa City Housing and Community Development Commission (HCDC); Rick L. House, Chair SUBJECT: FY 2003 CDBG and HOME fund recommendations DATE: March 26, 2002 CC: HCDC Members, Iowa City Community Development Staff Twenty-three proposals for FY03 CDBG/HOME funds were reviewed by the Iowa City Housing and Community Development Commission (HCDC) in February and March of 2002. One meeting of hearings, one meeting for discussion regarding preliminary recommendations and rankings, and a meeting to finalize funding levels for each proposal were conducted. Proposals were evaluated based on City Steps and the Comprehensive Plan objectives for low to moderate-income individuals and families in our community. The City of Iowa City will receive $1,773,000 of CDBG and HOME funds in FY03. It is the City Council's policy to pre-allocate $105,000 to Aid to Agencies, leaving $40,500 of the public services portion (8.2%) available to the HCDC consideration. Other pre- allocations include Economic Development Activities (9%) or $159,500, Administration and Planning (13.6%) or $242,000, Iowa City Housing Rehabilitation $200,000. No funds were allocated to the contingency fund. The HOME program requires that a minimum of 15% of the HOME allocation ($107,100) be reserved for Community Housing Development Organizations (CHDOs). Given these restrictions and guidelines, a total of $1,066,500 was provided to HCDC for FY03 allocation. HCDC members evaluate proposals using a ranking sheet. Council approves this ranking sheet each year. A copy of the ranking sheet is enclosed. Average scores for FY03 proposals ranged from 84.08 to 56. Two proposals received an average score of less than 60 points, the minimum score eligible for funding. Of the 23 proposals, HCDC recommends 14 for funding. Partial funding is recommended for the majority of proposals (8) based on discussions with applicants regarding project feasibility given partial funding. Six applicants are recommended for full funding. Justifications for HCDC recommendations are enclosed as Well. Each proposal is listed in its respective category by rank, beginning with the highest ranked proposal. Thank you for the opportunity to serve our community. Steve Nasby, Steve Long and Tracy Hightshoe and to be commended for their work and assistance in facilitating this process. Enclosures: Memo, ranking sheet, funding recommendations and justification. FY 2003 HCDC CDBG/HOME Funding Recommendations Project Name Rank By: Request Recommended Allocation Category Category Terms Overall Domestic Violence Intervention Project - Furniture Project PS -1 $13,500 $4,500 1 Public Service Grant a. Highest ranked public services project. b. Provides tangible assistance to very Iow-income families for furniture c. Proven track record d. Five of nine commission members voted to fund at 50% or less e. Fully funded in last two years Emergency Housing Project - Shelter Coordinator PS-2 $30,000 $18,000 3 Public Service Grant a. Serves 100% of persons below 30% of median income b. Maintains services and access to increased demands for the Iowa City homeless. c. Six of nine commission members recommended partial funding Iowa City Free Medical Clinic - Case Management PS-3 $38,4'13 $'18,000 5 Public Service Grant a. CITY STEPS high priority for health services b. Leverages $5.81 for each CDBG dollar requested. c. Serves very Iow and Iow-income persons d. Proven track record. Family Services - Consumer Credit Counseling PS-4 $5,000 $0 16 Public Service Grant a. Fourth ranked Public Service project. b. Due to CDBG program restrictions on public service fund allocations ($40,500 cap), no funds remained for funding this project. FY 2003 HCDC CDBG/HOME Funding Recommendations Project Name Rank By: Request Recommended Allocation Category Category Terms Overall Eagle's Flight, Inc, - Minority Women's Health Initiative PS-5 $15,OOO $0 17 Public Service Grant a. Fifth ranked Public Service project. b. Due to CDBG program restrictions on public service fund allocations ($40,500 cap), no funds remained for funding this project. Community Improvement Association-Youth Leadership PS-6 $15,00O $0 2O Public Service Grant a. Sixth ranked Public Service project. b. Due to CDBG program restrictions on public service fund allocations ($40,500 cap), no funds remained for funding this project. Crisis Center - Food Bank Storage Area PF-'I $131,550 $112,510 4 Public Facility Conditional Occupancy Loan a. Highest ranked Public Facility project. b. High CITY STEPS priority for other public service needs. c. Serves very Iow and Iow-income residents. d. Capital improvement to benefit individuals over 15 year useful life of building. Neighborhood Centers of Johnson Co. - Facility Rehab PF-2 $34,490 $34,490 6 Public Facility Conditional Occupancy Loan a. Highly ranked Public Facility project. b. Program serves very iow-income persons (98% in the 0-30% medium income. c. Meets high CITY STEPS priority for child care. d. Provides continuation ofchildcare. e. Seven of nine commission members recommended full funding. FY 2003 HCDC CDBG/HOME Funding Recommendations Project Name Rank By: Request Recommended Allocation Category Category Terms Overall Wesley Foundation - Facility Rehab and Accessibility PF-3 $39,000 $39,000 7 Public Facility Declining Balance Loan a. Meets CITY STEPS priority for accessibility needs. b. Serves very Iow-income persons (99.5% in the 0-30% medium income). c. Capital improvement to benefit individuals over 15 year useful life. d. Efficient use of public funds in facility used for complimentary programs. United Action for Youth - Facility Acquisition PF-4 $320,000 $225,000 9 Public Facility Conditional Occupancy Loan a. Meets high CITY STEPS priority for youth center. b. Retains services in highly recommended downtown location. c. Provides long term location for youth center. d. Project is 58% publicly funded. Mid-Eastern Community Mental Health - Facility Rehab PF-5 $25,737 $0 12 Public Facility Conditional Occupancy Loan a. Fifth ranked Public Facility project. b. Meets CITY STEPS Iow priority for health facilities. c. No funding left in Public Facility. Emergency Housing Project - Site Acquisition PF-6 $350,000 $0 15 Public Facility Conditional Occupancy Loan a. Feasibility not satisfactorily established. b. No funds remaining for Public Facility. FY 2003 HCDC CDBG/HOME Funding Recommendations Project Name Rank By: Request Recommended Allocation Category Category Terms Overall Emergency Housing Project - Feasibility Study PF-7 $27,500 $23,400 18 Public Facility Grant a. Meets CITY STEPS high priority for homeless needs. b. Key planning tool to consider efficient expansion of facilities for homeless needs. c. Six of nine commission members recommended full funding. Domestic Violence Intervention Project - Facility Rehab PF-8 $37,000 $0 19 Public Facility Grant a. Eighth ranked Public Facility project. b. No funds remaining for Public Facility programs. Englert Theatre - Accessibility Improvements PF-9 $206,460 $0 21 Public Facility Conditional Occupancy Loan a. 21st ranked project overall. b. Only $.11 in other funds for each CDBG dollar. c. Recommended to Economic Development Commission d. No funds remaining for Public Facility programs. Pathways Adult Day Care - Outdoor Courtyard PF-10 $25,000 $0 23 Public Facility Conditional Occupancy Loan a. Lowerst ranked project overall. b. 84% of persons served are 50% of medium income or over. c. Did not meet minimum score criteria. FY 2003 HCDC CDBG/HOME Funding Recommendations Project Name Rank By: Request Recommended Allocation Category Category Terms Overall Emergency Housing Project - Deposit Assistance H-1 $5,000 $5,000 2 Housing Grant a. Highest ranked housing project. b. 100% of persons served are very iow income. c. Funds will help move persons out of homeless shelter into rental housing. d. Builds on successful EHP project pilot. e. Enables persons to overcome financial barrier to obtain housing. HACAP-Douglass Court Purchase H-2 $34,400 $34,400 8 Housing Conditional Occupancy Loan a. Meets CITY STEPS high priority for transitional housing. b. 100% of persons served are very Iow income (0-30% of medium income). c. Meets CHDO requirement for HOME funding. d. Maintains stock of transitional housing units. Greater Iowa City Housing Fellowship-Homeownership Program H-3 $102,000 $102,000 10 Housing Declining Balance Loan a. Continues partnership with lC School District, Homebuilders & local lenders. b. Leverages $4.41 in other funds for each public dollar invested. c. Long-term affordability insured due to placement in Community Land Trust. d. Meets CHDO requirements for HOME funding. HACAP-Transitional Housing Replacement H-4 $144,000 $144,000 11 Housing Conditional Occupancy Loan a. Meets CITY STEPS high priority for transitional housing. b. 100% of persons served are very Iow-income (0-30% medium income). c. Maintains available transitional housing while reducing overall maintenance costs. d. Meets CHDO requirements for HOME funding. FY 2003 HCDC CDBGIHOME Funding Recommendations Project Name Rank By: Request Recommended Allocation Category Category Terms Overall Garden Prairie LP - Construction of Rental Housing H-5 $500,000 $301,200 13 Housing 30 Year Loan @ 1% Interest a. Meets CITY STEPS high priority for larger rental homes. b. Serves families in Iow to medium income (31%-80% of medium income). c. Use of Section 8 vouchers allowed. d. Provides scattered site units. e. CDBG\HOME funds will be repaid for future use. Elder Services, Inc. - Small Repair Program H-6 $50,000 $5,000 14 Housing Grant a. Provides a cost effective and successful program. b. Meets CITY STEPS high/medium priority for the elderly. c. Provides option for elderly homeowners to remain in their homes. d. Maintains housing stock in Iowa City. Evert Conner Center -Rehab and Home Modifications H-7 $23,645 $0 22 Public Service Grant a. Did not meet minium score criteria. b. Possible duplication of services. RANKING CRITERIA FOR CDBG\HOME PROJECTS This ranking sheet will be used to assist the Housing and Community Development Commission (HCDC) in the FY03 allocation process. HCDC members will rank each project according to the questions\criteria shown below. Each question or criteria will then be assigned a point value. The five categories below are given a total number of points and have been weighted according to their importance. Marl{ the number o[ point(s) [or each questionlcriteria and total the points in each section. I. Need\Priority {maximum 20 total points) 1. Meets a CITY STEPS priority? (High=10, Medium=6, Low=3 points) 2. Has the applicant documented a need for this project? (0-5 points) 3. Project meets the goals or objectives in CITY STEPS? (0-5 points) SUB-TOTAL II. Leveraging Resources (maximum 25 points) 1. Does the project allow for the re-use of CDBG~rIOME funds? (0-7 points) A. Principal and interest [30 year or less Amortization] max. 7 points B. Principal and no interest [30 year or less Amortization] 6points C. Principal with a balloon payment 3 points D. Conditional Occupancy Loan (future repayment) 1 point E. Declining balance lien (amount forgiven over time) 0 points F. Grant (no repayment) Opoints 2. Project leverages human resources [volunteers, etc.] (0-8 points) 3. Project leverages other financial resources? [Including in-kind] (0-8 points) __ 4. Project pays property taxes or a payment in lieu of taxes (0-2 points) SUB-TOTAL III. Feasibility (maximum 20 points) 1. The project will be completed within the required time period? (0-6 points) 2. Project budget is justified? [Costs are documented~reasonable] (0-6 points) 3. The level of public subsidy is needed? [Private funds not available?] (0-4 points) 4. Has applicant documented efforts to secure other funding? (0-4 points) __ SUB-TOTAL IV. Impact\Benefit (maximum 25 points) 1. Primarily targets low-income persons (0-30%=10, 31-50%=6, 51-80%=4 points) 2. Project produces adequate benefits to the community related to cost? (0-5 points) 3. Does the project help persons gain self-sufficiency? (0-5 points) 4. Outcome data indicates program objectives can be met? (0-5 points) SUB-TOTAL V. Capacity\History (maximum 10 points) 1. Applicant has the capacity to undertake the proposed project? (0-4 points) 2. If previously funded, has applicant completed prior project(s) and maintained regulatory compliance? (0-6 points) 3. If new, applicant can maintain regulatory compliance? (0-6 points) SUB-TOTAL GRAND TOTAL: PROJECT NAME: PROJECT NAME PROPOSED ALLOCATION: $ (Projects under 60points receive $0) PART 1'1' M1'NUTES OF PUBL1'C MEET1'NGS :L Public Hearings - Applicant Presentations February 20, 2002 p. 64 2. Discussion of FY03 CDBG and HOME Requests March :[4, 2002 p. 81 March 21, 2002 p. 98 3. HCDC Pro.iect Budget Recommendations p. 103 MINUTES HOUSING AND COMMUNITY DEVELOPMENT COMMISSION WEDNESDAY, FEBRUARY 20, 2002 FINALIAPPROVED MEMBERS PRESENT: Lori Bears, Christine Boyer, Amy Correia, John Deeth, April Gutting, Rick House, Kathleen Renquist, Bill Stewart STAFF PRESENT: Tracy Hightshoe, Steve Long, Steve Nasby OTHERS PRESENT: Chris Kinkead, Maryann Dennis, Charlie Eastham, Al Axeen, Jo Benson-Vorwald, Jim Kalbach, Ethel Madson, Theodore Wells, Ross Wilburn, Dana Hutton, Steve Hurst, Linda Fairchild, Jim Swaim, Marsha Acord, Jane Driskill, Harvey Miller, Connie Benton-Wolff, Gary Smith, Jack McMann, Judy Wilson, Maureen Connelly, Jennifer Miller, Scott Shook, Alaina Welsh, Bob Burns, Justine Zimmer, Mike Partridge, John Shaw, Andrew Perrington, Chrissy Canganelli, Kenneth Ratliff, Denita Gadson, Stephen Trefz, Brian Loring, Irvin Pfab Call Meetinq to Order The meeting was called to order by House at 6:30 p.m. Approval of Minutes from January 17, 2002 Renquist questioned how the Iowa City Housing Authority could be running at 108% occupied. Nasby explained that they over-issued vouchers. Some months are under 100%; some months are over, so that the yearly runs at 100%. It means that they are 108% funded, not that they are using 108% of units. Deeth moved to approve minutes, Correia seconded. Approved 6-0. Old Business 6:32 p.m. Boyer arrived. Renquist passed out memo regarding Enterprise Zone phone calls. Those she was able to speak with were very positive. Jeannie Kelsey provided some good information. She stated that the state has not set caps yet. Thus budget cuts have not come into play since projects are not yet completed. 6:34 p.m. Stewart arrived. House questioned if the zones created for these two projects were for housing. Renquist explained she thought Burch's reason to create an Enterprise Zone was more economic, to get things developed faster so the city would benefit. Kelsey's project seemed to be more of renovating an old hotel in Ft. Dodge, and similar projects like that. Since neither was in on the development of the Enterprise Zone, they gave other names for Renquist to contact. Renquist also commented that Channel 9 has been commenting on Enterprise Zones recently. Discussion Reqardinq Applications for FY03 Community Development Block Grant (CDBG) and HOME Investment Partnership Proqram (HOME) Fundin¢l Discussion on accepting written correspondence for answers or other supporting material that people bring. Corriea motioned to accept s_uppcj/ting material, Renquist seconds. Approved 8-0. Housing and Community Development Commission Minutes February 20, 2002 Page 2 Domestic Violence Intervention Project- Building Rehabilitation (Chris Kinkead): Kinkead hands out answers to the Staff Analysis questions. Renquist questioned why safety cameras were listed again. Kinkead explained that it was discussed last year, but not enough funding was requested. Request only covered one camera for front door and monitor that is on desk. They now request safety cameras for the other four exterior doors. Correia questioned what are currently used for window treatments. Blinds are presently used, but they are not heavy or opaque. They are requesting heavier duty and opaque this year. Renquist wondered what type of blinds. They are horizontal and solid, so more like shades. Correia wondered if building rehabilitation is currently debt free from the modgage. The mortgage is paid. DVIP has setup a reserve fund for repair and replacement, but that reserve fund needs time to be built up. The reserve fund is not built up enough for this project, and is currently being used for smaller repairs. Renquist asked if numbers are available for people achieving self-sufficiency. That number is hard to track with shelter service. Domestic Violence Intervention Project - Furniture Project (Chris Kinkead): 6:43 Bears arrived. Renquist commented about summary of all furniture that was removed rather than going to landfill, as was available in the past. Kinkead stated it was not available at this time. Correia wondered if some families who received donated furniture reside outside of Iowa City. Kinkead stated that yes, there are some, however all recipients reside within Johnson County. Correia questioned if any of the other local governments have been asked to help. At this time, they have not been asked, but there are plans to do so, especially in Coralville. Boyer questioned if advertising is done for needed furniture. Kinkead replied that there is a brochure that comes out in the utility bill at least once a year, as well as brochures that are available and distributed to referring agencies. In addition, advertising is done for volunteers in the community advertiser. There has never been a problem with receiving enough useable furniture. Correia asked if the shelter usually gets money from Coralville in their budget. Kinkead answered that they do, usually around $3,000 per year. That amount has stayed the same for approximately 5 years now. Stewart asked what would happen if CDBG funds were not received. Kinkead replied that the furniture project has always been funded by CDBG. For the first few years of the project, many outside applications were made, but there was little interest. Every year applications are made for Emergency Shelter Funds, but funding just has not been available for new programs. Number of hours for program would decrease for the full-time coordinator if no funds were received from CDBG. Distribution would be affected, and there would be no time to monitor volunteers without a full-time person. Renquist questioned if the City of Coralville receives any CDBG or HOME funds. They do not as they are not an entitlement community. Housing and Community Development Commission Minutes February20,2002 Page 3 Greater Iowa City Housing Fellowship (GICHF) - Owner Occupied Housing (Maryann Dennis and Charlle Easfham): Renquist wondered what is the status of the remaining FY00 funding. The current balance is $119, 924. Money has been spent since application was written. The project in Iowa City is 78% complete, and planned to finish by June 30, 2002. That project was for Acquisition and Rehabilitation of 9 rental units, 7 of which have been acquired. Stewart asked if it is known yet where the student housing will be. That is not yet known. This year's project is currently being built. All of the Iowa City lots under $29,500 are listed in the application. Thus, there are no lots currently listed. House requested an update of the Peninsula Project. There were several delays that were out of the Greater Iowa City Housing Authority's control. There is a commitment to buy the lots on the Peninsula, however, the lots need to be build-able, and the developer must do that work. Unfortunately, the developer wasn't able to purchase the lots until last month. The lots must have streets, etc. for Greater Iowa City to be able to start building. The plan is for spring. The holdup on this project has been developer financing. Gutting wondered if there are prospective buyers at this point, or are buyers sought after the homes are built. Buyers are sought during the building ~rocess. However there has not been a delay due to a lack of buyers to date in the program. Correia wondered if the rental housing community receives information about the prospective purchases, and if they are offered early chances to buy. It is set up as first come, first serve. The rental population is given information, however the people that are in the rental program have an average income of $11,000 per year, so it would be difficult for them to purchase a home. There is an approved application for the student-built housing project of this year. Hawkeye Area Community Action Program (HACAP) - THRA Replacement Project (Al Axeen): Renquist wanted to clarify that THRA is asking for approximately $50,000 per property. That is accurate. The funding request is basically for acquisition, similar to last time. HACAP is basically looking at buying properties such as condos. They are trying to purchase the most economical properties with funds available. Procedures must be followed when using HOME funds, such as property must be vacant and for sale, with no encumbrances. July is usually best time. Stewart wondered about projects that fall into 15% HOME requirements. Nasby explained that 15% of HOME funds must go to Community Housing Development Organizations (CHDO). HACAP and GICHF qualify as CHDOs. Correia asked if the two mobile homes would be sold. Axeen explained that they would be disposed of. The mobile homes have little to no value. The last mobile home sold was sold for $1.00. The seller was responsible for moving the home. If a buyer is not found they will be responsible for moving and disposal fees. The homes are older, and may not be moveable. The amount received would be negligible, but whatever amount is received would contribute to the purchase of another unit. Renquist wondered about the property where the house is located. Mercy Hospital owns the house. HACAP leases the property for $1.00 per year. The house has lead-based paint problems and other maintenance issues. HACAP will not invest the dollars necessary to repair the home as it would be costly and they do not own the property. Housing and Community Development Commission Minutes February 20,2002 Page 4 Correia questioned number of units held. There are 18 transitional housing units and 2 federal HUD grants. The 18-townhouse units are public housing units that are operated under another locally financed program. Correia wondered what the average stay for families are in the transitional housing. Probably about a year and a half, although some people will go over two years, such as for medical events or for school graduation. Correia asked about the performance goals, and what is the percentage of families who leave transitional housing to enter affordable housing. The figure is not immediately available, however Axeen recalls that there were 8 families in the last two years that moved from transitional housing to buying a house. There is a homebuyer program built in to their program. Correia asked if most people graduate from the program or ask to leave. Axeen replied that there is a very intensive weekly meeting with a social worker, and a lot of people who start out realize this is not for them, and they might be asked to leave the program. Others could receive a certificate only a year into the program and will move to a more accessible place for them. Correia question the type of lease available. The two HUD programs have a lease designed by HACAP. Hawkeye Area Community Action Program - Douglas Ct. (Al Axeen): Renquist questioned whether this house was worth purchasing. Axeen replied that it is, however it has not yet been appraised. It is expected to appraise out to about $85-90,000. Bears wondered where Douglas Ct. is located. It is in Orchard Park Subdivision, behind Paul's Discount. The house will have to be assessed, and there is one fascia board on the porch with lead paint, as well as one doorsill with lead paint. Those items would be replaced and then the house would be re-certified. Gutting asked if the cost for that work was included in the funding request. Al stated it was included in the request. Stewart questioned if HACAP would take out a private mortgage of $8,600. Axeen stated yes the HACAP corporation would take out the loan and assume the GICHF $6,000 lien. Hightshoe questioned the 30-year conditional occupancy loan. What is requested to happen at the end of 30 years? Axeen replied that the only aim is to run transitional housing. Thus, if the property were not used as transitional housing, it would revert back to the City. Pathways Adult Day Health Center- Outdoor Courtyard and Garden (Jo Benson-Vom, ald and Jim Kalbach): Renquist questioned the design and construction cost for concrete removal. Benson-Vorwald explained that the whole project is based on a similar Cedar Rapids project. Specific items could be estimated, but no exact figure can be given at this time. Correia asked if all of these projects would need to be bid out. General contractor is the one who gave the estimate on the construction. With critical services, horticulture is a part of philosophy, including health care, environmental design, arts and humanity, and life on learning. Unable to pursue many of the core services with just the grant that was previously received. In 1996, Board of Supervisors looked at a one million-dollar project for Adult Day Health Care. The project is approaching one million dollars, as predicted. $75,000 in county funds was to go to the facility, as well as CDBG money. At this point, there are no county funds that will go to the facility, so the budget is extremely tight. Correia wondered how many of the 310 households are Iowa City residents. All are Johnson County residents, but a large percentage are residents of Iowa City. Approximately 20 of the 48 Housing and Community Development Commission Minutes February 20, 2002 Page 5 current participants are Iowa City residents. The commission questioned the enrollment figure of 310. Benson-Vorwald believed it was not an annual figure, but clients served since program operations began. She would check the figure. Gutting questioned what would happen if partial funding from CDBG were granted, and if Pathways would be able to proceed. Benson-Vorwald stated that it would limit the extension, however should be able to proceed with partial development, as it is ongoing. Correia mentioned that last year there was discussion of a campaign to raise public awareness and money. Benson-Vorwald responded that the campaign is going very well. Looking at the million-dollar project, one-third is based on campaign, one-third on CDBG funds, and the rest went to a mortgage since funding fell short. Correia wondered if some of the campaign revenue would be earmarked for this specific project. Based on the entire project, this one is above and beyond, and getting people there must be their main focus. It can be done and the horticulture project can be limited, but it's not the best design. The entire county is being targeted for the capital campaign. Correia wondered if the Pin Grant had been awarded. It has not been awarded, awards will be made this spring, but the exact date is unknown. Boyer had a question about the budget breakdown chad, and if those funds are already committed or anticipated. Benson-Vorwald stated salaries and volunteers are committed, other funds are anticipated. Evert Conner Rights and Resource Center - Rehab. and Home Modifications (Ethel Madson and Theodore Wells): Renquist wanted to verify that renovations are dependent upon hiring someone. Madson replied this is accurate as taking on a project of this magnitude will require another person for managing maintenance, building, supplies, etc. Person who would work full-time. 50% of that time would be devoted to making sure this project is properly under way. Correia wondered if funding is secured for rehab in other regions. It is often done with waivers and grants, such as Medicare waivers. Correia also wondered if there could be funding other than CDI3G funds for Iowa City. Not necessarily, as some use money for wheelchairs, and there is a cap on how much they can use. Correia noticed the application stated that the project was developed from receiving five calls. Actually, there were a number of calls to find out there were 27 individual families who were in need of home or apartment modifications. The Grantwood Area Education Agency reported 22 families in need of assistance. There may be many others who are already receiving services and are in need of modifications, but who have not yet made that request. Renquist wondered if there were other resources in Iowa City. There are other programs for rehabilitation, but they are for owner-occupied housing. This service is for rentals, because landlords are not required to do this service. Correia noticed that the administrative costs are high, based on similar projects funded by CDBG in the past. Salaries are $9.00 per hour, full time. Madson stated that unfortunately less time might not be possible to do these services. The person to be hired has had extensive experience in the Quad Cities. Correia questioned how the 5 units were estimated for cost, such as ramp, Average cost of ramp can be $1,000-1,500. However,, m,,~any items are bathroom renovations. Gutting out a Housing and Community Development Commission Minutes February 20, 2002 Page 6 bathroom or putting in a new shower are common requests. This project can run about $5,000. There are people who haven't been able to shower in their own apartment for 10 years because of lack of accessibility. Corriea asked if this agency provides help in finding accessible rental units. They do, but there are not enough units. Is the unit worth putting the money into accessibility? Most people who are requesting these renovations are staying in their homes or apartments for many years, so it is worthwhile. Crisis Center - Food Bank Warehouse Addition (Ross Wilburn, Dana Hutton, and Steve Hurst): Boyer wondered if the architectural expenses could be donated. Wilburn understood from staff that when the projects go out, they must have bids. The center worked with an architect to get preliminary figures, and that work was pro bono. Also included figure for volunteer work for gutting out the building, as many will be used for that work. The center has a good relationship with local unions, thus they are anticipating good, skilled help from volunteers. Correia questioned the lead issue that was posed in staff analysis. Commercial facilities do not have as strict of guidelines, however lead is still a concern for other reasons. Previous contractor stated that this was not a requirement or an issue before, and does not anticipate a problem now. Correia wondered if an assessment would be required. HACAP is able to perform testing if required. As for zoning requirements, the building is currently zoned C1-1. No changes to zoning are necessary. Hightshoe asked about setbacks on the new additions from the road. Western portion of the building lands on a right-of-way, so designer is planning that so it will not be an issue. Correia wondered how many volunteers are used at the Food Bank. Hutton replied that there are 105 regular volunteers, who work anywhere from twice per week to once every two weeks. They also work with about 35 organizations that do food drives, and help with stocking shelves, cleaning, etc. Community Corrections Improvement Assn. - Youth Leadership Program (Linda Fairchild): Fairchild handed out chart on demographics of the program. Renquist wondered if this chart was in response to the Staff Analysis, however Fairchild never received the Analysis. Renquist began by asking Analysis questions. Wondered about transportation options. Transportation was provided last year, and different options are being looked at this year. During school year, enough vans were owned that allowed staff to pick people up with minimal cost to the program. The larger expense is contracting with the same bus service as the Iowa City schools use. Renquist wondered if this grant would allow more children to utilize the services. The program increases by about 40 youth every year. School counselors select the participants at the end of the students 5~h grade year. Correia asked if this grant was applied for due to loss of other funding, or to help expand current services. They would like to implement a new curriculum for a conflict management program. It would teach young people how to resolve conflicts and would have a restorative model that would have a correctional outreach, similar to a circle group where problems are worked out Housing and Community Development Commission Minutes February 20, 2002 Page 7 within the group. If this grant is not approved, they probably will not have the funding for this new program. Correia wondered if the $7,000 in the budget that is used for transportation would be used for contracting with the bus service. It would. Correia wondered how this contracting was paid for last year. Fairchild stated that she did not have that information with her. Renquist questioned how many of the youth stayed with the program through high school. Retention rate is in the Iow 60s. Correia asked how the kids are identified through the schools; if the Youth Program worked with other agencies. There is a planning committee with such regular attendees as the University of Iowa, Iowa State, occasionally the juvenile court office, United Action for Youth, and the school district. A common reason for dropping out of the program were those students had other extra-curricular activities. There has not been regular participation by the Neighborhood Center or UAY. Renquist asked if there are many volunteers used. There are not at this time, although there are hopes to recruit some interested for internships program wide. They are currently working with Cornell and Mount Mercy. Hightshoe asked if activity space is donated. Space is donated in all four communities. Volunteers from sororities or other organizations provide some programming. Correia questioned what funding currently supports the project. At this time there is funding from the state legislature. Received $10,000 from AEGON since application was written, half of which will go to the Iowa City program, and half to Cedar Rapids. They have submitted an application to General Mills and Best Buy specifically for the Iowa City program. Correia wondered how much comes from the state legislature. Fairchild answered that $100,000, of which is divided between alt four programs (hoping to retain that amount this year). Gutting wondered how many youth participate. There are currently 159 in Iowa City, but when the next recruitment comes in, that figure will rise to 199. Cedar Rapids has 213 participants, Marion has 62. The Tama program works best with 6th-9th graders (not all communities work best with the same age ranges). After junior high, some may only meet once a month. There are about 32 participating youths in Tama at this point. Correia wondered about Fairchild's involvement in evaluating the program. There is an evaluation done with the parents. Parents complete a survey to inform them how they feel the program helped their teenager and whether the parents noticed any changes. This is still not completely satisfactory, and staff is evaluated as well. This year's plan, with the help of Steve Arns (Iowa Consortium of Substance Abuse) and Dick Moore (Office of Juvenile Justice, Des Moines), is to design a subset of the Iowa Youth Service that will be used for all prevention programming under CCIA. There are a lot of questions within the new survey that demonstrate leadership, so they are hoping to have it completed and ready to administer in the fall. Correia asked if the participants would complete the survey. If they are in the grade when it will be administered, they probably will. It is a lengthy document that gives information to the state about the onset of substance abuse (alcohol, marijuana, etc.). The survey addresses substance abuse as well as if the student feels connected to the community, their families, and the schools. United Action for Youth - Property Acquisition (Jim Swaim): Swaim had answers to proposed staff questions. Volunteer hours were not in the budget breakdown, but rather volunteer hours are answered in question 12. The City of Iowa is asking Housing and Community Development Commission Minutes February 20, 2002 Page 8 $558,350, or $130 per square foot. UAY is considering a purchase offer to the City of $95 per square foot, or $408,025. UAY thought it would be inappropriate to submit this offer to the City Council prior to the HCDC meeting and recommendation. Thus there is no purchase offer until it goes to HCDC first. Depending on the results of the HCDC decision, UAY might try to negotiate the difference. Correia asked for clarification on this point. Swaim serves on the library board. The library board would be upset if the Council decided something on behalf of the library that was coming before the library. Thus, it could put undue pressure on HCDC to approve their request because the City Council already agreed. The City is also considering lowering their purchase price request. Estimates from conversations with the architect on the building renovation cost range from $130-170,000 for additional finished costs, or $30-40 per square foot. Those funds would come from private and group donations or fundraisers. UAY has had preliminary discussions with contractors who have been long-time supporters of the agency and might be willing to donate labor. Renquist wanted to verify that the $230,000 is not committed funds, but rather estimates. Swaim verified that it is an estimate. The proposed purchase offer to the City is contingent on UAY raising $200,000 within 90 days of when the City accepts the offer. The campaign has not been started. They have 10% already pledged, although a couple of major donors will have to be found. UAY has broken down the project in four phases. Phase I is the site acquisition, Phase II is to finish the space, Phase III is to move into the property, and the final Phase (Phase IV) is to reconfigure existing properties currently owned to accommodate their programs. Bears questioned if the new building would be handicapped accessible. The site would be accessible. Correia wondered if the loan could be a conditional occupancy loan (COL). Swaim questioned the terms of a COL. Basically no repayments are necessary if UAY continues to operate the facility as a youth center by the CDBG agreement. If UAY were to sell, the amount awarded would revert back to the City. UAY's proposed loan was for a 10-year, 0% interest forgivable loan. Correia questioned if UAY was awarded funding as a COL, would UAY accept. Swaim stated yes, they would consider it. UAY is looking at this facility to meet a long-term need for space. Renquist asked if UAY would retain its other properties. Swaim confirmed that they would. Part of the task force criteria is the recommendation of the downtown location. Parking is provided, people liked the existing houses, it's the geographic center of the community, the programs would not be separated by a large distance between the facilities, and is cost-effective. This property meets all these criteria. Correia wondered about the cultural/art center and if UAY has ever explored getting Arts Iowa City money. There is a current NEA grant and they have applied for a grant with the River City Community Theatre. Part of the attempt to preserve the existing buildings is to get a cultural affairs grant. Wesley Foundation - Building Rehabilitation (Marsha Acord, Jane Driskill, and Harvey Miller): Correia questioned the expected life of the project. Miller stated that the feeling was that everything would be durable and ADA compliant. Ceramic tiles and ceramic floors will be utilized as they are more durable materials. They estimate a 10-15 year useable life. Renquist questioned if volunteers will be utilized. Driskill answered that there will be volunteers. They will have an engineer and board members volunteer their skills. Driskill and Acord would be supervising the construction and coordinating with Miller, in addition to reporting monthly to the Wesley Board. Driskill is also acting in role of engineer, and coordinating with Miller to make Housing and Community Development Commission Minutes February 20, 2002 Page 9 sure necessary materials are received and comply with safety standards. Renquist mentioned this would also apply to financial resources for time being volunteered. There have been some volunteer contributions, but will also have contractors. Acord responded to the question about the loan being requested as a depreciating loan rather than a contingency loan. The first choice would be to get a grant or depreciating loan. The restrooms are used for public service. An estimated 40,000 people per year use these facilities. They will receive a great deal of wear. Wesley wants to avoid carrying a loan on an improvement that is no longer current (or will need replacing) after 10-15 years. Unlike a building acquisition, the improvements will depreciate and will need replacement due to heavy usage. Basically they want to avoid an improvement over a 10-15 year period which has no residual value due to deterioration but the loan still has the full principal amount owed. Correia asked if the plans were pretty secure. Both the Free Lunch Program and Free Medical Clinic have no plans to leave the facility, in fact Free Medical Clinic just completed a major renovation. Elder Services, Inc. - Small Repair Program (Connie Benton-Wolfe, Gary Smith, Jack McMann, and Judy Wilson): Smith did a breakdown of some funding they've received, as well as the range of mean cost of projects. Benton-Wolfe stated that they are aggressively trying to bring additional resources into the county and surrounding areas where a lot of case management work is done. They are having some success, and are researching other sources for additional funding. Benton-Wolfe stated she is intrigued by repayment options for repairs. In her few years with the company, the board hasn't considered those options, but would like to take a look at it. They've done a lot with trying to bring in Medicaid waiver dollars for this kind of project. Correia questioned if the Medicaid waiver had been increased. Smith states that, as shown in the handout, other funds accounted for more than $4,000 of repairs in Johnson County. The other figure of $811 is what has been spent so far, but there are other committed funds for projects on hold due to weather. Some funding requires eligibility criteria, based on medical and income requirements such as below 30% of median family income. The Small Repair Program allows greater flexibility. This is not just based on financial need, but also meeting medical criteria and level of care reviewed and cleared by DHS. They try to identify eligible clients, but the pool is smaller due to newer guidelines, as mentioned. There is a case management program that is used to assist in identifying the eligible clients and getting funding for them. Benton-Wolfe added that the clientele has increased by 33%. This shows that they are identifying more seniors who fall into the very Iow-income range and having two or more problems that would be characterized as frail clients. Deeth commented that some very small projects come up frequently. Benton-Wolfe verified that, and stated that sometimes just a small amount of money makes a huge difference, in order .for someone to be able to stay home safely. Smith stated that any money HCDC would grant to Elder Services would allow them to not have to jump through all the hoops. Thus, very needy, Iow-income clients can be helped with acquiring the modifications they need to stay home. This would prevent them from getting to the point of qualifying for the waiver money. Correia wondered if all the funds awarded would go to the rehab, and since it does, what funding supports the staff salaries. Most of the administrative funding comes from United Way, city aid dollars, and private donations from agencies. Housing and Community Development Commission Minutes February20,2002 Page 10 Correia noticed that it was stated that Elder Services primarily serves owner-occupied, and questioned if they can serve rentats. McMann answered that they are allowed to, but it's not done very often. However, there are many mobile homes that are served. The largest item listed, $3,000 for bathroom re-modification, is from a mobile home for somebody who needed an accessible bathroom. There is a list of contractors who are willing to serve the mobile home clients. This service helps to maintain the housing stock in the city. Smith reiterates from last year that they really seem to be able to get the most for their money from the contractors. The people do have to be lead base paint trained and have insurance. The volunteering part is usually the extra hours they put in while working on projects. People they use are always willing to fix doorknobs, fix a ramp, and Elder Services feels that they have managed to instill that everyone is doing a valuable service. Correia noticed that about half of the money that was awarded last year was only half expended, but that more money was being requested this year. Smith replied that last year there would have been a waiting list, but they received a supplement from the City, so they had two people that carried over. There are many Iow-income seniors, and they have a client list that identifies about 1,900 in Johnson County (with about 1,100 in Iowa City). Not all are iow-income, as they serve people without regard to need, however many people are single, widowed women trying to survive. So anything that the City offers would be well spent. Benton-Wolfe added that the nutrition program was taken over by Elder Services, and there are 150 new clients on this program that potentially have nowhere else to eat. In the process now of getting social workers in the homes to satisfy those needs. Smith stated that volunteers are used, but not for the skilled work. They are from a retired senior program. Iowa City Free Medical Clinic - Case Management (Maureen Connelly and Jennifer Miller): Miller stated that the budget is broken down as basically from United Way, the county, private donations, City of Iowa City, City of Coralville, and fundraisers. That money funds the operation of the clinic in general. The Board of Directors voted to fund case management position from clinic reserves. They had originally received a grant from HCDC to start up the program in 2000 as a half time position. That was done, and it has expanded into a full time position, but there was no more funding for the past year. The Board has not voted for any further funding. Stewart questioned the amount ~isted for salary, and if that was for one person. Unfortunately they don't have the details on the amount. There is oniy one case manager, however that amount is not her salary. They tried to get the information on that figure, but were unable to find out before this meeting. A major part of the case management program is in administering a patient in need program which works with pharmaceutical programs to provide medication at no charge to Iow-income patients. But there is a lot of paperwork, including resubmitting paperwork every three months for every patient and for every drug. Renquist wondered if the figure requested is high, noting that padial funding was given last time, and asked if partial funding this year would be acceptable. Connelly stated that they have been applying to other sources. Last year they applied at Wetlmark and others, but did not receive a response. They have increased their applications and are still looking at potential sources with hope. Correia noted that the application stated the case management person sees 2,600 people. That is a figure throughout the year, and the total number of visits. There are about 250 people Housing and Community Development Commission Minutes February 20, 2002 Page 11 followed by case management. One of the goals is to expand that program, as they have more patients who could benefit from more intensive service, but they are just unable to provide those services. Correia asked if volunteers are utilized with the case management program. There are several daytime clinics specifically geared to the case management and there are pharmacists, nursing students, lab technicians, and some physicians (from University Hospital and from Mercy Hospital), all of which may volunteer their time to see patients. The patients are also seen during evening clinics, which are also staffed by at least 20 volunteers per night. There could be anywhere from 250-300 volunteers staffing the clinics. Family Services - Consumer Credit Counseling (Scott Shook): Shook responded to the first question on staff analysis, stating that the extension service provides resource material and education items, but does not provide one-on-one counseling or debt management. His office does the counseling and debt management, but they do work closely with the extension office. In regards to the value that creditors give the clients who go into debt management, it's hard to say, due to each creditor being different. Some creditors will completely waive an interest rate, while others reduce the interest rate. Average client has credit card debt of around $13,126, and monthly payment is usually 2% of the balance. When not on the debt management program, the average interest rate is about 19.2%, taking 102 months to repay the debt, with a finance charge of $13,492. Through this program, the average interest rate is 11.6%, with a total finance charge of $4,894. This saves about $8,500 in finance charges, without including late fees, which can often be waived. This translates to getting out of debt in about 5 years versus 8½ years. As far as a waiting list, due to the economy, they are about six days out from taking new clients after their initial contact. If someone has a more immediate situation, the office tries to take care of what they can over the phone, including dealing with creditors, until they can come into the office. Demand has steadily increased about 15% this year, but the previous year had increased even more. Correia wondered about assessments and debt management charges. There is a charge for assessments, which is where the CDBG money helps out, because the fee is waived for Iow- income people. Correia questioned why the amount requested was put under salary, as well as how many assessments are done, and if there is a fee for debt management. Shook stated if someone had his or her fee waived or reduced for the assessment and needs to go into the debt management program, there is no additional fee. Goal for assessments is around 150 per year. Fee for assessments is $20, plus fee of $25 if moving into the debt management program. Approximately 40% of assessments enter the debt management. Stewart asked to verify if those fees are both one-time fees. Shook stated they are. BREAK Garden Prairie - Affordable Family Rental Housing (Alaina Welsh and Bob Bums): Welsh handed out written responses to Staff Analysis questions. Renquist asked about the proforma, showing return investment 16% for first 10 years, and then 2% from 11 to 20 years. Burns stated that the person to answer that question is not available. Welsh believed that it is the return on the tax credit over the first 10 years. Renquist noticed that the second page explained that. Housing and Community Development Commission Minutes February 20, 2002 Page 12 Correia wondered about the application stating that homeless families would be prioritized and how would that be accomplished, since the fair market rent is still not affordable. Housing would be provided through Section 8 vouchers. There is no other subsidy in place to cover rent. They will work with Iowa City Housing Authority and Emergency Housing Project for families that are on a list, or families with vouchers who are already trying to find a place. Renquist mentioned that sites are not identified. At the time of the application submission, there were two duplex lots available on Catskill Court (over by eastside Hy-Vee, by Memorial Gardens), however new land is being acquired and platted all the time. Duplex lots don't stay on the market long, so this is a problem for acquiring lots for this type of project. Renquist wondered what is planned for the current land that is being developed. There are no duplex lots being developed at this time. Senior housing on the west side is already zoned for elderly (they were rezoned in 1997 for that purpose), and there is a project plan for that, so there is no available land at that site. As soon as funding is available for this project, the money will be used to acquire lots for this specific project. Preference is for scattered sites, but timing and availability depends on the market. Bears asked if Garden Prairie has been working with any banks to assist in securing a site. HOME funds would be used to secure a site, and then a bank would be used for a construction loan. Finally, a permanent loan would be utilized during operation of the project. Englert Civic Theatre - Accessibility Improvements (Justine Zimmer, Mike Partridge, John Shaw, and Andrew Perrington): Correia asked for responses to the Staff Analysis, Volunteer hours could not be applied to this project due to the types of renovations that are planned. Volunteers they utilize clean restrooms, but can't renovate them or install elevators. Volunteers have been used for demolition, such as in taking down walls, but construction is of course quite different. Liability concerns would be an issue as well. One prime contractor would need to be used. Renquist wondered about partial funding, perhaps in funding the restroom renovation project only. Shaw stated that would be fine, however in doing the project there would be problems if contractors are on the job for completely different projects rather than for one full plan, and this is what is meant by one prime contract. Partridge stated that accessibility is the prime consideration, and a necessity. If partial funding is granted rather than full, accessibility is high on the list of priorities. Overall, accessibility is not an option, and so money will have to be expended for that purpose. Correia stated that the purpose of CDBG funding is to benefit Iow and moderate-income households, and wondered what the benefit would be for those households in the community. Any income range could have a disability, however Partridge felt that it is appropriate to mention that folks with disabilities are disproportionately underrepresented in the population. For example, high unemployment (51% for those with disabilities in the 2000 census, ages 21-54), and therefore he felt that there is high likelihood for representation of those with Iow to moderate incomes. Long stated that for HUD purposes it is assumed that accessibility renovation projects would be benefiting persons with lower income. Correia was thinking of benefits to general population of Iow to moderate-income households, rather than only those with disabilities. Zimmer stated they plan to offer a sliding fee scale and free tickets to LMI persons. They would most likely provide a venue/facility for LMI groups that cannot afford to rent private space for activities, etc. Housing and Community Development Commission Minutes February 20, 2002 Page 13 Bears mentioned the Johnson County Coalition for Persons with Disabilities, for assistance with reviewing the accessibility project. The Evert Conner Center is another resource that has been used. Emergency Housing Project - Feasibility Study (Chrissy Canganelli): Renquist questioned the necessity of land acquisition before a feasibility study is completed. Canganelli stated that the feasibility study is for the scope of the project, to build support among the community and public relations. Emergency Housing is underdeveloped and not very well connected in the community. It is hard to sell a larger facility, increased programming, and the thought was to go through a professionally done feasibility study that would involve focus groups within the community over a long duration. This should also provide some education, advocacy, and community development. Renquist stated that it looked to her like a feasibility study would be unnecessary, as the project would already be under way. Canganelli responded that they would like to acquire the land, however they also need to have community input and support on when and how this would be implemented, as well as any changes that could be implemented. Correia noticed that it seemed the study would also be used to find private sources of funding. This is true, as well as to receive continued support and funding throughout the project. Correia wondered if fund development would be a part of the feasibility study. Canganelli stated it would be a goal of the study. Boyer wondered if there were other homeless shelters that have done these studies. There is John Lewis Coffee Shop in Davenport that just completed their study, and they strongly encouraged committing to such a study. They stated that it was a very positive aspect, due to the size of the campaign. When serving the homeless, it appears to be a very good idea to have a ptan that goes through these kinds of steps, including getting members of the community to participate. Correia asked if there are any written materials that HCDC could look over. There is a report from the study, and a concept plan that came out, but Canganelli did not have it on hand. Boyer wondered if money could be spent on public service announcements or other ways of advertising to draw in the community. The problem is that those are great ideas, but there would have to be someone overlooking those plans. That would be part of the feasibility study. There is no administrative support staff for the Emergency Housing Project. Canganelli is the only administrative person. If a campaign of this magnitude were to go forward, she would want it to go very well, because the reputation of the organization could be at stake. This would likely be the most visible thing the organization would have done, so she would want to make sure it would not hurt those that are served. Correia wondered how the $27,500 amount was determined. A consulting firm that worked with John Lewis Coffee Shop gave estimates on the amount of the study. Would not necessarily go with this firm, because of course it would have to be publicly bid, but since this was a firm who had worked with a homeless shelter and knew the issues involved, they were most likely to give an accurate estimate. Emergency Housing Project - Set-Aside for Property Acquisition (Chrissy Canganelli): Renquist asked how the $350,000 figure was arrived at without the feasibility study. A new facility would be necessary to service more individuals. However, they don't know what the community would support at this point. Land in the set aside request is in a designated spot, but Housing and Community Development Commission Minutes February 20, 2002 Page 14 they don't know what it will look like or what activities will occur. By acquiring the site, better leverage would be possible for other funds, because they would have something to dedicate funding to. There is property around Southgate and Waterfront, which seems to be a reasonable possibility. Correia wondered if there was an issue of concentration of services. Canganelli stated it works to their advantage to be close to MECCA, the Crisis Center, HACAP, and Johnson County Public Health. They would not be directly next to each other, but in close enough proximity to help out. This area is friendly to commercial development, and is not at this time heavily residential. Iowa City is not an area where you can spend $30,000 and improve the neighborhood with the construction of a homeless shelter. Davenport was able to do this, by building a homeless shelter in downtown after their feasibility study, and made a big difference. However, cost of land and other issues prevent that in Iowa City. The land that Emergency Housing Project is looking at is valued at $300,000, and is currently for sale. Emergency Housing Project - Deposit Assistance Program (Ghrissy Canganelli): Renquist wondered about the funds awarded last year and if it was a rollover fund. Canganelli replied that it was. The portion of the security deposit that was donated by Emergency Housing will come back. A full lease period has not expired yet in order for the funds to be returned. There is still some money from last year, approximately $1,800, as there was $5,000 from CDBG and about $3,000 from a private donation. Renquist asked if there is a long waiting list. They have tried to hold that off, by limiting assistance to $100-150 per household so that it can be stretched. So at this point there is no waiting list. Renquist noticed that there have not been formal contributions from organizations in the community, but clients sometimes get money from them. For example, Trinity Episcopal Church continuously gives assistance. There is also a private donor that has been giving a continuous $100 per month for this specific project. Emergency Housing Project - Services Coordinator (Chrissy Canganelli): Gutting questioned if there are other funds secured at this point. United Way funding is unknown until March, joint state will be unknown until July. The City of Iowa City's Aid to Aid Agency has already given an increase of $4,000. As for private funds not directed, there was a fundraiser that was much more successful than anticipated. Canganelli will continue to advocate for funding from Johnson County, Iowa City, Coralville, and United Way. Securing funding is an ongoing part of the budget. Correia wondered if there is any funding from the University Hospital or the Veteran's Administration. There is not. Significant numbers of people do come through due to the care they've received at some point or that they need care from those hospitals. The most viable assistance Canganelli's seen from these options is the VA per diem grant that goes to individuals who are sheltered. The shelter would receive a per diem amount for that individual. This option would go as part of a capital campaign for the facility. There would have to be a certain amount of beds allocated/prioritized for vets, and there would have to be a policy stating that at a certain time if the bed were not used, that they could be rolled over to the next person in need. Gutting asked how many total staff people there are. Including Canganelli, there are eight. 30 people are sheltered per day, and the drop-in center services another 15-20 people. On an ongoing basis, people who are not current residents of the shelter are serviced with phone calls Housing and Community Development Commission Minutes February 20, 2002 Page 15 and crisis management. There are people who will call in the middle of the night for referral services. There is only one individual on shift during the night between 5:00 p.m. and 8:00 a.m., although there is a change of shifts during that time frame. Service coordinator during the day is there with program manager, and this is the first time that there have been two full-time people during the day to provide services. Eagles' Flight, Inc. - Minority Health Initiative (Kenneth Ratliff and Denita Gadson): There are no real dollar figures for volunteers included in the budget. Gadson stated that participants are asked to volunteer anywhere from 5-10 hours, as well as receiving volunteers from the College of Medicine, College of Nursing and College of Dentistry. They help to plant and work with the garden. Administrative staff includes four people who are all volunteers. There are volunteers through the hospital, including a nurse and physician, as well as the Colleges of Nursing and Medicine, for health development. As of yet there are no volunteers from the Department of Public Health. The program is heavily dependent on volunteers. As for the fundraisers being listed under the anticipated budget, the initiative is multi-faceted, including youth mentoring and a community garden. The fundraiser in April will be for the health development portion. Funds requested from CDBG will be specifically for the garden. Correia wondered if the youth involved in the garden are also involved in the youth mentoring program. They are, and in fact last year was the first year that funding was received for the garden. The goal at that time was to employ 15 kids. Most youth involved in the garden are also involved in the mentoring program. The goal this year will be to include more youth. For potential partners, ISU extension office has been contacted. Several health colleges are incorporated. They are also working on incorporating Public Health into the program, but that might take some time. Correia wondered if there are other programs that have been contacted, such as Project Green or Garden Club. Attempts were made last year to work with a farmer, but that didn't work out. Still looking into this. Mid-Eastern Iowa Community Mental Health - Building Rehabilitation (Stephen Trefz): Correia asked if more people would be able to be served, if a waiting list would decrease. Trefz stated the improvements are meant to create more space to see current clients. There are three people in an office now, which is small. Confidentiality issues arise due to the cramped space. They also need additional room for training. The new plan would be for two closed off, confidential areas plus three workspaces. They are currently handicapped accessible, with a ramp that is not as great to get up. The new plan would be at ground level and accessible. Renquist mentioned lead based paint problems with other facilities, and wondered about this one. Trefz stated that the facility was painted two years ago, and he suspects that there was an assessment done at that time, however he would have to investigate. Long said that, as with other projects, they would have HACAP do an assessment if required. Renquist wanted to verify that essentially two confidential areas would be the benefit of this renovation. Gutting wondered if this plan would meet zoning requirements. It would. Gutting also wondered if the clientele would increase. The numbers have remained fairly constant, however the complexity and severity of the issues have increased. Correia asked what that could be attributed to. Trefz responded that it is likely due to the economy, the outreach work they do, including going to schools. Any kid who comes to the mental health Housing and Community Development Commission Minutes February 20, 2002 Page 16 center does not come alone, and that adds to the complexity. They atso work with parents with persistent serious mental illness and their children. Correia questioned the 2,140 number for persons/households served and if they are all from Iowa City. Trefz stated there are 180 homeless clients. There are over 500 people with diagnosed chronic mental illness that at any time could be imminently homeless. Actual enrollment in the program is 188. The new area would probably serve approximately 500 of their current clients. This would assist efficiency for staff time, as well as providing the training space. Neighborhood Centers of Johnson County - Building Rehabilitation for Child Care (Brian Loring): Staff Analysis questioned how the cost estimates were completed. Loring answered that there were bids on items listed in the project. He does not have the specific information with him, however it could be provided separately. Was not yet compiled at the time of the application submission. There are likely to always be other funding available, however not necessarily amenable to their mission and goal. If they are unsuccessful with CDBG, they will have to look at other sources. He can only think of one other source, Variety Club that would be possible. Their application is not due until June, with funding unavailable until September of 2003. As for problems with current playgrounds, there are serious drainage problems at the Broadway location, which will require retention walls to be installed. Nothing has really been done to the Broadway playground in about four years, so it is in need of updating. Pheasant Ridge needs a new sidewalk to the playground. The windows in Pheasant Ridge were speced for the construction, however they were very poor quality and had only a one-year warranty. The building was a significant project and the windows were overlooked in the process. Water is leaking in around the edges and they're rotting. Four or the five windows are about ready to fall out of the sills. Tried to work something out with the general contractor, but that is not going anywhere as the one-year warranty has expired. The manufacturer went out of business shodly after the building was built. Plywood was in one window for about eight months because there was no replacement. Just made a swap with another window. Playground mulch, fence and shade requested, but playground fencing at Pheasant Ridge is for infant play area, and is not adequate size, as well as quality issues. They would like to expand that area, and replace the fencing around all of Broadway for improvement as well as for security issues raised by the police department. Reimbursement rates for Neighborhood Centers versus private shows an average of infants at $498 for the Center, $600-750 is the private per month rate. Toddlers and preschoolers average $420 for the Center. Private per month rate is between $400-700. Typically at a private center payments are made up front and you pay for holidays, sick time, etc. Payments at the Centers are never are made up front, and in fact can sometimes have contracts that aren't paid for a month or two. It's not uncommon for the contracts to not even come through, and they've even done up to six months of care for children that they've never been paid for. Rates are Iow and methods of payment are not prompt, so resources are used up to the detriment of other possible uses of those funds. Loring is unsure if voluntary contributions are included in the budget, and how. Extensive use has been made of volunteers, but some work must be done with private contractors. A lot depends on the type of job. Housing and Community Development Commission Minutes February20,2002 Page17 The loan is requested to be forgiven at the end of 15 years. The FY02 award has not been spent to date. Only $3,433 has been expended as of 12/31/01. Since December, tile and flooring have been installed and paid for. This spring, construction will begin for all outside work. They anticipate using all the funds before the end of the fiscal year. New Business March I is the date the ranking sheets are due, however they will be accepted on Monday, the 4th, to have the weekend to complete the sheets. There will be a meeting on March 14 to discuss the ranking and consensus for allocations. The funding scenario will be done in thirds; high, medium, and Iow. Gutting thanked the staff for the reports. All agreed that they were very nice and easy to follow. Nasby stated that the Analysis was done at HCDC's request and did not provide recommendations as concerns were raised during the review of the projects. Last year pros and cons were completed and provided to HCDC members. Much of this information was incorporated into the Staff Analysis of this year. Nasby asked if HCDC requested a funding breakdown recommendation. HCDC stated it would not be necessary, they will provide the recommendations for funding. Renquist reminded members that there is only 1.066 million available for award. Only $40,500 was available to fund the public service category. Stewart stated that the pie chart breaks down exactly what must be done. Nasby stated that the categories are flexible except for public services, which has a maximum allowable funding amount. All other things can shift. Correia wondered if an application seems to be more appropriate for the Economic Development Committee, when should that be proposed. It would be proposed in the funding meeting. Adiourn The meeting was adjourned at 9:40 p.m. t: shared/hcdc/hcdc02-20-02 doc PRELIMINARY HOUSING AND COMMUNITY DEVELOPMENT COMMISSION THURSDAY, MARCH 14, 2002 MEMBERS PRESENT: Lori Bears, Christine Boyer, Amy Correia, John Deeth, April Gutting, Gretchen Holt, Rick House, Kathleen Renquist, Bill Stewart STAFF PRESENT: Tracy Hightshoe, Steve Long, Steve Nasby, Linda Severson OTHERS PRESENT: Al Axeen, Bob Burns, Stu Mullins, Jim Swaim Call Meeting to Order The meeting was called to order by House at 6:30 p.m. Approval of February 20, 2002 Minutes Renquist had a correction on the second page. Ft. Dodge renovated a hotel, not a house. Bears noted that on top of page 4, Maryann's last name is Dennis, not Davis. Hightshoe pointed out that the last paragraph on page 9 (Community Corrections) should state conflict management rather than concept management. On page 25, Neighborhood Centers of Johnson County (NCJC), the final sentence for that section should state that they do anticipate using the funds before the end of the fiscal year. Stewart moved to approve minutes with corrections. Correia seconded. Approved 9-0. Public/Member Discussion of Items Not on the Aqenda None. %% Housing and Community Development Commission Minutes March 14, 2002 Page 2 Discussion FY03 CDBG/HOME Requests Review Project Rankings & Discuss Average A/location Worksheet Hightshoe described the preliminary ranking worksheet. Each member's score is listed by the corresponding project. All scores were then averaged for each project. Based on this average score, projects were prioritized by the following categories: high, medium, and Iow. Long mentioned that the last column indicated what type of project it was such as public service, public facility or housing with its corresponding numerical rank within that category. Hightshoe stated the projects listed on the Average Allocation Worksheet are listed in order based on the results of the ranking worksheet. The project with the highest score is first, followed by the second, etc. The project score is not on the sheet, but by the categories of high, medium, and Iow. Each member's funding allocation for each project is listed and then averaged for each project. Deeth commented that his work was more narrative than quantitative, and some items were zeroed on funding, which was not his original intention. The final worksheet is a numerical breakdown that shows how many HCDC members recommended full, partial, or no funding for projects. There was a mistake on the first draft. Community Mental Health was inadvertently omitted; the corrected sheet should have the date 3/7/02. All commission members should have a copy of the corrected sheet. Correia asked to clarify if this meeting is to decide which applicants would get funding or to review large discrepancies between members' scores. Deeth noted that there does seem to be some patterns with most members strongly supporting or against funding certain projects. Stewart understood that this meeting would be a review of the members' sheets. Upon discussing the original rankings, the rank of certain items/categories could be revised if need be. Specific funding allocations would come with the next meeting. Hightshoe handed out the original rankings to the members for review and possible edits. Housing and Community Development Commission Minutes March 14, 2002 Page 3 Members agreed to work off the consensus worksheet and go straight down the list discussing each project. There was a clarification that funding recommendations would not be done today, but rather determine why rankings could be so far apart in order to make arguments on ranking decisions. The last category (ranked Iow) did not have to be discussed, as there was a clear consensus against funding. For a few individuals this may mean reallocating funds to other projects. Wesley Foundation resulted in a broad consensus of funding support. Holt gave the project a lower ranking, however she liked the project and would be willing to reallocate funding to it. Holt thought it best to look at average score for each member to determine how that particular person tended to score. Some tended to score all applicants high, although funding recommendations could be quite different. House requested clarification that Wesley Foundation project funding was in agreement by members, so no fudher discussion needed to be made. Correia wondered how important the score is in terms of the applicant's rank. She questioned if a higher score will determine if the project is fully, partially, or not funded. Gutting stated that if a project is highly ranked, there could be other factors, such as loan versus grant, which may affect their funding allocation, Renquist added that the dollar amount groups ask for will make a difference as well. Ranking sheets are important and need to be discussed, but allocations will be based on several factors including priority/rank. Deeth agreed, and noted that on some projects there is quite a bit of divergence between funding recommendations. Renquist wondered who recommended not funding HACAP and for what reason. Correia and Boyer were the members suggesting that HACAP not receive funding. Correia grouped her funding allocations by categories as well as the pot of money that was available to each category. The Douglas Street grant is already owned by a non-profit, Greater Iowa City Housing Fellowship (GICHF), and she did not get the sense that if it could not be used for transitional housing then it would end. Stewart's understanding was that the funding was drying up for the rent. Axeen verified that has been the problem. They are trying to purchase the building, but don't have the funds for that purpose. Deeth asked what would happen if it were not purchased. Axeen is unsure what exactly would happen. However, if the property were not %5 Housing and Community Development Commission Minutes March 14, 2002 Page 4 used for transitional housing, GICHF would have to repay the City for an outstanding lien on the property. Severson explained that if GICHF were to take the property back, they would rent it out as affordable housing, not transitional housing. There would not be support services, so it would be affordable housing for families based on fair market rent. With transitional housing there are support services and there is a time limit of a 24 month stay, versus affordable housing which does not limit the length of stay. Correia asked if the property was not purchased, would it be used for transitional housing. Axeen replied that they would probably have to find another property, because rent is much higher than if they bought the place. They are required to have a certain number of units, and since they are currently below fair market rent, the mortgage on other properties would be lower than what they would be paying in rent on the current property for this project. House recommended going through the ranking sheet to discuss particular rankings and differences between Correia and Boyer and the rest of the HCDC members. Boyer ranked section 3 with significantly lower points. House wondered where the need priority of question 1 was ranked. Correia stated that she ranked high for meeting CITY STEPS priorities and for transitional housing. The other two items she listed as zero because there is no addition of units in transitional housing. Felt it was shifting ownership, but not adding units. House said that he understood there were higher costs of maintaining the property, however it is the Douglas Ct. project rather than the mobile homes. This is the purchase from the Greater Iowa City Fellowship. Boyer ranked the category somewhat higher, with a subtotal of 16. She did not feel it was a particular need or priority, and the application did not give her the feeling of a need or priority. Holt commented that she had recommended possibly half funding, but did not rank it highly. She also felt that the application was not strong. In looking at the other HACAP projects, she wanted to be able to fund at least one project, so figured in shifting around, she would only recommend funding one. Housing and Community Development Commission Minutes Mamh '14, 2002 Page 5 Renquist stated that transitional housing is a high priority. There was agreement in this, however the property is already transitional housing. Funding could perhaps prevent it from changing to affordable housing. Hightshoe commented that CITY STEPS goals include increasing capacity of providers to provide transitional housing. Stewart felt that both Greater Iowa City and HACAP have great projects, and questioned whether HACAP could manage on partial funding, since it's in relation to purchasing property. Half a property can't be purchased. Holt stated that she could be moved to full funding on this Douglas Ct. project. Scores could be edited so that funding recommendations could be changed later. Long recommended that ranking sheets be changed. If allocations are changed, other projects will be affected. Thus, those must be revised as well. Gutting stated that she felt the cost was very Iow considering services that are being provided. Renquist agreed, as she had first wondered if the house was worth the purchase, but has decided that it is definitely a good buy at $34,000. Boyer's points were under 60. Stewart wondered how many points Boyer gave in #2. Boyer stated that it was 3 points, Iow in leveraging human services, leveraging other financial resources, and feasibility could possibly be higher. She scored Iow in regards to it being done in the time frame allotted. However, Stewart and Renquist thought HACAP would not have difficulty completing the project within the necessary timeframe. For section 1, numbers 2 and 3, Boyer gave scores of 3 points each, to make a subtotal of 16. Based on discussion and the feeling the project could be done in time, Boyer could give a higher rank. Renquist believed that the budget was justified in this project. Correia and Boyer both gave a score of 2 in that category. Correia commented that she had tried to be uniform with all applicants in the area of financial resources, and looked at the projects' efforts to secure private or other funding. Wondered if there was the ability to get more than the minimum required by private financing to still have a Iow mortgage. Axeen stated that the mortgage would be for approximately $12,000, with an estimated monthly payment of $100 for the mortgage. Families currently pay $223 for transitional housing. Housing and Community Development Commission Minutes March 14, 2002 Page 6 Subsidies are necessary for counselors, court services, planned assistance money, etc. They have to pay for support services out of the CSVG allocation to HUD, and that fund must be matched. That money is from the community services fund paid to them. Operational expenses, including overhead and rental manager, are paid about ¼ by supported housing. Therefore, a substantial amount of the money is paid for by HACAP. Correia felt that this would be good information to put into the application. Nasby stated that this was discussed, however if you start adding funding case management positions, where would the line be drawn for related services and positions, because so many things are related. Therefore, applicants were asked to simply focus on the project that they were requesting money for. Hightshoe added that members have access to agency budgets submitted to the United Way for review if interested. Correia commented that she had been trying to think of all the housing applications together for prioritizing. House wondered if there were an~; others in the first section of higher rankings to discuss. Bears suggested that Neighborhood Centers could look into the Variety Club for funding playground equipment, although she understands the window fund request. Stewart replied that he has seen a Variety Club van there, so he's pretty sure they are working with Variety Club already. Correia noticed that there are seven projects that were ranked fairly high by averages, and wondered if anyone else felt that perhaps they should discuss some that aren't ranked as high, or ones that are ranked Iow and people feel they should have a higher ranking. House recommended starting the discussion with the Iow rankings and deciding if any can be dropped out for funding purposes. There are six projects in the Iow ranking. Deeth stated that he had ranked Pathways high and would be willing to come down in his scores, since there's not a large consensus to support that project. Renquist agreed that this is a wondedul project, but it does not compare to the other needs identified in many of the applications. Boyer asked if others thought Family Services, Consumer Credit Counseling, could easily get their funding elsewhere, as their amount requested was not very large. The consensus worksheet average showed them in the medium rank. Deeth commented that the funding pool for public services is pretty small. Correia confirmed that, and mentioned it is out of that pool where the Free Medical Clinic and Emergency Housing Project Shelter Coordinator funds must come from if awarded funding. Deeth concurred, he also wanted that pool of money allocated Housing and Community Development Commission Minutes March 14, 2002 Page 7 to Free Medical Clinic and the Emergency Housing Project. Holt, however, recommended full funding on Family Services for the same reason that Boyer was mentioning it, that it was such a small request. They will both re-examine their recommendations for Family Services with this new information. House wondered if everyone was in agreement with the rankings of the bottom six projects on the allocation worksheet. Renquist stated that she thought the feasibility study should come before EHP tried to acquire land, so they would have the necessary information when looking into land purchases, and therefore would like to see that remain on the listing. Some members were working off the ranking or allocation worksheets rather than the consensus worksheet. All switched to the consensus worksheet for conformity in review. Stewart commented that the project submitted by Community Corrections is a project he really likes, as it deals with prevention. Unfortunately, that also indicates that you don't know if it works or not since it's a preventative tool. Correia mentioned that she believes UAY is also preventative. Holt commented that she felt Community Corrections was pretty expensive for the number of people that it helps, plus the corrections field is one of the few left in the state without budget cuts. Stewart decided that he could change his funding choice on that project. Renquist commented that not funding a project certainly doesn't mean that the project does not seem worthwhile. Deeth wondered about reviewing the EHP property acquisition, as Renquist noted that it seems premature for large funding at this stage. Renquist stated that she had also heard negative ideas and concerns about the proposed location. Deeth commented that he was hearing a consensus to not put a lot of funding into EHP at this time, and proposed moving that funding to another project. Renquist concurred. Correia wondered about changing scores to reflect these changes of opinion for funding. She wondered about prioritizing based on higher ranking scores for funding, and how the score would affect the allocations. She also mentioned being fair to all that applied in explaining the objectiveness of the allocations. Renquist added that was a criticism last year in that not all of the high-ranking projects got fully funded. House reminded members that this meeting was for Housing and Community Development Commission Minutes March 14, 2002 Page 8 clarification of scores rather than actual amounts of funding. Deeth agreed, as he felt that this would be beneficial for reviewing his rankings. Deeth understood that UAY was looking for full funding, thinking that less would not be beneficial. He has now found that is not the case. Swaim confirmed that they asked for what they thought would be very helpful to their project, however they will be able to make use of whatever they can get. Renquist commented that UAY had been searching for a long time and currently has a site, and Deeth stated that he was impressed with the site. Correia questioned that maybe members should talk about UAY since it was listed in the medium ranking projects, and what differences there were. Stewart stated that he did not rank them high, however he recommended full funding. Deeth didn't complete the ranking for similar reasoning. Boyer recommended that the ranking sheet be numbered in the future. HCDC members all agreed that would help. Hightshoe reminded members that even if a project has a high score/rank, it does not necessarily mean satisfaction with every part of the budget. It's possible that there's a portion of a project that members may feel is not appropriate for funding or funded to the full request or that there are higher priorities in another project that could benefit from funding. Stewart questioned if UAY was requesting a grant. Stewart wondered about changing the 10- year time frame to a conditional occupancy loan. Correia only gave that number a one for leveraging resources. Stewart commented that another factor lowering his score was the Iow- income section. Renquist had given a six, while Stewart stated his averaged out to a five. Renquist stated that on number five, she gave a score of 10. Stewart commented that he gave a 10 to almost all. Correia wondered why Stewart had given a score of five on Iow-moderate income. Stewart stated he averaged the score based on the percentages of those served. Hightshoe stated the breakdown of the LMI benefit from the application. 11% of the beneficiaries are between 0-30% of median family income (mil), 39% between 31-50% mil, 39% between 51-80% mil, and 11% over 80% mil. Deeth believed that to fund UAY would cover all the money in that pot. Renquist stated that there are others that are interchangeable, Housing and Community Development Commission Minutes March 14, 2002 Page 9 In response to a question, Nasby noted that the HOME allocation must go for housing and that $681,600 must be spent for HOME eligible activities. Of this figure, $100,000 can go to Home Rehabilitation. He also noted that there is some room to be flexible in the allocation categories, however all HOME funds must be for housing. Gutting requested looking over the Free Medical Clinic. Correia mentioned the pot allocation problem ($40,500 maximum), as previously mentioned. Deeth split the pot pretty much in half between Free Medical Clinic and EHP coordinator, as he felt those were the ones with the most critical needs. Holt did a similar split between projects. Correia split between those two and the Furniture Project. Renquist gave her top two rankings half the money that they had requested. Holt does not know of anyone who can squeeze a dollar tighter than FMC, with great amounts of time to those they serve. Renquist felt the same about EHP. Correia stated FMC was awarded CDBG funds in FY01 for a half time case management position and questioned what they did the following year as they did not apply for FY02 funds, Hightshoe recalled the FMC Board had voted to fund one full time case manager last year from Clinic reserves. House remarked that if funds are split between Free Medical Clinic, Furniture Project, and EHP Shelter Coordinator, then no other projects would receive money. Correia commented that four members ranked the EHP Shelter Coordinator higher than the Free Medical Clinic. Holt mentioned that the two projects together account for more than what is available, both are highly ranked. Boyer wondered if the plan would be to fund the three projects mentioned to the exclusion of the other projects. That does seem to be the consensus. House recommended that they agree on this choice and determine allocation later. Correia felt that the group is jumping around and trying to determine how the money will be allocated when this meeting should be for ranking and prioritizing. She would prefer to discuss why she ranked the EHP shelter coordinator over Free Medical Clinic as rankings differed among the commission members. In fairness to all applicants, she felt there should be a reflection on how the score and allocation were based. Nasby stated that is what they were trying to get away from this year. The difference between many of the projects in scoring may be less than one. Housing and Community Development Commission Minutes March 14, 2002 Page 10 This year we were going to prioritize projects in high, medium, and Iow categories. However, he thought Correia is in the right process of determining why one member's rank differs severely from another's rank. Hightshoe stated that some projects have a much greater difference in scoring such as the GICHF project, with scores ranging from 90 to 62. Stewart noted that he did not like the idea of projects not having sites chosen yet. Bears agreed. Stewart gave a score of 12 in the second category of leveraging resources. Renquist also scored that as 12, however Correia gave a score of 24. It was not listed as a conditional occupancy loan, but rather a declining balance lien. Holt and Correia would change their scores in that category due to that information. Nasby reminded the members that the lien is a request and they can modify that request. Renquist wondered if the funding requested was for three sites. The application states four lots, one being the Student Built House. Correia stated that public funding only compromised 18% of the project budget. Stewart gave a score of only three for human resources. Correia commented that this site was where the student built house would be built, so she gave a higher score based on that. Boyer gave a score of five for leveraging resources. Gutting wondered about scoring for number four. There seemed to be a consensus of scores of four and five. Renquist gave a score of five for project use for adequate benefits to community, because of the student built housing. There was agreement on that issue. Gutting felt that the largest area of difference in scoring was due to the amount of loan forgiven over time. Renquist commented that this was the first time she had not given the full ten points for capacity and history, because they had not spent all the money given to them by HCDC a couple years ago. Felt they did a wonderful job, but was bothered by them not using up all the previous funding. Stewart stated that they were one of the top projects in the past couple years. Corraia wondered if this would be one of the projects that the members would change rankings to lower scores and give score sheets back, as that was her plan. Correia recommended the next project to look at be Garden Prairie. Gutting gave a Iow score on this project because they are 92% publicly subsidized, but wouldn't serve any households in the 0-30% mfi. Correia stated it was one of her higher-ranking projects, because it was the only Housing and Community Development Commission Minutes March 14, 2002 Page 11 project that added affordable family rental housing units. So she gave seven points in leveraging resources, full points in need/priority, seven points for volume reuse, zero for human resources, eight for leveraging other resources (where others had given zero to two points); and noted they will pay property taxes. Gutting commented that she had given a one for securing other funding. She had looked at Metro Plains, which was funded last year, and there was a lower public subsidy, even though they were targeting the same population. Correia wondered if they had more of their own equity, and if they were a bigger production company than Burns & Burns. Gutting also commented on the amount of public subsidy per bedroom. Renquist stated that it was almost a $35,000 public cost per person. Stewart and Renquist had recommended funding about half. Gutting funded at the level they would need in order to meet their match for state HOME funds. Correia wondered how many units could be produced at the recommended funded price. Hightshoe stated that a unit price would have to be figured. Nasby commented that Bums had requested that he be called over to the meeting if there were any specific questions for him. Renquist wondered how many units were involved and found that there were 5 duplexes and 10 units. Deeth questioned if there was a site already planned. There was not. Hightshoe stated many applicants have difficulty finding a site before funding is approved. Some developers may hold a lot, other may not. There did seem to be a consensus of the scoring rank. Boyer suggested that the spreadsheets, perhaps the average allocation sheet in particular, be color coded for the funding categories. Unfortunately color copies are much more expensive, however staff will look into options. Holt suggested they have separate typeface instead. Gutting recommended that the group look at Neighborhood Centers next, since there was diverse scoring. Since focusing on consensus worksheet, Deeth mentioned the Evert Conner Center. Holt felt that they were expensive for what they did, they duplicated services that could be provided by someone else, and wondered if they could really do what they mentioned. Bears stated they had the Universal Design Home coming, possibly opening in May. This project had a large panel discussion about a year ago. There was an issue of accessible rental units, and Bears was hoping that would be addressed. Housing and Community Development Commission Minutes March 14, 2002 Page 12 Correia wanted to verify that there am five units. She wondered if it could be considered by the City's rehab program, and if there was a way to recommend that five rental household units be assisted with accessibility issues. Nasby replied that there have been problems in the past because of HUD's lead based paint rule. If so much money is put into a property, the entire property must be lead-based paint tested. In rental properties this is just not as feasible. Correia noted that the application stated $5,000 per unit of rehab. She wondered if it could be done if the amount for rehab was less than $25,000. Nasby replied that is only one issue. The other would be landlords. For example, if a ramp is put in, then when the tenant leaves the ramp would have to be taken out. The yard would have to be re-sodded, and it becomes difficult. Correia wondered about the possibility of helping five rental households, with having the Evert Conner Center identify those households. Hightshoe commented that the Senior Center did not totally exclude rental units, either. Gutting stated that she would need to adjust her ranking sheet, and wondered about examining where others had lower rankings. Deeth commented that he felt they could manage with only partial funding, and would only reduce the number of units they could rehab. Renquist stated that she recommended partial funding as well. Stewart wondered what score was given by Gutting for numbers one and two. She had given almost full points, however a zero for reusing funds and 8 for volunteers. Correia did not recall hearing about volunteers, so she had given a score of zero for that number. Stewart had scored each section with a four. Upon review, the program did utilize volunteers, and they do pay tax. Gutting wondered about the financial resources section score. There seemed to be a group consensus of a four. Correia asked about the scores for number two in section one, Stewart gave a two, Correia gave a one. That was not because of the need for rehab, but because there is a need to explore. Correia gave feasibility almost all zeros. Renquist wondered what other projects Correia thought the Evert Conner Center could get funding from. She felt they could look at Elder Services and the City's rehab program. Deeth commented that they might not be able to get funding from those places, but perhaps could get help with coordinating, Housing and Community Development Commission Minutes March 14, 2002 Page 13 Hightshoe stated the application requested a full time person, if funding is reduced significantly would they do less than five projects, cut the position back, etc. Members thought that this project seemed like it was costly with a high overhead cost, especially with less experience than other providers. Holt liked this idea, just didn't feel it was the right project. Deeth commented Elder Services did some projects under their budget for over $1,000. Bears looked at the letter from Ted, Evert Conner Center, that discussed additional resources for modifications, where the elderly waiver program did not provide enough money to get the job done, and that they may end up with nothing. Holt wondered if the school project could do some of these projects. Holt recalled from last year that Elder Services seem to depend on HCDC, and don't try to get other funding. However, there was consensus that it is a good project, and there only seems to be a debate on how close to full funding they should be. Deeth asked for the reasons behind this history. Stewart stated that the former director gave the impression that she didn't have to answer questions, and seemed very defensive when questions were asked. Also felt like this program should be looking for other sources of funding. Members seem to have a wide range of scores on this project. Stewart gave an 18 in the first category, 3 in the second category (the group cannot have volunteers), a one for financial resources, and two for taxes. Gutting remembered that they did get reduced labor, and so gave a six for financial resources. Others gave a four, seven, and two. House gave a score of zero, because they were only leveraging 10¢ for every CDBG dollar. Deeth thought this was another project that could certainly manage on partial funding. Holt recalled that they did not receive full funding last year, but it was an increase over the previous year. Deeth wondered how the funding requests versus funding available ratio compared to last year. Nasby stated that there were fewer requests this year. Correia added that there was less money, too. Gutting commented that it would be good to raise public service. Holt and Renquist recalled that last year there were several very large projects. Housing and Community Development Commission Minutes March 14, 2002 Page 14 Holt recommended the Englert be discussed next. She noticed that most others seemed to choose not to fund this project, and was interested in the thoughts for that. Gutting felt that the people they were targeting were in the Iow-income range, but self-sufficiency received a Iow score, as did adequate benefits to the community. She simply looked at the application, and did not specifically compare it to other projects. Deeth stated that he did not rank it because he knew immediately he would not recommend funding by comparing it to other needs that were being reviewed. Correia noted the application addressed the CITY STEPS needs, and two items were economic development issues. Holt wondered if they had applied to economic development. Long replied that they may eventually. Renquist was not looking at it from an economic development viewpoint, but did not score the project high either. She felt that they should have the bathrooms built. Correia pointed out the application, number nine, showed that it met other needs, such as economic development and historic preservation. Deeth stated that when it is compared with emergency housing and such needs, this project simply does not rank in the same category. Correia wondered about the requirement of accessibility. Long replied that they cannot open the doors until accessibility is done. Holt commented that a difference between Englert and Ruby's Pearl is that Ruby's Pearl is a rental properly. Renquist noted that although there are economic development issues tied to this project, there are also accessibility issues, and she would like to assist with that, although not with full funding. Correia felt the Englert had a better chance of raising private funds than some of the other projects. Deeth agreed. Bears added that the Johnson County Coalition asked them about two years ago if they would be interested in working together on accessibility issues. At that time they were not interested, and Bears wondered why this is now becoming an issue. Holt stated that she worked with the Coalition group at that time, and felt it was more that they were simply not ready to work on it at that point, however they knew it would have to be done, and simply had too many projects to deal with. House reminded that this was a project that was agreed upon to not fund, and recommended moving on. Deeth commented on the Crisis Center, as he stated his score was in line with the other members, but his funding recommendation was quite Iow. Renquist added that she, too, could Housing and Community Development Commission Minutes March 14, 2002 Page 15 add some money from another project. Deeth wondered if they would be okay with only partial funding. Nasby replied that they would be available at the next meeting, and so they could be asked at that time. There was a consensus that this group has a great volunteer base. Correia noted the large score difference in the Emergency Housing Project site acquisition, and wondered if that should be discussed. Holt and Deeth will both re-look at their scores after earlier discussions. They understood that the study needs to come first, and the timing is not right for this project right now. Hightshoe stated the Mid-Eastern Community Mental Health Center has not been discussed. Deeth felt this group would get a lot for their money on this project. Seemed to be an efficient use of space. Group scores seemed to be pretty much in line. Renquist commented that she had only given a score of nine at the top, because of medium pdodty, and she wasn't sure it really met the CITY STEPS goals. Gave a score of one on documenting needs of this project. Stewart liked the setup of the non-clinical, non-intimidating type of atmosphere. Boyer felt that there would be a lot of benefits for the amount of money they requested. Deeth felt that they would have a more efficient use of both the current and the new spaces. Hightshoe stated HACAP transitional housing hadn't been discussed. House noted it was the 3'd ranked housing project. Renquist stated that partial funding simply mean they don't buy as many homes. There was a wide range of scores again. Holt felt there was a large need for this. Boyer had a Iow score in section three, with a subtotal of eight for feasibility. The project budget justification question was given a one by Boyer. Stewart stated he rated high on need, but on question two gave a score of four. He did give a ten on Iow income. Boyer wondered what the others scored on section three. There were replies of 20, 18, 15, and 16. And on project budget being justified, Correia gave a six. Boyer stated that she would adjust the required time period. Housing and Community Development Commission Minutes March 14, 2002 Page 16 Gutting asked about the DVIP renovation, Deeth and Stewart recommended full funding originally. Renquist did partial funding, as she felt they didn't need three refrigerators. Stewart wondered if there were other funding options and grants. Renquist stated that some things could be taken out of the budget. Long commented that the modgage is now paid for. Boyer felt that they could look elsewhere for funds. Holt stated that she could look over her recommendation again. Boyer scored them Iow in leveraging other resources, and other members agreed. Correia also stated that it is a high public subsidy, there could possibly be private funds used. Nasby recommended discussing the Emergency Housing Project deposit assistance. Deeth noted that was a high consensus project, with seven people fully funding, and only one zeroing, although the ranking was high. Correia stated this project is for people who have not been able to access other services. Some grants have only been partial. Deeth had two thoughts on the feasibility. Recommended full funding, but felt that the feasibility was less important than acquiring the property. However, after listening to prior discussion, agreed that the feasibility needs to come first. Renquist stated that she had talked with one of the board members who felt that this study was very important. Holt commented that it was hard to evaluate. Stewart did not like the studies, and would prefer to use the money to do the projects. Correia noted that it did not seem to be a study on what was needed as much as gaining ,community support and raising money. Boyer felt that the amount seemed high, however it was based on the Davenport feasibility study, which was quite successful. Stewart also thought the cost was high. Boyer had considered partial funding. Renquist wanted to discuss the Neighborhood Centers again. She explained that the reason her score was so Iow, and yet recommended full funding, was due to an 18 in number one for project meeting goals of CITY STEPS. She recalled that they were given money last year for equipment, however it was for a different project/different playground. Renquist will change that score. At the bottom, she had given a nine, because of completing the past funded projects was given a five. But that was due to the other project as well. Correia wondered about the section on impacting benefits. Stewart had a 24, while Renquist had 21. Holt commented on the safety of children. Renquist had been considering self- Housing and Community Development Commission Minutes March 14, 2002 Page 17 sufficiency of children, but Correia pointed out the parents. That made a big difference in her scoring. Stewart felt he was now ready to review the sheets and scoring. The sheets need to be turned in by noon on Monday, so they can be mailed in Monday's mail. Nasby also requested that members make sure numbers add up to $1,066,500. Old Business None. New Business Review Remaining FY03 Allocation SChedule Nasby stated that there will be a meeting on March 21 to determine their recommendation for FY03 CDBG/HOME funds. The City Council will have a public hearing on April 16, and a tentative date of April 15 is reserved in case a joint HCDC/City Council meeting is necessary. He asked if the members would prefer to hold their monthly meeting on April 16, doing it back to back with the public hearing, rather than on the 18th. Planning and Zoning always comes first, so it would be hard to predict when the funding would be discussed. The consensus of group members was to meet on Tuesday, April 16 at 6:30 p.m. Adjourn Deeth moved to adjourn. Stewart seconded. The meeting was adjourned at 8:43 p.m. Shared\pcd~mins~cdc\3-14.02,doc PRELIMINARY HOUSING AND COMMUNITY DEVELOPMENT COMMISSION THURSDAY, MARCH 21,2002 MEMBERS PRESENT: Lori Bears, Christine Boyer, Amy Correia, John Deeth, April Gutting, Gretchen Holt, Rick House, Kathleen Renquist, Bill Stewart STAFF PRESENT: Tracy Hightshoe, Steve Long, Steve Nasby, Linda Severson OTHERS PRESENT: Al Axeen, Bob Burns, Mary Rita Burns, Maryann Dennis, Irvin Pfab, Jim Swaim, Ross Wilburn Call Meeting to Order The meeting was called to order by House at 6:30 p.m. Public/Member Discussion of Items Not on the Agenda None. Review of FY03 Applications for CDBG/HOME Fundin,q Discuss F¥03 CDBG/HOME At~piications House wondered if there were suggestions on how to begin the review. Correia suggested doing all housing projects together. Gutting recommended looking at applications that members were in agreement on funding. Gutting moved to fund the Emergency Housing Project deposit assistance at $5,000 and HACAP Douglas Court purchase at $34,400. Stewart seconded. Approved 9/0. Renquist moved to not fund all applications with a consensus of no funding. Correia requested a confirmation of those projects. The following projects will receive $0 in funds: Family Services, Eagles Flight, Emergency Housing Project Land Acquisition, and Community Corrections Improvement Association. Correia seconded the motion. Approved 9/0. Correia moved to fund HACAP THRA at $144,000. Gutting seconded. Approved 8/1. Renquist against. Stewart moved to fund Wesley Foundation Facility Rehab and Accessibility at $39,000. Deeth seconded. Approved 9/0. Renquist asked Jim Swaim, United Action for Youth representative, what the minimum they would need to acquire the site at Tower Place. Swaim replied that the current purchase price offer to the City is $450,000, with hope of at least $225,000 from CDBG. He added that the City reduced its asking price between time of the HCDC meeting in February and now by about $90,000. Renquist moved to fund UAY at $275,000. Stewart seconded. Correia requested to hold off on any large allocation until there is a sense of the amount available. Hightshoe clarified that $681,600 is for HOME eligible projects. These projects would only include Greater Iowa City Housing Fellowship, both HACAF' projects, and Garden Prairie. Both HACAP projects have been funded, so Garden Prairie would not be able to be funded at $500,000 with HOME funds, if all housing projects are voted to be fully funded. The HOME money can't be used for any other projects; however CDBG funds can be moved into HOME eligible projects (but not HOME into CDBG). House reminded members that the motion is for UAY funding at $275,000. Requested vote. Motion denied 3/5. Correia, Deeth, Gutting, House, and Holt against, Boyer abstained from vote. Holt moved that Pathways Adult Day Care receive no funding. Correia seconded. Approved 9/0. Housing and Community Development Commission Minutes March 21,2002 Page 2 Stewart moved to fund Crisis Center in full at $131,550. Holt seconded. Gutting wanted to fund it, but not fully. Correia wanted to hold off on large funding amounts, and finish HOME funding first. Motion denied 4/5. Bears, Correia, Deeth, House, and Renquist dissenting. Correia moved to fund Greater Iowa City Housing Fellowship at $102,000. Gutting seconded. Renquist wanted to fund only a portion of that project, rather than full funding, since they could do one house rather than three. Hightshoe mentioned that adding up all the eligible housing activities except for Garden Prairie, totals $382,400. With Garden Prairie, the total becomes $882,400. Correia requested to withdraw motion, however there must be a vote on it. Approved 5/4. Holt, House, Renquist, and Stewart against. Correia moved to fund Garden Prairie at $301,200, which was the balance of HOME funds available. Stewart seconded. Approved 9/0. The HOME funds have been spent. Correia recommended funding Public Services next. Nasby explained that Public Services are a subset of CDBG, however funding cannot exceed the amount specified in the funding memorandum; however a lower total amount can be designated. Correia moved to fund the Emergency Housing Project Shelter Coordinator at $20,000. Deeth seconded. Boyer wondered how the remaining funding would be allocated. Correia had been considering $10,500 for Iowa City Free Medical Clinic and $10,000 to DVIP furniture project. Holt felt that $20,000 is too high to fund the shelter coordinator, due to the other projects in that grouping and the limited funding available. Correia reminded that there are only three full-time staff members, and state funding has been in jeopardy. Renquist felt perhaps there should be an amendment in the amount, to $15,000. Motion must be voted on. Motion denied 4/5. Boyer, Holt, House, Renquist, and Stewart against. Renquist moved to fund EHP Shelter Coordinator at $15,000. Bears seconded. Correia felt this amount was too Iow, however Renquist suggested one full-time person could be changed to a half time position. Motion denied 2/7. Boyer, Correia, Deeth, Gutting, Holt, House, and Stewart against. Deeth moved to fund EHP Shelter Coordinator at $17,500. Bears seconded. Motion denied 2/7. Boyer, Correia, Gutting, Holt, House, Renquist, and Stewart against. House mentioned there are still the DVIP Furniture Project and the Iowa City Free Medical Clinic in this category. Gutting moved to fund Neighborhood Centers at $34,490. Correia seconded. Approved 9/0. Correia moved to fund EHP Shelter Coordinator at $18,000. Boyer seconded. Approved 5/4. Holt, House, Renquist, and Stewart against. Deeth moved to fund the Iowa City Free Medical Clinic at $22,500, as that was the amount remaining in the Public Services category. Correia noted that would not allow DVIP Furniture Project to be funded at all. Stewart seconded. Deeth felt this was a higher priority project than DVIP. Holt agreed that the Free Medical Clinic was a high priority. Boyer commented that her allocations showed an allocation of $5,000 to DVlP, and she wondered if the others would be inclined to allocate that to the Free Medical Clinic. Renquist stated that is the decision to be made. Correia wanted to at least partially fund DVIP. Gutting agreed with funding both projects. Approved 5/4. Boyer, Correia, Holt, and House opposed. Renquist moved to fund United Action for Youth at $275,000. Stewart seconded. Discussion followed. If the vote was favorable, there would be only $90,910 left for other projects, including Crisis Center, DVIP, Community Mental Health, Elder Services, Englert, and Evert Conner Center. Renquist reminded members that UAY has a site, has wanted this done for some time, and there is a need for the project. Gutting suggested funding at $225,000. Motion denied 2/7. Boyer, Correia, Deeth, Gutting, Holt, House, and Stewart against. Correia observed that the DVIP Furniture Project was the highest ranked project, but it was being voted down for funding. Stewart agreed, but because the way the funding process works, we can always go back and change recommendations for funding. Housing and Community Development Commission Minutes March 21,2002 Page 3 Holt moved to fund UAY at $225,000. Renquist seconded. Deeth commented that would leave around $140,000 left for funding. Renquist felt that there was no way they could fund less. Renquist stated this commission in the last six years has not traditionally funded youth projects and she wants to see this project awarded funds. Motion denied 4/5. Boyer, Deeth, Gutting, House, and Stewart opposed. Stewart moved to fund Mid-Eastern Community Mental Health at $17,157, the average amount shown on the HCDC allocation worksheet. Boyer seconded. Approved 8/1. Renquist against. Deeth moved to fund the Ever[ Conner Center and Englert Theatre at $0. Holt and Correia both seconded. Correia wondered if HCDC could direct the Englert to the Economic Development Committee and address the needs identified by the Ever[ Conner Center's application to other local agencies. Long stated the recommendation could be made separately. Approved 9/0. Deeth noted the Crisis Center, United Action for Youth, Emergency Housing Project Feasibility Study, DVIP Facility Rehab, and Elder Services are still un-funded. Correia recalled the packet this week mentioning that the EHP Feasibility Study can only come out of planning and administration funds. Nasby explained the funding for this project must come out of the planning and administration pad of the CDBG budget. Of the $'t 94,000 available for this category, $170,600 has been budgeted for CDBG administration; thus only $23,400 remains available for this project should HCDC decide to fund the feasibility study. Deeth moved to fund the DVIP Facility Rehab at $24,156. However, discussion was requested, so Deeth withdrew the motion. Correia moved to fund Elder Services at $30,000 since it was ranked a higher priority than the other remaining projects, with the exception of UAY and Crisis Center. Deeth seconded. Approved 5/4. Boyer, Gutting, House, and Stewart opposed. Holt moved to fund EHP Feasibility Project at $27,500, since the discussion last week focused on funding the study and not the land acquisition. Nasby noted that there is a cap of $23,400, so Holt amended her motion to fund the project at $23,400. Renquist seconded. Adopted as amended 6/3. Boyer, Correia, and House opposed. Correia moved to consider dividing Crisis Center and UAY for the final funding, and funding DVIP Facility Rehab at $0. Boyer seconded. Holt concurred that was discussed last week, as DVIP is in better financial shape. Renquist commented that DVIP could return next year for funding, whereas UAY could not. Deeth wondered if the remaining $70,000, assuming $225,000 would go to UAY, would do any good for the Crisis Center. HCDC requested response from the Crisis Center representative. Wilburn stated that amount is only 53% of the request, and that would be extremely difficult. They have 25% of project costs in the bank in cash. Any other fundraising that would have to be done would eat into the money for operations. A total of 68% of funds come from local sources, $20-25,000 comes from a direct mail campaign. Everything else goes to support daily program needs. Therefore, if they could get at least close to 90% of their requested funding, they should be able to make it work. The more they would have to borrow, the longer it would stretch out their mortgage. The other factor is that any money in the bank interferes with other funding possibilities, especially due to the most recent budget cuts at the County. Boyer asked UAY representative, Jim Swaim, what would happen if they did not receive the $225,000. Swaim replied that they have similar dilemmas to that of the Crisis Center. They have an opportunity for Tower Place, which will disappear after this year. In order to take advantage of this opportunity, they are already committed to raising in excess of $300,000. They are also trying to sustain efforts amidst large budget cuts. He noted that the UAY Board is committed to having a youth center downtown. There have been no fewer than five community-wide planning efforts to support this. The City has already lowered their asking price, as previously mentioned, and so it does not seem possible to further negotiate with the City on an offer. They are trying to get half of the asking price in public funds and half in private funds. City does seem willing to work with them on length of time for fundraising. Boyer wondered if the project would proceed if the $225,000 were not granted. Swaim replied that he did not believe it would end; however other options would need to be looked at including leaving their current location and building elsewhere. Housing and Community Development Commission Minutes March 21, 2002 Page 4 Correia observed that the Community Mental Health was awarded 66% of their requested amount and both the Crisis Center and UAY are ranked higher. She wondered if it would be possible to go back and amend previous funding, perhaps looking at funding based on percentages and rankings. Stewart considered going back to Garden Prairie and reduce funding for that project. Nasby stated that project is an eligible HOME activity that was used to meet the required minimum allocation for HOME funds and funds cannot be taken from this HOME amount to be awarded to CDBG eligible public facilities projects. Correia wondered about reducing the funding for the EHP Feasibility Study. Deeth commented that in order to fund both projects at the level they each need, there is stilt about $46,000 missing. He noted that Elder Services was funded at $30,000. Stewart felt that Elder Services is a fairly Iow priority. Holt concurred. Deeth moved to lower Elder Services from $30,000 and fund it instead at $25,000. Motion died for lack of second. Stewart moved to fund Elder Services at $5,000, as that would allow additional funds for UAY and Crisis Center. Boyer seconded. Deeth withdrew his former motion. Approved 7/2. Deeth and Gutting against. Holt moved to withdraw Community Mental Health funding, and fund them at $0. Renquist stated that the project is not as high a priority, especially when looking at the other two being discussed. Deeth wondered if they could return next year for a funding request. Consensus was that they could come back next year. Correia seconded the motion made by Holt. Approved 8/1. Deeth against. Renquist moved to fund UAY at $250,000. Available funding was re-calculated by staff. Motion died for lack of second. Stewart moved to fund UAY at $225,000 and the Crisis Center at $112,510. Renquist seconded. Approved 9/0. Correia wanted to discuss Free Medical Clinic's allocation. She moved to split $22,500 in Public Services evenly between the Free Medical Clinic and DVIP furniture project, recognizing that DVIP was the number one ranked project. Holt and Stewart mentioned that the furniture project is a good project, however, when compared to the services provided by the Free Medical Clinic, it seemed a lower priority. Correia commented that the two things go hand in hand, with a homeless prevention project. Boyer requested a clarification of the motion. EHP Shelter Coordinator would remain at $18,000, and both Free Medical Clinic and DVIP would receive $11,250. Died for lack of second. Deeth moved to reduce the allocation for the Free Medical Clinic to $18,000 and allocate $4,500 to the DVIP Furniture Project. Stewart seconded. There was a question if that Iow amount of funding would be helpful to DVIP. No one from that organization was available to discuss the proposed allocation. House believed they would be able to continue, but at a reduced rate. Approved 5/4. Gutting, Holt, House, and Renquist opposed. Long commented that the DVIP Facility Rehab project had not been discussed. Renquist moved to fund DVIP Facility Rehab at $0, since there was no money left, and they could return next year. Stewart seconded. Approved 9/0. Gutting wanted to stipulate that Garden Prairie would serve more of the 31-50% or the 0-30% households as they requested a 90% public subsidy. Correia wondered if those units would be Section 8 eligible. Burns stated they would be Section 8 eligible. Nasby stated that the HOME program would cap tenant income at 60% of medium income for 90% of the units. Gutting was satisfied with this arrangement. Correia moved that the Engled application be sent to the Economic Development Committee. Renquist seconded. Approved 8/1. Stewart opposed. Correia asked if the Evert Conner Center needs should be expressed to the City's Rehab Program. Nasby stated that representatives from the Rehab Program could be available at the next HCDC meeting, if requested. Holt questioned if feedback is given to applicants if they request it. Staff replied that it is provided. Nasby stated that the ESI Small Repair and City Rehab Program could both be approached about the Evert Conner Center, and wondered if HCDC members wanted both groups at the April Housing and Community Development Commission Minutes March 21, 2002 Page 5 meeting. Holt suggested that would take a major reworking of the proposal. Correia was not feeling that the proposal would go elsewhere, but Ever[ Conner could make referrals to the other parties. Nasby stated that rental rehabs used to be done in the past, but due to lead regulation changes and budget issues, they have been concentrating on owner occupied homes. Correia wondered if that would be something the City's program could address on a case by case basis. Nasby replied that would be the best way to approach the issue, and there would likely be more eligible referrals. Bears was in agreement with Correia. Nasby commented that the justification committee needed to be appointed. House requested Correia and Holt's assistance. Renquist wondered who had not served, and wondered if Boyer would be able to help. All agreed. Nasby stated that the justifications are needed by March 27. Staff can e-mail or fax last year's justifications memo to the cgmmittee. Stewart requested results and public hearing time be e- mailed to all members. Develop F¥O3CDBG/HOME Budget Recommendations to Council CDBG funds: Emergency Housing Project Deposit Assistance $5,000; Wesley Foundation $39,000; Neighborhood Centers $34,490; United Action for Youth $225,000; Crisis Center $112,510; Elder Services $5,000; Emergency Housing Project Feasibility Study $23,400. Public Services funds: Emergency Housing Project Shelter Coordinator $18,000; Iowa City Free Medical Center $18,000; DVlP Furniture Project $4,500. HOME funds: HACAP Douglas Court purchase $34,400; HACAP THRA $144,000; Greater Iowa City Housing Fellowship $102,000; Garden Prairie $301,200. Englert Theatre application to be referred to the CDBG Economic Development Fund. Old Business None. New Business None. Adjourn The meeting was adjourned at 7:41 p.m. PRO3ECTS RECOMMENDED FOR FY03 CDBG AND HOME FUND 'NG HCDC (3/21/02) Request Recommendation ECONOMIC DEVELOPMENT PROJECTS (Set-aside $160,000) Economic Development Fund - City of Iowa City $159,500 $159,500 Subtotal $159, 500 $159, 500 PUBLIC FACILITIES PROJECTS (Est. Set-aside $340,000) Facility Rehabilitation - Neighborhood Centers of Johnson Co. $ 34.490 $ 34,490 Facility Acquisition - United Action for Youth $320,000 $225,000 Food Bank Warehouse - Crisis Center $131,550 $112,510 Facility Rehabilitation -Wesley Foundation $ 39,000 $ 39,000 Subtotal $525,040 $411,000 PUBLIC SERVICE PROJECTS (FY03 Statutory Cap $145,500) Furniture Project- Domestic Violence Intervention Program $ 13,500 $ 4,500 Case Management - Iowa City Free Medical Clinic $ 38,413 $ 18,000 Shelter Coordinator- Emergency Housing Project $ 30,000 $ 18,000 Aid to Agencies $105,000 $105,000 Subtotal $186,913 $145,500 HOUSING PROJECTS (Est. Set-aside $886,000) Affordable Homeownership - Greater Iowa City Housing Fellowship $102,000 $102,000 Affordable Rental Units -Garden Prairie $500,000 $301,200 Transitional Housing - Hawkeye Area Community Action Program $144,000 $144,000 Small Repair Program: Elder Services, Inc. $ 50,000 $ 5,000 PropedyAcquisition - Hawkeye Area Community Action Program $ 34,400 $ 34,400 Deposit Assistance Program- Emergency Housing Project $ 5,000 $ 5,000 Housing Rehabilitation: City of Iowa City $200,000 $200,000 Subtotal $1,035,400 $ 791,600 ADMINISTRATION AND PLANNING HOME Program Administration $ 71,400 $ 71,400 CDBG Program Administration and Planning $170,600 $170,600 Feasibility Study - Emergency Housing Project $ 27,500 $ 23,400 Subtotal $269,500 $265,400 TOTAL $2,176,353 $1,773,000 SOURCES OF FUNDS FY03 CDBG Entitlement $950,000 FY03 CDBG Estimated Program Income $ 20,000 Unexpended CDBG Funds (from contingency and projects) $ 50,000 TOTAL CDBG $1,020,000 FY03 HOME Allocation $714,000 FY03 HOME Estimated Program Income $ 29,000 Unbudgeted FY02 HOME Program Income $ 10,000 TOTAL HOME $ 753,000 PART 1'1'1' PRO.1ECTS RECOMMENDED FOR FY03 CDBG AND HOME FUND1'NG HCDC (3t21/02) Request Recommendation ECONOMIC DEVELOPMENT PROJECTS (Set-aside $160,000) Economic Development Fund - City of Iowa City $159,500 9 159~500 Subtotal $159, 500 $159, 500 PUBLIC FACILITIES PROJECTS (Est. Set-aside $340,000) Facility Rehabilitation - Neighborhood Centers of Johnson Co. $ 34,490 $ 34,490 p. 104 Faci}ity Acquisition - United Action for Youth $320,000 $225,000 p. 112 Food Bank Warehouse - Crisis Center $131,550 $112,510 p. 120 Facility Rehabilitation -Wesley Foundation $ 39,000 9 39,000 p. 127 Subtotal $525,040 $411,000 PUBLIC SERVICE PROJECTS (FY03 Statutory Cap $145,500) Furniture Project- Domestic Violence Intervention Program $ 13,500 $ 4,500 p. 140 Case Management- Iowa City Free Medical Clinic $ 38,413 $ 18,000 p. I47 Shelter Coordinator- Emergency Housing Project $ 30,000 $ 18,000 p. 155 Aid to Agencies 9105,000 9105,000 Subtotal $186,913 $145,500 HOUSING PROJECTS (Est. Set-aside $886,000) Affordable Homeownership - Greater Iowa City Housing Fellowship $102,000 $102,000 p. 164 Affordable Rental Units -Garden Prairie $500,000 $301,200 p. 174 Transitional Housing - Hawkeye Area Community Action Program $144,000 $144,000 p. 187 Small Repair Program: Elder Services, Inc. $ 50,000 $ 5,000 p. 203 Property Acquisition - Hawkeye Area Community Action Program $ 34,400 $ 34,400 p. 211 Deposit Assistance Program- Emergency Housing Project $ 5,000 $ 5,000 p. 228 Housing Rehabilitation: City of Iowa City 9200,000 9200,000 Subtotal $1,035,400 $ 791,600 ADMINISTRATION AND PLANNING HOME Program Administration $ 71,400 $ 71,400 CDBG Program Administration and Planning $170,600 $170,600 Feasibility Study- Emergency Housing Project 9 27,500 $ 23,400 p. 237 Subtotal $269,500 $265,400 TOTAL $2,176,353 $1,773,000 SOURCES OF FUNDS FY03 CDBG Entitlement $950,000 FY03 CDBG Estimated Program Income $ 20,000 Unexpended CDBG Funds (from contingency and projects) 9 50,000 TOTAL CDBG $1,020,000 FY03 HOME Allocation $714,000 FY03 HOME Estimated Program Income $ 29,000 Unbudgeted FY02 HOME Program Income $ 10,000 TOTAL HOME $ 753,000 FY03 TOTAL $1,773,000 City of Iowa City FY03 Funding Request for Non-Housin b. Loan: $34,490 (Forgivable) ~, ~ S~)/~,, ~//], / 3. Nameand address of applicant/organization: ~~/// 4. Contact Person: Brian Loring ~ Phone Numben 319.358.0438 Fax Numbe~ 319.358.0484 Email Address: bfian-lofing®ncjc, org 5. Location of proposed project: Broadway Neighborhood Center;, Pheasant Ridge Neighborhood Center 6. Check CITY STEPS Objective (check only one): Homeless Needs _ X Public Facility Needs __X_ Public Service Needs Economic Development Needs 7. Brief summa~' of the proposed project (please limit response to a paragraph). ~'e are requesting assistance with the repair and upgrade of child care program space at Broadway and Pheasant Ridge Neighborhood Centers. The project request includes funding for 1 ) Broadway and Pheasant Ridge playground improvements to comply with licensing and accreditation codes and standards; 2) extedor paint for the Broadway Center, and 3) replacement of defective windows at the Pheasant Ridge Center. Section i - Need/Priority 8. Descdbe how the proposed project addresses the priorities, strategies and goals cited in the CITY STEPS plan and the Maxfield Housing Market Analysis. (Please speci~~ pde_~:~, need and priorit~ need level, as shown on pages 9 !-92 and 98-99 in CITY STEPS]. Child care appears under Wvo categories of need in the CITY STEPS plan. Both the Public Facilities and the Public Services areas list child care as a high need in the community. In addition, Neighborhood Centers child care programs offer services to very Iow-income families. The implementation of both state and federal welfare reform measures have had a dramatic impact on the demand for child care for Iow-income families living in Broadway and Pheasant Ridge neighborhoods in Iowa City. The Neighborhood Centers responded by adding 100 spaces in child care for Iow-income families t~ing to move off welfare and into the wodd of work Mom specifically, in 1995 we operated a child care cooperative at our Broadway Center for 12 children. By 1998 we had 120 licensed child care spaces. FYO3Non-HousingApplication IOq ppdcdbg/cdbg application 2002 final We expanded programming primarily through t~e use of Title XX child care subsidies and payment for children in foster and protective care. Unfortunately, these public reimbursement rates are far less than private rates and, consequently, are less than what is necessary to operate and maintain quality, accredited child care programming. When we calculate the cost of running programs against what is generated through the various streams of payment there is a deficit of $ 1,523 per child per year. That deficit is covered primarily through our United Way of Johnson County allocation. Consequently, providing child care, while hitting the mark programmatically, misses the target completely when it comes to being fiscally prudent. Providing quality child care programming is a top priority for Neighborhood Centers. A portion of that quality is derived from our classrooms and playgrounds. Unfortunately, with child care programs generating such significant losses for the agency, funding capital upgrades to our facilities is very challenging. Public Facility Needs IHigh) Public Service Needs IHigh) Priodty Need Priodty Need Level IHigh, Medium or Low) Tell us why this project is needed (include information from studies\research or other supporting documentation) and how it fills a gap in the City's continuum of care as outlined in CITY STEPS. The Neighborhood Centers of Johnson County operates accredited child development programming at both our Broadway and Pheasant Ridge Centers, The accreditation comes through the National Association for the Education of the Young Child INAEYC). Accreditation requires that dgorous and exLensive standards be met both in program, facilities and equipment_ We know these standards helped us to develop and maintain top quality child development programming. The accreditation process and our commitment to quality programs have yielded good outcomes for children and help get them started on a successful course in school. This is especially important for the population of children that participate in our programs. Both CITY STEPS and the United Way of Johnson County have assessed the needs of the area and both have concluded that child care is a high priority, particularly for children from Iow-income families. When compared to other centers in iowa City, Neighborhood Centers of Johnson County provides more than double the care to Iow:income families receiving Title XX. During 200 I, NCJC did over 45% of the center-based Title XX care for infants and toddlers in all of Johnson County, Furthermore, in any given month, we do between 25-60% of all the protective child care Jchildren who have been abused or are at high risk) in Johnson County and child care for children in foster care. Child care and child development are an important ingredient in strengthening and supporting all families, especially families that may be most vulnerable. /ks noted by Bruce Hershfield of the Child Welfare League of America, comprehensive child care that incorporates child development, health, nutrition and family services ~can play a significant role in strengthening and supporting families". He goes on to cite that linking family support and child care can be the most effective method of preventing child abuse and neglect and should be a "vital part of intensive family preservation services." A study done by Arthur Frankel at Case Western Reserve University has shown that child care, as a partner service to intensive family preservation services, can improve the physical, emotional, and developmental well being of children and provide social and economic benefits for families at risk of disruption because of abuse and neglecL His research also points to the need for assessment of child care services in every family preservation referral that includes young children. Furthermore, he suggests that child care is critical for families where abuse has occurred. Child care provides safety for children and time for parents to build coping and parenting skills. It also offers abused and neglected children a structured environment to help maximize their developmental growth and furnishes them with a place for positive and constructive interaction with other children and careaivers. FY03 Non-Housing Application I 0 ~ ppdcdbg/cdbg application 2002 final Section 2 - Leveraging Resources 10. Is the project requesting a grant or a loan? If a loan is requested, please indicate the applicable loan terms (circle applicable line]. Please note that all loan terms are subject to negotiation and/or modification by the HCDC or City staff. Type of Loan: Amount: Years: Economic Development - For-profit (3% amortized loan) Economic Development - Non-profit { 1% amortized loan) Public Facilities Project - Non-profit (conditional occupancy loan) $34,4-90 15 Years Public Service Project (grant) 11. List the amount of CDBG funds requested for various categories appropriate to your project. Use general categories such as salaries, office expense and other administrative expenses for operational funding. Use categories such as property acquisition, architectural expenses, construction costs, matedal and administrative costs, etc. for construction/rehab projects. Please include the cost of an audit for any organization that expects to receive over $300,000 from all federal sources. Also, budget for the other items listed under Budget Considerations in the Subrecipient Guide. If other funds are used to implement the project, please list the sources, state if the funds are in-kind or cash, and check if the funds are anticipated or committed. Document Costs ~X/henever Possible PLEASE NOTE: The Housing and Community Development Commission may request a copy of your overall agency budget. Budget Breakdown Expense Category Type ] Status (e.g. salaries, acquisition, rebate/ List Source of If possible, please CDBG In- I Funds Other Funds Other Funds Kind Cash Antic. Comm. Please place an ~)C' in box II,at applies: Rehab-windows PR $18, 170 $ Rehab PR Playground $2,500 $500 HeadStart/Corn X munity Volunteers Rehat~ BW-Paint 52,300 5 Building Rehab B~' Playground 510,000 5750 HeadStart/Corn X munity Volunteers Rehab BW Fence $1,5ZO $ Salaries-Project Admin. $ $800 United I~/ay, X City, County, Allocations Total 534,490 $2,050 FY03 Non-Housing Application I 0 ~ ppd~bg/cdbg application 2002 Amount of private\agency\other funds 52,050 Amount of CDBG funds 534,490 Total ProJect Funding $36,540 {c] (a + bi Number of persons assisted 1510 Jcl} (see question 18) Total cost per person $24.20 (e) (c El d] Total CDBG Cost Per Person $22.84 12. If volunteers are used please describe how these volunteers are utilized for the proposed activity and estimate the amount of volunteer time and value dedicated to the identified tasks. Unskilledlabor 50 hou~ x $10 per hour= $~oo Skilledlabor~ ! __hours x 5 perhour= 5 Total $500 13. List other groups or organizations that were asked to contribute to or fund this project and the status of those funds linclude anticipated dates of funding awards or decisionsl. Local funds such as United Way, Iowa City, and Johnson County funds will be used to cover the cost of administering the project. In addition, Head Start funds will be used to match a small part of the rehabilitation of both playgrounds, and community volunteers will assist with the project to leverage the funds further. 14. Does the proposed project pay property taxes? Yes __ No X If property taxes are not paid, does the proposed project pay a Payment In Lieu of Taxes7 Yes __ No X If "yes", what is the percent of full taxes paid:? __% and amount paid Section 3 - Feasibility 15. If funds are awarded, will the project/program continue after the CDBG funds end? Yes X No__ Please explain. This project will provide long-term improvements to both the Broadway Street and Pheasant Ridge Centers for years to come. The child development programs are projected to continue at both locations indefinitely. 16. Bdefly outline the proposed timetable for the commitment and expenditure of the funding being requested {include other project factors such as rezoning, construction schedule, or application(s) for other funding). Please Note: If funded, this schedule will be used for any project agreement for the use of CDBG funding. Date: Description of Activity: July I, 2002 Beginning of City Fiscal Year and Project Start Date July 2002 Update preliminaly bids received for projects August 1, 2002 Reconstruction/contractor meetings . August 26-30, 2002 Rehab work completed dudng shutdown week November 1, 2002 All work completed FY03 Non-Housing Application I ~r~ ppdcdbg/edbg ~pplic~lio~ 2002 Ii.a) Section 4 - Impact\Benefit to the Community 17. The strategies and objectives of the CITY STEPS Plan is to promote a continuum of care within the community that includes jobs and services for Iow*moderate income persons. Please describe how the proposed project ties into this concept and partners with existing services or fills a gap within the community. This project is consistent with CITY STEPS objectives. By providing child care to families entering, or re- entering the workforce, we are directly providing a service to Iow-income families. Currently, few providers of child care accept Title XX payments, and those that do dramatically limit the number of Title XX slots. The child development programs at Neighborhood Centers directly provide an important service to children. In addition, because our child development programs are what we call dual- generational, we work closely with parents to help them build skills. We are also helping parents be successful in employment through our grant funded family support programs. 18. List goalJs) of this project. In addition, please indicate the population tn be served by the proposed project according to the income categories shown in the Applicant Guide. [Please Note: If this application is funded, the information ~ will be used as income targeting for the CDBG Agreement). The nurture and care of the young child plays a vital role in human development, builds our capacity as learners, and creates social and emotional well-being for the individual, the family and the community. It is our goal to ensure that the young children in our programs have an opportunity to reach their potentials through access to formal and natural family-centered support that bridges the continuum from birth to school. Circle Persons or Households Number between 0 - 30% median income 1475 persons Number between 31 - 50% median income 35 persons IbJ Number between 51 - 80% median income 0 Dersons lei Number between 80 - 100% median income 0 persons JdJ Number over ! 00% median income oersons lei Total 1510 0ersons (fi Percent LMI 100% la+b+cl[3fl 19. As accurately as possible please descdbe how outcome data indicates that the project objectives can be met. First, describe the outcome data or key elements the project is working towards le.g. employment). Primary Project Objectives Outcome Indicators Improve child care facilities to comply with NA£YC standards NAEYC Accreditation Improve outcomes for the young child Hawaii Early learning Profile JHELPI, Strengthen natural support network tot family to reduce [eliance on formal services Automated Assessment for Family Progress IMFP Evaluation) Build academic and life skills for adulLs IESL, parent ed., Even Start Literacy Protile, tutoring) "Nurturing" MFP evaluation All children in the program are assessed by the Hawaii Eady Learning Profile (HELP] tool twice each year. The HELP is a criterion referenced, curriculum based assessment that gives an overall picture of the development of a child. Five prima~ areas are assessed throuqh HELP indudinq coqnitiver FY03 Non-Housing Application t ~jl~ ppdcdbg/cdbg application 2002 final language, gross motor, fine motor and social development of each child. The HELP assessment gives a picture of the child's strengths and abilities as well as their weaknesses and areas to work on in child development programming and at home. ChiMren Ibirth to 5) that have remained in the programs for two years have been adn/inistered the HELP assessment on 4 different 6-9 month intervals. Children from this coholt come from families that are receiving the full array of child development and family support services. Each assessment variable has a developmental score range of 0-2, with score of 1 being in the normal or average developmental range for the child's age. The aggregate score for all variables can range from 0-10 with a score of 5 being in the normal/average developmental range. The measurements are compared with the child's developmental stage, not their previous scores on the assessment. Consequently, the developmental bar by which the children are measured continues to rise as the child ages. Dumlg FY2001, our child development programs completed pre and po:st developmental assessments on enrolled children using the HELP. HELP testing was completed on every child enrolled in child development programs 159 children received either a pre or post HELP test during FY2000). Pre and post-tests were completed with 26 HELP 1-Year Progress children this past year. Of that group, 6 children {birth to 5) have remained in the programs for three years and have been administered the HELP assessment on 6 different 6-9 month intervals. Children from this cohort come from families that are receiving the full arrd¥ of family suppoit services at Neighborhood Centers. Each to.p%. ~x?sb ~k~ '$, ~'~ individual variable has a developmental score ~ange for O~ 2, with a score of 1 being in the nomlal or average deve[opment~al range fo[ the child's age. The aggregate score for all variables can range from 0-1 0 with a score of 5 being in the normal/average developmental range The measurements are compared with the child's developmental stage, not theil previous scores on the assessmenL Consequently, the developmental bar by which the HELP 3-Ye; ress children are measured continues E]Fal11998 to rise as the child ages ~sp!in9 Overall, results in HELP assessments show that children palticipating in Neighborhood Centers of Johnson County Child Development programs have significant developmental increases. Long-term HELP results show that the 6 children who have completed a HELP assessment six times {Fall 1998, 2000, Fall 2000, Spring Z001 ), have demonstrated significant gains in all five developmental areas. FYO3Non-HousingApplication I01~ ppdcdt~g/cdbg application 2002 [u~c~l In the three years of participation in NCJC programs, children showed an 80% overall gain in the five assessed areas of HELP. In the fall 1998, children were below normal, with an aggregate score of 4.16. In Spring 2001, these same children were above normal, with an aggregate score of 7.83. Children who were new to the Child Development programs this year also showed gains on their HELP assessment in all five developmental areas. Language development and social development have the highest gains, with over 100% improvement in each area. We believe that Neighborhood Centers of Johnson County excels in second-language learning. Many children enter our programs non-English speaking, primarily speaking Spanish or Arabic in their homes. To help children prepare for English-speaking elementary schools, child development programs incorporate bi-lingual language and literature in much of the classroom day. In addition, we employ numerous bi-lingual staff to both strengthen and value the child's home language as well as to teach the child English. This emphasis on language development in our curriculum has clearly benefited the child. In addition to the HELP assessments, we have identified remarkable progress in FY2001 with the four-old preschool classroom. Wendell-Johnson Speech and Hearing Clinic at the University of Iowa conducted a Language and Literacy Program focused on development of four main areas of emergent literacy:, narrative skills, metalinguistic skills, phonological awareness and alphabet knowledge. Scoring on or above 30% indicates children who are at-dsk for literacy problems in second grade. Data from the pretest at NCJC identified 42% of the preschool students to be at-dsk for reading problems in second grade. Pre-test scores with the identified preschool participants indicated that the probability of ~/ord Recognition and Reading Comprehension problems in second grade was 52% and S8% respectively. The students initially identified as at-risk showed remarkable improvement after one-on-one instruction and group activities in the classroom. Based on post-test results, those same preschool students showed a 27% probability of ~Vord Recognition problems in second grade and a 26.9% probability of Reading Comprehension problems in second grade. We believe those students will enter kindergarten in the fall of 2001 with a greater opportunity to be successful in school. Children who were new to the Child Development programs this year also showed gains on their HELP assessments in all five developmental areas. ~/e believe that the consistency of our programs, the quality of our staff, the daily routine and overall curriculum allows each child to make clear developmental progress. 20. Please discuss how these outcome data will be met by the proposed project. ~X/ith adequate facilities that meet both licensing and accreditation standard, we anticipate duplicating the results we have seen over the past 4- years. 21. On the attached map please indicate the location of the proposed public facility or the site where public services or job training will be offered. Section S - Capacity\HistorY Of The Applicant 22. Please list amount of CDBG and/or HOME funds received within the last three City fiscal years and the status of the projectls) undertaken. (City fiscal year July I to June 30J Amount Expended Fiscal Year Funds Recv'd Budgeted Amount las of 12/31/01 } FY00 I July 1999 -June 2000) FY01 J July 2000 -June 2001 ) FY02 J July 2001 -June 2002) $23,975 $3,433 23. Is the applicant lincluding partners, co-applicants, etc.) currenUy in compliance with all federal, state and local laws, rules and regulations including any CDBG and/or HOME funded projects? FYO3Non-HousingApplication I~0 ppdcdbg/cd bg application 2002 fl hal Yes ~' No . If "No" or the matter is currently in litigation please give the name of the case and explain the basis of the case. 24. Please provide evidence of your organization's capacity and experience to undertake and complete the proposed project within the established timetable and budgeL The Neighborhood Centers of Johnson County is a prevention-focused, neighborhood-based agency. We operate three centers in the County. Two are located in Iowa City, the Pheasant Ridge and Broadway Neighborhood Centers. Our third and newest center is located in the western part of the county and reaches the rural communities of Ti~n and Oxford. Our Iowa City centers are located in Iow-income neighborhoods made up of predominately subsidized housing, and the Clear Creek Center target5 outreach and programming to t~vo large mobile home court5 in the area. The agency has a total budget of $1,500,000. We currently employ 50 full-time staff with a corps of dedicated volunteers. ~(/e are a 501 lc)3 nonprofit governed by a volunteer board of directors. The board includes resident5 of the neighborhoods we serve with the remaining members representing a blend of community members including some of the most recognized leaders in the area. Neighborhood Centers of Johnson County has a much-respected reputation for providing quality programming that is adaptive to the changing needs of the areas we serve. In the past twelve years, we have been rated well by the United Way of Johnson County. We are recognized for our youth programming and operate a top quality child development program acknowledged and accredited by the National Association for the Education of the Young Child (NAEYC) for our success with sometimes challenging populations. Our family-centered and community-based approach provides a long-term commitment to improving the quality of life for families in the Iow-income neighborhoods we serve. By offering a consistent and stable neighborhood presence, we are able to provide a balanced mixture of programs and activities that build community, teach new skills and provide advocacy and support for families. This balance also allows us to facilitate relationships between families and offers the necessary support before a crisis erupts. Each program or service creates a layer that is individually important, but collectively creates a context that allows families to enhance their quality of life and achieve a sustainable level of self-sufficiency and success. Due January 23, 2002 by i 2:00 noon - No Exceptions CITY OF I0 WA CITY Planning and Community Development 410 East ~(/ashington Street (319) 356-5230 stephen-long~iowa-city, org steven-nasb~/~iowa-city, org tracy-hightshoe(~iowa-city, org FY03 Non-Housing Application I t t ppd~b~c~bg app,ica,io, 2002 City of Iowa City FY03 Funding Request for Non-Housing 2. a. Total Amount of CDBG Funds Requested: $320,000 b. Loan: $ 3. Name and address of applicant/organization: United Action for Youth, 4'10 Iowa Ave, Iowa City 4. Contact Person: Jim Swaim Phone Number: 3'19-338-7518 Fax Number: 319~337-7999 Email Address: jswaim(~inav.net 5. Location of proposed project: 355 Iowa Ave, Iowa City 6. Check CITY STEPS Objective (check only one): Homeless Needs Public Facility Needs Public Service Needs Economic Development Needs 7. Brief summary of the proposed project (please limit response to a paragraph). United Action for Youth (UAY) proposes to purchase a facility to house its Youth Center and some of its counseling offices. The current locations at 410 & 422 Iowa Ave have just under 6,000 square feet of space with about 1,000 square feet for storage. The Youth Center, while attracting between 40 and 90 youth per day as a drop in center is not able to host larger events or be a site for young people to gather evenings and weekends. The counseling moms are adequate but we house several staff in each of the offices and have 3 moms for meeting clients. After exploring a CDBG grant last year, UAY's board set up a building task force to study its space needs. The task force, which included youth, parents, staff, board, and non-board members with expertise in facility planning and human services, identified criteria to be used in expanding space. Using that criteria UAY has identified the Tower Place location 1-C (355 Iowa Avenue, 4,300 sq. ft.) as an ideal location to locate the Youth Center. UAY will use CDBG funds, matched by pdvate funds to purchase the property. Section 1 - Need/Priority 8. Describe how the proposed project addresses the priorities, strategies and goals cited in the CITY STEPS plan and the Maxfield Housing Market Analysis. (Please specify the one most applicable priod~ need and priority need level, as shown on pages 91-92 and 98-99 in CITY STEPS). Youth Center High Priority Need Priority Need Level (High, Medium or Low) 9. Tell us why this project is needed (include informafion from studies\reseamh or other supporting documentation) and how it fills a gap in the City's continuum of care as outlined in CITY STEPS. FY03 Non-Housing Application I I ~ ppdcdbg/cdbg youth center dOC When UAY opened its Youth Center in 1988 we served 700 youth per year, around 400 in counseling and 500 in youth development programs, about 150 using the Youth Center regularly. In 1991 the Teen Parent program served about 70 teen parents and 40 infants and toddlers. In FY 2001 UAY served 2,352 youth, 354 parents, 117 teen parents, and 84 infants and toddlers. There were 456 youth in the counseling program, 2,207 in youth development programs, and 415 youth using the UAY Youth Center on a regular basis. While a significant amount of UAY's programs are offered in community settings, the numbers of persons using the Youth Center have more than doubled and we cannot enhance programs offered there without additional space. Examples of program enhancements sought are additional performance space where youth can gather for music and other cultural events. UAY's nationally recognized Synthesis program has received grants to develop artist/mentors to work in partnership with area youth artists, with several exhibits and performances conducted this year and planned in the coming year. Another opportunity is UAY's application for a Iow frequency radio station so that youth may operate and program a youth radio station, KUAY, which requires a small space for operating a radio station. The Teenline is currently housed in a small basement office, where it operates a statewide helpline staffed by teen volunteers. At the UAY Open House in December, we converted one of the group rooms to an art gallery to showcase the fine works by youth artists. UAY was encouraged by many community leaders that such a "showcase" is a great way to promote the positive things that young people are doing in our community. Moving these functions across the street from their current location would enhance programs and also allow us to move the Teen Parent Program and family counselors into space where the current Youth Center studio and offices are located at 410 Iowa Avenue. The Teen Parent program continues to have increasing demands. We now have two nurses working in cooperation with Mercy Hospital, and continue to rely on the small converted kitchen space as a health office. With the increase in teen parents over the years we have difficulty scheduling our groups without creating space conflicts for our other counseling needs. Although the redesign of space at 410 Iowa Avenue is not included as part of this CDBG proposal, it could not be accomplished without the acquisition of the additional Youth Center space at 355 Iowa Avenue. Section 2- Leveraging Resources 10. Is the project requesting a grant or a loan? Ifa loan is requested, please indicate the applicable loan terms (circle applicable line). Please note that all loan terms are subject to negotiation and/or modification by the HCDC or City staff. Type of Loan: Amount: Years: Economic Development - For-profit (3% amortized loan) Economic Development- Non-profit (1% amodized loan) Public Facilities Project - Non-profit (forgivable loan) _$320,000 __ __10__ Public Service Project (grant) '11. List the amount of CDBG funds requested for various categories appropriate to your project. Use general categories such as salaries, office expense and other administrative expenses for operational funding. Use categories such as property acquisition, architectural expenses, construction costs, material and administrative costs, etc. for construction/rahab projects. Please include the cost of an audit for any organization that expects to receive over $300,000 from all federal soumes. Also, budget for the other items listed under Budget Considerations in the Subrecipient Guide. If other funds are used to implement the project, please list the sources, state if the funds are in-kind or cash, and check if the funds are anticipated or committed. Document Costs Whenever Possible FY03 Non-Housing Application I I~ ppdcdbg/cdbgyouth cen~er doc PLEASE NOTE: The Housing and Community Development Commission may request a copy of your overall agency budget. Budget Breakdown Expense Category Type Status (e.g. sa/ades, acquisition, rehab) List Source of If possible, please CDBG In- prioritize the budget Funds Other Funds Other Funds Kind Cash Antic. Comm, Please place an '~" in box that applies: Purchase $320,000 $230,000 Private x x x $ $ $ $ * UA Y is already $ $ Audited annually $ $ And will include this $ $ Project in its audit. $ $ $ $ $ $ $ $ $ $ $ $ Amount of private~agency\other funds $_230,000 (a) Amount of CDSG funds $_320,000 (b) Total Project Funding $_550,000 (c) (a + b) Number of persons assisted __930/year 8, O00/ten yr (d) (see question t8) Total cost per person _$591.40 $68.75 (e) (c + d) Total CDBG Cost Per Person $_$344.09__ $40 (f) (b + d) 12. If volunteers are used please describe how these volunteers are utilized for the proposed activity and estimate the amount of volunteer time and value dedicated to the identified tasks, Unskilled labor __ hours : x $10per hour = $ i Skilled labor (architect ) 20 hours I x $100 per hour = , $2,000 ISkilled labor (facility planning ) 80 hours x $50_ per hour = $4,000 Skilled labor (appraisal__) __10-20 hours i x $100 per hour = $2,000 F Y03 Non-Housing Application t ~]~ ppdcdbglcdbg youth cer~ter doc I Skilled labor (fundraising) 500 hours x $40 per hour = I $20,000 Total f $28,000 13. List other groups or organizations that were asked to contribute to or fund this project and the status of those funds (include anticipated dates of funding awards or decisions). UAY will begin an aggressive fundraising effort to raise the needed funds for the project in March and April, securing at least $200,000 in pledges within 90 days of an accepted purchase offer by the City of Iowa City as a condition of the offer. The full $230,000 will be raised prior to closing. $10,000 in pledges have been secured at this time. Randy Cram, Bergland & Cram Architects has agreed to provide the architects plans as an in-kind donation to the project. A number of individuals have agreed to provide free assistance and consultation in the fundraising campaign. 14. Does the proposed project pay property taxes? Yes No XX If property taxes are not paid, does the proposed project pay a Payment In Lieu of Taxes? Yes No X If"yes", what is the percent of f~ll taxes paid? % and amount paid Section 3 - Feasibility 15. If funds are awarded, will the project/program continue after the CDBG funds end? Yes ~v No Please explain. UAY has operated for thirty years, located for the past 14 years at its current location. It is anticipated that UAY will continue for another 30 years, operating counseling and youth development programs in a Youth Center environment. 16. Briefly outline the proposed timetable for the commitment and expenditure of the funding being requested (include other project factors such as rezoning, construction schedule, or application(s) for other funding). Please Note: If funded, this schedule will be used for any project agreement for the use of CDBG funding. Date: Description of Activity: Feb. 1,2002 Pumhase offer to City of Iowa City Feb -Mamh Facility plan, amhitect drawings, Mar. 1,2002 Acceptance of offer Mar-May Youth Center capital campaign, $200,000 pledged July 1, 2002 Beginning of City Fiscal Year and Project Start Date July-Oct Pledges received cash match deposited Oct. 28 2002 Close purchase, Section 4 - Impact\Benefit to the Community 17~ The strategies and objectives of the CITY STEPS Plan is to promote a continuum of care within the community that includes jobs and services for Iow-moderate income persons. Please describe how the proposed project ties into this concept and partners with existing services or fills a gap within the community. UAY continues to serve large numbers of Iow moderate income households in Iowa City, which is a basis for its on-going CDBG support for services at the Youth Center. About 64% of UAY counseling clients were in Iow income households last year; 24% in moderate income households; and 6% in high income households, with 6% unknown. The Youth Center FYO3Non-HousingApplication II1~ ppdcdbg/cdbg youih cen[er doc provides a great environment in which both counseling and youth development programs can be combined. No one knows if a young person using the facility is coming to record music, volunteer for teen line, or seek counseling as a runaway or use the teen parent program. This project will allow UAY to further enhance this type of environment with expanded arts and recreation programs, consistent with the objectives outlined in CITY STEPS, (pp 98-100) UAY works with several other service providers on collaborative projects, notably MECCA on comprehensive substance abuse prevention and the Strengthening Families; Neighborhood Centers on the AmeriCorps Youth Development project; the partners in the Crime Prevention program; and several others including the Iowa City and Solon schools. One of the objectives in these projects is to improve collaboration on a daily basis among youth serving providers. The enhanced space of the new Youth Center, and redesign of the existing space, will offer greater opportunities for partner agencies to utilize this environment on collaborative projects. All of the youth development activities discussed in community meetings would benefit from having a large space that was devoted to youth. During the SEARCH Community meeting held 4 years ago, the vision shared at the end of the day described the kind of facility that is proposed here, one which could accommodate counseling in a convenient way, but focus on all of the positive things that youth contribute to the community. The Youth Center's devotion to the artistic and youth volunteer areas combined with a performance and recreation area help the community achieve that vision. 18. List goal(s) of this project. In addition, please indicate the population to be served by the proposed project according to the income categories shown in the Applicant Guide. (Please Note: If this application is funded, the information in this table will be used as income targeting for the CDBG Agreement). Circle Persons or Households Number between 0 - 30% median income 100 persons or households (a) Number between 31 - 50% median income 370 persons or households (b) Number between 51 - 80% median income 360 persons or households {c) Number between 80 - 100% median income __ 80 persons or households (d) Number over 100% median income __ 20 persons or households (e) Total __930 persons or households (f) Percent LMI 89%_ (a + b + c) + f) 19. As accurately as possible please describe how outcome data indicates that the project objectives can be met. First, describe the outcome data or key elements the project is working towards (e.g. employment). UAY seeks several outcomes related to its youth development programs: reduced substance abuse among area teens; improved self-esteem and skills among participants; demonstrated leadership among youth volunteers; reduced truancy and discipline complaints among youth in school; reduced re-offense rates among youth involved in the juvenile courts; and reduced incidences of violence in the community among youth or committed by youth participants. UAY's program for Runaway and Homeless Youth seeks to keep youth safe, off the streets and to return home or to a safe living environment. The numbers of runaways seen by law enforcement have dropped over the 3 years of UAY's Street Outreach project, and a study of UAY's intervention by the National Institute for Mental Health and another at Washington University, FY03 Non-Housing Application t t ~' ppdcdbg/cdbg youth center.doc indicate that UAY is successful in meeting its goals to assist runaway, homeless, and street youth. UAY's program for preventing teen pregnancy has been evaluated as working. In the teen parent program we seek: to reduce the level of second births to teen parents to 10%, less than the 40% national average; to have at least 80% of the teen parents complete high school or GED prior to leaving the program; to have at least 75% no longer in need of FIP welfare assistance when graduating from the program; to have less than half the national average of Iow birth weights associated with teen pregnancy; and to demonstrate significant early healthy development of infants as measured by the Denver II inventory. 20. Please discuss how these outcome data will be met by the proposed project. UAY relies on several methods to measure its program objectives and service outcomes. The Iowa Youth Survey is one community instrument available to track youth behavior as it relates to substance abuse and violence. We expect data from the youth survey to demonstrate reduced risky behaviors reported by youth and an increase in the assets that they report. This project will provide a way for youth to be connected to many positive activities, showcasing their work in a highly visible location at one of the main entryways to the downtown. UAY also works with juvenile court to identify offense rates for youth and have conducted analysis of whether participants in its programs re-offend. That evaluation showed great success in UAY's youth development programs in reducing re-offense rates. The Cdme Prevention program also maintains a data base of youth participating in UAY's portion of the program and the intensity of the service they receive. We track truancy data and school discipline complaints at one junior high to measure our effectiveness in promoting youth development and have noted declines in both truancy and discipline complaints as a result of our program. UAY is a site for research by the National institute for Mental Health (NIMH) studying the causes of runaway behavior and youth homelessness which also looks at the effectiveness of the UAY Street Outreach program in meeting the mental health needs of clients. We track all of the above outlined data regarding the teen parents program objectives, with 8% second birth rates and over 80% of the teens completing high school and getting off the welfare roles by the time they complete the program. We are working with MECCA and ISU Extension in measuring outcomes and evaluating the success of the Strengthening Families program and tracking several youth development objectives for the AmeriCorps project. 21. On the attached map please indicate the location of the proposed public facility or the site where public services or job training will be offered. Section 5 - Capacity\History Of The Applicant 22. Please list amount of CDBG and/or HOME funds received within the last three City fiscal years and the status of the project(s) undertaken. (City fiscal year July 1 to June 30) Fiscal Year Funds Amount Expended Recv'd Budgeted Amount (as of 12/31/01 ) FY00 (July 1999- June 2000) $16,873 $16,873 FY01 (July 2000- June 2001) $12,975 $12,975 FY02 (July 2001 - June 2002) $12,975 $5,941.45 23. is the applicant (including partners, co-applicants, etc.) currently in compliance with all federal, state and local laws, rules and regulations including any CDBG and/or HOME funded projects? Yes_X' No __. If"No" or the matter is currently in litigation please give the name of the case and explain the basis of the case. Non-Housing Application t I~ ppdcdbg/cdbg youlh cef3ter doc FY03 24. Please provide evidence of your organization's capacity and experience to undedake and complete the proposed project within the established timetable and budget. UAY has prior experience in completing building projects to assist the development of the Youth Center. The facility at 410 Iowa Avenue was purchased from the State Historical Society of Iowa in June of 1987, renovated from August of 1987 until April of 1988, winning a CDBG award for adaptive use of an existing building The basement was improved in 1989 to house the teenline and volunteer offices. The adjacent property was purchased in 1992, renovated for use by the teen parent program, which included adapting the kitchen to a health office, and creating a respite child care area in one of the former apartments. UAY raised $40,000 for that purchase to match CDBG funds, plus grant funds for renovation. UAY's record of service delivery has been exemplary for 30 years. In the past decade we have received national recognition for our program for runaways (Georgetown National Center), for abuse victims (Johns Hopkins Institute for Public Policy), National Institute for Mental Health, the Office of Adolescent Pregnancy, the Office of Juvenile Justice (Gould Wysinger award for community programs) to name a few. We have also been recognized for our use of the arts in programs for youth by the Center for Substance Abuse Prevention (CSAP Art Works National program model) and the National Endowment for the Arts and President's Committee on the Arts ( one of fifty finalists in the Coming Up Taller awards each of the last three years). This year UAY was the first program listed as a model for the Iowa Youth Development State Collaboration. Our program is recognized in the community as a consistent provider of excellent counseling and youth development programs. That recognition has carried to a number of foundations and contributors that have expressed an interest in supporting our efforts. Due January 23, 2002 by 12:00 noon - No Exceptions CITY OF IOWA CITY Planning and Community Development 410 East Washington Street (319) 356-5230 stephen-long@iowa-city, org steven-nasby@iowa-city, org tracy-hightshoe@iowa-city, org FY03 Non-Housing Application Page 1 of 1 file://A:~Non-Housing ApplieationhMap.jpg I II~ 1/23/02 City of Iowa City FY03 Funding Request for Non-Housing 1. Name of Project: Crisis Center Food Bank Program Warehouse Addition 2. a. Total Amount of CDBG Funds Requested: $131,550 b. Loan: $131,550 wa~ 3. Name and address of applicantJorganization: 1121 Gilbetl Court, Iowa City, Io 4. Contact Person: Ross V~rllburn, Executive Director Phone Number: (319) 351-2726 Fax Number: (319) 351-4671 Email Address: rwilburn~soli.inav.net 5. Location of proposed project: This project ~11 be an addition to the existing facility. 6. Check CITY STEPS Objective (check only one): Homeless Needs Public Facility Needs Public Service Needs __ Economic Development Needs 7. Brief summary of the proposed project (please limit response to a paragraph). The Crisis Center Food Bank Program Warehouse Addition will add 1,723 square feet onto the existing facility, including a driveway to the warehouse. When the Crisis Center purchased the current building in 1998, one factor in choosing the property was the potential to expand the building when tlTe Food Bank needed additional storage and operational room. The Crisis Center leases 1,225 square feet of warehouse space on Gilbert Street at $400/month. Leasing this warehouse space does not effectively nor efficiently support Food Bank Program operations. The leased space is insufficient to hold all of the food donated during our major community food drives. Since the beginning of Fiscal Year 2002, the Food Bank Program has been giving out approximately 3 tons of food every week. Program costs increase when vehicles have to be rented to move food in bulk over to our building. In addition, we are unable to provide adequate guidance to youth groups, service clubs, and church groups, while they donate their time to organize food in the leased warehouse. Security has a/so become an issue when volunteers or staff are working evening hours over at the warehouse space. Finally, the existing Food Bank area insufficiently supports the activities necessary for our food distribution (sorting food, stocking shelves, re-packaging bulk food, and preparing supplemental food sacks). Section I - Need/Priority 8. Describe how the proposed project addresses the priorities, strategies and goals cited in the CITY STEPS plan and the Maxfield Housing Market Analysis. (Please specify the one most aol~licable priority need and priority need level, as shown on pages 9t-92 and 98-99 In CITY STEPS). Other Public Facilities Low Priority Need Priority Need Level (High, Medium or Low) FY03 Non-Housin~l Aoolication I ~ p~d~gJCdbg ~ housing 8~pplicatio[~ o.lir~e ~rsio~ doc This project represents the capital portion that supports the Public Service Needs (Health Services & Other Public Service Needs) that the Crisis Center addresses, which are a High Priority Need Level: · We provide nutritious food (high priority need, page 102 & 103 of City STEPS Plan 2001-2006) · We provide free bus tickets (high priority need, page 104 of City STEPS Plan 2001-2005) · We assist Iow-income households in maintaining and retaining their existing housing (homeless prevention, page 95 of City STEPS Plan 2001-2005) · We provide mental health counseling 24 hours a day for those with special needs. We are the after hours contact for many other organizations and area therapists (page gT) · Our Help-At. Hand case management program offers skills training such as budgeting, food management, etc.(page 97) · We assist people with HIV/AIDS. ICARE has listed the Crisis Center as an emergency contact and' makes referrals to us for services (page 97) · We assist a high proportion of households with members who have a disability (25%) and who are minorities (25%) 9. Tell uS why this project is needed (include information 1mm studies~research or other supporting documentation) and how it tills a gap in the City's continuum of care as outlined in CITY STEPS. This project represents the capihal portion that suppo/ts our Crisis Intervention, Food Bank, and Emergency Assistance programs. The Crisis Center needs CDBG funding fo build the warehouse addition. Since the C, dsis Center does not charge foes for our services, it would be difficult to retire a substantial amount of debt. The Crisis Center receives tremendous community support for annual operational expenses (i.e. purchase of food, etc.). We do not believe we will be able to raise the bulk of the funding necessary through donations, without negatively impacting the amount of funds given to support programming. Competition for funding from private foundations that support capital projects is intense and tends fo be tied to specific geographic areas. We continue fo pursue potential funding sources to meet the growing needs in our community. Question #7 of this application lists the operational constraints we will continue to expedence without adding warehouse space to the Center. We fill a gap in the continuum of care by: · Helping people survive while they develop ways to meet basic matedal needs: · Providing food and other basic services to more than 380 households each week. · Using our services help prevent homelessness and we provide services directly to the homeless. · Providing services to those with special needs. Section 2 - Leveraging Resources 10. Is the project requesting a grant or a loan? Ifa loan is requested, please indicate the applicable loan terms (c/rc/e applicable line). Please note that all loan terms are subject to negotiation and/or modification by the HCDC or City staff. Type of Loan: Amount: Years: Economic Development - For-profit (3% amortized loan) Economic Development - Non-profit (1% amortized loan) Public Facilities Project - Non-profit (conditional occupancy loan) $131 ~550 N/A Public Service Project (grant) 11. List the amount of CDBG funds requested for various categories appropriate to your project. Use general categories such as salaries, office expense and other administrative expenses for operational funding. Use categories such as property acquisition, architectural expenses, construction costs, material and administrative costs, etc. for construction/rehab projects. Please include the cost of an audit for any organization that expects to receive over $300,000 from all federal sources. Also, budget for the other items listed under Budget Considerations in the FYO3Non-HousinoAeolication I~1~ .~dcdbo~cdba no~ I~ousina ,D~ica{ion online version doc Subrecipient Guide. If other funds are used to implement the project, please list the sources, state if the funds are in-kind or cash, and check if the funds are anticipated or committed. Document Costa Whenever Possible .PLEASE NOTE: The Housing and Communit~ Development Commission may request a copy of your overall agency budget. Budget Breakdown Expense Category Type Status (e.g. salaries, acquisition, rehab) List Source of If possible, please CDBG In- Cas _prioritize the bud_get Funds Other Funds Other Funds Kind Antic. Comm. please place an 'X" in box that applies: Contractor/Building $125,550 $ X X Expenses (warehouse) Contractor/Building $ $ 25,388 Future Bldg. X X Expenses Reserve Warehouse) Architectural $ $ 9, 113. 'Friends of X X Expenses Crisis Center" Donations" Architectural $ 6, 000 X X Expenses Asphalt Driveway $ $ 5, 980 "Friends of X X Crisis Center" Donations" Contingency $ $ 3, 000 Stearnes X X Foundation $ $ $ $ $ $ $ $ $ $ Total Amount of private\agency\other funds $ 43,481 (a) Amount of CDBG funds $ 131,550 (b) Total Project Funding $ 175,031 (c) (a + b) Number of persons assisted 2,583 (d) (see question 18) Total cost per person $68 (e) (c * d) Total CDBG Cost Per Person $ 51 (f) (b + d) FYO3Non-Housinc/Az)~)lication ~ ~s~al, ppdcdb~cdbg non tx~using application online v~tsion doc The budget breakdown was prepared by consulting with the architect, the contractor, and the asphalt company that were involved in the rehabilitation of the existing building (a prior CDBG project). The contractor & architect recommended using the figure $87.60 per square foot to cover building expenses, permitting, etc. The asphalt company used $23 per square yard as a figure to construct a 260 square yard driveway for food de#very/donations. The driveway will have a 6 inch rock base with 4 inches of asphalt, in order to handle the load of delivery vehicles. The driveway cost estimate includes shaping and grading. 12. If volunteers am used please describe how these volunteers are utilized for the proposed activity and estimate the amount of volunteer time and value dedicated to the identified tasks. The Crisis Canter received extensive volunteer support during the renovation of the building during the prior CDBG funded project. We antici ~ate this will happen again. Volunteers donated over 57,000 h~o. urs of service to the CHsis Center ~ Iuring Fiscal Year 20( . Unskilled labor 40 hours x $10 per hour = $ 400 Skilled labor (C~.n3enter) ~ hours x $35 per hour = $ ~75 Skilled labor (P~infer) 5 hours x $35 per hour = $175 Skilled labor ( ) hours x $ per hour = Skilled labor ( ) ~ hours x $ .... per hour = $ Total $ 750 13. List other groups or organizations that were asked to contribute to or fund this project and the status of those funds (include anticipated dates of funding awards or decisions). · The Crisis Center's Finance Committee recommended continuing a aFuture Building Addition" reserve fund after moving to our current location in 1998 · The 'Friends of the Crisis Center" were donations for building & equipment purchases · The Steames Foundation will be awarded in February 2002, the actual amount given will be unknown until the end of the month · I will continue to explore service club support of portions of this project (ongoing) 14. Does th~ proposed project pay properly taxes? Yes No X If properly taxes are eot paid, does the proposed project pay a Payment In Lieu of Taxes? Yes No X If "yes", what is the percent of full taxes paid?__% and amount paid Section 3 - Feasibility 15. If funds are awarded, will the projecl/program continue after the CDBG funds end? Yes_X No Please explain. The Crisis Center will continue providing services after CDBG funds end 16. Briefly outline the proposed timetable for the commitment and expenditure of the funding being requested (include other project factors such as rezoning, construction schedule, or application(s) for other funding). Please Note: ff funded, this schedule will be used for any project agreement for the use of CDBG funding. Date: Description of Activity: July ~, 2002 Beginning of City Fiscal Year and Project Start Date August, 2002 Finalize Specs and begin request for bids. September, 2002 Close bids & award contract. September, 2002 Begin Construction FYO3Non-HousinoAeelication ~ ~al~ April, 2003 End Construction May, 2003 Facility in Use Section 4 - Impact Benefit to the Community 17. The strategies and objectives of the CITY STEPS Plan is to promote a continuum of care within the community that includes jobs and services for Iow-moderate income persons. Please describe how the proposed project ties into this concept and partners with existing services or fills a gap within the community. The Crisis Center Programs provide emotional and material support to Johnson County Residents. The Crisis Center functions as the community safety net for Iow-moderate income people. The Food Bank & Emergency Assistance programs panner with Table fo Table, the Salvation Army, Neighborhood Centers of Johnson County, Visiting Nurses Association, Johnson County Extension, Emergency Housing Project and many other agencies. Within these collaborations, we fulfill a variety of needs: supplemental food, bus tickets, clothing vouchers, utility assistance, transient services for minor car repairs, gasoline, Grayhound/Trailways bus ticket and diapers. Area churches and service clubs provide us with funds to meet many of those needs. 18. List goal(s) of this project. In addition, please indicate the population to he served by the proposed project according to the income categories shown in the Applicant Guide. (Please Note: If this application is funded, the information ~ will be used as Income ta[geting for the CDBG Agreement). The goal of this project is to secure adequate warehouse space to enable Food Bank operations fo effectively and efficiently fulfill its mission. Food Bank & Emergency Assistance Program objectives include: · In FY03, provide households and individuals with food assistance during approximately 25, 000 client contacts (480 households a week) · In FY03, provide 1,800 households with emergency assistance in obtaining diapers, baby food, and infant fonwula · In FY03, provide local bus tickets to 1,400 individuals · In FY03, provide 700 stranded transient households with emergency food, clothing, and/or transportation assistance. Food Bank Program Only Circle Persons or Households Number between 0 - 30% median income _2,32~ persons or households la) Number between 31 - 50% median income 2J23 persons or households lb) Number between 51 - 80% median income __,36 persons or households {c) Number between 80 ~ 100% median income ---/3 persons or households (d) Number over 100% median income persons or households {e) Total 2,58~ persons or households {f) . Percerff LMI ~ (a + b + c) + t) 19. As accurately as possible please describe how outcome data indicates that the project objectives can be met. First, descdbe the outcome data or key elements the project is working towards (e.g. employment). In 1998, 85% of the volunteers supported the Crisis Center moving to a larger facility. The supporting reasons cited included crowded conditions and frustration with the limited working space. Currently, volunteers complain about not having room to repackage bulk food/terns and the difficulties in FY03 Non-Housinn Anolication ~ ~1~11~ Oodcdbe/Cdb= non housin(~ a~olicafion online ~emmn cl~ transporting food from the leased warehouse space over to our main building. It is critical that volunteers have an approprfate working space to accomplish our objectives, especially since they provide the bulk of the services delivered. Food collected during the major community food drfves cannot be properly stored in the leased facility. The food sacking area and food re-packaging spaces are essentially in the same area, which makes it difficuff to maintain sanitary condi§ons. The Crisis Center is experiencing a 32% in~rease in usage of Food Bank services over last fiscal year The Johnson County area depends on the Crisis Center to assist the homeless and people with Iow incomes 24 hours a day, every day of the year. An adequate facility will help the Crisis Center continue to meet these expectations. 20~ Please discuss how these outcome data will be met by the proposed project. The addition of warehouse space will allow for more efficient preparation and operation of our food distribution opore~fons. The expansion will allow us to have a larger & separate area to re-package bulk food items. The costs associated with transporting food will be reduced. The separate driveway for food delivery and donations will reduce traffic congestion for clients awaiting assistance. In addition the on-site warehouse & driveway will simplify organ/zed food drive drop-offs (for the Letter carders, Scouts, Student Hunger Drive). 21. On the attached map please indicate the location of the proposed public facility or the site where public services or job training will be offered. Section 5 - Capacity History Of The Applicant 22. Please list amount of CDBG and/or HOME funds received within the last three City fiscal years and the status of the project(s) undertaken. (City fiscal year July I to June 30) Fiscal Year Funds Amount Expended Recv'd Budgeted Amount (as of 12/31101) FY00 (July 1999 - June 2000) N/A FY01 (July 2000 - June 2001) N/A FY02 (July 2001 - June 2002) N/A 23. Is the applicant (including partners, co-applicants, etc.) currently in compliance with all federal, state and local laws, roles and regulations including any CDBG and/or HOME funded projects? Yes X__ No __. If"No" orthe matter is currently in litigation please give the name of the case and explain the basis of the case. 24. Please provide evidence of your o~anization's capacity and experience to undertake and complete the proposed project within the established timetable and budget. The Crisis Center received and successfully carried out a CDBG remodeling project in Fiscal Year 1998. We are providing 25% of the project costs. Community volunteers performed the final remodeling tasks in the prior CDBG project. Ross H~lbum, the Executive Director, will work closely with the board of directors, City of Iowa City Planning Staff, contractors, and in-kind donation volunteers throughout the project. The chair of the Crisis Center's Finance committee is with a housing developing firm. The Crisis Center building committee will re-convene following award of CDBG funds to assist in the project. The prior executive director (who oversaw the previous CDBG project) will be available for consultation to Ross. Due Janua 23, 2002 by 12:00 noon - No Exceptions Page 1 of 1 CRISIS CENTER ll21 GILBERT COURT IOWA CITY, IA 52240 file://A:~Ton-Housing Application\Map.jpg I '~1~ 1/23/02 City of Iowa City F!03 Funding Request for Non-Housi I. Name o£Projeet. First Floor Restrooms Renovation for Wesley Center 3._ L an: 3_000_bNameOand$~d9dreSSOf applicant/organization: The Wesley Foundation, 120 N. Dubu~ 52245 4. Contact Person: Marsha Acord Phone Number: 319-338-1179 Fax Number: 319-338-1170 Emall Address: revmarsh@aol.com 5. ~ocat~on of proposed project: 120 N. Dubuque Street, Iowa City, Iowa 52245 6. Check CITY STEPS Objective (check only one): Homeless Needs X Public Facility Needs Public Service Needs Economic Development Needs 7. Brief summary of the proposed project (please limit response to a paragraph). The purpose of this project is to upgrade the lower level restrooms of the Wesley Center and make them accessible. The Wesley Foundation dedicates the lower level of the building for public service with the heaviest use being the Free Medical Clinic and the Free Lunch Program. The campus and other community ministries are housed on the second and third levels of the building with their own restrooms. Section I - Need/Priority 8. Describe how the proposed project addresses the priorities, st]-ategies and goals cited in the CITY STEPS plan and the Maxfield Housing Market Analysis. (P/ease specify the one most applicable prioritF need and priority need revel, as shown on pages 91-92 and 98-99 in CITYSTEPS). Accessibility High Priority Need Priority Need Level (High, Medium or Low) Accessibility is a high priority need of the city as noted in the City Steps Plan on page 99. This project will help move our facility toward full accessibility. Five years ago the Wesley Center installed an elevator to serve persons with disabilities. That was a first step toward accessibility. Four years ago we installed an automatic front door. Renovating the first floor restrooms wilt help us complete our goal of accessibility. This project also supports the City Steps Strategy of "Provision for Health Facilities" and the long-term objective of "support expansion needs of existing medical/dental facilities" as found on page 102. Further, this project will serve homeless as well as Iow-income people. While the Wesley Center does not provide the public health services of medical, dental, nutrition, and preventive care we do support these services by providing the capital improvements that make these services possible. This project then supports the City Steps Strategy of "Provision of Health Services: Medical, Dental, Nutrition, Preventive Care" found on page 103. 9. Tell us why this project is needed (include information from studiesXresearch or other supporting documentation) and how it fills a gap in the City's continuum of care as outlined in CITY STEPS. This project Is part of the City's continuum of care for a public facility that meets the medical, dental, and nutritional needs of Iow-income people through the Fmc Medical Clinic, Free Dental Clinic, and Free Lunch Program. Clean, safe, and accessible public restrooms for these programs are essential. The renovation needs are for very durable high usage needs that are easily cleaned and not easily vandalized. Consequently we requested an estimate for automatic flushing toilets and urinals and electric hand dryers. Sanitation is a big Issue for these restrooms. Wesley pays the majority of the cost of custodial work for these restrooms. Custodial work is very challenging In the restrooms and the renovations need to accommodate this. Neither the Wesley Foundation nor the programs themselves have the funds to upgrade the restrooms and make them accessible. The Wesley Foundation put an elevator in the building approximately 5 years ago to meet accessibility needs. The cost of that project was $40,000 that came through funding of the Iowa Annual Conference of the United Methodist Church and private fundralslng. This kind of money Is no longer available through the Iowa Conference. Like the elevator project Wesley wants to make the restrooms accessible. See attached letters from community members supporting the need for this project: Mary Palmberg, Free Lunch board member, Document A; Sandy Pickup, Free Medical Clinic staff, Document B; Jane Drlscoll, Wesley Foundation board and property committee member, Document C. Section 2 - Leveraging Resources 10. Is the project requesting a grant or a loan? Ifa loan is requested, please indicate the applicable loan terms ('circle applicable line). Please note that all loan terms are subject to negotiation and/or modification by the HCDC or CiW stall Type of Loan: Amount: Years: Economic Development -For-profit (3% amortized loan) Economic Development- Non-profit (1% amortized loan) [Public Facilities Prqject -Non-profit (conditional occupancy loan) l _$39,000 2002-indefinite* Public Setwice Project (grant) *We are requesting this to be a forgivable or depreciating loan if possible. 11. List the amount of CDBG funds requested for various categories appropriate to your project. Use general categories such as salaries, office expense and other administrative expenses for operational funding. Use categories such as property acquisition, architectural expenses, construction costs, material and administrative costs, etc. for constmcfion/rehab projects. Please include the cost of an audit for any organization that expects to receive over $300,000 from all federal sources. Also, budget for the other items listed under Budget Considerations in the Subrecipient Guide. If other funds are used to implement the project, please list the sources, state if the funds are in-kind or cash, and check if the funds are anticipated or committed. Document Costs Whenever Possible PLEASE NOTE: The Housing and Community Development Commission may request a copy of your overall agency budget. See the attached estimate prepared by contractor, Harvey Miller, of Apex Construction Company. His estimate specifies what is included in the project and is a lump sum estimate of $39,000. (Document D, 2 p.) See the attached estimate from Bea Day Plumbing. This $17,000 cost is included in the contractor's lump sum estimate. (Document E, 2p.) Budget Breakdown Expense Category Type Status (e.g. salaries, acquisition, rehab) CDBG List Source of In-Cas If possible, please Funds Other Funds Other Funds Kind Antic. Comm. prioritize the budget Please place an "X' in box that applies: plumbing $17,000 $ All other contracting $22,000 $ Engineer drawings $ $ 1650 $ $ $ $ $ $ $ $ $ $ $ $ $ Amount ofprlvate~agency\other funds $ unknown (a) AmountofCDBG funds $ 39,000 (b) Total Project Funding $_40,650 (c) (a + b) Number of persons assisted 38,000 contacts ~r (d) (see question 18) Total cost per person _$1.06 (e) (c + d) Total CDBG Cost Per Person $1.03 (0 (b + d) 12. If volunteers are used please describe how these volunteers are utilized for the proposed activity and estimate the amount of volunteer time and value dedicated to the identified tasks. Unskilled labor volunteer board 80 hours ~ x $10 per hour = $ Skilled labor 22 hours x $2~per hour: $1650 Cengineer ) Skilled labor ( ) hours x L per hour = $ Skilled labor ( ) hours x $~ per hour = $ Skilled labor ( ) hours x $.~ per hour = $ Total $1650 13. List other groups or organizations that were asked to contribute to or fund this project and the status of those funds (include anticipated dates of funding awards or decisions). It Is our Intention to ask the Halted Parcel Services for a grant. We have no idea what that source ia able to give. We have also requested funding help from Ioca~ United Methodist churches. St. Mark's UMC and First UMC will he~p install a 2nd floor restroom so that the 1~t floor restrooms wll~ be dedicated to public service. The Wesley Center will also use some of its funds to Install this restroom. St. Mark's may be able to contribute to the 1=t floor . restroom depending on the cost of the 2nd floor project. We do not expect additional funding from anyone else. 14. Does the proposed project pay prope~ taxes? Yes __ No _X If property taxes are not paid, does the proposed project pay a Payment In Lieu of Taxes? Yes __ No X If "yes", what is the percent of full taxes paid? % and amount paid $ Section 3 - Feasibility 15. If funds are awarded, will the projecVprogram continue a~er the CDBG funds end? Yes X No Please explain. The Wesley Foundation la committed to the Fmc lunch Program and the Free Medical Clinic and decent, accessible rest:come for the Iow-Income people served. We consider these programs to be a part of our eom identity and mission for community health, especially for impoverished people. As long aa the Wesley Foundation exists, which we Intend to be a very long time, and aa long as the programs are needed, they have a home here. Wesley does not Intend to change the uae of the building either. The 1 floor will continue to be dsdlcated to these pro0rams. Religious programmin9 aa well as community services will be on the 2~ and SM floors. We sought the support of local United Methodist churches to build a small unisex restroom on the second level to serve the campus ministries so that the first floor restrooms are dedicated for public service. 16. Briefly outline the proposed timetable for the commitment and expenditure of the funding being requested (include other project factors such as rezoning, construction schedule, or application(s) for other funding). Please Note: If funded, this schedule will be used for any project agreement for the use of CDBG funding. Date: Description of Activity: July 1, 2002 Beginning of City Fiscal Year and Project Start Date July, 2002 Bidding and selection of contractor August, 2002 Start project January, 2003 Finish project Section 4 - Irnpact~Beneflt to the Community 17. The strategies and objectives of the CITY STEPS Plan is to promote a continuum of care within the community that includes jobs and services for low-moderate income persons. Please describe how the proposed project ties into this concept and partners with existing services or fills a gap within the community. This public restroom renovation project ties into the City Steps Plan for health services for Iow- income persons. 18. List goal(s) of this project. In addition, please indicate the population to be served by the proposed project according to the income categories shown in the Applicant Guide. (Please Note: If this application is funded, the information in this table will be used as income targeting for the CDBG Agreement). *tho flguma below am contacts and malt bo duplicated Circle Persons or Households Number between 0 - 30% median income $7,718/¥r* persons or households (a) Number between 31 - 50% median income 192/¥r* persons or households (b) Number between 51 - 80% median income 16' persons or households (c) Number between 80 - 100% median income persons or households (d) Circle Persons or Households Number over 100% median income persons or households (e) Total 37926/¥r_ persons or households (f) Percent LMI _100% (a + b + c) 19. As accurately as possible please describe how outcome data indicates that the project objectives can be met. First, describe the outcome data or key elements the project is working towards (e.g. employment). The project Is working towards clean, safe, and accessible public restrooms that serve Iow-income and homeless persons many of whom are persons with disabilities. Almost all of the Free Lunch guests are persons with mental or physical disabilities. 20. Please discuss how these outcome data will be met by the proposed project. The proposed project will serve the public in a dignified manner, respecting all members of the community. 21. On the attached map please indicate the location of the proposed public facility or the site where public services or job ~aining will be offered. See attached Document F. Section 5 - Capacity History Of The Applicant 22. Please list amount of CDBG and/or HOME funds received within the last three City fiscal years and the status of the project(s) undertaken. (City fiscal year July I to June 30) Amount Expended Fiscal Year Funds Reev'd Budgeted Amount (as of 12/31/01) FY00 (July 1999 - June 2000) $10,459 same FY01 (July 2000 - June 2001) FY02 (July 2001 - June 2002) 23. Is the applicant (including partuers, co-applicants, etc.) currently in compliance with all federal, state and local laws, rules and regulations including any CDBG and/or HOME funded projects? Yes X No . ~f``N~rthema~teriscurr~nt~yin~itigati~np~asegivethenan~fthecaseandexp~ainth~basis of the case. 24. Please provide evidence of your organization's capacity and experience to undertake and complete the proposed project within the established timetable and budget. The Wesley Foundation did take on a CDBG funded kitchen renovation project for the Free Lunch program In 2000 and completed it within the established timetable and budget. Wesley also did an extensive CDBG renovation project for the Free Medical Clinic approximately 5 years ago. The Wesley Board of Directors and staff are committed to this community service project In the same way. Marsha Acord, Wesley Associate Director, and Jane Driscoll, Chair of the Wesley property committee will work with the contractor to complete this project on time and within budget to the extent that It is within our power. We have been working closely with the contractors who expressed interest in the project to further develop the plans and specifications. The Wesley Board will have oversight for the entire project. Due Januao/23, 2002 by 12:00 noon - No Exceptions Document A January 17,2002 FROM: Mary W"a~flb~O;'~olufft~_~r coordinator, Free Lunch Program I'm writing in support of the application of the Wesley Foundation for CDBG funds to renovate the lower-level restrooms at the Wesley Center. We in the Free Lunch Program are major users of those restroom facilities. An average of 100 persons a day, 6 days per week, eat their noon meal at Free Lunch. Several times a week we have guests who are physically disabled. Even though the Wesley Center now has an elevator, there are currently no accessible restrooms. Being able to offer accessible restrooms is a necessity if we are to meet the needs of the Free Lunch clientele. Further, the installation of updated facilities will offer a much more pleasant, safe, & sanitary environment for both Free Lunch guests & volunteers. Two years ago I was heavily involved in renovation of the Free Lunch kitchen, which was also funded in large part by CDBG funds. The improvements in kitchen facilities have greatly enhanced the Free Lunch environment for not only the volunteers but the guests as well, who gain a certain dignity when the facilities used to meet their needs are modernized & updated rather than allowed to continually deteriorate. Both the volunteers & the Free Lunch guests will benefit greatly from the renovations in the lower-level restrooms being proposed by the Wesley Foundation. We in the Free Lunch Program heartily support their plan. Document B ~ 3OYEARS i IOWACITY FREE MEDICAL CLINIC January 23, 2002 Board of Directors George Bergus Robert Boyd Dear Committee members: Graham Dameron Richard Ferguson I am writing in support of the Wesley Center's request for funding to remodel the I, lona France restrooms on the lower level of the Wesley Center. This project would be of great Val kembke Gretchen Rice benefit to all Free Medical Clinic clients as well as Free Lunch guests and David Rosenthal volunteers, As it is my understanding that this would also serve as a "public" Sally Weyer restroom I feel this is a generous offer on the part of Wesley to provide such a Bill Wirth service. Wesley has gone to great lengths in the past several years to make the building accessible to low-income people in our community. The elevator was installed completely with private and church funds, but is used often by the clients of Free Medical Clinic and Free Lunch. The CDBG funds that helped remodel the kitchen have been well spent. Those of us who serve low-income people appreciate the opportunity to work with members of HCDC and the Planning Department. Thank you for your support. ~(cerely, ¢ ,~ P.O. Box 1170, Iowa City, Iowa 52244 ~ 120 North Dubuque ~ 319-337-4459 ~ FAX 319-341~0054 Document C January 18, 2002 Re: Community Development Block Grant Dear Housing and Community Development Commission members: On behalf of the Wesley Foundation Board of Directors, I want to thank you for this opportunity to apply for a Community Development Block Grant. We have received support from this source in the recent past, and have put it to good use in upgrading the kitchen used by the Free Lunch Program. The purpose of this request is to upgrade the restrooms in the lower level of our building and to make them handicapped accessible. At this time, the only restrooms available to the public are on the lower level. The lower level is used exclusively by the Iowa City Free Medical Clinic and the Free Lunch Program. Both of these are public services programs and have high numbers of Iow-income and homeless patrons, many of whom have varying degrees of disability. There are two other sets of restrooms in the downtown area available to the public: the Public Library and the Civic Center. Both of these are handicapped accessible, but their locations are remote from the services provided at the Wesley Building. Granting this request will make possible: 1. Updating the lower level restrooms and making them handicapped accessible. 2. Providing a 3rd set of accessible restrooms available for members of the public in the downtown area and who may not be patrons of the Free Medical Clinic or the Free Lunch Program. 3. Improve the sanitary conditions and ease cleaning of the lower level restrooms. The Wesley Foundation has very limited resources. Its funding from the Iowa Annual Conference of the United Methodist Church has been "frozen" for the past 10 years. As the expenses for utilities and maintenance have continued to rise, these have to be met from other sources. The Free Medical Clinic and the Free Lunch program are the primary tenants for the building. These services depend upon free-will offerings, gifts, and donations. Their ability to pay more rent is severely restricted. We understand the CDBG funding would be a "Contingency Loan". This would require repayment if the use of the improved areas changed. We have no reason to believe this will happen. Since these improvements will depreciate or wear out with time, we wish to propose either a diminishing loan or a forgivable loan. We will be happy to answer any questions regarding this information or application. We also invite you to visit our building, walk through, and see these facilities and their programs first hand. Secretary Wesley Foundation Board Properly Committee Chairperson  Document D 4218 Yvette St. P.O. Box 2297 Iowa City, Iowa 52244 CONSTRUCTION~,A~.n~.., Phone: (319) 339-1543 ~v,.,r.,~.. INC. FAX: (319) 339-1562 January 18, 2002 Wesley Foundation 120 N. Dubuque Street Iowa City, IA 52245 Attn: Marsha Accord Re: Lower Level Restroom Remodel Dear Marsha, Per your request and instructions, we propose to provide all labor, materials, equipment and incidentals to remodel the restrooms adjacent to the Free Medical Clinic at the Wesley Building lower level per owner · provided drawing, ADA requirements and specifically as follows: 1. Price inclndes permits, appropriate Davis-Bacon allowances, supervision, temporary protection of existing finishes and clean-up. 2. Inclndes all necessary demolition and disposal for existing toilet partitions and accessories, existing doors and frames, fixtures, enlargement of four (4) existing openings in foundation walls to accommodate ADA compliant doors as well as any necessary concrete floor removal and replacement for new fixture placement. 3. Includes asbestos floor tile and asbestos pipe insulation (in chase area only) abatement by qualified asbestos abatement contractor. 4. Includes any necessary wood backing in new or existing walls for installation of new items. 5. Includes two (2) each new 3068 HM Frames, HM doors and appropriate ADA compliant hardware. Two existing openings will be enlarged and finished to pass through with no doors. Includes any necessary plaster patching at disturbed areas. 6. Includes 1' X 1' ceramic tile floors and 4" X 4" ceramic tile wainscote at perimeter walls to 4' A.F.F. 7. Includes painting of all walls, ceilings, doors and frames for both restrooms. 8. Includes new Bobrick Overhead braced solid phenolic toilet partitions (Duraline series-model 1082) as shown on drawing, Bobrick toilet accessories including grab bars ( 4 ea.) toilet paper dispensers (4 ea.), sanitary napkin disposals (3 ea.), soap dispensers (3 ea.), mirrors above sinks and two (2) electric hand dryers. 9. Includes complete plumbing for both restrooms per attached scope letter utilizing existing waste and supply lines as much as possible. Also includes re-insulating all piping in chase area that has had asbestos insulation removed. 10. Electrical work includes new fluorescent light fixtures, exhaust fans and wiring for electric hand dryers. · No work to update or change the existing heating system in any way is included in this proposal. · To remove exposed asbestos pipe insulation in both restrooms please add $l,500.00 to the total price listed below. Lump Sum Price: $39~000.00 Please call if you have questions or need clarification concerning this proposal. We thank you for the opportunity to quote this Work and look forward to working with you on this project. Sincerely, / ~l~l~r~ Apex CoYistmction Company. I~EA DAY PI.U~R~ ~I~.,..C Document E Dire EST,MATE i submle~ To: .............................................. : ~ox ~on~m~ion Jo~: WfiSL~Y FNDTN. 'P.O. ~x 2~ ~ I MeChanic: ~N Joh I nnaflnn ..... ~., ~, W~I~ Foundation 1~ No~h Dubuque St~et ~-1179 Description of Work: Contract FIRST FLOOR RESTROOMS-- MEN'S RESTROOM TOTAL: $7347.~9 MEN'S FIXTURES: $1577.69 Gerber 12-654 white lay with Sloan EBF-6$0~M Optima Plus sensor'lav faucet. #760 grid drain, Truebro 102W Insulation, and Zum 1231 carrier. $591.08 G~'rhP, r 77-7711 whitP, urina~ with ~lQan 8100-1 9gtim~ Pt~ sensor flush valve ~t,486.67 Gerber 25-730 white ADA toilet with K,-4670-C seat, and Sloan 8111 Optima Plus sensor flush valve $445.68 42" grab bar, chrome 2@$27.13 = $54.26 MEN'S ROOM LABOR AND MATERIALS: $577000 Remove existing fixtures; plumb DWV and waters for fixtures in new locations. Install fixtures listed above. [See "L&M NOTES" below for further information,] WOMEN'S RESTROOM TOTAL: $9040.12 WOMEN'S FIxTUREs: $2540.12 Gerber 12-654 white lay with Sloan EBF-650-M Optima Plus sensor lay faucet, #760 grid drain. Truebro 102W insulation, and Zum 1231 carrier 2(~$591.08 = $1182.16 Gerber 25-730 white ADA toilet with K..4670-C seat, and Sloan 8111 Optima Plus ser~sor tlUsh valve $44~.68 Gerber 25-830 standard white toilet with K4670-C seat and Sloan 8111 Optima Plus sensor flush valve 2~$429.01 = $855.02 42" grab bar, chrome 2~$27.13 = $54.26 WOMEN'S ROOM LABOR AND MATERIALS: $7100.00 Remove oxittin9 fixlurei; plumb EIW~/and waters for fi~fl ~rPq in new Inf;ations In,stall fixtures [israel above, [~¢{t "L&M NOTES" below for further information,] FIXTURE NOTES: (t) If you ehoo~o not to ucu thu cuu'iO~' lot the lay ~ink, dadu~ $~25.00 f~t3m th~ mPn'q Igv 13~in.(, grlrl $?fi(111~1 from the women's lev total. (2) If you wish to replace the Sloan Optima Plus sensor lev faucet with a standard faucet (Delta 520MPU, eh~omo), ple~3aO deduot $240.00 from the men's lay price and e~,480.00 from th~, wnmen'q I~v trltRI Customer Copy B..~E~.~ DAY PLUMBERS,INC. Dete Propoeel . owAc ;i i :' Phoo~: 31~F~: 319-3~14 Pa~e 2 L&M NOTES: (~) Contractor will remove and replace co~cre~e flor for DWV work. (2) Baa Day has included ~re dflllln9 coM fot~ wall ~enetraflon as needed for DWV =nd waters through central wall. (3) Be~ Oay will replace insulation on pip~ as needed in plumbing =cce~ baleen the ~o bathrooms, All material is guaranteed to be as specified, and the above work to be performed in accordance with the drawings and specifications for the above work and completed in a professional manner for the sum of: Sixteen Thousand Nine Hundred Eighty-Seven and 81/100 Dollars $16987.81 Payment to be made as follows: Partial payments as work progresses; final payment due on completion of job. Date: 1~1~/-O~.~ Authorized Signature: ~ ~ This offer may be withdrawn if not accepted within thirty days, If this proposal is acceptable, please sign and return one copy. Date:. Authorized Signature:_ Date:. Authorized Signature: Document F Park 7hu~ch '_11 WHERE WE ARE Wesley Foundation 120 N. Dubuque Street N REQUEST FOR NON-HOUSING PROJECTS 1.1,. , Nam~ of Project: 2a. Total Amount or; CDBG Funds Requested $_13,500 Furniture Project b. Loan $ Grant $_13,500 3. Name and Address of Applicant/Organization 4. Contact Person: Chris Bergren or Cris Kinkead Furniture Project Phone Number: 3t9-354-9331 Domestic Violence Intervention Program P.O. Box 3170 Fax Number: 319-466-4624 Iowa City, Iowa 52244 Email Address: dvip~avalon.net 4, Location of Proposed Project: 6. Check CITY STEPS Objective (only one): DVIP Affordable Housing Needs P.O. Box 3170 x Homeless Needs Public Facility Needs Iowa City, Iowa __x_ Public Service Needs Economic Development Needs 7. Brief summary of the proposed project (please use only the space provided below): The Furniture Project is a non-profit program that distributes donated furniture to formerly homeless households in the Iowa City area. The project was formed in 1993 by 18 local human service agencies that served homeless households. These agencies have provided guidance to the Furniture Project as members of an advisory board. Although the advisory board no longer exists, the Furniture Project continues to work with agencies by a specific referral program to serve homeless populations. The Furniture Project assists homeless households in re-establishing stable home environments. Used furniture and appliances are donated by individuals, businesses, and organizations in the community and are distributed to households that have been homeless or are in an extreme emergency situation. Since 1993, the Furniture Project has distributed over 5,000 items, that have included: beds, couches, living room chairs, dressers, kitchen tables, end tables, washers and dryers and miscellaneous items. This service has saved over 200 tons of waste from entering the Iowa City Landfill since 1993 and close to 50 tons this last year In fiscal year 2001, 200 households received furniture from the Furniture Project. '1 SECTION 1 - Need\Priority 8. Describe how the proposed project addresses the priorities, strategies and goals cited in the CITY STEPS Plan and the Maxfleld Housing Market Analysis. (Please specify the one most applicable priority need and priority need level, as shown on pages 91-92 and 98-99 in CITY STEPS) On page 92 of the City Steps manual, permanent housing is listed as a high need. The Furniture Project (FP) seeks to effectively use our community's resources to assist it's citizens in reaching their highest level of self-sufficiency. Ownership of furniture contributes to a household's level of self-sufficiency, including it's ability to secure and retain permanent housing. Unfortunately, families leaving shelter frequently lack basic furnishings necessary to transform their new, empty housing into homes. . As stated in the Maxfield Housing Market Analysis section Ill.," the housing market in Iowa City is very tight which translates to an expensive housing market". DVIP is part of a bigger picture in assisting homeless individuals in maintaining permanent housing. Due to inflated furniture prices in Iowa City, furnishing a home with used furniture cost several hundred dollars. This level of expenditure can jeopardize a household's ability to pay rent, utilities and food. The FP is the only program in eastern Iowa that distributes furniture and appliances free of charge. The FP provides a cdtical support service which enables Iowa City residents to fully access the housing resources. For example, the project assists a number of households moving into Iow -income rental units on section 8. These clients are able to access needed furniture for the family, including beds for the children in the family and a kitchen table to eat frem Permanent Housin.q Hi.qb for families & individuals Priority Need Priority Need Level (High, Medium or Low) 9. Tell us why this project is needed (include information from studies~research or other supporting documentation) and how it fills a gap in the City's continuum of care as outlined in CITY STEPS. The FP will serve over 500 individuals in fiscal year 2003. Fiscal year 2002 was a busy year for the FP, serving 200 households. Of the 200 families 91% were at the 0-30% median income, 7% were at the 31-50% median income and 2% were at 51-80% median income. The FP did not serve any individuals at the 81-100% median income. Recipients of the FP will receive furniture at no cost. It is our belief that we allow the highest possibility of self-sufficiency the FP can assist with by distributing furniture at no cost. CITY STEPS Consolidation Plan indicates that lower-income households are cost-burdened, paying 30 and sometimes 50 percent of their gross income for their housing, including utilities". The FP does help with some of the cost-burden rent by offedng furniture free of charge. SECTION 2 - Leveraging Resources 10. Is the project requesting a grant or a loan? If a loan* is requested, please indicate the applicable loan terms: Type of Loan: (check applicable line) Amount Years Principal and interest (amortized loan) Principal and no interest (amortized loan) Principal and a balloon payment Conditional Occupancy Loan (futura repayment) Declining Balance Lien (forgiven over time) * All loan terms are subject to negotiation and/or modification by the HCDC or City staf~ 11. List the amount of CDBG funds requested for various categories appropriate to your project. Use general categories such as salaries, office expense and other administrative expenses for operational funding. Use categories such as property acquisition, architectural expenses, construction costs, material and administrative costs, etc. for construction/rehab projects. Please include the cost of an audit for any project over $300,000 and other items listed under Budget Considerations in the Subrecipient Guide. If other funds are used to implement the project, please list the sources, state if the funds are in-kind or cash, and check if the funds are anticipated or committed. DOCUMENT COSTS WHENEVER POSSIBLE. PLEASE NOTE: The Housing and Community Development Commission may request a copy of your overall agency budget. BUDGET BREAKDOWN Please place an "X' in box that applies Type Status EXPENSE CATEGORY CDBG OTHER LIST SOURCE OF Antic. Comm. FUNDS FUNDS (e.g. sa/aries, acquisition, OTHER FUNDS rehab) If possible, please prioritize the budget Salades $13500 $15000 Landfill X Benefits 7000 Landfill X Support Staff Salaries 2200 DVIP X Van:gas, maintenance, 1500 DVIP X license, insurance Misc:copies, postage, snow 700 DVIP X removal Pest Control 100 DVIP X Telephone 900 DVIP X Storage City of Iowa City Rent 600 DVIP X TOTALS $13,500 $28,000 Amount of Pdvate~Agency Funds $ 28000 (a) Amount of CDBG Funds $ 13500 (b) TOTAL PROJECT FUNDING $ 41500 (c) (sum of lines a and b) Number of Persons Assisted 580 (d) (see question 17) Total Cost per Person .$71.55 (e) (line c divided by line d) Total CDBG Cost per Person .$23.28 (f) (line b divided by line d) 12. List other groups or organizations that were asked to contribute to or fund this project and the status of those funds (include anticipated dates of funding awards or decisions). Each year the DVIP writes a request to the Emergency Shelter Grant. There has not been an increase in these funds for several years and DVIP has not ever been granted the funds for the FP, however, we will continue to write these grants to express the community's need. This year DVIP will not be writing this grant as the grant will not be allocating any new funds to the public. All funds are on a current two year cycle, making the Furniture Project ineligible for application this year. The FP Coordinator does ask for a $5.00 contribution to pick up donated furniture. To date the FP has raised $587 since July 1, 2001. 13. Does the proposed project pay property taxes? Yes__ No X If property taxes are not paid, does the proposed project pay a Payment In Lieu of Taxes? Yes __ No X If "yes", what is the percent of full taxes paid? % and amount paid $. SECTION 3 - Feasibility 14. If funds are awarded, will the project/program continue after the CDBG funds end (explain)? Yes X No If fully funded the FP will be able to maintain the full-time coordinator and the 8 hour a week staff support person. CDBG funds, City funds and local donations are the only funding the F.P. receives to operate the program. Any funds not received will lower the number of hours the full-time or part-time employee would work in the program. 15. Briefly outline the proposed timetable for the commitment and expenditure of the funding being requested (include other project factors such as rezoning, construction schedule, or application(s) for other funding). Please Note: ff funded, this schedule will be used for any project agreement for the use of CDBG~HOME fundinq. Date Description of Activity July 1, 2001 Beginning of City Fiscal Year and Project Start Date The project's fiscal year starts July 1, 2002 and ends June 30, 2003. Reimbursements claims are sent to the City once a month. Staff are paid weekly. The Fumiture Project operates Monday through Fdday from 8-4 or 9-5. SECTION 4 - Impact\Benefit to the Community 16. The strategies and objectives of the CITY STEPS Plan is to promote a continuum of care within the community that includes jobs and services for Iow-moderate income persons. Please describe how the proposed project ties into this concept and partners with existing services or fills a gap within the community. The FP coordinates with several agencies in the iowa City area to provide furniture to formerly homeless individuals. The main agency referral sources come from the Cris Center, Emergency Housing Project, Salvation Army, Successful Living, Department of Human Services, Community Mental Health, and the Veterans Administration. The FP is the only one of it's kind in Eastern Iowa and fills a gap in other permanent housing services by offsetting cost to set up households, 17. List goal(s) of this project. In addition, please indicate the population to be served by the proposed project according to the following income categories: (please see attached Income Guidelines for Iowa City) (Circle persons or households) Number between 0-30% median income __183__ persons or households (a) Number between 31-50% median income __ 14__ persons or households (b) Number between 51-80% median income __ 3_,. persons or households (c) Number between 81 - 100% median income __ 0 persons or households (d) Number over 100% median income __ 0 persons or households (e) TOTAL __200__ Persons or Households (f) Percent LMI __100__ [lines (a+b+c) divided by line fi 18. As accurately as possible please describe how outcome data indicates that the project objectives can be met. First, describe the outcome data or key elements the project is working towards (e.g. locating housing or employment). See attached goals and objectives. The outcome data can be met if the FP is accurately funded. 19. Please discuss how these outcome data will be met by the proposed project. The Furniture Project receives donated furniture and appliances fTom the community and distributes the items to households in need. The project receives furniture at a warehouse provided by the city of Iowa City, which is located on Riverside Drive. Furniture is delivered by donors or picked up by project volunteers. Appliance donations are accepted through Budget Appliance, a tocal used appliance store which receives and reconditions on behalf of the FP. The projects outcome data will be addressed and structured by the FP Coordinator. The criteria set out in the FP goals and objectives are met on a daily basis by the FP Coordinator by structuring her day around the goals of the project to give the best services possible to recipients. 20. On the attached map please indicate the location of the proposed public facility or the site where public services or job training will be offered. SECTION 5 - Capacity\History of the Applicant 21. Please list amount of CDBG and/or HOME funds received within the last three City fiscal years and the status of the project(s) undertaken. (City fiscal year July 1 to June 30) FY99 (July 1998 - June 1999 Budgeted Amount $. 8300 Amount Spent (to date) $ 8300 FY00 (July 1999 - June 2000 Budgeted Amount $ 11000 Amount Spent (to date) $11000 FY01 (July 2000 - June 2001 Budgeted Amount $ __13725. Amount Spent (to date) $ 6725 FY01 (July 2000-June 2001 Budgeted $6427 Amount spent $0- for surveillance equipment and ceded locks for the DVIP. 22. Is the applicant (including partners, co-applicants, etc.) currently in compliance with all federal, state and local laws, rules and regulations including any CDBG and/or HOME funded projects? Yes X No __. If "NO" please explain. 23. Please provide evidence of your organization's capacity and experience to undertake and complete the proposed project within the established timetable and b, udget. A full-time Coordinator administrator administers the project and an 8 hour a week person helps on pick up and delivery days. The Project Coordinator is supervised by DVIP's Director of Outreach services and the Director of Finances provides all of the funding/financial record keeping and funding claims. The FP also has a long standing and respected history and reputation. APPLICATIONS MUST BE RETURNED BY '12:00 noon, JANUARY 23, 2002 - NO EXCEPTIONS City of Iowa City Dept. of Planning & Community Development 4fO E. Washington St. Iowa City, IA 52240 319-356-5230 stephen_long@iowa-city.org Furniture Project Goals A. To receive donated furniture from the Iowa City/Johnson County Community. Objective: The FP will solicit donations of furniture from said community. TASK: · Develop and distribute a Furniture Project newsletter. · Solicit through the City of Iowa City utility bill process twice a year. · Maintain public relations image through the use of various media. B. To allocate donated furniture to recipients. Objective: To maintain the simplicity of the FP distribution guidelines to recipients. TASKS: · Will maintain the referral distribution guidelines through the use of area agencies, including but not limited to: Crisis Center, Emergency Housing Project, Salvation Army, DVIP etc. · Will maintain the use of volunteers to help with pick up and delivery of furniture. · Will maintain the distribution vehicle, keeping it in good working order. · Will maintain the pest control of the City warehouse. City of Iowa City FY03 Funding Request for Non-Housing Projects 1. Name of Project: Free Medical Clinic Case Management 2. a. TotalAmount of CDBG Funds Requested: $38,413 3. Name and address of applicant/organization: Iowa City Free Medical Clinic 120 N. Dubuque Iowa City, IA 52245 4. Contact Person: Sandy Pickup Phone Number: 337-4459 Fax Number: 341-0054 Email Address:freemed@mercyic.com 5. Location of proposed project: Iowa City Free Medical Clinic 6. Check CITY STEPS Objective (check only one): Homeless Needs __ Public Facility Needs Public Service Needs Economic Development Needs 7. Brief summary of the proposed project (please limit response to a paragraph). The Iowa City Free Medical Clinic (FMC) proposes the further development of our case management program. The purpose of this program is to improve health outcomes for our clients with chronic illness Le. diabetes (DM), hypertension (HTN) and asthma. In FY 01 we saw 225 patients (749 visits) who had DM, HTN or both. Case management will increase our clinic's capacity to: Prevent serious complications of DM and HTN Increase client self-efficacy in illness management Improve client quality of life The grant would fund a full time case manager position for this program for one yeac The case manager will provide ongoing support for our clients with chronic illness, making sure they have the appropriate medications, equipment, education and follow-up appointments with the primary physician and any necessary specialists. The case manager will also screen and enroll new clients in the case management program and will work to expand the scope and effectiveness of the program. Section 1 - Need/Priority 8. Describe how the proposed project addresses the priorities, strategies and goals cited in the CITY STEPS plan and the Maxfield Housing Market Analysis. In 2000 Free Medical Clinic (FMC) was awarded $21,275 in CDBG funds to pilot a case management program. Further funding is needed as there has been an increase in Iow- income people seeking services at FMC for chromic DM and/or HTN. Not only are health FY03 Non-Housing Application services ranked high priority in the city development plan, the Johnson County Health Improvement Committee has defined Hearth Disease and stroke as one of the major health problems in Johnson County. Healthy Iowans 2010 also includes DM, heart disease and stroke and health care access as priorities in Iowa's heaith agenda. Our Case Management program will assure access to health care and health education for law-income people who live with chronic health problems. (Please specify the one most applicable priorib/ need and priority need level, as shown on pages gI- 92 and 98-99 in CITY STEPS). Health Services Hi.qh Priority Need Priority Need Level (High, Medium or Low) Tell us why this project is needed (include information from studies\research or other supporting documentation) and how it fills a gap in the City's continuum of care as outlined in CITY STEPS. We have seen a 48% increase in patients eligible to be enrolled in our case management program since the inception of this program. In addition, we have added several diagnoses to our list of potential patients including GERD (gastro-esophageal reflux disease), and high cholesterol. Patients with these diagnoses require long-term medication and follow-up. In addition, our medication program has been expanded to include insulin for the most severely affected diabetic patients. We anticipate that the patient population in these areas wi//only continue to increase as our case manager continues to screen patients. We have found that with proper screening approximately 1 new case management patient is identified at each clinic (currently totaling approximately 10 new patients per month) We continue to seek funding to provide diabetic testing supplies to as many patients as possible. During FY01 we provided 13 glucometers to diabetic patients. In the first ~ of FY 02 we have a/ready provided 17 glucometers to patients and anticipate supplying another 20 this fiscal year. In addition we are prew'ding glucometer test strips to at least 10 patients per month as well as lancets and syringes when donations are available. Three staff members have recently begun private tutoring in Spanish language in order to facilitate communication with our Hispanic patient population. We have expanded the number and type of educational brochures available in Spanish. Research has shown that an individualized, culturally competent behaviorally oriented education program can help clients understand their disease, maintain optimal health and decrease the risk for complications. Our previous goal of providing one dental exam per year for patients with DM is not being met due to lack of volunteer dentists. It is important to the health of ali people, but especially those with chronic illness to have regular oral exams. The Case Manager will try to expand dental services for our chrenical/y ill clients. Section 2 - Leveraging Resources 10. Is the project requesting a grant or a loan? if a loan is requested, please indicate the applicable loan terms (circle applicable line). Please note that all loan terms are subject to negotiation and/or modification by the HCDC or City staff. FYO3Non-HousingApplication ..~ ppdcdbgJ2002 cdbg applam Type of Loan: Amount: Years: Economic Development- For-profit (3% amortized loan) Economic Development - Non-profit (1% amortized loan) Public Facilities Project - Non-profit (conditional occupancy loan) Public Service Project (grant) 38,413 11. List the amount of CDBG funds requested for various categories appropriate to your project. Use general categories such as salaries, office expense and other administrative expenses for operational funding. Use categories such as property acquisition, amhitectural expenses, construction costs, material and administrative costs, etc. for construction/rehab projects. Please include the cost of an audit for any organization that expects to receive over $300,000 from all federal sources. Also, budget for the other items listed under Budget Considerations in the Subrecipient Guide. If other funds are used to implement the project, please list the soumes, state if the funds are in-kind or cash, and check if the funds are anticipated or committed. Document Costs Whenever Possible PLEASE NOTE: The Housing and Community Development Commission may request a copy of your overall agency budget. Budget Breakdown Expense Category Type Status (e.g. salaries, acquisition, rehab) List Source of If possible, please CDBG In- prioritize the budget Funds Other Funds Other Funds Kind Cash Antic. Comm. Please place an ~X' in box that applies: Salaries and benefits $38,413 $21,000 FMC X Medical Supplies $ $2,000 Chumhes & X clubs Educational materials $ $100 FMC X Medications $ $200,000 Drug Companies X $ $ $ $ $ $ $ $ $ Amount of private\agency\other funds $223,100 (a) Amount of CDBG funds $38,413 (b) Total Project Funding $261,513 (c) (a + b) FY03 Non-Housing Application i~.~~ ppd~b~2oo~ ~,,p.~,.. Number of persons assisted 2600 (d) (see question 18) Total cast per person $!.~0.58 (e) (c + d) Total CDBG Coat Per Person $14.77 .(f) (b * d) 12. If volunteers are used please describe how these volunteers are utilized for the proposed activity and estimate the amount of volunteer time and value dedicated to the identified tasks. Unskilled labor 2 hours x $10 per hour = $20 Skilled labor (nursing students) g hours x $I I per hour = $99 Skilled labor (physicians) 10 hours x $80 per hour = $800 Skilled labor (pharmacists) 10 hours x $34 per hour = $340 Skilled labor ( ) hours x $ per hour = $ These volunteer hours are estimated on a weekly basis. Total $1,259 13. List other groups or organizations that were asked to contribute to or fund this project and the status of those funds (include anticipated dates of funding awards or decisions). Pilot Club, Trinity Episcopal Church, St. Thomas More Parish, are anticipated cash contributions. All major pharmaceutical companies, Osco Drug and the Free Clinics of the Great Lakes Region are providers of discounted or free medication and supplies. 14. Does the proposed project pay property taxes? Yes__ No X If property taxes are not paid, does the proposed project pay a Payment In Lieu of Taxes? Yes__ No__ If"yes", what is the percent of full taxes paid? % and amount paid $ Section 3 - Feasibility 15. If funds are awarded, will the project/program continue after the CDBG funds end? Yes X No Please explain. This program has been enthusiastically supported by FMC board of Directors. 16. Bdefly outline the proposed timetable for the commitment and expenditure of the funding being requested (include other project factors such as rezoning, construction schedule, or application(s) for other funding). Please Note: ff funded, this schedule will be used for any project agreement for the use of CDBG funding. Date: Description of Activity: July 1, 2002 Beginning of City Fiscal Year and Project Start Date Perform char~ review and determine patient progress. July 1, 2002-June 30 2003 Screen all new clients on a weekly basis to determine eligibility for program. Order medications bi-monthly Purchase glucose monitoring equipment and supplies as needed. June 1-30 2003 Program evaluation Section 4 - Impact\Benefit to the Community 17. The strategies and objectives of the CITY STEPS Plan is to promote a continuum of care within the community that includes jobs and services for Iow-moderate income persons. Please describe how FY03 Non-Housing Application ~ ~ ppdcdbgl20O2 cdbg app~arn the proposed project ties into this concept and partners with existing services or fills a gap within the community. Healthy people are more able to maintain employment; employment hopefully means maintaining a standard of living that avoids homelessness. Preventive health care means less costly visits to the emergency room and a continuity of care that maintains a healthy lifestyle. 18. List goal(s) of this project. In addition, please indicate the population to be served by the proposed project according to the income categories shown in the Applicant Guide. (Please Note: If this application is funded, the information in this table will be used as income targeting for the CDBG Agreement). Goal: To screen all new clients for eligibility and provide case management services for persons with DM and/or HTN, GERD, asthma, high cholesterol and hormone replacement therapy and whose access to primary care is limited (by income) to FMC. Action: Provide education and medication for all clients enrolled in the program. Action: Provide dental and ophthalmology appointments to all clients with DM. Action: Provide supplies and frequent follow-up to all clients with DM and HTN. In FY 01 FMC had 4533 clinic visits (duplicated count, and over-all 6726 client contacts (all services) Circle Persons or Households Number between 0 - 30% median income 2,314 persons or households (a) Number between 31 - 50% median income 260 persons or households (b) Number between 51 - 80% median income 26 persons or households (c) Number between 80 - 100% median income persons or households (d) Number over 100% median income persons or households (e) Total 2600 persons or households (f) Percent LMI (a + b + c) + t) 19. As accurately as possible please describe how outcome data indicates that the project objectives can be met. First, describe the outcome data or key elements the project is working towards (e.g. employment). Measurable outcome data: Improve compliance with appointments and medication use. Improve control of symptoms of disease, and decrease complications of disease Increase knowledge of disease process, nutrition, medications and self-care behaviors. Increase use of self-care behaviors. Increase satisfaction with care and improve quality of life. 20. Please discuss how these outcome data will be met by the proposed project. To meet objectives: Provide education to help clients increase knowledge of illness and develop self-care behaviors Assist staff physician to meet client's needs in a comprehensive and consistent manner; providing services within the scope of practice and according to FMC protocols. Monitor client medication use to ensure correct use and to provide timely refills Provide and follow-up on referrals for services needed but not provided at the clinic 21. On the attached map please indicate the location of the proposed public facility or the site where public services or job training will be offered. Section 5 - Capacity\History Of The Applicant 22. Please list amount of CDBG and/or HOME funds received within the last three City fiscal years and the status of the project(s) undertaken. (City fiscal year July 1 to June 30) FY03 Non-Housing Application I ~l~t .pdo~bgl200~ ~bg ~p,~am Amount Expended Fiscal Year Funds Recv'd Budgeted Amount (as of t 2131/0t) FYO0 (July 1999 - June 2000) FY01 (July 2000- June 2001) $21,275 $18,5'15.41 FY02 (July 2001 - June 2002) 23. Is the applicant (including partners, co-applicants, etc.) currently in compliance with all federal, state and local laws, rules and regulations including any CDBG and/or HOME funded projects? Yes X' No __. If "No" or the matter is currently in litigation please give the name of the case and explain the basis of the case. 24. Please provide evidence of your organization's capacity and experience to undertake and complete the proposed project within the established timetable and budget. Due January 23, 2002 by 12:00 noon - No Exceptions CITY OF I0 WA CITY Planning and Community Development 410 East Washington Street (319) 356-5230 stephen-long@iowa-city, erg steven-nasby@iowa-city, org tracy-hightshoe@iowa-city. FY03 Non-Housing Application t ~ p~,d~bgl2002 ~ app-~.m THE CLINIC IOWA CITY FREE MEDICAL CLINIC The Free Medical Clinic (FMC) provides a Located in the lower level of Wesley Foundation wide range of general outpatient health care to 120 North Dubuque St, adults and children. FMC is staffed by volun- Iowa City, Iowa 52245 teer health professionals and lay people. 319-337-4459 Volunteers are always welcome. Through the · generosity of many local health care institu- CLINIC HOURS tions and businesses FMC is able to provide Monday and Thursday evenings patients with enhanced services including a Tuesday 9:00 a.m.-3:00 pharmacy and laboratory. Thursday c):0C FMC has evening clinics every Monday and 877-334-8020 (toll' ,,~, ! Thursday. To make an appointment call the for an ~ appointment line 319-337-7909 or 800-334-8020 (toll free), starting a~ noon BUSINESS I' on the day of the clinic. Monda, Jrsday: ~: ~ 9:00 a.m.~ ~ pointmentsfor with chronic byper- Friday 9:00 patients ~ll~lsion, diabetes and asthma are available ;'CLINIC during the day on Tuesdays and Thursdays. To make an appointment call 319-337-4459, ^ UNI during business hours. , i; r During daytime business hours (no medical staff available), services provided include infor- mation and referrals, patient follow-up, finan- FOR .TH clal assistance, hypertension screening and ~ REFEI; pregnancy testing. If you have questions regarding FMC or would like information about volunteer opportunities, please phone us ht at 319-337-4450, or visit our website at www.freemedicalclinic.org. 7 day MISSION CLINIC SERVICES ORGANIZATION The Iowa City Free Medical Clinic was · Physical exams, including work and school The Iowa City Free Medical Clinic is established in 1971 to provide a wide range of physicals governed by a Board of Directors. quality health care services to our patients. The Diabetes and hypertension screening and Members of the Board include consumers Clinic is still committed to the belief that health treatment (patients), community members, and care is a basic human right. Gynecological exams including annual representatives from various Clinic check-ups and testing and treatment for volunteer areas. In addition, a Medical The kind of medical care we believe a patient vaginal infections and sexually transmitted Advisory Committee of volunteer medical deserves combines the concept of free health infections staff develops protocol for medical care and high medical standards with the Breast exams, self breast exam instruction conditions treated at the clinic. patient's right to be treated without judgement, and mammogram referrals Our goal is to create a medical clinic in which · Pregnancy testing The Free Medical Clinic is a nonprofit volunteers and patients work together to sup- Childhood immunizations and well child tax-exempt organization funded by United ply the best health care possible, exams Way, Johnson County, Iowa City, Coralville, ~ TesticuJar exams, sell testicular exam and private gifts. Donations are always  e Clinic tries to serve uninsured people who instruction and testing and treatment of needed and appreciated. not have access to health care or people sexually transmitted infections who for reasons of confidentiality are reluctant , Confidential HIV counseling and testing to use other medical facilities. Exams for sore throats and ear infections · Dental services ~ There are no eligibility requirements or fees, Eye exams though we do encourage patients to make a Laboratory and pharmacy services for our donation if they can afford to do so. clinic patients Financial assistance for eyeglasses, medications, medical supplies, hearing 3OYEARS ~ IOWACITY aids, cancer prevention testing and FREE MEDICAL preventive health equipment CLINIC Referrals to social services and other health care facilities alth ' b ' h 'ght He care 15 a aslcuman n . City of Iowa City FY03 Funding Request for Non-Housi 1. Name of Project: Services Coordinator ~, ~ ~./~,.~/~, ~_.~_~ 2' a' T°ta' Am°unt °f CDBG Funds Requested: $30'000 !}i~tg:~ ~;~ b, Loan: $ 3. Name and address ofapplicanForganization: Emergen Project Iowa Ci~, IA 52244 4. Contact Person: Christina M. Canganelli Phone Number: 338-5416 Fax Number: 351-2137 Email Address: ehpcmc~aol.com 5. Location of proposed project: Emergency Housing Project facil[~ site 6. Check CI~ STEPS Objective (check only one): Homeless Needs __Public Facil[~ Needs X Public Se~ice Needs Economic Development Needs 7. Brief summa~ of the proposed project (please limit response to a pamgraph). The Emergency Housing Project is requesting a second year of CDBG funding for the provision and suppo~ of one full-time se~ices coordinator. Prior to FY02, this activity had been funded and staffed at only .5FTE. Through the suppod of CDBG funding in FY02 and increased communi~ suppo~, EHP was able to successfully staff this position at 2 FTE's. In 2001, EHP provided 11,252 of nights of shelter to 725 men, women, and children. The staff structure is e~remely lean, with the executive director acting as the organization's only administrative agent. EHP maintains that access to staff is crucial to the clients' timely progression from homelessness to permanent affordable housing As such, we are committed to maintaining access to staff as has been achieved over the past years--staffing the shelter 24 hours a day five days a week, closing from 11:00am - 5:00pm on Saturdays and Sundays only. Staff would continue to focus on expediting access to local mental hea~th and substance abuse resources, employment, housing and other corolla~ communi~ based and public resources. Clients se~ed at EHP are documented as high risk or invoive multiple risk factors in addition to being homeless. These risk factors include: chemical addiction, physical or mental illness/disabilities, Iow educational accomplishment, serious life skills deficits, prior histo~ of involvement with the juvenile or adult justice systems, chronic unemployment, and extremely Iow income. The proposal, if funded, would extend se~ices and provide crucial access to shelter staff in a timely manner--this is critical for people, especially those evidencing high risk factors, working through crisis. The se~ices coordinator is responsible for coordination of outreach programs and program development, maintaining own client load, and development and/or refinement of intake, assessment, exit, and other evaluative tools. An example of anticipated new program development for the FY03 cycle is the interest in developing tenanFlandlord educational oppoKunities for clients transitioning out of the shelter into permanent housing and a sustainable and cost-effective private model of communi~ transpo~ation intended to supplement existing public se~ices. FY03 Non-Housing Application ' ~ ppd~b~se~i~S COOed 03 .pp dOc Section I - Need/Priority 8. Describe how the proposed project addresses the priorities, strategies and goals cited in the CITY STEPS plan and the Maxfleld Housing Market Analysis. (Please specify t~ ~.er. JD/_l~eP~ and priority need level, as shown on pages 91-92 and 98-99 in CITY STEPS). Prlnrif~. N~_d: Emergency Shelter Needs ~r~ Families: High Individuals: High w/Special Needs: Medium This project specifically addresses the strategies identified in CITY STEPS Section IV C, subsection c. Addressing Shelter Needs of Persons who are Homeless through the provision of supportive service staff at the Emergency Housing Project, this county's only general-use homeless shelter. The specific objectives the proposal addresses are those of: expanding staff and capabilities within the existing system to provide improved service and expanding available services such as: social/case worker availability... (CITY STEPS p 96). The proposed project is requesting expansion of available services within the existing system. The express intent is to increase accessibility of social/case worker staff for clients, potential clients, other social service providers, and the community at-large. EHP's counseling program targets a multi-risk population that is frequently difficult to serve. EHP's strengths-based anchor program works with participants to design their own self-sufficiency goals and then to agree in writing to pursue them. Program participants are not self-sufficient in one or more of the following ways: maintaining a permanent place to live, getting the social service assistance they need and qualify for, retaining a job (if appropriate), and managing their resources. Quite often, counseling participants are people who have burned many, if not all of their bddges in Iowa City or other communities of origin or experience. The counselor helps participants build on their strengths and rebuild relationships with agencies, family members, and others. 9. Tell us why this project is needed (include information from studies\research or other supporting documentation) and how it fills a gap in the City's continuum of care as outlined in CITY STEPS. Under the Continuum of Care: Gaps Analysis Individuals and Persons in Families with Children, CITY STEPS does prioritize the following service needs relevant to this application (CITY STEPS pages 89 and 90): Table 1: Individuals Families with Children Emerqenc¥ Shelter High High Case Manaqement Hiqh Medium Life Skills Traininq High High Housinq P~acement Medium Medium Support of this project directly responds to these identified community needs as the services coordinator works with both individuals and families during their stay at the shelter providing supportive service, focusing on coordinating life skills assistance, housing, access to existing mental health, substance abuse and health care providers, and other supports. There can be no coordinated system if there is no ability to follow through at the initial point of contact, the shelter. Furthermore, support for this project not only provides coordination of the existing services but also looks to the future in considering new, creative and relevant community-based responses for the homeless such as cost-effective methods through outreach and coordination of existing services to assist with such serious health issues as Tuberculosis screening and follow-up care. The Continuum of Care: Gaps Analysis further indicates the following priority and support of this proposal respective of both Individuals and Persons in Families with Children: Table ~: Individuals Families with Children Chronic Substance Abusers Hi~qh High Seriously Mentally III Hiqh High Dually -Diagnoses Medium High Veterans Medium Medium Persons with HIV/AIDS High Hiqh Victims of Domestic Violence Hiqh High FY03 Non-Housing Application * '~1~~1~ ppdcdbg/serv,ces cOord 03 appdoc HUD's own Summary Report on Homelessness released in December of 1999, The Forgotten Americans--Homelessness: Programs and the People They Serve indicates that 86% of the homeless population evidences substance abuse and/or mental health problems. It specifically reports the following alcohol, drug and mental health characteristics of the homeless over an individual's lifetime: Alcohol Problem 62% Specific Combinations: Drug Problem 58% Alcohol and Drug 15% Mental Health Problem 57% Alcohol and Mental Health 9% Drug and Mental Health 8% Alcohol, Drug, and Mental Health 30% Total Multiple Diagnosis: 62% The report further indicates that while 46% of the homeless suffer from chronic health conditions, 26% from one or more acute infectious conditions, 55% have no insurance and 24% needed but were not able to see a doctor or nurse. Experience in serving the general homeless population locally, certainly supports these findings if not suggests them to be conservative. These health/public health characteristics taken within the context of the existing, community-based service delivery system and system gaps for the qualifying population to be served are translated into population health-based needs that rest far beyond the scope of the shelter--needs that for the homeless often times go unmet. The preceding tab!es do illustrate that the needs faced by the majority of the homeless are systemic and often times organic in nature requiring trained and qualified professional care. Unless we are to radically change the current system and support on site full-time mental health, substance abuse, and health care clinicians able and qualified to diagnose and treat, the goal of the shelter can only be to facilitate efficient and cost effective delivery of much needed care. With out adequate shelter staff, EHP cannot hope to achieve this fundamental objective. Furthermore, it becomes more than difficult to argue that the continuum, which is directly dependent on the ability of the shelter to function, can operate effectively or efficiently. To begin to attempt anything to implement radical, lifetime change--long-term economic independence--there must be a strong, integrated system of service coordination. Section 2 - Leveraging Resources 10. Is the project requesting a grant or a loan? If a loan is requested, please indicate the applicable loan terms (circle applicable line). Please note that all loan terms are subject to negotiation and/or modification by the HCDC or City staff. Type of Loan: Amount: Years: Economic Development- For-profit (3% amortized loan) Economic Development - Non-profit (1% amortized loan) Public Facilities Project - Non-profit (conditional occupancy loan) Public Service Project (grant) ~ct is mquesting a gra~. 11. List the amount of CDBG funds requested for various categories appropriate to your project. Use general categories such as salaries, office expense and other administrative expenses for operational funding. Use categories such as property acquisition, architectural expenses, construction costs, material and administrative costs, etc. for construction/rehab projects. Please include the cost of an audit for any organization that expects to receive over $300,000 from all federal sources. Aisc, budget for the other items listed under Budget Considerations in the Subrecipient Guide. If other funds are used to implement the project, please list the sources, state if the funds are in-kind or cash, and check if the funds are anticipated or committed. Document Costs Whenever Possible PLEASE NOTE: The Housing and Community Development Commission may ~'equest a copy of your overall agency budget. FY03 Non-Housing Application ppdc~b~/se~,=s coord 03 app c~oc Budget Breakdown Expense Category Type Status (e.g. salaries, acquisition, rehab) CDBG List Source of In- If possible, please _ prioritize the budget Funds Other Funds Other Funds Kind Cash Antic. Comm. Please place an "~"in box that applies: Salades $30,000 $12,000 Joint State X Salaries & Benefits$ $10,000 United Way X X Salaries & Benefits $5,000 Faith X X Communities Salaries & Benefits$ $14,000 Non-Directed X X Private funds Staff Oversight & $ $7,500 Non-Directed X X Facility Support Pdvate funds $ $ $ $ $ $ $ $ $ $ ,-o,a, $3o, ooo $4 ,5oo - The preceding expenses leverage 2FTE's Amount of private\agency\other funds $__48,500 (a) Amount of CDBG funds $ 30,000 (b) Total Project Funding $ 78,500 (c) (a + b) Number of persons assisted 700 (d) (see question Total cost per person 112 (e) (c ~- d) Total CDBG Cost Per Person $ 43 (f) (b + d) 12. If volunteers are used please describe how these volunteers are utilized for the proposed activity and estimate the amount of volunteer time and value dedicated to the identified tasks. I ' Unskilled labor __500 hours x $10per hour = $5,000 Skilled labor ( ) I hours x $ per hour = '$ i Skilled labor ( ) hours x $ per hour = FY03 Non-Housing Appficat/on ~ I~ ppdcdbg/ser~ices coord 03 app dec Skilled labor ( ) __ hours x $ per hour = $ Skilled labor ( ) hours x $ per hour = $ Total $5,000 Volunteers provide administrative assistance three to four mornings a week at the shelter from 9:00am - 12:00pm, During this time volunteers answer phones, take messages, schedule appointments, and respond to general questions. Volunteers also assist with data entry, copying and other miscellaneous administrative tasks. This relieves the daytime staff from such duties so that they may focus on direct services to individual clients. 13. List other groups or organizations that were asked to contribute to or fund this project and the status of those funds (include anticipated dates of funding awards or decisions). The Joint Funding Application for FY03 included a request for increased funding from United Way, City of Iowa City, and Johnson County. Allocations will be determined in March of 2002. EHP will request an increase in funding from the Joint State funding source through IDED, however, we do not anticipate realizing an increase due to pending cuts at the state level and upper limits on allocations per numbers served, Determinations are made in June. Local Faith Communities have been asked to contribute to or assist with funding for this project under the larger umbrella of continued support for existing operations in addition to expansion of services and access, These funding requests are on going through out the year. During the last fiscal year, Mercy Hospital Foundation and the Community' Foundation of ,Johnson County both contributed to EHP, funding was directly applied to offset the costs of increased staff. It is anticipated that these foundations and others will be approached in the next fiscal year. 14. Does the proposed project pay property taxes? Yes No If property taxes are not paid, does the proposed project pay a Payment In Lieu of Taxes? Yes__ No X If"yes", what is the percent of full taxes paid?__% and amount paid $ Section 3 - Feasibility 15. If funds are awarded, will the project/program continue after the CDBG funds end? Yes X' No Please explain. Prior to FY02, EHP had maintained this position funded at .5FTE. In reality it had been staffed at very much more than that with the individual in question often not receiving just and adequate compensation. Prior to last years CDBG funding for this additional staff support, it was not unusual for the agency director to participate in the provision of direct services. This is a significant burden for the organization causing systemic problems with respect to the agency's ability to develop and function in the long run. EHP is seeking a second year of support for the position as we continue to identify other sources and build support from other local funders, The Executive Director and EHP Board of Directors are committed to increasing fundraising efforts in support of the increased access provided by the additional staff. 16. Briefly outline the proposed timetable for the commitment and expenditure of the funding being requested (include other project factors such as rezoning, construction schedule, or application(s) for other funding). Please Note: If funded, this schedule will be used for any project agreement for the use of CDBG funding. The proposal is requesting funding for an on-going activity that i.s currently staffed by a capable and qualified individual, Provided this position remains staffed there will be no interruption in services rendered. There are no other project factors. Expenditures of CDBG monies will occur evenly across the fiscal year. Consideration must be given, however, to the wide variety and notable volatility of funding soumes relied on by the shelter. EHP remains optimistic that necessary funding will continue to come into the agency. Should United Way, Joint State monies and local funding fall dramatically short of that which is budgeted, levels necessary to sustain the current level of activity, EHP will ultimately be forced to FY03 Non-Housing Application t~ ppd:dbg/,.~i~. ~oo,a 03..p doc retrench and discontinue the increased level of access to services, slowly withdrawing to pre-existing and limiting hours of service. Section 4 - Impact\Benefit to the Community 17. The strategies and objectives of the CITY STEPS Plan is to promote a continuum of care within the community that includes jobs and services for Iow-moderate income persons. Please describe how the proposed project ties into this concept and partners with existing services or fills a gap within the community. EHP is the first point-of-contact for many individuals and families moving through the continuum of housing--working to achieve self-sufficiency and safe affordable permanent shelter. EHP serves the homeless men, women, and children of Johnson County and is the only general-use homeless shelter in the county. All services are dedicated to Iow/very iow-income persons. So as to ensure inclusiveness and continuity, EHP maintains consistent communication with other service providers and city staff. This is recognized as critical and fundamental to the viability of the organization, its mission, and effective provision of services. EHP staff collaborate with other organizations to improve Iowa City's Continuum of Care for homeless persons. The services coordinator is the vehicle that maintains the integration--remaining abreast of community programs and resources, maintaining and further developing relationships with partnering organizations, housing providers and local employers--advocating forthe individual clients of EHP, the homeless. Sustained and substantive accessibility to this/~hese persons is crucial The services coordinators work with approximately 700 men, women, and children each year. A key component of an individual's stay is to access existing community-based programs and resources. EHP staff facilitate and coordinate this process. Without these staff performing this integral component, the continuum can never be fully accessed or function efficiently to effectively meet the needs of those it is intended to serve--the homeless. Access must be a deliberate and planned component of the continuum; it must be methodical. Othe~vise, the continuum is under-utilized and, as such, inefficient. EHP is the only organization sewing the general homeless population, thereby filling an otherwise gap that is not addressed by any other service provider in the county. The functionality of the continuum is directly dependent on EHP's ability to function effectively. 18. List goal(s) of this project. In addition, please indicate the population to be ~erved by the proposed project according to the income categories shown in the Applicant Guide. (Please Note: If this application is funded, the information ~ will be used as income targeting for the CDBG Agreement). Circle Persons or Households Number between 0 - 30% median income 700 persons or households (a) Number between 31 - 50% median income persons or households (b) Number between 51 - 80% median income persons or households (c) Number between 80 - 100% median income persons or households (d) Number over 100% median income persons or households (e) Total 700 persons or households (f) i Percent LMI 100% (a + b + c) + f) · Shelter staff will provide better-coordinated care. · All EHP clients and others through out the community will realize increased and consistent access to knowledgeable staff. · All EHP clients with more than a transient stay will complete assessments, client plans, and follow-through. · Clients will maintain regularly scheduled meetings with service coordinators. · Referrals will be made in a timely manner to community based and public funded programs. FY03 Non-Housing Application t~ll~ ~ ppdCdbg/services coord 03 app doc · Service Coordinators will partner with outreach workers to assist clients with follow-through ,, EHP staff will assist the homeless and chronically homeless of Johnson County to maximize their potential to be as self-sufficient as possible by continuing to address substance abuse and mental health issues during the clients' stays as supported by EHP rules and policies. · EHP staff will assist clients in their transition to a more permanent housing situation. · EHP staff will collaborate with community-based private and public providers to identify needs and creative solutions based on the needs of the homeless as manifest in this community. 19. As accurately as possible please describe how outcome data indicates that the project objectives can be met. First, describe the outcome data or key elements the project is working towards (e.g. employment). The Emergency Housing Project is a private, secular, not-for-profit organization started in 1983 by local faith communities, human service agencies, and the City of Iowa City. EHP's mission is to work to meet the short-term needs of men, women, and children who are homeless in our community and to work in partnership with them to achieve maximum possible independence. This application is seeking continued support of EHP's existing counseling program --a strengths-based anchor program, which works with participants to design their own self-sufficiency goals and then agree in writing to pursue them. As such, it is relevant to draw from existing goals and objectives. Program participants are not self-sufficient in one or more of the following ways: · Maintaining a permanent place to live · Getting the social and/or medical service assistance they need · Retaining a job (if appropriate) · Managing their resources · Maintaining sobriety and/or med-compliancy. Program participant are required to save 75% of their earning s while at the shelter and with a counselor's help, take other steps toward economic independence (such as maintaining steady work attendance). The program is individually tailored. As a result, the definition of success does vary client by client. At best, upon leaving the shelter, the participant will have saved earnings, have a steady job, (if appropriate) and will have made good progress toward overcoming other barriers that may exist. Often times success requires incorporating the earnings aspect while attempting to arrange for the client to receive much needed consistent professional medical/psychological care from community health professionals. Furthermore, it is anticipated that the participant works to stabilize his/her prescribed medication schedule. Program participants are rated on the degree to which they have fulfilled their agreements, from 0- 100%. For example, a participant would be rated as comp~efing 100% of his/her agreement if he/she left EHP with long-term housing, a job, and some savings. Someone who found and maintained a job and saved money but left EHP before locating housing would have completed 75% of his/her agreement. Since 1995, nearly 60% of program participants have left the shelter after achieving their program objectives. The availability and development of the client/service coordinator partnership is the integral component to addressing these issues. There has been a direct and demonstrated positive effect with increased access to knowledgeable staff so as to expedite resource referral, coordination of care and advocacy for the EHP clients. This is intuitive and consistently supported in all cited planning materials. 20. Please discuss how these outcome data will be met by the proposed project. In providing for adequate staffing at EHP, most specifically for the critical activity of service coordination, the agency will be better prepared to address all tasks and follow through consistently. Increasing access to shelter staff is fundamental given the numbers served at EHP. tt will have a profound impact all the way around. We have already seen evidence of this over the past year of service alone whereby through CDBG funding we have staffed this activity at 2FTE's. There are a consistently increasing number of clients with multiple barriers to sustained economic independence. These barriers are inherently systemic in nature. These are clients with many barriers to success including substance abuse issues, erratic work histories and habits, mental and physical health needs. Often times these characteristics are co-occurring or dual -diagnosis. Multi-needs clients require more consistent and intensive staff time and do benefit directly from this. There are many factors that fall beyond the locus of control of the shelter: the ability of EHP clients to access community health, mental health, and FY03 Non-Housing Application pPdcdbglse~,ic~$ coord 03 epp doc substance abuse programs in a time effective manner, the availability of affordable rental units and landlords willing to rent to the homeless in our community, permanent jobs that pay a living wage. However, it has definitely proven to be the case, that clients stand a much better chance of accessing existing resources and achieving these objectives--these basic necessities--when partnering with knowledgeable and trained shelter staff--individuals who are advocating client by client based on demonstrated and individual needs. 21. On the attached map please indicate the location of the proposed public facility or the site where public services or job training will be offered. Section $ - Capacity\History Of The Applicant 22. Please list amount of CDBG and/or HOME funds received within the last three City fiscal years and the status of the project(s) undertaken. (City fiscal year July '~ to June 30) Amount Expended Fiscal Year Funds Recv'd Budgeted Amount (as of 12/31101) FY00 (July 1999- June 2000) $2,038.60 $2,038.60 FY01 (July 2000- June 2001) $0 $0 FY02 (July 2001 - June 2002) $31,4'10 $'i7,288.80 The projects undertaken in FY02 are fully operational--the floor restoration project was completed by the end of the first quarter of FY02. 23. Is the applicant (including partners, co-applicants, etc.) currently in compliance with ali federal, state and local laws, rules and regulations including any CDBG and/or HOME funded projects? Yes X' No . If"No" or the matter is currently in litigation please give the name of the case and explain the basis of the case. 24. Please provide evidence of your organization's capacity and experience to undertake and complete the proposed project within the established timetable and budget. The proposed project is requesting continued support for the expansion of available services within the existing system. EHP has provided shelter and supportive services to men, women, and children who are homeless in our community for very nearly 20 years. We have demonstrated our organization's capacity and experience to undertake and complete the proposed project within the established timetable and budget through our service to this community over the past two decades. EHP has struggled for years faced with impossible barriers, none the least budget restrictions, and each year, continues to accomplish, to the best of our ability, the charges and mission of the agency. The staff person providing immediate oversight for extension of the services has had over a decade of experience serving this community through advocating for the homeless. The director has over three years of experience with the organization and has a Master of Arts in Urban and Regional Planning with an emphasis of study in Housing, Homelessness and Community Development. Over the past two and one-half years, the agency has increased its budget by 45%; with this we have increased staff by 100%, and have moved from very restricted accessibility and chaotic staffing to a much more accessible and sustainable structure. We have moved from a model in which three individuals were responsible for the coverage of all evening, overnight and daytime duties and responsibilities to one in which four individuals are responsible for the evening and overnight duties and two unique individuals are responsible for the daytime duties and responsibilities. EHP's expenditures in 2001 were approximately $235,000. Our ability to proceed rests unilaterally on securing adequate funding for our work. FY03 Non-Housing Application Page 1 of 1 httm/lwww.ic ~ov. or~,/images/housin gmap. ~i f City of Iowa City FY03 Funding Request for Housing Projects Project Name: Affordable Home Ownership Type of Project: Land Acqbisition for Owner Occupied Housing ~-/~ General Information it ~ ~' Name: Gte r~ ow lng Fellowship 1. Lead Applicant ~(...~_~,~ ~ -~ ~ . Signature: Applicant Address: 1700 South First Avenue, Suite 25B ~ ~ ~<' /~ Iowa City, IA 52240 Contact Person: Maryann Dennis Title: Executive Director Phone Number: 319-358-9212 Fax Number: 319-358-0053 E-mail Address: gichf~avalon.net Federal Tax Identification Number: 42-1362432 2. Secondary Applicant (if applicable): N/A Signature: Applicant Address: Contact Person: Title: Phone Number: Fax Number: E-mail Address: 3. Type of Applicant (check one): X Community Housing Development Organization Private non-profit organization Pdvate for-profit, individual or partnership applicant Public Organization 4. Amount of Funds Requested HOME: 102,000 CDBG: $ Total Loan Requested: $102,000 5. Provide a brief description of the proposed project (please limit response to a paragraph). GICHF is requesting a 20 year, declining balance loan in the amount of $102, 000 to acquire four lots. One lot will be used for the Student Built House in partnership with the School District and the Home Builders. GICHF will secure a construction loan from Firstar Bank to build three homes to be sold to Iow- income households as part of GICHF's Community Land Trust Program. FY03 Housing Application ~l~ll~ ,,,c~,~ou.i.g.,,,i~ion~i~ Section I - Need/Priority 6, Tell us why this project is needed (include information from market studies or other supporting documentation that identifies the need for this type of housing for Iowa City's need) and how it will fill a gap in the City's housing market. The Maxfield Study states that "Iowa City and Johnson County wi//continue to enjoy rapid growth, and hence, the vast majority of the demand for additional housing in the Iowa City Urban Area will come from household growth." Maxfield predicts growth in the Iowa City area to be approximately 5,000 from 2000-2010. Each of these additional households represents an additional housing unit that will be needed to accommodate this growth. According to City STEPS, affordable housing is a primary concern for Iowa City. 793 three bedroom, single family houses sold in Iowa City during 2001. The average pdce was $138,400 and the median price was $128,000 (Iowa City Area Association of Realtors, MLS Sa/es Report, January 1, 2001- December31, 2001). In orderto afford an average priced house, a household would need an annual income of well over $50,000 squeezing out of the market many working households with incomes between 60-80% AMI. There is a strong interest in and need for programs designed to assist Iow-income households with home ownership. The Maxfield Study found a need for an additional 1,439 units for years 2000-2010. This project will offer the opportunity for four/ow-income households to become homeowners at an affordable price. GICHF's Community Land Trust ensures that the homes remain affordable over time. The partnership between GICHF, the School District and the Home Builders has been successful and well received in our community. Iowa City HOME funds are necessary for land acquisition in order to continue the partnership. 7. Descdbe how the proposed project addresses the priorities, strategies and goals cited in the CITY STEPS Plan, the Maxfield Housing Market Analysis and/or "Assessing Iowa's Housing Needs" (August 2000) by Professor Heather McDonald. (Please specify the one most applicable pdority need and priority need level, as shown on pages 91-97 in CITY STEPS) City STEPS recommends the production of 400 single-family owner occupied housing from 200-2005. An annual goal of the five-year City STEPS plan is to produce 50 units of affordable owner-occupied housing (p. 94). The Maxfield Study found a need for an additional 288 single family, owner-occupied houses for the years 1998-2000 and a need for an additional 1,439 units for years 2000-2010 (p. 156). This preject addresses the stated needs by adding 4 affordable owner occupied homes to the Iowa City housing stock. Owner-occupied households in the 51-80% AMI that are cost burdened at more than 30% MEDIUM Priority Need Priority Need Level (High, Medium or Low) FYO3 Housing Application Section 2 - Leveraging Resources 8. Indicate the applicable loan terms*: Rate: Years: Principal and interest (amortized loan) 0 20 YEAR DECLINING BALANCE LIEN * See Applicant Guide, Loan terms are subject to negotiation or modification by the HCDC or City staff (Council approval may also apply). 9. In the space below, please provide the proposed sources and uses of funds for the project. Include all funding requested for the proposed project to be completed (e.g., infrastructure improvements). Where possible please provide third party documentation for project costs. Source Use Amount · City of Iowa City HOME Lot Acquisition $ 100,000 · City of Iowa City HOME Settlement Fees $ 2,000 . Firstar Bank Construction Loan 3 CLT homes $324,000 · Local Lender Construction Loan Student $ 96,000 Built House TOTAL $522,000 10. a. Please complete the table below showing the types and amounts of funding being requested for the proposed project. Funding Source and Type of Funds: Amount of Funding Requested: Iowa City CDBG or HOME Funding (public) $102,000 State of Iowa HOME or CDBG (public) $ 0 Iowa Finance Authority (IFA)- non-LIHTCs (public) $ 0 City of Iowa City - Tax Increment Financing (public) $ 0 City of Iowa City - Tax Abatement or Exemption (public) $ 0 IFA -- Low Income Housing Tax Credits (public) $ 0 Other Public Resources (public) (please list): $ 0 Applicant Contribution of Equity (private) $ 0 Private Lender Financing (private) $324,000 Private Foundation(s) (private)- Home Builders Loan $ 96,000 Volunteer Labor and/or In-kind Donations (private) $ 29,510 Other Private Resources (private) (please list): $ Amount of Private Funds: $449,5'10 (a) Amount of Public Funds $'102,000 (b) Total Project Funding $$Sf, SfO (c) (a + b) FYO3HousingAppficafion t~l~l~ ppd~13~housingapplicatio~lcity~5 Funding Source and Type of Funds: Amount of Funding Requested: Number of bedrooms 12 (d) Number of publicly-assisted bedrooms 12 (e) Persons assisted (# of bedrooms x 1.5) 18 (f) Requested public subsidy per bedroom $8,500 (g) b + d Total cost per bedroom $,~5,95g (h) c + d Total Public Cost Per Person $5,607 (i) b + f Total cost per person $30,039 (j) c + f 10. b. If volunteers are used please describe how these volunteers are utilized for the proposed activity and estimate the amount of volunteer time and value dedicated to the identified tasks. The volunteer time and values fisted below are for donated Realtor Commission to market and sell, donated legal work for the preparation of Land Leases and Deeds for the 4 homes and skilled labor for the Student Built House. Unskilled labor hours x $10 per hour = $ Skilled labor (_ Realtor ) __ * hours x $_*_ per hour = $25,980 Skilled labor ~Attomey ) __12__ hours x $120 per hour = $ 1,440 Skilled labor (Home Builders 95__ hours x $ 22 per hour = $ 2,0~0 ASsoc. ) Skilled labor ( ) __ hours x $ per hour = $ Total $29, S10 · Realtor services donated as a percentage of purchase prices. 11. Does the proposed project pay full property taxes? Yes X No__ If full property taxes are not fully paid, does the proposed project make a Payment In Lieu Of Taxes? No__ Yes__. If "yes", what is the percent of full taxes paid? % and amount paid ~. 12. If partial funds are awarded, will the project/program continue? Yes X No If yes, at what level? Fewer lots will be acquired and fewer houses constructed 13. Program regulations require a 25% match for HOME funding only. Describe how your organization or the proposed project will help the City of Iowa City meet this match requirement for local HOME funds, If the proposed project is requesting HOME funds from the State of Iowa please describe how the project will meet this matching requirement without the use of City funds. If State HOME match is being waived or reduced please include a letter from the Iowa Department of Economic Development. Local HOME funds requested: $ x .25 = $ 25,500 Local Match Local HOME funds requested: $ x .20 = $.__ N/A__ State Match FY03 Housing Application tk~ p~dc~b~housin~a~p,ica~nc~e3 The project will meet the match requirement for Ioca/HOME funds with donated Realtor commission, legal fees and volunteer skilled labor. The eligible sources of match funds generated by this project exceed the 25% match requirement. No State of Iowa HOME funds are planned for this project. Section 3 - Feasibility '14. Briefly outline the proposed timetable for the commitment and expenditure of the funding being requested (include other project factors such as rezoning, construction schedule, or application(s) for other funding). Please Note: If funded, this schedule will be used for any project agreement for the use of CDBG~HOME funding. Date Description of Activity July 1, 2002 Beginning of City Fiscal Year and Project Start Date July, 2002 Enter into funding agreement with City of Iowa City August 2002 Enter into Home Construction Agreement with iowa City Vocational Training Council August 2002 Acquire lot for Student Built House, Close on Loan August 2002 - August 2003 Acquire three lots, Close on Loans August 2002 Begin Construction on Student Built House August 2002 - August 2003 Begin Construction on 3 houses March 2003 Sign Listing Agreement (begin marketing houses) May 2003 Purchase Student Built House from Vocational Training Council May 2003 Sell Student Built House to income-qualified buyer January 2003 - December 2003 Sell three houses January 2004 Project Close out 15. Briefly describe the project goals for providing or assisting in the preservation or expansion of affordable housing in Iowa City, and how the project will benefit the targeted income group (e.g. goal of providing rental housing to lower income persons without use of Section 8 rental assistance or level of subsidized rent compared to market rates). GOAL- To expand the local stock of affordable owner-occupied homes by adding four new units. GOAL - To sell four homes to Iow-income, mortgage qualified households. GOAL - To preserve four homes as affordable over time. The structure of the Community Land Trust Program ensures affordability over time with a 99 year, renewable Ground Lease. Many working families in Iowa City qualify for private mortgages within the range of $100,000 - $115,000. There are very few newly constructed houses on the market in this price range. This project provides the opportunity for four Iow- income households to become homeowners. 16. To help promote the efficient use of federal, state and local funding please describe how the project will maintain long-term (in excess of CDBG\HOME program requirements) or permanent affordability; and, show how the project will provide for affordable housing at rental rates lower than those in the existing rental market. This proposal is for owner occupied housing, not rental housing. The homes will be sold at target pdces of $100000-$110,000 well under current market rates for newly constructed homes and land. GICHF will enter into a 99 year Ground Lease with the buyer of the I=Y03 Housing Application I~11~11~11 ppdcdb~/housingapplicationcity03 improvements. GICHF charges a $20/month land lease fee. Retaining the ownership of the land enables GICHF to lower the cost of the house for the buyer, and effectively removes the land from the speculative market. The land lease stipulates that all sales of the improvements be income-targeted for the 99 year lease pedod. GICHF as a non-profit land owner ensures the affordability of the house over time. 17. Are all funding soumes needed to complete the project secured (subject to written verification)? If not, please describe below the time frames for other funding awards. The private construction financing is not secured. The Student Built House has a long, successful history of over 25 years in our community. Local pdvate lenders share in (rotate) the construction loans for the Student Built house. A letter from Firstar Bank is attached indicating interest in providing construction financing for the other three units. Note to HCDC: Review attached Proforma as part of the Feasibility Section. N/A Section 4 - Impact/Benefit to the Community 18. In the space provided, descdbe in detail the type of project (new construction, acquisition, rehab, tenant based rent assistance or down payment assistance), total number of units and number of units assisted with public funds. Type of Project: New construction Number of Units: 4 Number of Units Assisted with Public Funds: 4 19. An objective of the City of Iowa City Comprehensive Plan is to promote a diversity of housing types and mix of all income levels. Please describe the target population this project is to serve, the current level of Iow-moderate income households in the Census Tract\Block Group and how the project will promote diversity within the neighborhood. This project will serve Iow-income households, with annual incomes at or below 80% AMI. The location of the lots is not known at this time. Lots will be selected based on the price, the covenants and restrictions of the sub-division (i.e. required size and materials), and location. The Homebuilders Association and School District will be consulted regarding the Student Built lot prior to any acquisition. Typically the houses constructed in GICHF's CL T program and the Student Built house average 1,200 above ground square feet, a full, unfinished basement (egress window, roughed-in plumbing) and an attached garage. A Community Land Trust (CLT) ensures that the houses "fit"into the neighborhood and meet all sub-division requirements. The price of the house is reduced for the buyer because the CL T retains ownership of the land. Therefore, placing a CL T house in an established sub- division promotes neighborhood diversity by placing affordable units in market rate neighborhoods, contributing to mixed-income neighborhoods. 20. On the map provided, please show the location of the proposed project. The location of the lots is not known. According to the MLS at the time of this wdting, lots within the proposed pdce range ara available in Village Green South (6), Wetherby Sub- division (8), one at Oak Park Lane and zero lot line lots at Catskill Court (4). FY03 Housing Application ppdcdb~/housingapplicatio~city03 21. Also, please indicate the number of persons or households that will be served by the proposed project by income category. (Please Note: If this application is funded, the information in this table will be used as income targeting for the CDBG~HOME Agreement). Circle Persons or [Households] Number between 0 - 30% median income persons or households {a) Number between 31 - 50% median income persons or households (b) Number between 51 - 80% median income __4 persons or lhouseholds ~(c) Number between 80 - 100% median income persons or households (d) Number over 100% median income persons or households {e) Total __4 persons or [households ~(f) Percent LMI 100% (a + b + c) + f) 22. As accurately as possible please descdbe how outcome data indicates that the project objectives can be met. First, describe the outcome data or key elements the project is working towards (e.g. units to be rehabilitated). · Objective A: The project continues an exciting community partnership between the City, School District, the Home Builders, Local Lenders and a local non-profit · Objective B: The project will provide affordable opportunities for Iow-income households to purchase a home · Objective C: The project encourages a mixed-income neighborhood by placing affordable owner-occupied units in market rate neighborhoods. · Objective D: A non-profit landowner will ensure long-term affordability. · Objective E: The project offers persons with Iow-incomes the opportunity to participate in the decision-making processes of a CHDO. · Objective F: GICHF has the capacity to complete the project within the proposed time line. 23. Please discuss how these outcome data will be met by the proposed project. · Objective A: All community partners are prepared to sign Home Construction Agreement upon approval of HOME funds. · Objective B: The houses will be placed on the market through the MLS. Prospective buyers will be provided technical assistance with loan applications, lease items, etc. · Objective C: Lots will be purchased from the private market in an established sub- division. · Objective D: Deed restrictions and lease provisions will be recorded on the land. · Objective E: CLT homeowners are eligible to serve as Trustees or Committee Members of GICHF. · Objective F: GICHF is a well-established CHDO that has successfully completed past project. FY03 Housing Application ppdcdbg/housingapplicetioacit~)3 Section 5 - Capacity/History of the Applicant 24. Please list amount of CDBG and/or HOME funds received within the last three City fiscal years and the status of the project(s) undertaken. (City fiscal year July 1 to June 30) Amount Expended Fiscal Year Funds Recv'd Budgeted Amount (as of 12/31101) FY00 (July 1999 - June 2000) $281,609 $135,298 F'Y01 (July 2000 - June 2001) $25,550 $25,550 FY02 (July 2001 - June 2002) $30,000 & $623,467 $19,445 8( $22,3:t3 25. Is the applicant (including partners, co-applicants, etc.) currently in compliance with all federal, state and local laws, rules and regulations including any CDBG and/or HOME funded projects? Yes X No . If "NO" or a matter is currently in litigation please give the name of the case and explain the basis for the case. 26. Please provide evidence of your organization's capacity and/or experience to undertake and complete the proposed project within the established timetable and budget. GICHF, the School Distdct and the Home Builders received a Community Development award for the Student Built House Partnership in June 2001. GICHF has constructed and sold seven houses in its CL T program. GICHF is implementing an affordable home ownership project and is constructing three homes in Lone Tree, IA The Student Built House project has successfully constructed and sold homes for well over 25 years. As the only Johnson County CHDO providing permanent affordable housing, GICHF has received more than $8,000,000 in grants and loans to develop affordable housing. GICHF currently owns and manages 92 rental units, which house 278 very Iow-income people. Sixty seven very Iow-income households make up GICHF's eligible applicant pool Vacancy rates for GICHF owned and managed units average less than 2% per year. GICHF has extensive experience in substantially rehabilitating existing properties. Additionally, GICHF has produced 8 units of newly constructed duplex rental housing. As part of the Saratoga Springs Limited Partnership, GICHF constructed 16 townhouses currently used as affordable rental housing. GICHF has received several awards - 2001 Community Development Award, City of Iowa City 1997 Iowa City Human Rights Award for Outstanding Leadership by a Service Organization - to founder, Ruth Wagner 1995 Iowa Bankers Award of Excellence fo Firstar (First National Bank) for the SDLP 1992 Community Development Award, City of Iowa City 1992 Iowa Governor's Volunteer Award GICHF employs four full-time positions. Maryann Dennis, LISW, has been the Executive Director of GICHF since January 1993. She has extensive experience in working with Iow- income families and the administration of federal and private funding sources. Ms. Dennis currently administers GICHF's CDBG, HOME, FHLB, LHAP and ESGP contracts. Ms. Dennis is a certified Housing Development Finance Professional through the National Development Council. F¥03 Housing Application pp~cdbg/hou$ingapplicationcit~03 Paula Hinzman, Compliance Manager joined the GICHF staff in September 2001 after serving as Director of Operations for MidAmerica Housing Program in Cedar Rapids. She has several years experience in the management and regulatory compliance of publicly subsidized and tax credit rental housing. Ed C. "Butch" Seydel, Maintenance and Repair, joined the GICHF staff in June 1999. Mr. Seydel has well over 20 years of experience in the building trades and facility repair and maintenance. Teresa Moan, Administrative Assistant, joined GICHF in May 2000. Ms. England successfully completed computer training through JTPA in Knoxville, TN and brings exceptional organizational skills to GICHF. Barbara Bailey, owner of Blue Moon Accounting is the contracted accountant. Ms. Bailey works with several local non-profits and prepares all financial reports and balance sheets for the Board of Trustees. The financial statements of GICHF are audited, as per federal requirements each year. No significant findings have occurred as a result of the audits. This project continues GICHF's innovative approach for meeting the housing needs for Iow- income households in Iowa City. The local government has expressed a concern regarding areas of concentration of "low-income" housing in our community. Constructing affordable housing in a market rate sub-divisions increases mixed-income neighborhoods. The Board of Trustees serves as the governing body of GICHF and is active in all aspects of the Corporation. GICHF is a community based non-profit organization that was created by concerned citizens representing several local congregations. The current membership of GICHF includes 15 congregations and four local Human Services Agencies. Due January 23, 2002 by 12:00 noon - No Exceptions CITY OF IOWA CITY Planning and Community Development 410 East Washington Street (319) 356-5230 stephen-long~iowa-city, org steven-nasby~iowa-city, org tracy-hightshoe@iowa-city, org FY03 Housing Application ppdcdbg/hotlsingapplicafioncit~)3 -RRS AR January 18, 2002 Maryann Dennis Greater Iowa City Housing Fellowship l?00 South First Avenue, Suite 25B Iowa City, IA 52240 RE: Application for upcoming project Dear Ms. Dennis: This letter is to inform you that Firstar Bank~ N.A is interested in accepting an applioation from you to oonsider financing a total of three units of affordable, o~er-occupied housing to be built. First,ar Bank= N.A. has enjoyed an excellent wo~ing relationship with Greater Iowa City Housing Fellowship and looks forward to working with you on this project. This is not ~ commitment to provide financing. Your application will be subject to loan underwriting a~d a oredit decision to be made by Firsmr Bank, NA. Th~nk you for your continued business_ Please let me know ifI can be of further assistance. Sincerely, Jeff Peters Vice President Commercial Real Estate Lending City of Iowa City FY03 Funding Request for Housing Pro,~ I Project Name: Ga=den P=a±r±e //'/~Y//~'~'"~ ~ I General information ~ ~ ~ 2002 1. Lead Applicant Name: ~ ~ /////~/ Signature: c~ _(~..~ . ' ...... Applicant Address: 319 E. Washington Street, Suite 111, P.O. Box 1226, Iowa City, IA 52244-1226 Contact Person: Alaina Welsh Title: Project Planner Phone Number: 338-7600 Fax Number: 337-2430 E-mail Address: alainaw~avalon.net Federal Tax Identification Number: Entity is legally formed. Awaiting IRS Number. 2. Seconda~ Applicant (if applicable): Signature: Applicant Address: Contact Person: Title: Phone Number: Fax Number: E-mail Address: 3. Type of Applicant (check one): Community Housing Development Organization Pdvate non-profit organization X Private for-profit, individual or partnership applicant Public Organization 4. Amount of Funds Requested HOME: $500,000. CDBG: $ Total Loan Requested: $ 500,000. FY03 Housing Application 5. Provide a bdef description of the proposed project (please limit response to a paragraph). The project involves purchasing 5 to 10 vacant duplex lots (preferably scattered sites) for the development of affordable family housing in Iowa City. One of the biggest barriers to affordable housing development is the ability to acquire appropriately zoned land from a willing seller. With the requested HOME funds we would be able to purchase available sites without contingencies based on the project securing additional funding, thereby eliminating the need to indicate to the seller the intention to develop affordable housing. These funds would aflow us to purchase sites up front without delay and with little opportunity for the seller to change his or her mind. Section I - Need/Priority 6. Tell us why this project is needed (include information from market studies or other supporting documentation that identifies the need for this type of housing for Iowa City's need) and how it will fill a gap in the City's housing market. The need for additional affordable family housing in Iowa City is well documented. In the 1998 Maxfield Housing Market Analysis the General Occupancy Demand for affordable and subsidized housing for the years 1998-2000 was 595 units and an additional 1,712 by the year2010. Since 1998 there has been no affordable family housing developed in Iowa City. The December 2000 GovemoFs Hosing Task Force report and the analysis prepared by Professor Heather McDonald (August 2000) indicated that the greatest demand for affordable housing is from extremely Iow and Iow income families. The 2001-2006 City STEPS (page 27) recommends 1,080 subsidized and affordable units be developed between 1998 and 2005. According to the 2001 Iowa City Area Apartment Rent Survey conducted by Cook Appraisal,/nc., the vacancy rate in Iowa City for three and four bedroom rental units is 0.81% and 0.00% respectively. The average rent fora three bedroom rental unit is $786.27. The average rent for a four bedroom unit is $1,082.37. This project will help address the overwhelming need for additional quality affordable housing for/ow income families in Iowa City by providing 10 to 20 units. The rents will be significantly less than the average market rate for similar units. Funds for purchasing properly zoned lots is of particular need in Iowa City. Our experience and the experience of others has shown that securing a site for affordable family housing is extremely difficult. 7. Describe how the proposed project addresses the priorities, strategies and goals cited in the CITY STEPS Plan, the Maxfield Housing Market Analysis and/or "Assessing Iowa's Housing Needs" (August 2000) by Professor Heather McDonald. (Please specify the one most applicable priority need and priority need level, as shown on pages 91-97 in CITY STEPS) The 2001-2006 City STEPS identifies the need for small and large renter households as a high priority for households with incomes less than 50% of the area median income, citing a 1990 estimated need of more than 1,700 units. FY03 Housing Application ppdcdbg/housing applicaiton onli~evers~on dcc The development of affordable family housing has been identified as a high pdodty for both the City and the State, as evidenced by the GovemoKs Housing Task Force Report and the analysis prepared by Professor McDonald. The proposed project helps address one of the City's highest priorities by striving to provide 10 to 20 units of affordable family housing. All of the units will be affordable to households with incomes at or below 60% of AMI. Larqe I~enter Household HIGH Priority Need Priority Need Level (High, Medium or Low) Section 2 - Leveraging Resources 8. Indicate the applicable loan terms*: Rate: Years: Principal and interest (amortized loan) 20% of loan 1% 2 to 5 years 80% of loan 1% 30 years If the project is unable to proceed 100% of loan 0% w/in 1.5 years * See Applicant Guide. Loan terms are subject to negotiation or modification by the HCDC or City staff (Council approval may also apply). 9. in the space below, please provide the proposed sources and uses of funds for the project. Include all funding requested for the proposed project to be completed (e.g., infrastructure improvements). VVhere possible please provide third party documentation for project costs. The following is a list of sources and uses for the estimated minimum number of 10 units built on five lots. In the event war are able to secure less costly land we would be able to build up to 20 units. USES SOURCES Land $ 500,000 City HOME $500,000 Construction $1, 175, 000 State HOME $500,000 Soft Costs $ 150,000 LIHTC Equity $775,000 Operating Reserves $ 35,000 Permanent Loan $ 85,000 Note that when the project is p/aced in service $100,000 of the City HOME loan will be paid back by the project assuming an addition to the permanent loan of $100,000. 10~ a. Please complete the table below showing the types and amounts of funding being requested for the proposed project. Funding Source and Type of Funds: Amount of Funding Requested: Iowa City CDBG or HOME Funding (public) $ 400,000. State of Iowa HOME or CDBG (public) $ 500,000. FY03 Housing Application ppdcdbg/housing applmaiton onlinmersion doc Funding Source and Type of Funds: Amount of Funding Requested: Iowa Finance Authority (IFA)- non-LIHTCs (public) $ City of Iowa City - Tax Increment Financing (public) $ City of Iowa City - Tax Abatement or Exemption (public) $ IFA -- Low Income Housing Tax Credits (public) $775,000 Other Public Resoumes (public) (please list): $ Applicant Contribution of Equity (private) $ Private Lender Financing (private) $185,000 Private Foundation(s) (private) $ Volunteer Labor and/or In-kind Donations (private) $ , Other Private Resources (private) (please list): Amount of Private Funds: $185,000 (a) Amount of Public Funds $1,675,000 (b) Total Project Funding $t,860,000 (c) (a + b) Number of bedrooms 32 (d) Number of publicly-assisted bedrooms 32 (e) Persons assisted (# of bedrooms x 1.5) 48 (t) Requested public subsidy per bedroom $52,343.75 (g) b + d Total cost per bedroom $58,125.00 (h) c + d Total Public Cost Per Person $34,895.83 (i) b + f Total cost per person $38,750.00 (j) c -~ f * NOTE: The above table shows the cost per bedroom and per person based on the worse case scenario of only being able to purchase five lots and build only 10 units. The total public cost per bedroom and per person would decrease because if we are able to secure more lots we will be able to build more units without an increase in the amount of City HOME funds. 10. b. If volunteers are used please describe how these volunteers are utilized for the proposed activity and estimate the amount of volunteer time and value dedicated to the identified tasks. Unskilled labor hours x $10 per hour = $ Skilled labor ( ) hours x $ per hour = Skilled labor ( ) hours x $ per hour = Skilled labor ( ) hours x $ per hour = Skilled labor ( ) hours x L per hour = $ Total $ FY03 Housing Application ppdcdbg/hou$ing applica~ton o~lineversion doc 11. Does the proposed project pay full property taxes? Yes X No__ If full property taxes are not fully paid, does the proposed project make a Payment In Lieu Of Taxes? No__ Yes__. If "yes", what is the percent of full taxes paid?__% and amount paid $. 12~ If partial funds are awarded, will the projectJprogram continue? Yes X No If yes, at what level? Any reduction in funding would result in the scale of the project being reduced. The project size can only be reduced to an extent and then it becomes infeasible. Any reduction in funding would require a reevaluation of the feasibility of the project before it could be determined to what the project would be able to continue. 13. Program regulations require a 25% match for HOME funding only. Describe how your organization or the proposed project will help the City of Iowa City meet this match requirement for local HOME funds. If the proposed project is requesting HOME funds from the State of Iowa please describe how the project will meet this matching requirement without the use of City funds. If State HOME match is being waived or reduced please include a letter from the Iowa Department of Economic Development. Local HOME funds requested: $500,000 x .25 = $ 125,000 Local Match Local HOME funds requested: $500,000 x .20 = $ 100,000 State Match We anticipate being able to negotiate waived loan fees from .the bank that would provide construction financing. Discussions with a bank(s) will occur after the sites have been secured. Additional/y, the Iowa Department of Economic Development has banked match sufficient to make up for State match. Section 3 - Feasibility 14. Briefly outline the proposed timetable for the commitment and expenditure of the funding being requested (include other project factors such as rezoning, construction schedule, or application(s) for other funding). Please Note: If funded, this schedule will be used for any project agreement for the use of CDBG~HOME funding. Date Description of Activity July 1, 2002 Beginning of City Fiscal Year/City HOME funds available Fall 2002 Purchase Sites October 2002* LIHTC Application** October 2002* State HOME Application** Spring 2003 Begin Construction Summer 2004 Complete Construction Summer/Fall 2004 Pay 20% of City HOME loan * If sufficient lots are not available by October 2002, since City HOME funds are not available for disbursement until July of 2002, we respectfully request that we be able to carry the award fom, ard to continue to try to obtain lots in time for the LIHTC application round in 2003. FY03 Housing Application r~ **In the event sources of financing for a rental project are not available, the applicant shall investigate the financial feasibility of utilizing the sites acquired under this application for new construction under HUD's home ownership voucher progrem and shall implement a project if financially feasible. A home ownership voucher pregrem is one of the Bush Administration's highest priorities. HUD would look favorably upon a PHA that has a home ownership voucher program. Details of a home ownership voucher program shall follow HUD regulations and policies. 15. Briefly describe the project goals for providing or assisting in the preservation or expansion of affordable housing in Iowa City, and how the project will benefit the targeted income group (e.g. goal of providing rental housing to lower income persons without use of Section 8 rental assistance or level of subsidized rent compared to market rates), The housing units developed on the lots purchased with the City HOME funds will provide for the expansion of the affordable housing stock in Iowa City. The project will include three and four bedroom units with 1.5 and 2 bathrooms. Each unit will have an attached garage. The project rents will be approximately $695 for a three bedroom unit and $824 for a four bedroom unit. The four bedroom rents are $258 lower than the 2001 average four bedroom rent and our three bedroom rents are approximately $92 lower than the current average market rents for area three bedroom units. Our rents may actually even be lower by a significant amount when compared to only new townhomes. The above average rents are based on all throe and four bedroom units in the City, most of which aro apartments. Rents will never be greater than the approved Fair Market Rent for Iowa City during the HOME compliance period. All of the units will be reserved for families with incomes less than 60% of AMI and 40% of the units will be ronted to families with incomes equal to or less than 50% of the area median income. All units will accept Section 8 rental assistance and therefore could be occupied by a family with zero income. 16. To help promote the efficient use of federal, state and local funding please describe how the project will maintain long-term (in excess of CDBG\HOME program requirements) or permanent affordability; and, show how the project will provide for affordable housing at rental rates lower than those in the existing rental market. The rents will be approximately $695 fora three bedroom unit and $824 fora four bedroom unit. During the compliance pedod the rents will never be higher than the 60% affordability level as determined by HUD during the HOME compliance pedod. The project will guarantee to be affordable to Iow income families for at least 20 years. This project will also promote efficient use of City HOME funds by paying back $100,000 of the funds within 2 to 5 years. Additionally, if the project is unable to proceed within the first 18 months the loan will be fully repaid. Therefore there is little dsk to the City and a portion of the funds will be available to reallocate within a significantly shorter time frame than is typically the case. FY03 Housing Application ppdcdbg/housi.g appticaiton online~rsio..~oc Finally, ff the project is unable to proceed as a rental project and is able to be feasible under the HUD homeownership voucher program, then the permanent affordability and the efficient use of federal, state, and local funds would be brought about through homeownership by Iow income families. 17. Are all funding sources needed to complete the project secured (subject to written verification)? If not, please describe below the time frames for other funding awards. No. An application for Low Income Housing Tax Credits and State HOME funds will be submitted during the 2003 round, which is anticipated to be in October of 2002. State HOME funds cannot be applied for unless City HOME funds are awarded. Additionally, the Iowa Department of Economic Development specifically sets aside State HOME funds for projects using Iow income housing tax credits and therefore, these funds cannot be applied for until the 2003 funding round. Note to HCDC: Review a~ached Proforma as part of the Feasibility Section. Section 4 - Impact/Benefit to the Community 18. In the space provided, describe in detail the type of project (new construction, acquisition, rehab, tenant based rent assistance or down payment assistance), total number of units and number of units assisted with public funds. The project will involve the new construction of 10 to 20 townhouses. Each unit will have a full kitchen, a living room and dinning area, at least 1.5 bathrooms and either three or four bedrooms. Each unit will also have an attached garage. All units will be assisted with public funds and all of the units will be affordable to Iow income families. 19. An objective of the City of Iowa City Comprehensive Plan is to promote a diversity of housing types and mix of all income levels. Please describe the target population this project is to serve, the current level of Iow-moderate income households in the Census Tract~Block Group and how the project will promote diversity within the neighborhood. The project will promote a diversity of housing types and a mix of income levels by purchasing scattered sites if possible. The target population is families with incomes less than 60% of AMI. Since the purpose of this request for funding is to pumhase sites to be developed, Census Tract/Block Group information is not available at this time. There are various sites throughout the City that we may have an opportunity to secure with the assistance of City HOME funds. 20. On the map provided, please show the location of the proposed project. The project location cannot be identified at this time. The purpose of our request is to receive funding to purchase scattered sites for the development of affordable family housing. Land is being subdivided on a regular basis and the availability of these funds FY03 Housing Application would allow us to purchase a site as soon as it became available. Duplex lots have proven to be quite profitable to market rate developers and therafora do not remain for sale for very long. 21. Also, please indicate the number of persons or households that will be served by the proposed project by income category. {Please Note: If this application is funded, the information in this table will be used as income targeting for the CDBG~HOME Agreement), Circle Persons or Households Number between 0 - 30% median income ** persons or ~..~sehol~(a) Number between 31 - 50% median income 4 persons or~uuseh~ds~(b) Number between 51 - 80% median income 6 persons or~=~useholds~c) Number between 80 - 100% median income persons or households (d) Number over 100% median income persons or households (e) Total 10 persons or~.~_~eholds~f) Percent LMI 10 (a + b + c) + f) * Again, please note that the above number of households served is based on the minimum number of units to be developed. If more than five duplex lots can be obtained for $500,000 then we will work to build additional units and thereby serve more Iow income households. ** All units will accept Section 8 and therefore a household could have zero income and still be able to live in any of the townhouses. It is possible that all of the units could serve households with incomes between 0% and 30% MI. 22. As accurately as possible please describe how outcome data indicates that the project objectives can be met. First, descdbe the outcome data or key elements the project is working towards (e.g. units to be rehabilitated). 1. Provide decent, safe and sanitary housing 2. Provide affordable family rental housing 3. Reduce cost burden of small renter househo/ds (2 to 4 people) 4, Reduce cost burden of large renter households 5. Reduce overcrowding of small renter households 6. Reduce overcrowding of large renter households 7. Assist home/ess families seeking permanent housing 8. Provide affordable housing in a diverse neighborhood 9. Aggressively pursue funding for affordable housing from other sources to supplement City efforts (City STEPS strategy) 10. Utilize Low Income Housing Tax Credits (City STEPS strategy) 11. Pursue infi/I development 12. Meet all National Objectives of the HOME program 23. Please discuss how these outcome data will be met by the proposed project. 1. New construction of 10 to 20 units of housing in compliance with all local and state building codes FY03 Housing Application ppdcdbg/hcusing applicalton enlineve~s~on doc 2. Rents set at the HUD Fair Market Rent level 3.-6. Units affordable to small and large renter households 7. Pdodty given to homeless families 8. Pumhase lots in a neighborhood with a range of incomes and housing types 9. Utilize other sources of financing such as State HOME, LIHTC, and p#vate 10. A Low Income Housing Tax Credit Application will be submitted 11. Lots pumhased will be in existing neighborhoods 12. Provide safe and decent affordable housing, benefit persons with incomes below 60% of AMI. Section 5 - Capacity/History of the Applicant 24. Please list amount of CDBG and/or HOME funds received within the last three City fiscal years and the status of the project(s) undertaken. (City fiscal year July I to June 30) Amount Expended Fiscal Year Funds Recv'd Budgeted Amount (as of 12/31101) FY00 (July 1999 - June 2000) $275,000 $275,000 FY01 (July 2000 - June 2001) $275,000 $0' FY02 (July 2001 - June 2002) Lexington Place made a draw on the City HOME loan in the amount of $204,912 on January 22, 2002. At the time of this application, Lexington Place has been on schedule and is nearly complete. It is anticipated to open February 1, 2002. 25. Is the applicant (including partners, co-applicants, etc.) currently in compliance with all federal, state and local laws, rules and regulations including any CDBG and/or HOME funded projects? Yes × No . If "NO" or a matter is currently in litigation please give the name of the case and explain the basis for the case. City of Iowa City vs. Citizen Building Limited Partnership. The City believes Citizen Building Limited Partnership should provide no more than four parking spaces on the project site. The Citizen Building Limited Partnership disagrees. The matter is currently in litigation. 26. Please provide evidence of your organization's capacity and/or experience to undertake and complete the proposed project within the established timetable and budget. Ownership and management is based in Iowa City at the office of the general partner, Bums & Bums, L.C., by Robert P. Bums, member/manager and Jesse D. Bums, member. They have developed more than 1,300 units of affordable housing, 274 in Johnson County and currently manage and own 1,124 units, 233 in Johnson County. Robert P. Bums is a local architect, real estate developer and property manager with affordable housing experience since 1978. Jesse D. Bums is a real estate developer and property manager since 1993. Bums & Bums, L.C. represents two generations, one with over20 years experience in affordable housing and the other with youthful dedication to carry on well into the future. Bums & Bums, L.C. has developed more than 43 affordable housing projects using multiple sources of financing and each one has been completed on time and within budget. Robert P. Bums has been invited to speak on housing issues by the Iowa Legislature and Iowa Department of Economic Development. Robert P. Bums was a member of the Governor's Housing Task Force in 2000. FY03 Housing Appfication pp~cdbg/housing applicait~l o~line~rsion doc Proforma Spread Sheet I I FY03 CDBG and HOME Rental Housing Projects Line Description Symbols ~1 ~ YR3 YR4 YR5 YR6 YR7 YI~ YR9 YRI0 Revenues 19 Cash-on- Cash ROI ~ 06% om o7~ on os~ o.~ om ~.~ ~.~ ~ ~ Line YRI YR2 YR3 YR4 YR5 YR6 ~ YR8 YR9 YR10 Deterrninino Taxes 21 DepreciafionE~penses .~'~ $ 48.181.82 $ 48.181.82 $ 48.181.82 s 48.18182 s 48,181.82 $ 48.181.82 s 48.181~2 $ 48.181.82 s 48,181.82 $ 48,181.82 22 ~mor~zaflot~ of F~e~ -~o~';z $ s $ is Is $ $ $ $ $ 25 Eamings(Loes) Before Taxes .EeTx $ (~,~49.94~ $ (~7,~3~4~) $ (27.3~4..~Is (~,a,4.03:I $ (~.~4; S (25.~00.4., S (25~,~0~) S (24,7~.0~ S (24.304,071 S (23,~3~ 26 X Tax Rate (35% or 0%~ XRA~E 27 TaX Incurred (Snved} .?AXor(sa,,~) S t9.92~4a) S (9,74Z7~) S (.,~.~15 (9.~4.~) S (~,207.0~i S (9,m04, S (a,~.301 $ (~,~7~.~71 S (~.~0e.42l $ ~s,334.741 Cash F/ow After Tax 29 Tax Incun'ed ~rax Saved) -TAX(+SAV) $ (g,g22AS) $ (e,742.75) $ ~1~ Line Total Benefit Analysis 32 Rehabilitntion Tax Credit roTC $ $ - $ - -$ s S $ s S i YR11 YRt2 YR13 I YR14 YR15 YR16 YRI~ YR!8 YR19 YR20 Line Oescriotion ~ s Revenues s s $ $ s $ S $ s $ 2 ~ther Income s . s s . $ $ s s $ $ s 3 LTenant Co~fibutJons O~era~ina ExoenSerS ~.~ 1~ ~.3~ ~4~ ~4~ ~.~ ~s~ ~ se~ ~ 19 Cash -on. Cash ROI I YR11 YR12 YR13 YR'I4 YR15 YRI$ YR!~ YR18 yR19 YR2.0 Line Description Dete~ninir~ Taxes City of Iowa City FY03 Funding Request for Housing Projects Project Name: THRA Replacement Project Type of Project: Acquisition General Information 1. Lead Applicant Name: Ha~keye Area Community Action Pr.~ram IA Signature~'/~ ~. ~d~CCl~-~ /~.~ Applicant Address:P.O. Box 490 L/ Hiawatha, Iowa52233 Contact Person: AllanAxe en ///?// . -'..~ 2007 Waterfront Drive r IowaCity, lowa 52240 ~~ ,200~ ////// Title: Site Supervisor ~ ~ ////// Phone Number: 319-337-5765 Fax Number: 319-337-5831 E-mail Address: aaxeen~hacap, org Federal Tax Identification Number: 42-0898405 2. Secondary Applicant (if applicable): Signature: Applicant Address: Contact Person: Title: Phone Number: Fax Number: E-mail Address: 3. Type of Applicant (check one): Community Housing Development Organization Private non-profit organization Private for-profit, individual or partnership applicant Public Organization 4. Amount of Funds Requested HOME: $ 144,000 CDBG: $ Total Loan Requested: $ 5. Provide a brief description of the proposed project (please limit response to a paragraph). The Hawkeye Area Community Action Program (HACAP) in the Transitional Housing Rural America (THRA) Replacement Project is requesting funding to acquire three properties. HACAP has operated the THR~ HUD Supportive Housing Program ($HP) for twelve years in Johnson County. It has become necessary for HACAP to improve the quality of its housing portfolio in Johnson County. It is vitally important to not only to better manage current operational costs but to also slow projected increases in property operational costs. HACAP used funding from the State of Iowa's allocation of Homeless Shelter Operation Grants (HSOG) and the Emergency Shelter Grants (ESG) to assist in overhead expenses needed in the Johnson County Transitional Housing Program. The State of Iowa has severely cut back on the funding of these grant programs due to State funding needs. HACAP has two mobile home trailers in two different mobile home parks that are over twenty five years old. These units incur very high utility costs and have increasingly demanded expensive repairs. The third property is a house owned by Memy Hospital that was built in 1893, It is located close to the hospital. This unit has physical limitations and maintenance demands that require an inordinate and expensive effort to keep it livable. The purchase of three condominium units in the community would be a improvement in the quality and safety of the housing units in the THRA program Section I - Need/Priority 6. Tell us why this project is needed (include information from market studies or other supporting documentation that identifies the need for this type of housing for Iowa City's need) and how it will fill a gap in the City's housing market. A five year evaluation study was completed by the National Resource Center for Family Centered Practice at the University of Iowa in 1996. The following are characteristics fora homeless head of household in a family entering HACAP Transitional Housing. Ali statistics are based on actual participant interviews. > 41% reported being treated for psychological/emotional problems > 31% reported being hospitalized for psychological/emotional problems > 34% reported moving around frequently as a child 44% reported growing up in a familywith a heavy drinker 35% reported living away from family more than six months while growing up 32% have a chronic medicalproblem that continues to interfere with theirlife 39% reported that they have been arrested and charged with a crime 35% reported being the victim of sexual abuse orassault by the age of fifteen 66% had lived as an adult with someone who had a substance abuse problem 58% lived as an adult with someone who beat them These statistics emphasize the broad range of needs for homeless families in our community. /t also illustrates how fragile the family structure of a homeless family is when they enter HACAP's Transitional Housing Program, HACAP is the only agency providing families with transitional housing coupled with HUD Supportive Housing Program (SHP) services in Johnson County. HACAP maintains and funds a local Case Management system to assist with the delivery of services and support for HACAP Transitional Housing families. This coordination of efforts helps to preclude duplication of services while assuring comprehensive support. H,~CAP FY03 Housin¢7 Apl~lication THRA Replacement Proiect HACAP assessments continue to point to associated difficulties in obtaining and or retaining housing. Primary bardere include bad energy debts, domestic violence, poor credit history, and an inability to pay deposits. In addition the families have difficulty finding affordable childcare and also lack educational and or job skills needed to eam money to pay rent. Other adults have dual diagnosis of both mental illness and drug abuse history. The prevision of housing along with the efforts of the Family Support Worker are used to strengthen the family as a unit and help them achieve a better start toward family stability. The two year program has an overall goal to raise the family to self-sufficiency and build on the strengths of the family to overcome barders to reaching this goal. Consumer education, parenting skills, and basic life skills are developed dudng this process to increase family awareness and the ability to become conscientious housing consumers. 7. Describe how the proposed project addresses the priorities, strategies and goals cited in the CITY STEPS Plan, the Maxrmld Housing Market Analysis and/or "Assessing Iowa's Housing Needs" (August 2000) by Professor Heather McDonald. (Please specify the one most applicable priority need and priority need level, as shown on pages 9t-97 in CITY STEPS) Priorities exist for Transitional Housing in local, state and federal consolidated planning reports for the last year. The lack of affordable housing has been thoroughly documented in numerous studies and has been verified in consolidated plans on all levels. The Executive Summary of City Steps states that: ~the goal of City Steps is to encourage and support families and individuals in achievinq their hiqhest deqree of self-sufficiency.' These statistics emphasize the broad range of needs for homeless families in our community. It also illustrates how fragile the family structure of a homeless family is when they enter HACAP's Transitional Housing Program. HA CAP serves families under the 30% of the median income level. On page 91 of City Steps the table shows this as a "High' need for large and small families. On page 92 of City Steps Transitional Shelter a/so has a 'High" need in the Consolidated Plan. In addition since HACAP's Transitional Program is a HUD Supportive Housing Program (SHP) the families receive a focused array of support services designed to help a family have access to the tools that are needed to succeed towards a goal of self-sufficiency. HACAP supports a Case Management program that brings in local agencies to help focus on the family needs and make sure that care is coordinated to diminish service redundancy. The SHP Program also has monthly Consumer Education meetings for all the Transitional Housing families to focus on issues that develop skills to help families achieve se/f- sufficiency. The Executive Summary of City Steps states: "due to an overwhelminq need, transitional housing and support services remain a hiqh pdodt¥ need.' Transitional Housing for Families with Supportive Services High Priority Need Priority Need Level (High, Medium or Low) Section 2 - Leveraging Resources 8. Indicate the applicable loan terms*: Rate: Years: I Conditional Occupancy Loan (future payment) O% 6O HACAP FY03 Housin~l Application THRA Replacement Proiect * See Applicant Guide. Loan terms are subject to negotiation or modification by the HCDC or City staff (Council approval may also apply). 9. In the space below, please provide the proposed sources and uses of funds for the project. Include all funding requested for the proposed project to be completed (e.g., infrastructure improvements). Where possible please provide third party documentation for project costs. $165,000 Purchase three properties $15.000 Rehabilitation and allowable fees $180,000 Total 10. a. Please complete the table below showing the types and amounts of funding being requested for the proposed project. Funding Source and Type of Funds: Amount of Funding Requested: iowa City CDBG or HOME Funding (public) $ 144,000 State of Iowa HOME or CDBG (public) Iowa Finance Authority (IFA)- non-LIHTCs (public) $ City of Iowa City - Tax Increment Financing (public) $ City of Iowa City - Tax Abatement or Exemption (public) $ IFA - Low Income Housing Tax Credits (public) $ Other Public Resources (public) (please list): $ Applicant Contribution of Equity (private) $ Private Lender Financing (private) $ 36,000 Private Foundation(s) (private) $ Volunteer Labor and/or In-kind Donations (private) ' $ Other Pdvate Resources (private) (please list): $ Amount of Private Funds: $ 36,000 (a) Amount of Public Funds $144,000 (b) Total Project Funding $ fSO, O00 (c) (a + b) Number of bedrooms 6 (d) Number of publicly-assisted bedrooms 6 (e) Persons assisted (# of bedrooms x 1.5) 9 (f) Requested public subsidy per bedroom $ 24,000 (g) b + d Total cost per bedroom $ 30,000 (h) c + d Total Public Cost Per Person $16,000 (i) b + f Total cost per person $ 20,000 (j) c + f HACAP FY03 Housincl Application THRA Replacement Project 10. b. If volunteers are used please descdbe how these volunteers are utilized for the proposed activity and estimate the amount of volunteer time and value dedicated to the identified tasks. Unskilled labor hours x $10 per hour = $ Skilled labor ( ) hours x $ per hour = $ Skilled labor ( ) hours x $ per hour = $ Skilled labor ( ) hours x $ per hour = $ Skilled labor ( ) hours x $ per hour = $ Total $ 11. Does the proposed project pay full property taxes? Yes__ No X If full property taxes are not fully paid, does the proposed project make a Payment In Lieu Of Taxes? No X Yes__. If "yes", what is the percent of full taxes paid? % and amount paid $ This is a negotiable item. In the case of the condominiums the program pays taxes through the condo association for taxes assessed to to all units and paid through condo fees. The value of the individual unit would be exempt. t2. If partial funds are awarded, will the projectJprogram continue? Yes X No If yes, at what level? The Project could scale back to replace two or just one unit. 13. Program regulations require a 25% match for HOME funding only. Describe howyour organization or the proposed project will help the City of Iowa City meet this match requirement for local HOME funds. If the proposed project is requesting HOME funds from the State of Iowa please describe how the project will meet this matching requirement without the use of City funds. If State HOME match is being waived or reduced please include a letter from the Iowa Department of Economic Development. Local HOME funds requested: $144,000 x .25 = $ 36,000 Local Match Local HOME funds requested: $ x .20 = $ State Match HACAP will obtain funding privately or from another appropriate source that is compatible with Home funding rules. Section 3 - Feasibility 14. Briefly outline the proposed timetable for the commitment and expenditure of the funding being requested (include other project factors such as rezoning, construction schedule, or application(s) for other funding). Please Note: If funded, this schedule will be used for any project agreement for the use of CDBGWOME funding. Date Description of Activity July 1, 2002 Beginning of City Fiscal Year and Project Start Date HACAP FY03 Housin(~ Al~nlication THP, A Rel~lacement Proiect July 1 2002 Issue a Request For Proposals (RFP) to purchase units Submit to HUD an official request to change properties under the THRA grant. August 1, 2002 Submit RFP recommendations to the Waterfront Site Council Submit RFP recommendations to the HACAP Board of Directors August 15 to 30, 2002 Make offers on properties September 1, 2002 Close Sales December 31, 2002 Finish Rehabs and dispose of existing properties 15. Briefly describe the project goals for providing or assisting in the preservation or expansion of affordable housing in Iowa City, and how the project will benefit the targeted income group (e.g. goal of providing rental housing to lower income persons without use of Section 8 rental assistance or level of subsidized rent compared to market rates). The goal of the THRA Replacement Project is to maintain the quality of safe and affordable transitional housing for homeless families who fall into the lowest income category, be/ow 30% of median income. These families have inadequate resources to obtain other housing. The families will be provided supportive services including limited local contracted mental health services, if needed. HACAP's two year program combines housing and services of a Family Support Worker to promote, empower, and nurture the family to define and utilize their strengths to become self-sufficient. In this way Iow-income families develop the skills necessary to take the next step in obtaining permanent housing. No Section 8 or other subsidies are paid to the project. t 6.To help promote the efficient use of federal, state and local funding please describe how the project will maintain long-term (in excess of CDBGtHOME program requirements) or permanent affordability; and, show how the project will provide for affordable housing at rental rates lower than those in the existing rental markeL HACAP is committed to the preservation and advocacy of affordable housing. HACAP is committed to maintaining the affordability of these units past any contracted affordability requirements.. The THRA Replacement Project is a transitional housing program designed to move people from destabilized and dangerous living situations to self-sufficiency. Families may reside in the units up to two years and must attend school or work a minimum of 20 hours per week. The rent paid is 30% of the family income. If their income would rise so that the rent would exceed the Iowa City Fair Marker Rent, then their rent is capped at the Fair Market Rent level. 17. Are all funding sources needed to complete the project secured (subject to written verification)? If not, please describe below the time frames for other funding awards. Yes, see attached letter. Note to HCDC: Review attached Proforma as part of the Feasibility Section. HACAP FY03 Housin~l Al)~lication THRA Rel)lacement Proiect Section 4 - Impact/Benefit to the Community 18. In the space provided, describe in detail the type of project (new construction, acquisition, rehab, tenant based rent assistance or down payment assistance), total number of units and number of units assisted with public funds. The THRA Replacement Project does not add more units to the housing stock. It does strengthen the economic viability of the Transitional Housing Program in Iowa City. It also improves the quality and the safety of the units for the participants in the Transitional Housing Program. HACAP receives approximately $202 per month on average from the participants in the Transitional Housing Program. Replacement of these three inefficient housing units will help stabilize the Transitional Housing Program in Johnson County. 19. An objective of the City of Iowa City Comprehensive Plan is to promote a diversity of housing types and mix of all income levels. Please describe the target population this project is to serve, the current level of Iow-moderate income households in the Census TracttBIock Group and how the project will promote diversity within the neighborhood. The target population for this project is a family at or be/ow 30% of the median income. The THRA Replacement Project is looking for properties mainly in three areas of the city. Below is a table showing the areas and the percentage of/ow-moderate households for that Census Tract/Block Group: AREA / NEIGHBORHOOD Mormon Trek / Westwinds Area 76.4 Broadway Area south of Hwy 6 45.1 Benton Street/Benton Manor / Seville Area 31.0 HACAP contributes to Iowa City's overall diverse housing needs by offedng the only transitional housing program with HUD SHP services for families in the community. During the fiscal year 2000: 77% of households that applied had incomes less that 75% of the poverty rate which would also fall below 30% of median income. 48% of the applicants were minority status 64% of the individuals in the applicant group were children under the age of 18 32% of the individuals were children under 5 56% of persons applying need 2 bedroom housing units 71%ofhouseholdsapplyingwerepreviouslyhousedaternergencysheltersorliving with fdends or relatives at the time of application. ~ 54% of the families were working 20. On the map provided, please show the location of the proposed project. H, IiC.aP FY03 Housina Al~l~lication THRA Rel~lacement Project 21. Also, please indicate the number of persons or households that will be served by the proposed project by income category. (Please Note: If this application is funded, the information in this table will be used as income targeting for the CDBG~HOME Agreement). Circle Persons or Households Number between 0 - 30% median income 3 persons or ~1 Number between 31 - 50% median income persons or households (b) Number between 51 * 80% median income persons or households (c) Number between 80 - 100% median income persons or households (d) Number over 100% median income persons or households (e) Total 3 persons or ~,,[,~*~,][,~'~ (f) Percent LMI 100% (a + b + c) + f) 22. As accurately as possible please describe how outcome data indicates that the project objectives can be met. First, describe the outcome data or key elements the project is working towards (e.g. units to be rehabilitated). The THRA Replacement Project is to help improve the quality of living units in the stock of houses in the Transitional Housing Program in Iowa City~ By improving the economic viability of the program the goals of the program are more attainable. The primary goal of the programs to promote, empower and nurture the family to define and use their strengths to become self-sufficient. HACAP's performance goals are: 50%oftheparticipantswillobtainpermanenthousinguponleavingtheprogram 25% will attend high school, obtain a GED, orattend college orsome otherpost secondary program. > 60% will obtain an income that is not welfare payments or an addition to welfare payments within the next twelve months > All (100%) of the participants will be offered family support and case management services, and will meet with family support workers to set short and long term goals, learn and practice money and household management, acquire parenting and life skills, and research employment and educational opportunities. 23, Please discuss how these outcome data will be met by the proposed project. The THRA Replacement Project is to help improve the quality ora unit in the stock of houses in the Transitional Housing Program in Iowa City. By improving the economic viability of the program the goals of the program are more attainable. The primary goal of the programs to promote, empower and nurture the family to define and use their strengths to become se/f-sufficient. HACAP's performance goals are: > 50% of the participants will obtain permanent housing upon leaving the program > 25% will attend high school, obtain a GED, or attend college or some other post secondary program. > 60% will obtain an income that is not welfare payments or an addition to we/fare payments within the next twelve months HACAP FY03 Housincl Application THI~A Replacement Proiect > All (100%) of the participants will be offered family support and case management services, and will meet with family support workers to set short and long term goals, learn and practice money and household management, acquire parenting and life skills, and research employment and educational opportunities. Section 5 - Capacity/History of the Applicant 24. Please list amount of CDBG and/or HOME funds received within the last three City fiscal years and the status of the project(s) undertaken. (City fiscal year July 1 to June 30) Amount Expended Fiscal Year Funds Recv'd Budgeted Amount (as of 12131101) FY00 (July 1999 - June 2000) $190,000 $190,000 FY01 (July 2000 - June 2001) $ 96,450 $ 96,450 FY02 (July 2001 - June 2002) 0 0 25. Is the applicant (including partners, co-applicants, etc.) currently in compliance with all federal, state and local laws, rules and regulations including any CDBG and/or HOME funded projects? Yes X No . If "NO" or a matter is currently in litigation please give the name of the case and explain the basis for the case. 26. Please provide evidence of your organization's capacity and/or experience to undertake and complete the proposed project within the established timetable and budget. HACAP is a tax exempt non-profit Community Action Program incorporated in 1965 and a Community Housing Development Organization (CHDO). It provides programs and services to Iow income families to assist them in achieving and maintaining self-suft-~ciency in a six county area including Johnson County. Major pregram delivery is in the areas of Children's Services, Housing and Energy. HACAP has been a HUD approved counseling agency since 1974. In total HACAP administers and operates forty different programs with an annual budget of about twenty million dollars. HACAP began Transitional Housing Programs in 1987. In Johnson County, HACAP has eighteen scattered site transitional housing units of various sizes. The unils include four mobile home trailers in two different mobile home parks, one two story condominium, a duplex, seven one story condominiums, and two single detached homes. In addition HACAP has eighteen three bedroom transitional housing units in two townhouse building on the southeast side of Iowa City. HACAP operates the Head Start program, a toddler daycare program, Family Support Counseling, LiHeap (energy assistance), Weathedzation Program, Mortgage Foreclosure Prevention program, Reverse Mortgage Counseling, FaDDs program, Case Management Group made up of Local agencies, Family Support Counseling through Johnson County Empowerment, and Second Steps local Transitional Housing program in Johnson County. HACAP has demonstrated that it can successfully fulfill HUD and City of Iowa City requirements to develop, maintain, and operate a successful Transitional Housing program with a SHP service delivery system. HACAP has consistently maintained a positive record of meeting Federal and local auditing procedures. HACAP FY03 Housino Application THRA Rel~lacement Proiect HAWKEYE AREA COMMUNITY ACTION PROGRAM, INC ~5 a help up, not a hand out January 22, 2002 Steven Nasby Community Development Coordinator City of Iowa City 410 E. Washington Street Iowa City, Iowa 52240-1826 Dear Steve: This document shall serve as a formal "letter Of Financial Commitment" from the Hawkeye Area Conununity Action Program, Inc. (HACAP) to the City of Iowa City. HACAP agrees to provide a 25% matching loan totaling $36,000 for purchase of the 3 properties for the THRA Replacement Project under the HOME Funds Conditional Occupancy Loans. Sincerely, Don W. Maniccia Executive Director 1515 Hawkeye Drive ~ PO Box 490., Hiawatha, Iowa 52233 ph 319-393-7811 ~ fx 319-393-6263 email hacap@hacap.org www hacap.org AN EQUAL OPPORTUNITY AGENCY !: A MEMBER OF THE UNITED WAY PROPERTIES TO BE REPLACED LOCATION OF PROPERTIES THRA REPLACEMENT PROJECT ARROWS INDICATE LOCATION OF EXISTING PROPERTIES TO BE REPLACED. CIRCLES INDICATE THE AREAS MOST IDENTIFIED AS POSSIBLE PURCHASE SITES. Prof°rma Spread Sheet FY03 CDBG and HOME Rental Housing Projects Line Descril~tion Symbols ~ YR2 ~. ~ YR5 Y~R6 YR7 YI~ I YR9 YRIO Revenue~ 13 T~lO~ng ~n~ -OPR.~I$ 3,~.~[S 3,~,31 $ 4,ffi7m S 4,127.23 $ 4r~1.~ $ 4,378~ S 4,~.~ $ 4,~-m $ 4,7~ $ 4,~8.13 19 :~ C~h =~ =.~ .0~ ~ ~.Cash::.~,~cROI,. ~ r i [..,i~e _ ~ y~ ~ YI~ ! ~ YR6 YI~ YR8 YR~ YR~0 27 T~l~uff~(Sa~) =T~(~) $ $ $ $ $ IS $ i$ $ $ Ca~ F~ Afl~ Tax -- ~ ~ ~ TO~I Be~t Analysis YR'I1 YR12 YR'I3 ¥R14 YR~5 YR16 ~ YI~!~ YR~9 YR20 Line DescriPtion 1o,386 21 $ 10,593g3 1 Gross Rental income $ $ $ $ $ $ s $ $ 3 Tenant Contributions 9,230,23 $ 9,414.83 $ 9,603.13 $ 9,79519 $ 9.m~09 $ 10,19092 $ 10,394.73 $ 10,~c263 $ ~0,8~4.~ $ ~1,03097 4 Gross Revenues 4~1.51 $ 47074 $ 48016 $ 489.76 $ 49955 $ 509.55 $ 519,74 $ 53013 $ 54073 $ 551.50 5 Vacancy Loss 8,768,71 $ 9,94409 $ 9,12297 $ 9,30543 $ 9,49154 $ 9,55t.37 $ 9,875.00 $ 10,072.50 $ 10,27355 $ 10,47943 6 Effactivo Gross/ncome Operatino Exeenses 554.05 $ 704.55 $ 725.71 $ 747.48 $ 75091 $ 793.01 $ 81580 $ 84130 9 ~.54 $ 9;2.53 9 Management Fees 1,007.94 $ 1,038,19 $ 1,~32 $ 1,101.40 $ 1,134.44 $ 1,15548 $ 1,203.53 $ 1,239.64 $ 1,276.82 $ 1,31513 11 Misc. Operating Expenses 3,692.74 $ 3,715.54 $ 3,737.87 $ 3.758,75 S ~,77a.4~ ~ $,'m~.55 S 9,S~4.0'Z $ $,5~.55 $ ~,~3.96 $ 3,~3 14 Net O~)eratJng/tlcome 0.2% o.~ o,3~ o3~ o4'~ 0,4% o5~ 0.5% o.~ o~% 19 Cash-on- Cash ROI ~ YR12 ~YR13 YR14 Y~.I. 9, YR20 Line DescrWtlon $ _ $ - $ - J $ - s - $ - $ ~ - 22 Arnoffization of Fees __ o~ o~ $ _o% $ me o% 0% o% o~ o~ o~ 26 ~TaxRate(35%or0%) -- I Cash Fl~v Atter Tax __ $ $ s_~ $ s S $ s $ - $ - 32 R ehal:~lltaflon Tax Credit __ $ $ s s s s $ $ $ 34 Net Sate Proceeds ! 87-74 $ '~10.84 $ ~32.8715 153.78 S 17349 $ 191,93 $ 2(~02 $ 224.69 $ 238'~615 25143 3~ To{alBenefltsAfferTax(NCFAT) __ City of Iowa City r~ FY03 Funding Request for Housing P Pr°ject Name: Eider Services Small Repair and H°using M°dificati°n~J?~ Z'¢~/~,~ Type of Project: Housing General Information 1. Lead Applicant Name: Elder Services, Inc. 2. Signature: ~Z~- Applicant Address: 2947 Sierra Court SV~ Iowa City, IA 52246 Contact Person: Connie Benton Wolfe Title: Executive Director Phone Number: 319-338-0515 Fax Number: 319-338-0531 E-mail Address: cbwolfe@elderservicesiowa, com Federal Tax Identification Number: 42-1146533 2. Secondary Applicant (if applicable): N/A Signature: Applicant Address: Contact Person: Title: Phone Number: Fax Number: E-mail Address: 3. Type of Applicant (check one): Community Housing Development Organization Private non-profit organization Private for-profit, individua{ or partnership applicant Public Organization 4. Amount of Funds Requested HOME: $ CDBG: $ 50,000 Total Loan Requested: 5. Provide a brief description of the proposed project (please limit response to a paragraph). The proposed project involves making repairs and modification to homes of low-income people who are 62 or over and/or disabled, to make the home safe or to accommodate a disability. To accomplish this, repairs are made which consist of: (1) electrical repairs (e.g., replacing old FYO3 Housing Application ~11~ ppdcdbg/hou$ing application 2003 edited wiring, defective switches, fuse boxes, and putting in safety lights); (2) plumbing repairs (e.g., replacing broken toilets and the sub-flooring under them; installing high-rise toilets; repairing faucets, water lines, water heaters, backed up drains and sewer lines), (3) general carpentry (e.g., replacing broken or torn flooring in the bathroom and kitchen; building or replacing steps, ramps and railings; repairing or replacing doors and windows, and patching roofs and repairing soffits), (4) pouring concrete (replacements or repairs to eliminate trip hazards in steps or walks); (5) replacing gutters and downspouts, and (6) furnace or air-conditioner maintenance and repair (critical for some people with poor health). There are also larger projects involving the installation of handicapped accessible bathrooms and constructing wheelchair ramps. Section 1 - Need/Priority 6. Tell us why this project is needed (include information from market studies or other supporting documentation that identifies the need for this type of housing for Iowa City's need) and how it will fill a gap in the City's housing market, Evidence to support this project is found in a government publication entitled "Current Population Reports" (P-70, # 19, USG Printing Office, 1990) which notes that among older people, those with the most need often have the fewest resources. Many elderly people live in older homes where the cost of maintenance and accommodations for disabilities can be prohibitive. Without such maintenance or modifications, their homes are unsafe. On page 90 of City Steps, the elderly are generally given a medium priority need while frail elderly are listed as a sub-population with a high priority of need. Last year (FY01), 43 out of 45 people using the program had disabling conditions that interfered with their ability to perform activities of daily living. Of those 45 people, 25 were 75 or older. 30 lived alone, and 25 were female heads of household. This year (FY02) so far, we have served 28 people of whom 27 are impaired, 12 people are over 75 years old, 17 people are living alone and 17 were female heads of households. The target population is frail and vulnerable. Income information for the population who use this program show that 21 people fell at or below 30% of the median Iowa City income. Of the rest, 19 people fell between 30 and 50% of the median and 5 people fell between 50 and 80%. The people whom this program serves do not have resources necessary to keep their homes safe. Twenty-five (56%) of our 45 clients last year were 75 years or older. Eighteen people (40%) were classified as frail (defined as unable to perform two or more critical activities of daily living without help (e.g., bathing, toileting, dressing, or eating) while another eleven (24%) had difficulty with one of these activities. To date (FY02), the figures are 12 (43%), 15 (54%) and 3 (11%), respectively. Our proposal addresses the housing needs of this special population. The project will insure that vulnerable people are kept safe in their own homes for as long as possible. It provides a critical supportive service to them addressing accessibility and smaller housing repair and rehabilitation which addresses the objectives detailed on page 97 of City Steps. There is very little that separates the fully functioning elderly from the frail elderly. By removing barriers and facilitating access, we improve the quality of life for these clients while allowing them to remain in their own homes. 7. Describe how the proposed project addresses the priorities, strategies and goals cited in the CITY STEPS Plan, the Maxfield Housing Market Analysis and/or "Assessing Iowa's Housing Needs" (August 2000) by Professor Heather McDonald. (Please specify the one most applicable priority need and priority need level, as shown on pages 91-97 in CITY STEPS) FY03 Housing Application 21~ ppdcdbgfhousing application 2003 edited City Steps states," rehabilitation and maintenance of housing stock is one of the most cost*effective and efficient means of insuring a safe, decent housing stock" (pg. 94). City Steps also states, "to provide housing and supportive services to persons who are elderly and frail elderly", which are rated as medium and high need sub-populations respectively, is a special need (pg. 97). HUD Table IV.1 listing indicates that owners at 0%-30% of median income have a high level of need in all categories but overcrowding, which is ranked low. Medium need levels exist for those financially better off in all areas but physical defects for those at 31%-50% ranked high, and overcrowding ranked low in both the 31-50% and 51-80% groups. This project addresses these needs by reducing costs to owner occupants and making modifications to accommodate physical defects. Medium to High High Priority Need Priority Need Level (High, Medium or Low) Section 2 - Leveraging Resources 8. Indicate the applicable loan terms*: Rate: Years: I Principal and interest loan) (amortized * See Applicant Guide. Loan terms are subject to negotiation or modification by the HCDC or City staff (Council approval may also apply). 9. In the space below, please provide the proposed sources and uses of funds for the project. Include all funding requested for the proposed project to be completed (e.g., infrastructure improvements). Where possible please provide third party documentation for project costs. Funding for the project comes from designated donations, elderly waiver, the Health Care Financing Administration and client participation on a case-by-case basis. Due to the nature of the project (housing repairs/modifications for low-income seniors and/or disabled), it is ongoing. We do the most we can based on available funds and client eligibility. 10. a. Please complete the table below showing the types and amounts of funding being requested for the proposed project. Funding Source and Type of Funds: Amount of Funding Requested: Iowa City CDBG or HOME Funding (public) $50,000 State of Iowa HOME or CDBG (public) $ Iowa Finance Authority (IFA)- non~LIHTCs (public) $ City of Iowa City -Tax Increment Financing (public) $ City of Iowa City - Tax Abatement or Exemption (public) $ IFA -- Low Income Housing Tax Credits (public) $ Other Public Resources (public) (please list):SLP, Waiver $3,500 FY03 Housing Appfication ppdc~bg/housing applicalion 2003 edited Funding Source and Type of Funds: Amount of Funding Requested: Applicant Contribution of Equity (private) $ Private Lender Financing (private) ] $ Private Foundation(s) (private) $ Volunteer Labor and/or In-kind Donations (private) $ Other Private Resources (private) (please list): client $~,500 Amount of Private Funds: $1,500 (a) Amount of Public Funds $53,500 (b) Total Project Funding $55,000 (c) (a + b) Number of bedrooms (d) Number of publicly-assisted bedrooms (e) Persons assisted (# of bedrooms x 1.5) (f) Requested public subsidy per bedroom (g) b + d Total cost per bedroom (h) c + d Total Public Cost Per Person (i) b + f Total cost per person (j) c + f 10. b. If volunteers are used please describe how these volunteers are utilized for the proposed activity and estimate the amount of volunteer time and value dedicated to the identified tasks. Unskilled labor hours x $10 per hour = Skilled labor ( ) hours x $ per hour = Skilled labor ( ) . __ hours x $ per hour = Skilled labor ( ) hours x $ per hour = Skilled labor ( ) hours x $ per hour = Total $ 11. Does the proposed project pay full property taxes? Yes x No__ If full property taxes are not fully paid, does the proposed project make a Payment In Lieu Of Taxes? No X Yes . If"yes", what is the percent of full taxes paid? % and amount paid $ 12. If partial funds are awarded, will the project/program continue? Yes x No If yes, at what level? It depends on the allocation. 13. Program regulations require a 25% match for HOME funding only. Describe how your organization or the proposed project will help the City of Iowa City meet this match requirement for local HOME funds. If the proposed project is requesting HOME funds from FY03 Housing Application ppdcdbg/housing application 2003 edited the State of Iowa please describe how the project will meet this matching requirement without the use of City funds. If State HOME match is being waived or reduced please include a letter from the Iowa Department of Economic Development. Local HOME funds requested: $ x .25 = $ Local Match Local HOME funds requested: $ x .20 = $ State Match Section 3 - Feasibility 14. Briefly outline the proposed timetable for the commitment and expenditure of the funding being requested (include other project factors such as rezoning, construction schedule, or application(s) for other funding). Please Note: If funded, this schedule will be used for any project agreement for the use of CDBG~HOME funding, Date Description of Activity July 1,2002 Beginning of City Fiscal Year and Project Start Date Begins late July or early August of 2002 Advertising begins (in the Water Bill, "The Involvement" and the "Senior Center Post.") People apply, eligibility is determined, and needs are assessed. The construction consultant is contacted regarding the proposed repairs or modifications and determines whether they are appropriately related to safety and/or maintenance and are reasonably priced. Either the Housing Repair staff at ESI, Gary Smith, or the Construction Consultant, Jack McMahon, will call contractors and consult with them about the work to be done. Contractors are selected from the City's Housing Rehabilitation list of approved workers. The person contacted submits an oral or written bid. After contractor bids are approved, the contractor schedules the work. The construction consultant oversees the work ascertains that it meets the relevant codes. Once the work is completed, a lien waiver and bill is sent to ESI. We pay the bill, and then bill CDBG. This cycle repeats itself until the funds are depleted. 15. Briefly describe the project goals for providing or assisting in the preservation or expansion of affordable housing in Iowa City, and how the project will benefit the targeted income group (e.g. goal of providing rental housing to lower income persons without use of Section 8 rental assistance or level of subsidized rent compared to market rates). This program is designed to maintain and modify the housing stock oumed by low-income seniors. Goals include: 1. Repairing and/or modifying up to 70 homes for frail elderly and/or people with disabilities; 2. Contract with a consultant to oversee the work done and insure that it meets City code; 3. Identify 15 to 20 local contractors (using small and/or minority-owned businesses when possible) from the Iowa City Housing Rehabilitation list of approved contractors) who will undertake small projects related to safety, and larger projects related to housing modifications to accommodate disabilities, and 4. Complete three to four larger projects such as handicapped-accessible bathrooms or ramps FY03 Houai/Tg Application ppdcdbglhousing application 2003 ediled 16. To help promote the efficient use of federal, state and local funding please describe how the project will maintain long-term (in excess of CDBG\HOME program requirements) or permanent affordability; and, show how the project will provide for affordable housing at rental rates lower than those in the existing rental market. Through repairs and modifications, low-income seniors in mobile homes and older housing stock may continue to stay in their current residences. These elders are allowed to remain in their own homes and are not forced into less desirable and more expensive alternatives. 17. Are all funding sources needed to complete the project secured (subject to written verification)? If not, please describe below the time frames for other funding awards. No. Some home modifications and repairs are dependent on designated donations, elderly waiver (state funding) and Health Care Financing Administration (federal funding). Many funding sources in are in a great deal of flux and uncertainty right now so the time frames are difficult to determine. We will begin using the funds as soon as we can obtain them and will supplement the funding we have throughout the year. Note to HCDC: Review attached Proforma as part of the Feasibility Section, Section 4 - Impact/Benefit to the Community 18. In the space provided, describe in detail the type of project (new construction, acquisition, rehab, tenant based rent assistance or down payment assistance), total number of units and number of units assisted with public funds. The project is a home repair and modification program primarily for owner-occupied dwellings. Some modification assistance is also provided to a small number of renters. The emphasis is on repairs and modification related to the safety of recipients or for maintenance that if left undone would lead to rapid and appreciable deterioration of the home. In FY01,45 people benefited from the program. So far in FY02, 28 people have used the program. 19. An objective of the City of Iowa City Comprehensive Plan is to promote a diversity of housing types and mix of all income levels. Please describe the target population this project is to serve, the current level of Iow-moderate income households in the Census Tract\Block Group and how the project will promote diversity within the neighborhood. As mentioned, the target population consists of low-income individuals 62 years or older and/or disabled. By keeping these individuals in their current residences, we are able to keep these individuals in their own neighborhoods. Low-income seniors are not forced to leave the middle and upper-middle class neighborhoods in which many of their homes are located. Neighborhoods maintain their diversity when minority seniors are assisted. 20. On the map provided, please show the location of the proposed project. 21. Also, please indicate the number of persons or households that will be served by the proposed project by income category. {Please Note: If this application is funded, the information in this table will be used as income targeting for the CDBG~HOME Agreement). FY03 Housing Application ppdcdbg/housing application 2003 edited Circle Persons or Households Number between 0 - 30% median income 30 persons or households (a) Number between 31 - 50% median income 30 persons or households (b) Number between 51 - 80% median income 10 persons or households (c) Number between 80 - 100% median income persons or households (d) Number over 100% median income persons or households (e) Total 70 persons or households (f) Percent LMI 100% (a + b + c) + f) 22. As accurately as possible please describe how outcome data indicates that the project objectives can be met. First, describe the outcome data or key elements the project is working towards (e.g. units to be rehabilitated). Outcome data indicates that the project objectives can be met by clearly demonstrating that older people in Iowa City who receive housing repairs or modifications stay in their homes longer than other people of the same age who do not. We examined two groups of elderly people using the program: the first group consisted of people who were 85 years of age and older and the second group consisted of people who were bet~veen 75 and 84 years old. The first group (those 85 and older) is clearly at the most risk for losing their ability to remain independent. The second group tends to have some limitation in their abilities to perform ordinary activities of daily living. The people in the first group also tend to have lower incomes than do younger elderly. The combination o£ losing the ability to remain independent and having a lower income makes the frail elderly likely to need help with home modifications and repairs. We concluded a study where we tracked 99 people who were 85 or older for a period of six years. Seven of them went into nursing homes during that time. Twenty people died in their own homes and 3 were "lost" (we don't know what happened to them). A census of the four nursing homes in Iowa City (Iowa City Rehab, Greenwood Manor, Lantern Park and Oaknoll's nursing wing) indicates that in any given 12 month period on average, 95 patients 85 years or older are admitted. According to the last census, 479 people in Iowa City were 85 years or older. The odds are approximately one in five that people 85 and older in Iowa City will enter a nursing home in any given year. In no single year did the percentage of people 85 or older in our study group (of99 people) having to go to a nursing home even approach 20% (one in five). The probability of this low a percentage occurring by chance is less than one percent. The people in the 75 to 84 year-old category normally enter a nursing home about a third as often as those people who are 85 years and older. For every three people 85+ years who are admitted, only one person 75-84 years is admitted. We had 126 people aged 75 to 84 years who used the program during the study period. Of this group (126), 2.38% were admitted to a nursing home, as opposed to the seven percent one would expect. While this difference is not as significant as that for the older group is still remarkable. The odds for this occurring by chance are between 5% and 10%. FY03 Housing Application ppdcdbg/hoosiog application 2003 edited When the two groups are examined together, the effect is highly significant, with a chance probability of less than one percent. It remains clear that the effect is more pronounced in the 85 years and older group than in the 75 - 84 year-old group. The program is clearly the most critical for its oldest clients, which addresses CITY STEPS concern with the frail elderly. This study supports the fact that without a safe environment, this population cannot stay in their homes and benefit from other services designed to enhance their ability to live independently. Conversely, by participating in the home repair and modification program, these seniors can live longer in their own homes safely and receive the support that they require to meet their needs. 23. Please discuss how these outcome data will be met by the proposed project. While no new local studies of outcomes related to home repair have been completed since the study cited, it is our firm belief that home repairs have become an even more critical factor in keeping frail, older citizens independent as long as possible in Iowa City. In general, the housing stock is older and more in need of upkeep. Also, elders are able to stay in their homes even longer with the availability of more comprehensive case management services in our area. Section 5 - Capacity/History of the Applicant 24. Please list amount of CDBG and/or HOME funds received within the last three City fiscal years and the status of the project(s) undertaken. (City fiscal year July 1 to June 30) Amount Expended Fiscal Year Funds Recv'd Budgeted Amount (as of 12/3'1/01) FY00 (July 1999 - June 2000) $28,831 $28,831 FY01 (July 2000- June 2001) $30,000 $30,000 FY02 (July 2001 - June 2002) $40,000 $22,024 25. Is the applicant (including partners, co-applicants, etc.) currently in compliance with all federal, state and local laws, rules and regulations including any CDBG and/or HOME funded projects? Yes X No . If "NO" or a matter is currently in litigation please give the name of the case and explain the basis for the case. 26. Please provide evidence of your organization's capacity and/or experience to undertake and complete the proposed project within the established timetable and budget. Elder Services has administered the housing repair program for twelve years. We know many of the recipients and potential recipients of services and we are familiar with many of the individual contractors. We have completed many repairs and modification~ successfully. Additionally, we have social work staff that routinely visits frail clients in their homes who can identify potential recipients of repair or modification services. The staff is fully capable of assisting with the application process and following through with each individual job. We have demonstrated over the years that we are competent and capable of administering this program successfully and we would like the opportunity to continue to do so this year. FY03 Housing Appl/cation ppdcdbgthou$ing application 2000 edited City of Iowa City FY03 Funding Request for Housing Projects Project Name: Douglas Project Type of Project: Acquisition General Information 1. Lead Applic .a~nt Name: Hawkeye Area~Community Action Program ~ Signatur~5~~-7~UrV~'~.-; /qt.~ ~L~~ Applicant Address: P.O. Box 490 Hiawatha, Iowa 52233 Contact Person: Allan Axeen /~ 2007 Waterfront Drive Iowa City, lowa 52240 Title: Site Supervisor Phone Number: 319-337-5765 Fax Number: 319-337-5831 E-mail Address: aaxeen~hacap, org ~ xN%//~ Federal Tax Identification Number: 42-0898405 2. Secondary Applicant (if applicable): Signature: Applicant Address: Contact Person: Title: Phone Number: Fax Number: E-mail Address: 3. Type of Applicant (check one): X Community Housing Development Organization Private non-profit organization Private for-profit, individual or partnership applicant Public Organization 4. Amount of Funds Requested HOME: $34,400 CDBG: $ Total Loan Requested: 5. Provide a brief description of the proposed project (please limit response to a paragraph). Hawkeye Area Community Action Program (HACAP) would like to purchase the property from the Greater Iowa City Housing Fellowship (GICHF) at 415 Douglas in Iowa City, Iowa. The GICHF purchased the house and put the property in HACAP's Transitional Housing / Supportive Housing Program in Iowa City. Due to financial needs after a number of years the GICHF requested a lease on the property to help meet pressing financial needs. HACAP has leased the property for approximately four years. HACAP used funding from the State of Iowa's allocation of Homeless Shelter Operation Grants (HSOG) and the Emergency Shelter Grants (ESG) to assist in overhead expenses needed in the Johnson County Transitional Housing Program. The State of Iowa has severely cut back on the funding of these grant programs due to State funding needs. The purchase of this property will benefit both agencies. HACAP will assume the transfer of the CDBG $6,000 loan for the life of the property as long as it is in a Transitional Housing program. HACAP intends to keep the property in its Transitional Housing Rural Amerfca prcgrem. Both agencies currently incur some insurance expenses that are duplicated because of a Lessee / Leaser relationship. The difference between the appraised value and the purchase pdce is an eligible source of match for Iowa City's needs in its Home funds, Section 1 - Need/Priority 6. Tell us why this project is needed (include information from market studies er other supporting documentation that identifies the need for this type of housing for Iowa City's need) and how it will fill a gap in the City's housing market. A five-year evaluation study was completed by the National Resource Center for Family Centered Practice at the University of Iowa in 1996. The following are charactertstics for a homeless head of household in a family entedng HACAP Transitional Housing. All statistics are based on actual participant interviews. 41%reportedbeingtreatedforpsychological/emotionalproblems 31% reported being hospitalized for psychological/emotional problems 34% reported moving around frequently as a child 44% reported growing up in a family with a heavy drtnker 35% reported living away from family more than six months while growing up 32% have a chronic medical problem that continues to interfere with theirlife 39% reported that they have been arrested and charged with a c#me 35% reported being the victim of sexual abuse or assault by the age of fifteen 66% had lived as an adult with someone who had a substance abuse problem 58% lived as an adult with someone who beat them in numerous studies and has been verified in consolidated plans on all levels. The Executive Summary of City Steps states that: "the ,qoal of C~ Steps is to encouraqe and support families and individuals in achieving their h~qhest degree of self-sufficiency." These statistics emphasize the broad range of needs for homeless families in our community, It a/so illustrates how fragile the family structure ora homeless family is when they enter HACAP's Transitional Housing Program. HACAP is the only agency providing families with transitional housing coupled with HUD Supportive Housing Program (SHP) services in Johnson County. HACAP maintains and funds a local Case Management system to assist with the delivery of services and support for HACAP Transitional Housing families. This coordination of efforts helps to preclude duplication of services while assudng comprehensive support. HACAP FY03 Housing Application Douglas Proje~,t ~ t~ HACAP assessments continue to point to associated difficulties in obtaining and or retaining housing. Primary barriers include bad energy debts, domestic violence, poor credit history, and an inability to pay deposits. In addition the families have difficulty finding affordable childcare and also lack educational and or job skills needed to earn money to pay rent. Other adults have dual diagnosis of both mental illness and drug abuse history. The provision of housing along with the efforts of the Family Support Worker are used to strengthen the family as a unit and help them achieve a better start toward family stability. The two-year program has an overall goal to raise the family to self-sufficiency and build on the strengths of the family to overcome barriers to reaching this goal. Consumer education, parenting skills, and basic life skiffs are developed during this process to increase family awareness and the ability to become conscientious housing consumers. 7. Describe how the proposed project addresses the priorities, strategies and goals cited in the CITY STEPS Plan, the Maxfield Housing Market Analysis and/or "Assessing Iowa's Housing Needs" (August 2000) by Professor Heather McDonald. (Please specify the one most applicable priority need and priority need level, as shown on pages 91-97 in CITY STEPS. Priorities exist for Transitional Housing in local, state and federal consolidated planning reports for the last year. The lack of affordable housing has been thoroughly documented in numerous studies and has been verified in consolidated plans on all levels. The Executive Summary of City Steps states that: "the goal of City Steps is to encourage and support families and individuals in achieving their hiqhest deqree of self-sufficiency.' These statistics emphasize the broad range of needs for homeless families in our community. It also illustrates how fragile the family structure of a homeless family is when they enter HACAP's Transitional Housing Program. HACAP serves families under the 30% of the median income level. On page 91 of City Steps the table shows this as a ~High' need for large and small families. On page 92 of City Steps Transitional Shelter also has a ~High" need in the Consolidated Plan. In addition since HACAP's Transitional Program is a HUD Supportive Housing Program ($HP) the families receive a focused array of support services designed to help a family have access to the tools that are needed to succeed towards a goal of self-sufficiency. HACAP supports a Case Management program that brings in local agencies to help focus on the family needs and make sure that care is coordinated to diminish service redundancy. The SHP Program also has monthly Consumer Education meetings for all the Transitional Housing families to focus on issues that develop skiffs to help families achieve self- sufficiency. The Executive 'Summary of City Steps states: "due to an overwhelming need, transitional housing and support services remain a h(qh pdoritF need.' Transitional Housinq for Families with Supportive Services High Priority Need Pdodty Need Level (High, Medium or Low) Section 2 - Leveraging Resources 8. Indicate the applicable loan terms*: Rate: Years: Conditional Occupancy Loan (future payment) 0% 30 Housing Application Doug/as Project-- -~'- t ~ HACAP FY03 · See Applicant Guide. Loan terms are subject to negotiation or modification by the HCDC or City staff (Council approval may also apply). 9. In the space below, please provide the proposed sources and uses of funds for the project. Include all funding requested for the proposed project to be completed (e.g., infrastructure improvements). Where possible please provide third party documentation for project costs. $40,500 Purchase from GICHF $ 2,500 Rehabilitation Costs, Closing fees, and Recording fees. $43,000 Total 10. a. Please complete the table below showing the types and amounts of funding being requested for the proposed project. Funding Source and Type of Funds: Amount of Funding Requested: Iowa City CDBG or HOME Funding (public) $ 34,4000 State of Iowa HOME or CDBG (public) Iowa Finance Authority (IFA)- non-LIHTCs (public) $ City of Iowa City - Tax Increment Financing (public) $ City of Iowa City - Tax Abatement or Exemption (public) $ IFA - Low Income Housing Tax Credits (public) $ Other Public Resources (public) (please list): $ Applicant Contribution of Equity (private) $ Pdvate Lender Financing (private) $ 8,600 Pdvate Foundation(s) (private) $ Volunteer Labor and/or In-kind Donations (private) $ Other Pdvate Resources (private) (please list): $ Amount of Private Funds: $ 8,600 (a) Amount of Public Funds $ 34,400 (b) Total Project Funding $ 43,000 (c) (a + b) Number of bedrooms 3 (d) Number of publicly-assisted bedrooms 3 (e) Persons assisted (# of bedrooms x 1.5) 5 (f) Requested public subsidy per bedroom $ 11,466 (g) b + d Total cost per bedroom $ 14,333 (h) c * d Total Public Cost Per Pemon $ 6,880 (i) b + f Total cost per person $ 8, 600 (j) c + f HACAP FY03 Housin9 Application Douglas Project 10. b. If volunteers are used please describe howthese volunteers are utilized for the proposed activity and estimate the amount of volunteer time and value dedicated to the identified tasks. Unskilled labor hours x $10 per hour = $ Skilled labor ( ) hours x $ per hour = $ Skilled labor ( ) hours x $ per hour = $ Skilled labor ( ) hours x $ per hour = $ Skilled labor ( ) __ hours x $ per hour = $ Total 11. Does the proposed project pay full property taxes? Yes __ No ~X If full property taxes are not fully paid, does the proposed project make a Payment In Lieu Of Taxes? No X Yes__. If "yes", what is the percent of full taxes paid? __% and amount paid $ A negotiable item. 12. If partial funds are awarded, will the project/program continue? Yes No X If yes, at what level? 13. Program regulations require a 25% match for HOME funding only. Describe how your organization or the proposed project will help the City of Iowa City meet this match requirement for local HOME funds. If the proposed project is requesting HOME funds from the State of Iowa please describe how the project will meet this matching requirement without the use of City funds. If State HOME match is being waived or reduced please include a letter from the Iowa Department of Economic Development. Local HOME funds requested: $ 34,400 x.25= $ 8,600 Local Match Local HOME funds requested: $ x .20 = $ State Match HACAP will obtain funding privately or from another appropriate source that is compatible with Home funding rules. Section 3 - Feasibility 14. Briefly outline the proposed timetable for the commitment and expenditure of the funding being requested (include other project factors such as rezoning, construction schedule, or application(s) for other funding). Please Note: If funded, this schedule will be used for any project agreement for the use of CDBG~HOME funding. Date Description of Activity July 1,2002 Beginning of City Fiscal Year and Project Start Date July 1, 2002 Make offer to Board of Directors of GICHF. HAOAP FY03 Housing Application Douglas Project ~- t'~ August 1, 2002 Submit purchase to Waterfront Family Resource Site Council Submit purchase to Board of Director of HACAP September I, 2002 Close sale of property Request City transfer of $6,000 CDBG loan October 30,2002 Finish any rehab projects 15. Briefly describe the project goals for providing or assisting in the preaervatien or expansion of affordable housing in Iowa City, and how the project will benefit the targeted income group (e.g, goal of providing rental housing to lower income persons without use of Section 8 rental assistance or level of subsidized rent compared to market rates). The goal of the Douglas Project is to maintain the quality of safe and affordable transitional housing for homeless families who fall into the lowest income category, below 30% of median income. These families have inadequate resources to obtain other housing. The families will be provided supportive services including limited local contracted mental heaith services, if needed. HACAP's two-year pregram combines housing and services of a Family Support Worker to promote, empower, and nurture the family to define and utilize their strengths to become self-sufficient. In this way Iow-income families develop the skills necessary to take the next step in obtaining permanent housing. No Section 8 or other subsidies are paid to the project. 16. To help promote the efficient use of federal, state and local funding please describe how the project will maintain long-term (in excess of CDBG~HOME program requirements) or permanent affordability; and, show how the project will provide for affordable housing at rental rates lower than those in the existing rental market. HACAP is committed to the preservation and advocacy of affordable housing. HACAP is committed to maintaining the affordability of these units past any contracted affordability requirements. The Douglas Project is a transitional housing program designed to move people from destabilized and dangerous living situations to self-sufficiency. Families may reside in the units up to two years and must attend school or work a minimum of 20 hours per week The rent paid is 30% of the family income. If their income would rise so that the rent would exceed the Iowa City Fair Marker Rent, then their rent is capped at the Fair Market Rent level. 17. Am all funding sources needed to complete the project secured (subject to written verification)? If not, please describe below the time frames for other funding awards. Yes, see attached letter. Note to HCDC: Review attached Proforma as part of the Feasibility Section. Section 4 - Impact/Benefit to the Community 18. In the space provided, describe in detail the type of project (new construction, acquisition, rehab, tenant based rent assistance or down payment assistance), total number of units and number of units assisted with public funds. HACAP F¥03 Housing Application Doug/as Project The Douglas Project does not add more units to the housing stock. It does strengthen the economic viabitity of the Transitional Housing Program in Iowa City and increase the reserves for the GICHF. HACAP receives approximately $202 per month on average from the participants in the Transitional Housing Program. The Project will solidify the economic foundation of the program. 19. An objective of the City of Iowa City Comprehensive Plan is to promote a diversity of housing types and mix of all income levels. Please describe the target population this project is to serve, the current level of Iow-moderate income households in the Census Tract~Block 6roup and how the project will promote diversity within the neighborhood. The target population for this project is a family at or be/ow 30% of the median income. The Douglas Project is located in a Census Tract/Block Group that presently has 71.8% of its residents be/ow 80% the median income, HACAP contributes to Iowa City's overall diverse housing needs by offering the only transitional housing program with HUD SHP services for families in the community. During the fiscal year 2000: 77% of households that applied had incomes less that 75% of the poverty rate which would also fall below 30% of median income. 48% of the applicants were minority status 64% of the individuals in the applicant group were children underthe age of 18 32% of the individuals were children under 5 56% of persons applying need 2 bedroom housing units 71%ofhouseholdsapplyingwereepreviouslyhousedatemergencysheltersorliving with friends or relatives at the time of application. > 54% of the families were working 20. On the map provided, please show the location of the proposed project. Location of 415 Douglas indicated on the attached map. 21. Also, please indicate the number of persons or households that will be served by the proposed project by income category. (Please Note: If this application is funded, the information in this table will be used as income targeting for the CDBG~HOME Agreement). Circle Persons or Households Number between 0 - 30% median income 1 persons or ,.[m~.[o][.~ (a) Number between 31 - 50% median income persons or households {b) Number between 51 - 80% median income persons or households (c) Number between 80 - 100% median income persons or households (d) Number over 100% median income persons or households (e) Total I persons or Ii[I]ll~[=]lI"]Ill*~ (f) Percent LMI 100% (a + b + c) + f) HACAP FY03 Housing Application Douglas Project 22. As accurately as possible please describe how outcome date indicates that the project objectives can be met. First, describe the outcome data or key elements the project is working towards (e.g. units to be rehabilitated). The Douglas Project is to help improve the quality cfa unit in the stock of houses in the Transitional Housing Program in Iowa City. By improving the economic viability of the program the goals of the program are more attainable. The pfimary goal of the programs to promote, empower and nurture the family to define and use their strengths to become self-sufficient. HACAP's performance goals are: > 50% of the participants will obtain permanent housing upon leaving the program > 25% will attend high school, obtain a GED, or attend college orsome otherpost secondary program. ~ 60% will obtain an income that is not we/fare payments or an addition to welfare payments within the next twelve months > All (100%) of the participants will be offered family support and case management services, and will meet with family support workers to set short and long term goals, learn and practice money and household management, acquire parenting and life skills, and research employment and educational opportunities. 23. Please discuss how these outcome data will be met by the proposed project. In a five year study of HACAP Transitional Housing families performed by the National Resource Center for Family Centered Practice at the University of Iowa surveyed 217 former housing residents. In the study they found: > 86% had secured housing > 66% secured their own housing > 16% moved in with relatives > 4% moved into other living arrangements (e.g. residential treatment programs) ~ 14% did not respond The median income for participating families was $680.00 per month (compared to $400. O0 per month entering the program). In addition, for those who successfully completed the program, income rose to a median of $972.00 per month at program termination. Section 5 - Capacity/History of the Applicant 24. Please list amount of CDBG and/or HOME funds received within the last three City fiscal years and the status of the project(s) undertaken. (City fiscal year July t to June 30) Amount Expended Fiscal Year Funds Recv'd Budgeted Amount (as of 1213110'1 ) FY00 (July 1999 - June 2000) $190,000 $190,000 FY01 (July 2000 - June 2001) $ 96,450 $ 96,450 FY02 (July 2001 - June 2002) 0 0 25. Is the applicant (including partners, co-applicants, etc.) currently in compliance with all federal, state and local laws, rules and regulations including any CDBG and/or HOME funded projects? Yes X No . If "NO" or a matter is currently in litigation please give the name of the case and explain the basis for the case. HACAP FY03 Housing Application Douglas Project ~ t'~ 26. Please provide evidence of your organization's capacity and/or experience to undertake and complete the proposed project within the established timetable and budget. HACAP is a tax exempt non-profit Community Action Program incorporated in 1965 and a Community Housing Development Organization (CHDO). It provides programs and services to Iow income families to assist them in achieving and maintaining self-sufficiency in a six county area including Johnson County. Major program delivery is in the areas of Chi/dran's Services, Housing and Energy. HACAP has been a HUD approved counseling agency since 1974. In total HACAP administers and operates forty different programs with an annual budget of about twenty million dollars. HACAP began Transitional Housing Programs in 1987. In Johnson County, HACAP has eighteen scattered site transitional housing units of various sizes. The units include four mobile home trailers in two different mobile home parks, one two story condominium, a duplex, seven one story condominiums, and two single detached homes. In addition HACAP has eighteen three bedroom transitional housing units in two townhouse buildings on the southeast side of Iowa City. HACAP operates the Head Start program, a toddler daycare program, Family Support Counseling, LiHeap (energy assistance), Weatherization Program, Mortgage Foreclosure Prevention program, Reverse Mortgage Counseling, FaDDs program, Case Management Group made up of Local agencies, Family Support Counseling through Johnson County Empowerment, and Second Steps local Transitional Housing program in Johnson County. HACAP has demonstrated that it can successfully fulfill HUD and City of Iowa City requirements to develop, maintain, and operate a successful Transitional Housing program with a SHP service delivery system. HACAP has consistently maintained a positive record of meeting Federal and local auditing procedures. HACAP FY03 Housing Application Douglas Project [ ~HAWKEYE AREA COMMUNITY ACTION PROGRAM, INC a help up, not a hand out January 22, 2002 Steven Nasby Community Development Coordinator City of Iowa City 410 E. Washington Street Iowa City, Iowa 52240-1826 Dear Steve: This document shall serve as a formal "letter of Financial Commitment" from the Hawkeye Area Community Action Program, Inc. (HACAP) to the City of Iowa City. HACAP agrees to provide a 25% matching loan totaling $8,600 for purchase of the Douglas property under the HOME Funds Conditional Occupancy Loans. Sincerely, Don W. Maniccia Executive Director 1515 Hawkeye Drive PO Box 490 Hiawatha, Iowa 52233 ph 319-393-7811 fx 319-393-6263 entail hacap@hacap.org www hacap.org AN EQUAL OPPORTUNITY AGENCY A MEMBER OF THE UNITED WAY HAWKEYE AREA COMMUNITY ACTION PROGRAM, INC a help up, not a hand out January 22, 2002 Steven Nasby Community Development Coordinator City of Iowa City 410 E. Washington Street Iowa City, Iowa 52240-1826 Dear Steve: This document shall serve as a formal "letter of Financial Commitment" from the Hawkeye Area Community Action Program, Inc. (HACAP) to the City of Iowa City. HACAP agrees to provide a 25% matching loan totaling $8,600 for purchase of the Dougla~ property under the HOME Funds Conditional Occupancy Loans. Sincerely, Don W. Maniccia ' (~~~ Executive Director 1515 Hawkeye Drive. PO Box 490. Hiawatha, Iowa 52233 ph 319-393-7811; fx 319-393-6263 email hacap@hacap~org www hacap.org AN EQUAL OPPORTUNITY AGENCY; A MEMBER OF THE UNITED WAY LOCATION OF DOUGLAS STREET PROPERTY IN IOWA CITY at: 415 Douglas Iowa City, Iowa Proforma Spread Sheet FY03 CDBG and HOME Rental Housing Projects Line Description ' Symbols YRI YP,2 YR3 YR4 YR5 YR6 YR7 ~ YR~ YR9 YR10 Revenues ; _ I 3 Tenant Contributions , *- co~ub~o~ $ $ ~ ~ $ $ ' O~ratine Expenses 8 Maintenance & Structural Re~?~ s 386 25 s 3~T84 $ 409~ i $ 42207 $ 43473 ~ s 447~ $ 461~ ~ $ 475~: $ 4~29 13 T~at O~mting E~nses ~ -OPR ~es $ 2,692~ $ 2~276 $ 28~94 i $ 2941 62 , $ 3,02987 $ 3,1~77 ~ S 3,21439,~ $ 3,31082 S 3,4*0 15 ~ $ 3512 45 14 ~Net Oper~t~n~ ~ncome =Nol (285e5) (31828) (38798) (4~96); $ (~445)~ $ (~) (59072) 19 Cash-on- Cash ROI ~ -16~; -,69% -172% -178%I -17~: -183% -~86% -190%~ -~94% 199% Line YRI YR2 YR3 YR4 YR5 YR6 YR7 YR8 YR9 I 26 x Tax Rate (35% or O%) 30 ~Cash Flow AfferT~ =CFATx $ (!78~65) $ (1,81828) $ (~ 85238)i ~(~,~8~98) $ (1925 ~6) $ (~ S (2,0~) $ (209072}! $ (2 1~64} , Line To~I Benefit Analysis , ~ , 31 Cash Flow After Tax CCATZ S (1 78565): $ ~728) $ (~ 85238) S(18~8~S (1925 ~) $ (~,9~96)~ $ (2~445) $ (2046681[ $ (2~072) $__~2 i~64} 32 Rehabilitation Tax Credit ~ +RTC ¢i ¢; ~ S S S $ $ J~ $ , $ YR11 YRI2 YR13 YR14 YR15 YR16 YR17 YR18 YR19 YR20 Line Description Revenues ~ $ s s $ $ $ ~ : $ i $ i 3 Tenant Contributions ~ ~peratin¢7 Ex~e~ses 2 ~! 9_,5 .,_~ 2491625 256637, 264336 S 272266 ; S 2a0434, ,, -203%: -208% 21 3% 218% -223%' ~o~,.'~, ; ¢o:v,o, ~o~v~, ~o~v~, *D~V~ 19 ~Cash -on- Cash ROI YRll YR'i~2 YR13 YRI~4 Y~15. yR!,§, YR~7. YRI~ YRI$ YR20 Line. Description i[ ~D~. ~ermininq Texe~ $ 21 ~pr~iation E~n~ . 5000 s ~ s 5ooo $ 5ooo ~ ~co s ~s, 5o~ s 5ooo s ~oo $ ~! 24 Rese~es ~4I ~ 0% ~* o%~ o%I c% o%i 0% 0~ I 26 jx T~ R~e (35% or 0%) s s ~ s i $ ~ s s s ~ $ 27 T~ Incu~ (Sav~) ' Cash FI~ Aff~ Tax ; S , S ~ s s s s $ ~ s [ 29 T~ ]ncurr~ Cax Save) i LineIITo~I Benefit Analysis $ ~ $ $ S - :s s :s ~ ;~ ~ Net SaleProc~ds City of Iowa City FY03 Funding Request for Non-Housing Projects 1. Name of Project: John Thomas Security Deposit Assistance Program 2. a. Total Amount of CDBG Funds Requested: $5,000 b. Loan: $ //~ 3. Namecity,and address of applicantJorganization: ~/¢~ ~) ~ Emergency Housing Project PO Box 3146 Iowa IA 52244 .~ 4. Contact Person: Ch ri stina M. Canganelli '~~~ Phone Number: (319) 351-0326 Fax Number: (319) 351-2137 Email Address: ehpcmc@aol.com Location of proposed project: Emergency Housing Project 331 North Gilbert St. Iowa City, IA 52245 6, Check CITY STEPS Objective (check only one): Homeless Needs Public Facility Needs Public Service Needs Economic Development Needs 7. Brief summary of the proposed project (please limit response to a paragraph). One of the primary goals of EHP is to facilitate the transition of our clients into stable affordable housing. As such, one of our program requirements is that clients save up to 75% of their income to be used towards future housing costs including: security (damage) deposits, rent and other expenses of establishing their own household. However, barriers still exist for many of our clients as it is not uncommon for a family to have to save as much as $1,200 in upfront costs to obtain rental housing. With nearly all of our clients being very Iow-income, additional assistance is needed in securing upfront housing costs. EHP is seeking continuation of funding for our John Thomas Security Deposit Assistance program that was piloted in July of 2001 with $5,000 in CDBG funds and $3,000 in matching funds dedicated by EHP through private donations. The program is administered by EHP staff and is designed to work with local agencies, faith communities and landlords/property management companies. To date, a sum of $5,500 has been expended towards security deposits and up-front expenses required to secure the apartment totaling over $17,491. Thirty-seven households have been assisted and now have secure housing with an average of less than $150 per recipient. If awarded, the fund will be used to continue to assist homeless and Iow-income individuals and families in securing financial assistance towards their security deposit while leveraging other community resources and support. FYO3Non-HousingApplication 2~ ppdcdbglsecurity depsit dec Section 1 - Need/Priority 8 Describe how the proposed project addresses the prior[ties, strategies and goals cited in the CITY STEPS plan and the Maxfleld Housing Market Analysis. (Please specify~oZ~ priori~, need and priority need level, as shown on pages 9~-92 and 98-99 in CITY STEPS). Although rental security deposit assistance is not explicitly listed as a priority need in the specified sections of CITY STEPS, it is discussed in the narrative and supportive sections. Page 12 of the document states, "high cost of damage and utility deposits acts as a barrier for Iow-income households to enter into the rental market. Currently there are no citywide rental programs that allow payments to be spread over a few months to ease the cash- up-front crisis." Page 93 indicates, "The city intends to continue programs and pursue expansion of the amount of rental assistance available." Finally on page 95 Strategies for addressing the Needs of Persons who are Homeless, subject heading a: Homeless Prevention, Strategy: Assist Iow-income households in maintaining and retaining their existing housing. Objective a: Establish/Improve emergency rent, mortgage and utility assistance. This is interpreted to include that which is immediately prohibitive and dependent on the rent -security deposits. Prinrih/. N~_ed: Emergency Shelter ~ Families: High Individuals: High w/SpecialNeeds: Medium 9. Tell us why this project is needed (include information from studies\research or other supporting documentation) and how it fills a gap in the City's continuum of care as outlined in CITY STEPS. As stated in question 8, it has been clearly documented in CITY STEPS that "high cost of damage and utility deposits acts as a barder for Iow-income households to enter the rental market." Our clients consistently face this barrier as they attempt to move from homelessness to affordable housing. As EHP runs at capacity most even/night, each additional day a family or individual remains, more and more people are denied shelter. It becomes evident that financial resources are needed to assist individuals and families bearing the burden of high up-front housing costs. Prior to our program's beginning this year, the county only had one funding source available for security deposit assistance as administered by the Greater Iowa City Housing Fellowship. In many cases, this program is not a viable resource for individuals and families coming through EHP or accessing the facility for other services. The program restrictions and requirements of the Security Deposit Loan Program at GICHF while understood and appreciated make the resource unavailable to most individuals that use our services. If funding is awarded, assistance through EHP's program would be a resource that would continue to fill the current gap in resources and assist individuals that are unable to receive assistance through other community programs. Section 2 - beveraging Resources 10. Is the project requesting a grant or a loan? If a loan is requested, please indicate the applicable loan terms (circle applicable line). Please note that all loan terms are subject to negotiation and/or modification by the HCDC or City staff. Type of Loan: Amount: Years: Economic Development - For-profit (3% amortized loan) Economic Development - Non-profit (1% amortized loan) Public Facilities Project - Non-profit (conditional occupancy loan) 11. List the amount of CDBG funds requested for various categories appropriate to your project. Use general categories such as salaries, office expense and other administrative expenses for operational funding. Use categories such as property acquisition, architectural expenses, construction costs, material and administrative costs, etc. for construction/rehab projects. Please include the cost of an audit for any organization that expects to receive over $300,000 from all federal sources. Aisc, budget for the other items listed under Bud,qet Considerations in the Subrecipient Guide. If other funds are used to implement F Y03 Non~Housing Application ~ ppdcdbg/secudty depsil doc the project, please list the sources, state if the funds are in-kind or cash, and check if the funds are anticipated or committed. Document Costs Whenever Possible PLEASE NOTE: The Housing and Community Development Commission may request a copy of your overall agency budget. Budget Breakdown Expense Category Type Status (e.g. salaries, acquisition, rehab) List Source of If possible, please CDBG In- prioritize the budget Funds Other Funds Other Funds Kind Cash Antic. Comm. Please p/ace an '~" in box that applies: Rental Security $5,000 $ X X Deposit Rental Security $ $1,000 FEMA X X Deposit Rental Security $ $1,000 Private X X Deposit Donations Staff Administration $ $2,250 EHP Non- X X Directed Funds Facility Support $ $1,500 EHP Non- X X Directed Funds $ $ $ $ $ $ $ $ $ $ $ $ Amount of private\agency\other funds L5, 750 (a) Amount of CDBG funds $ 5,000 (b) Total Project Funding $ 10, 750 (c) (a + b) Number of persons assisted __45 households (d)(see question 18) Total cost per person $ 240* (e) (c * d) Total CDBG Cost Per Person ,~ 111' (f) (b + d) · Amounts given are per household and not per person 12, If volunteers are used please describe how these volunteers are utilized for the proposed activity and estimate the amount of volunteer time and value dedicated to the identified tasks. FY03 Non-Housing Application ~1~1 ppdcdbg/security depsit doc Unskilled labor 50 hours X $10 per hour = $500 SMiled labor ( ) hours X $ per hour = $ Skilled labor ( ) hours X $ per hour = Skilled labor (. ) hours X $ per hour = Skilled labor (. ) hours X $ per hour = Total $500 Volunteers provide administrative assistance three to four mornings a week at the shelter from 9:00am - 12:00pm. During this time volunteers answer phones, take messages, schedule appointments, and respond to general questions. Volunteers also assist with data entry, copying and other miscellaneous administrative tasks. Only a small portion of their time would be dedicated to the specifics of the Security Deposit Program. 13. List other groups or organizations that were asked to contribute to or fund this project and the status of those funds (include anticipated dates of funding awards or decisions). At the start of the program in July of 2001, EHP designated $3,000 in private and anonymous donations as matching funds for the CDBG award of $5,000 for FY02. Although there has been no formal contribution of funds from local faith communities to the program, in some cases clients, on an individual basis, have been able to obtain financial assistance through these institutions. Additionally, the Executive Director anticipates continued solicitation of support for the continuance of this program within the overall scope Of maintaining the core operations of the shelter. On January 18, 2002, the local FEMA Board committed $1,000 to the John E. Thomas Security Deposit Program. 14. Does the proposed project pay property taxes? Yes__ No X If property taxes are not paid, does the proposed project pay a Payment In Lieu of Taxes? Yes__ No X' If"yes", what is the percent of full taxes paid? % and amount paid $ Section 3 - Feasibility 15. If funds are awarded, will the project/program continue after the CDBG funds end? Yes X No Please explain. It is anticipated that the program will continue and become established as one of the baseline services offered by EHP. However, this cannot happen without continued support from the community and inter- agency efforts to increase funding for the program by the Board of Directors and the Executive Director. In order to allocate funds most efficiently, EHP has been and will continue to leverage other funding resources by working with local faith communities and other organizations in cases where EHP is unable to provide sufficient financial support for clients to obtain rental housing. In these cases, contributions from other community resources are given directly to the client or specific landlord or property management company and do not become part of EHP's security deposit fund. Client contribution is a major part of the feasibility of the project. In most cases clients contribute a portion of their own income towards their security deposit that in turn enables EHP to expend less funds to come up with the total deposit and therefore assist more individuals and families. In addition, as the program is currently being administered, the funds are expended in partnership with private area landlords and management companies as a revolving loan that stipulates that once the tenant moves out, the security deposit funds that were contributed through our program are returned and reverted back into the program to be used for future applicants. As we have only begun expending funds at the beginning of the rental cycle in July/August of 2001, we fully expect to receive returned funds at the end of the leasing cycle July 31, 2002. FY03 Non-Housing Application 2 ~ t ppdcdbCs,c~ri,¥ 16. Briefly outline the proposed timetable for the commitment and expenditure of the funding being requested (include other project factors such as rezoning, construction schedule, or application(s) for other funding). Please Note: If funded, this schedule will be used for any project agreement for the use of CDBG funding. As the security deposit program is currently in progress and fully operational, the proposed timetable for the commitment and expenditure of the requested funding for FY03 will begin July 1, 2002 as it is anticipated that initial funds awarded in FY02 in addition to EHP's matching funds may be fully exhausted by the end of the fiscal year. In addition, it is expected that there will be supplemental funds that come in as part of the revolving loan program agreement between EHP and participating landlords/management companies as well as any additional funds from private contributors. Date; Description of Activity: July 1,2002 Beginning of City Fiscal Year and Project Start Date Section 4 - Impact\Benefit to the Community 17. The strategies and objectives of the CITY STEPS Plan is to promote a continuum of care within the community that includes jobs and services for Iow-moderate income persons. Please describe how the proposed project ties into this concept and partners with existing services or fills a gap within the community. As Johnson County's only general use homeless shelter, EHP is the first point-of contact for many low- income individuals and families moving through the continuum of housing, working to achieve self-sufficiency and safe, affordable permanent shelter. In an effort to promote the continuum of care for homeless persons, EHP maintains consistent communication with other service providers and city staff so as to ensure inclusiveness and continuity of services. This remains a priority for EHP and is recognized as critical and fundamental to the viability of the organization, its mission, and a comprehensive provision of services. As a critical part of the continuum of care for homeless, EHP's security deposit program helps to fill a needed gap and has in its short span, made a beneficial impact to the community. To date, the program has assisted 37 individuals/families in securing rental housing. Nearly ali recipients fell between 0-30% of the median income and were of diverse racial/ethnic backgrounds. To serve these clients, EHP consistently relied on referrals from local social service agencies such as the Crisis Center, DVIP and the Greater Iowa City Housing Fellowship in addition to local landlords and property management companies. If awarded additional funding, EHP will continue to work with community agencies and provide greater opportunities to homeless individuals in our community to help strengthen the Continuum of Care. 18. List goal(s) of this project. In addition, please indicate the population to be served by the proposed project according to the income categories shown in the Applicant Guide. (Please Note: If this application is funded, the information ~ will be used as income targeting for the CDBG Agreement). · To continue to provide access to qualifying individuals and families with children throughout this community that are unable to access other financial resources in the community to meet their up- front housing costs. · Assist up to 45 households at approximately $150 per family/individual. · Allow for shelter resources to be more efficiently utilized and preserved for those needing stabilization and not necessarily simply additional time to save extraordinary amounts of money to meet prohibitive rental requirements of first and last months rent in addition to a security deposit. · Reduce lengths of stay at the shelter most especially for families with children, This is a priority for families especially as this is an extremely stressful and over-crowded environment laden with risk FYO3Non-HousingApplication ~2 ppdcdbg/securit y depsit doc and many unknowns. One can literally watch the family deteriorate in some cases, as the length of stay in the shelter increases. As such it is hoped that the integrity of the family will be preserved. · Maintain current and establish future partnerships with local service providers, faith communities, landlords and management companies to help facilitate increased affordable housing opportunities for homeless individuals and families. o Maintain ongoing operation of the program by obtaining additional funding sources and community support. Circle Persons or Households Number between 0 - 30% median income 45__ )ersons or households (a) Number between 31 - 50% median income )ersons or households (b) Number between 51 - 80% median income )ersons or households (c) Number between 80 - 100% median income )ersons or households (d) Number over 100% median income ~ersons or households (e) Total __45__ ~ersons or households (f) Percent LMI 100%__ (a + b + c) + f) 19. As accurately as possible please describe how outcome data indicates that the project objectives can be met. First, describe the outcome data or key elements the project is working towards (e.g. employment). The John Thomas Security Deposit Program was designed to meet the immediate housing needs of persons seeking stable, affordable housing by offering assistance with the up~front costs of obtaining rental housing. It is clear that we cannot change exorbitant up-front costs of rental housing that for families may reach nearly $1000 to $1500. However, we will work to alleviate the burden for families tnjing to afford these costs. Another key element of the project is to fill a needed gap in housing services for Iow income persons by offering assistance to relatively "higher risk" groups that do not qualif~ for assistance through other programs. In many cases our clients may have unfavorable credit or rental histories that result in even higher security deposits and often block them from programs that offer short-term loans. Often, the loss of a job, family disruption or physical or mental disability may account for these circumstances. Additionally, we will work towards building relationships with local landlords and property management companies to expand housing opportunities for our clients. Thus far, we have developed a rapport with several private landlords and management companies and will continue to work toward building future relationships. Ultimately, we would like more landlords and property management companies to be willing to work with "at risk" persons that are in need of affordable housing opportunities. Community support is another impodant outcome of the project that EHP has been establishing through referrals from other service providers that serve homeless and Iow-income persons and working with local faith communities. Thus far, over half of the recipients of the security deposit program have come from referrals from other agencies and individuals. 20. Please discuss how these outcome data will be met by the proposed project. The outcome data will be met by providing staff that will invest time working with the individual clients that are seeking assistance and fostering relationships with landlords and local service providers. Due to the significant number of applicants that are referred from other agencies, EHP is targeting a wider spectrum of families in need and promoting community awareness about the program. The outcome data will also be met by seeking additional funding sources that can be used to continue and potentially expand the program. 21. On the attached map please indicate the location of the proposed public facility or the site where public services or job training will be offered. FY03 Non-Housing Application '~1 ppdcdbgl,ecurit, ,ep$il doc The proposed project has been indicated and will be administered from EHP located at 331 North Gilbert Street. Section 5 - Capacity\History Of The Applicant 22. Please list amount of CDBG and/or HOME funds received within the last three City fiscal years and the status of the project(s) undertaken. (City fiscal year July f to June 30) Amount Expended Fiscal Year Funds Recv'd Budgeted Amount (as of 12131101) FYO0 (Ju~y 1999 - June $2,038.60 $2,038.60 2000) FY01 (July 2000 - June $0 $0 2001) FY02 (July 2001 - June $31,410 $17,288.80 2002) The projects undertaken in FY02 are fully operational--the floor restoration project was completed by the end of the first quarter of FY02. 23. Is the applicant (including partners, co-applicants, etc.) currently in compliance with all federal, state and local laws, rules and regulations including any CDBG and/or HOME funded projects? Yes _X' No . If "No" or the matter is currently in litigation please give the name of the case and explain the basis of the case. 24. Please provide evidence of your organization's capacity and experience to undertake and complete the proposed project within the established timetable and budget. It is evident from the first and second quarters (July 2001through December 2001) of the project that the set objectives can be met as we have been successful in assisting nearly 40 families in obtaining housing and have worked effectively with landlords, management companies and local agencies As noted we have also been successful in leveraging other community support in cases where enough funds cannot be leveraged through our program. Other evidence supporting EHP's capacity to continue the requested project comes from our history of successful and innovative program development. EHP continues to push the envelope in searching for or creating oppodunities for homeless and Iow-income people to transition into self-sufficiency. In 1996 EHP won awards from the City of Iowa City, the Housing ad Community Development Commission, and the Community Development Block Grant Program for its innovative approach to homelessness, in March of 1996, EHP entered a partnership with the City of Iowa City and D & K Properties, a private boardinghouse owner. In our Transitional Project, EHP provided supportive services, tailored after the in-house counseling program, to residents of three boardinghouses, for which we received a 1997 HUD "Good Practices" award. EHP administered this program until July 1, 1998, at which time, a new agency, Successful Living, began operation and assumed administration of this program accordingly. The agency today looks vastly different from that of 1983, we provided lodging and food with little structure and no supportive services. In 2000, we provide shelter, supportive services, and a jump- start to independence for 30 people at a time. We collaborate extensively with other service providers in the county, the UIHC, the VA, and others. Since 1999 the Director has represented the agency at the state level as a member of the Iowa Coalition on Housing and the Homeless Board of Directors and, participating on the executive and policy committees for the State's Coalition. As such, EHP is able to advocate for the needs of the homeless and homeless service providers across the state. EHP is addressing factors in our community that contribute to homelessness. People without steady Non-Housing Application ~,,..~1~ ppdcdbg/security depsit.doc FY03 incomes cannot maintain even affordable housing, ~n 1997 and 1998, EHP coordinated the development and writing of a countywide grant proposal to HUD that has since created a 2-year job training and placement program for chronically unemployed homeless people, including those with mental illness and chemical addictions. The proposal was fully funded in February of 1999 and has been operational since October 1, 1999 The grant brings in excess of $1 million into Johnson County to be utilized Dy many agencies to serve more than 100 individuals and their dependents FY03 Non-Housing Application ~.. ~ ~1~ ppdcdbg/securlty dep$il doc Page 1 of 1 http://www.icgov.org/images/housingmap.gif ~ ~ City of Iowa City FY03 Funding Request for Non-Housing Projects 1. Name of Project: Feasibility Study for a new Community Shelter Center 2. a. Total Amount of CDBG Funds Requested: $27,500 b. Loan: $ 3. Name and address of applicant/organization: Emergency Housing Project 331 N. Gilbert Street PO Box 3146 Iowa City, IA 52244 4. Contact Person: Christina M. Canganelli ~ Phone Number: 338-5416 Fax Number: 351-2137 EmailAddress: ehpcmc@aol.com , ~ 5. Location of proposed project: The Greater Iowa City Area 6. Check CITY STEPS Objective (check only one): ~~ X Homeless Needs ~ v/ Public Facility Needs Public Service Needs Economic Development Needs 7. Brief summary of the proposed project (please limit response to a paragraph). A capital campaign is an effort to raise funds for the capital needs of an organization orjnstitution. This includes acquisition of property or equipment, construction, renovation, endowments, special projects, and programs. The efforts of a capital campaign are of major proportions usually taking place over several years. It is imperative that this community takes a deliberate, planned and methodical approach. EHP cannot proceed unilaterally simply because we have demonstrated need and do good work, believing all the while that money will appear. The controversial nature of our work, anticipated scope of such an undertaking and absolute need for community involvement, support, and ownership require us to proceed with a request for funding support of a complete feasibility study. The study would entail contracting with a professional consulting firm that would assist in bringing together focus groups from throughout the local community, hosting informational meetings, and performing follow-up surveys and individual interviews. The consultants would then compile and analyze the findings. The EHP Board of Directors and the community would be presented with the findings and recommendations as to how to proceed--a road map to addressing community needs based on local support. A feasibility study would enable a facilitator, the consulting firm, to assist in bringing the community together, not only so as to identify and galvanize support for a new facility, but to assist in discussing innovative methods of addressin9 existing needs and gaps within the context of a single project. Section I - Need/Priority 8. Describe how the proposed project addresses the priorities, strategies and goals cited in the CITY STEPS plan and the Maxfield Housing Market Analysis. (Please specifyJ~J~J~f~_a~ fJl~O~J4J~ and priority need level, as shown on pages 91.92 and 98-99 in CITY STEPS). F Y O 3 Non-Housing Application ~ 93 pp~cdbg/fe.S blity StUdy 03doc Ed~ Emergency ShelterNeeds ~ Families: High Individuals: High w/Special Needs: Medium The proposed project is directly supported by CtTY STEPS in Section !V C. Homelessness Subsection c, Addressing Shelter Needs of Persons who are Homeless items 1 and 2 which identity the following objectives respectively (CITY STEPS pages 95 & 96): · Consider expansion or addition of facilities to meet increased demand · Investigate easily accessible day shelter location possibilities. · Develop scattered-site, transitional housing programs requiring participation in supportive services. · Develop Single Room Occupancy (SRO) type housing for singles with access to support services. A feasibility study would explicitly focus on identifying support and developing a plan to address needs as set forth in CITY STEPS per shelter needs of persons who are homeless. 9. Tell us why this project is needed (include information from studies\research or other supporting documentation) and how it fills a gap in the City's continuum of care as outlined in CITY STEPS. The City's Continuum of Care identifies emergency shelter needs for individuals as a high priority and for persons in households with children also as high. EHP is the only general-use homeless shelter and has a capacity set by fire code of 30. In a two-week sample, 70 men, women, and children were denied shelter due to lack of space---70 men, women, and children were turned away faced with no other options. CiTY STEPS does recognize that the EHP facility, "...is showing the strains of years of double-capacity use...There is a need to consider expansion or addition of facilities to meet this increased demand. Additionally, there is a need to expand to meet the needs of families." (p 35). The shelter currently operates out of a single-family home dating back to the early-twentieth-century. It provides shelter to men, women, and children under one roof. There are serious health, safety, and welfare concerns presented daily due to the chronically over-crowded conditions and the diverse needs of the population we serve. Overcrowding becomes even more of a concern as the vast majority of shelter clients have special needs relating to mental illness, substance abuse, and/or medical disability. These special needs populations demand a disproportionate amount of staff time, and can become more difficult to manage as overcrowding conditions intensity. CITY STEPS also identifies ongoing concern regarding the day shelter needs of the homeless and a yet most pressing concern for EHP, the great need for shelter for families. Families are an ever~jrowing aspect of the homeless population. The recent state-wide study on homelessness indicated that Iowa has one of the highest per capita rates of childhood homelessness in the nation. Fifty pement of the homeless population in Iowa is comprised of children 18 and younger. Locally, households with children continue to be the most underserved due to lack of shelter space and the lack of ability to commit space exclusively for families in the current facility. When families are taken in, the issue then becomes that the current space is not designed to meet the needs of children and is ultimately not particularly safe or well suited to serving families. Families with young children share the same floor as single men and single women. There are other general operational issues also, such as, there are only three bathrooms in the entire house to serve the 30 clients plus the additional 15 - 20 individuals who come through the house during the evening drop-in center and only the main floor is handicap accessible. Need for a new and larger facility has been documented and is recognized by partnering agencies, the Local Homeless Coordinating Board, and providers, such as the local police, and the local hospitals. EHP has not, however, been successful in galvanizing community-wide support for such a project. It is our hope that a professionally managed feasibility study would assist in bringing this about. We know that a new, larger and more secure space must be acquired. We also know that we struggle to maintain the existing operational expenses. We know that we have strong support from many in the community. We do not know or have the internal expertise to unilaterally broaden this support. The knowledge of homelessness in the greater Iowa City area and beyond is often limited and driven by stereotypes. Our community, as does many other communities nationwide, lacks awareness of the realities of being homeless and its real faces--those of children and working adults. FY03 Non-Housing Application _.,~.~11~,. ppdcdbg/fe.sibli~y study 03 dOC A complete feasibility study would allow this community the opportunity to have inclusive dialogues, inviting members of the community to the table who ara not typically involved in such discussions. It would lend professional expertise to an organization that needs such assistance -per development capacities--there would be long run spin off effects positively impacting the organization's ability to secure omgoing operational support. This could provide a vehicle by which we would be genuinely challenged to look outside the box--EHP could dramatically change and extend its services to be more long-term -ever focusing on the needs as identified by the community--incorporating many of the identified needs and gaps from the continuum under one umbralla. Section 2 - Leveraging Resources 10. Is the project requesting a grant or a loan? If a loan is requested, please indicate the applicable loan terms (circle applicable line). Please note that all loan terms are subject to negotiation and/or modification by the HCDC or City staff. Type of Loan: Amount: Years: Economic Development - For-profit (3% amortized loan) Economic Development- Non-profit (1% amortized toan) Public Facilities Project - Non-profit (conditional occupancy loan) Public Service Project (grant) 11. List the amount of CDBG funds requested for various categories appropriate to your project. Use general categories such as salaries, office expense and other administrative expenses for operational funding. Use categories such as property acquisition, architectural expenses, construction costs, material and administrative costs, etc. for construction/rehab projects. Please include the cost of an audit for any organization that expects to receive over $300,000 from all federal sources. Also, budget for the other items listed under Budget Considerations in the Subrecipient Guide. If other funds are used to implement the project, please list the sources, state if the funds are in-kind or cash, and check if the funds are anticipated or committed. Document Costs Whenever Possible PLEASE NOTE: The Housing and Community Development Commission may request a copy of your overall agency budget. Budget Breakdown Expense Category Type Status (e.g. sa/aries, acquisition, rehab) List Source of If possible, please CDBG In- prioritize the budget Funds Other Funds Other Funds Kind Cash Antic. Comm. Please place an 'X"in box that applies; Professional $27,500 $ X X Consultants and the Study Fund Development $ $17,500 X X Services FY03 Non-Housing Application ~ ~ pp~¢.~,ib,ty study 03 doe Amount of private~agency\other funds $ 17,500 (a) Amount of CDBG funds $ ~27,500 (b) Total Project Funding $ 45,000 (c) (a + b) Number of persons assisted 2545 (d) (see question 18) Totat cost per person $ 18 (e) (c + d) Total CDBG Cost Per Person $. 11 (f) (b * d) In a two-week sample 70 individuals were denied shelter due to lack of space. Across a fiscal year this could be expanded out to 1820 men, women and children. This number has been added into the current number sheltered by EHP as there is, in the long run, a very real benefit to these individuals from such a project. 12. If volunteers are used please describe how these volunteers are utilized for the proposed activity and estimate the amount of volunteer time and value dedicated to the identified tasks. Unskilled labor 150 hours x $10 per hour = $1,500 Skilledlabor ( ) hours x $ per hour = $ Skilled labor( ) hours x $ per hour = Skilled labor( ) hours x $ per hour = $ Skilled labor ( ) ___ hours x $ per hour = i$ Total I$1,500 Members from throughout the community would be called upon to participate in focus groups (small group or panel discussions), surveys, and individual interviews. Additionally, the EHP Board of Directors would work out from the smaller groups to identiflj and develop a network of well-connected volunteers from our community who would be willing to serve on an ad-hoc "Capital Campaign Committee. The volunteer contributions and coalition building efforts of these individuals will be invaluable. At this point it is difficult to estimate the amount of volunteer time that will be committed to the campaign. However, regarding the feasibility study itself, one could easily imagine a minimum of 50 community members contributing about three hours of their time each throughout the duration of the process. 13. List other groups or organizations that were asked to contribute to or fund this project and the status of those funds (include anticipated dates of funding awards or decisions). There are no other groups that were asked to contribute to the feasibility study aspect of the campaign. 14. Does the proposed project pay property taxes? Yes No FY03 Non-Housing Application ~ 40 ppdcdbg/fea$ibli~¥ study 03 doc If property taxes are not paid, does the proposed project pay a Payment In Lieu of Taxes? Yes__ No X If"yes", what is the percent of full taxes paid?.__% and amount paid $ Section 3 - Feasibility 15. If funds are awarded, will the project/program continue after the CDBG funds end? Yes X No Please explain. The project will continue and will enter into other phases of the actual capital campaign. The entire process may require as much as two years to finally achieve actual construction of a new facility. 16. Briefly outline the proposed timetable for the commitment and expenditure of the funding being requested (include other project factors such as rezoning, construction schedule, or application(s) for other funding). Please Note: If funded, this schedule will be used for any project agreement for the use of CDBG funding. CDBG funding would be committed July 1,2002. At which point in time EHP would proceed with an already identified consulting agency to begin implementing the study. Tools, such as surveys would already be developed, key communib/members woutd have already been identified and asked to assist in coordinating/hosting the focus groups----each meeting would be hosted by a community member and leader, for example, Dick Schwab of the Johnson County Community Foundation and Ron Reed CEO of Mercy Hospital, each would host a focus group. The study would proceed through the late summer and through out the fall. By early winter we would anticipate assessing the findings and laying out the road map as to how to proceed. EHP would concurrently be working to have at least an option to buy or a purchase agreement in place on an appropriate and well-situated properly. Grant Writing would have already commenced for qualifl/ing program specific soumes, and the capital campaign would be formally launched. Date: Description of Activity: July 1, 2002 Beginning of City Fiscal Year and Project Start Date Section 4 - Impact\Benefit to the Community 17. The strategies and objectives of the CITY STEPS P~an is to promote a continuum of care within the community that includes jobs and services for Iow-moderate income persons. Please describe how the proposed project ties into this concept and partners with existing services or fills a gap within the community. The proposed project will partner with existing services and fill an existing gap in so much as the feasibility study identifies and assists in galvanizing support for going forward with a capital campaign for a community shelter center--a project designed to address the shelter needs of the homeless as manifest in this community--a project focused entirely on the Iow to very Iow income members of our community. Many different service providers from the Crisis Center to the local hospitals, police, library, DHS and local faith communities make referrals to EHP. We are more often than not at capacity and unable to respond adequately to these referrals. The Local Homeless Coordinating Board has identified the lack of shelter space and other issues previously discussed in this submission as serious needs and on-going gaps in the continuum. EHP is the first point-of-contact for many individuals and families moving through the continuum of housing--working to achieve self-sufficiency and safe affordable permanent shelter. EHP serves the homeless men, women, and children of Johnson County and is the only general-use homeless shelter in the county. So as to ensure inclusiveness and continuity, EHP maintains consistent communication with other service providers and city staff. This is recognized as critical and fundamental to the viability of the organization, its mission, and effective provision of services. EHP staff collaborate with other organizations to improve Iowa City's Continuum of Care for homeless persons. If men, women, and children seeking shelter are turned away due to lack of space they are effectively shut out from accessing existing community resources. It is a vicious cycle that undermines the overall efficiency and effectiveness of the Continuum. Access must be a deliberate and planned m Y03 Non-Housing Application ~1~1~ I ppdcdbg/fea$iblity study 03doc component of the continuum. Otherwise, the continuum remains under-utilized and, as such, inefficient. EHP is the only organization serving the general homeless population, thereby filling an otherwise gap that is not addressed by any other service provider in the county. The functionality of the continuum is directly dependent on EHP's ability to address a reasonable and defensible level of demand 18. List goal(s) of this project. In addition, please indicate the population to be served by the proposed project according to the income categories shown in the Applicant Guide. (Please Note: If this application is funded, the information Jg_f, bJS_tab~ will be used as income targeting for the CDBG Agreement). Circle Persons or Households Number between 0 - 30% median income 2545_ persons or households (a) Number between 31 - 50% median income persons or households (b) Number between 51 - 80% median income persons or households (c) Number between 80 - 100% median income persons or households (d) Number over 100% median income persons or households (e) Total 2545__ persons or households (f) Percent LMI 100%__(a + b + c) + f) In a two-week sample 70 individuals were denied shelter due to lack of space. Across a fiscal year this could be expanded out to 1820 men, women and children. This number has been added into the current number sheltered by EHP (725), as there is, in the long run, a very real benefit to these individuals from such a project. The goals of the feasibility study are to: · identify 50 prospective individual and institutional donors to the campaign. · Hold community-wide forums/focus groups composed of community members with financial power, current and potential neighbors, other homeless service providers, the Iowa City Police, local hospitals, schools, and library to discuss needs and issues and support. · Follow-up with surveys and personal interviews. · Make preliminary assessments as to the amount of money that the cause might expect to raise during a campaign · To motivate prospective donors to commit to the project. · The consultants will assist in targeting and developing donor relationships. · Focus group findings will assist to determine the existing level of support and will fudher assist in identifying needed areas of concentration as far and education and areas of focus in program directions that may serve to build better community support · Implement an inclusive process that not only broadens but strengthens suppod for our mission through relying on a process ddven by community input--thereby increasing not only much needed awareness and understanding but community ownership 19. As accurately as possible please describe how outcome data indicates that the project objectives can be met. First, describe the outcome data or key elements the project is working towards (e.g. employment). The purpose of the study is to accurately identify what the outcome data is. The feasibility study is working towards assessing the amount of money that EHP might expect to raise during the campaign, and to light a fire under prospective contributors. It will also work to determine the overall scope of the project (for example will SRO units be included, will a day shelter be integrated and at what potential cost?). The study is in a very real way working towards bringing together individuals typically not involved in such discussions as well as those typically involved so as to interface and to exchange ideas--to bring together those with financial power, neighbors, other homeless service providers and those we serve. A much-anticipated and key element that the project wilt work towards is the overall broadening of support and ownership throughout this community for the work of the shelter and an FY03 Non-Housing Application 2l~ ppdcdbgflea$iblity study 03doc understanding that health, safety and welfare standards should be upheld for all members of our community, The investigative process will identify the level of community support, the scope and level of local financial support for the campaign, Outcome data will be used to marry up what is feasible with what is needed and what will capture local support. We will also interface such outside funding sources as VA Per Diem grants for shelter for homeless veterans and state monies available to assist with project costs for SRO's, 20, Please discuss how these outcome data will be met by the proposed project. Following the investigative and analysis phases of the study the consultants, committed community members, and the board of directors will work to further tailor and define the scope of the project. The Board will convene and the Fund Development Committee will draw up a comprehensive list of prospective individual and institutional donors, Categories of individual donors might include: past and present donors to EHP. Institutional donors might include foundations, corporations and religious communities. Donors will be researched. Grants will be submitted for outside a program specific funding sources. A case statement will be developed. A case statement functions to inform prospective donors (and remind past donors) of the vision and work of the organization, It also serves to reveal how the new facility will have an enormous positive impact on our efforts to serve. Outcome data will be translated into project components. The capital campaign will proceed, 21. On the attached map please indicate the location of the proposed public facility or the site where public services or job training will be offered. The location is yet to be determined. Section 5 - Capacity\History Of The Applicant 22. Please list amount of CDBG and/or HOME funds received within the last three City fiscal years and the status of the project(s) undertaken. (City fiscal year July 1 to June 30) Amount Expended I Fiscal Year Funds Recv'd Budgeted Amount (as of 12/31/01) FY00 (July 1999- June 2000) $2,038.60 $2,038.60 FY01 (July 2000- June 2001) $0 $0 FY02 (July 2001 - June 2002) $31,410 $17,288.80 The projects undertaken in FY02 are fully operational--the floor restoration project was completed by the end of the first quarter of FY02. 23. Is the applicant (including partners, co-applicants, etc.) currently in compliance with all federal, state and local laws, rules and regulations including any CDBG and/or HOME funded projects? Yes X' No __. If "No" or the matter is currently in litigation please give the name of the case and explain the basis of the case. 24. Please provide evidence of your organization's capacity and experience to undertake and complete the proposed project within the established timetable and budget. The proposed project is requesting funding so as to contract a professional consultin9 firm to perform a complete feasibility study to assess the support for a new community shelter center. The Executive Director has spoken at length with at least one such firm that is working with a homeless services provider in the Quad Cities to that same end. This same firm has done similar work locally and is knowledgeable of the community. Should the project be funded there are no hindrances to proceeding with the project as set forth in this application. The Board of Directors has already determined that it is committed to the undertaking and is specifically electing new members based on the requirements of such an undertaking. In so doing EHP is gradually expanding to include new members--individuals who are able to assist in moving forward with such a campaign. Furthermore, the board has begun to enlist volunteers to join in a community wide coalition. FYO3Non-HousingApplication "~ ~¢..~,~,~,~o~o Otherwise, EHP has served this community for very nearly 20 years--providing shelter and supportive services to men, women, and children who are homeless in our community. We have demonstrated our organization's capacity and experience to undertake and complete the proposed project within the established timetable and budget through our very service to this community over the past two decades. EHP has struggled for years faced with impossible barriers, none the least budget restrictions, and each year, continues to accomplish, to the best of our ability, the charges and mission of the agency. Over the past two and one-half years, the agency has increased its budget by 45%; with this we have increased staff by 100%, and have moved from very restricted accessibility and chaotic staffing to a much more accessible and sustainable structure. Our ability to proceed with this project rests unilaterally on our ability to secure adequate funding for the project. FYO3Non-HousingApplication 3~ ppdcdbg#easib~it¥ ,Iudy 03 doc Page 1 of 1 PART I'V PRO3ECTS NOT RECOMMENDED FOR FY03 CDBG AND HOME FUNDI'NG Reauest PUBLZC SERVZCE PRO3ECTS Community Corrections Improvement Assn. - Youth Leadership $ 15,000 p. 246 Eagles' Flight, Inc. - Minority Women's Health Initative $ 15,000 p. 254 Family Services - Consumer Credit Counseling $ 5,000 p. 261 PUBI-~C FAC~L2T~ES PRO3ECTS Domestic Violence Intervention Program - Facility Rehab $ 37,000 p. 269 Emergency Housing Project - Land Acquisition $350,000 p. 281 Englert Theatre - Accessibility Improvements $206,460 p. 290 Mid-Eastern Community Mental Health Center - Facility Rehab $ 25,737 p. 302 Pathways Adult Day Care - Outdoor Courtyard $ 25,000 p. 310 HOUSING PRO.1ECTS Evert Conner Center - Accessibility and Home Modifications $ 23,645 p. 319 TOTAL $ 702,842 City of Iowa City FY03 Funding Request for Non-Housing I 1. Name of Project: Youth Leadership Program 2. a. Total Amount of CDBG Funds Requested: ,15,000.00 /~'~/ 3. Name and address of applicant/organization: '~ Community Corrections Improvement Association951Cedar 29thRapids,AvenueIowaSW 52404 Heidi $oethout, Program Coordinator - Iowa City 2601 Holiday Road Coralville, iowa 62241 319) 625-2675 4. Contact Person: Linda Fairchild Phone Number: (319) 730-1174 Fax Number: (319) 398-3684 Email Address: linda.fairchild(~doc.state.ia.us 5. Location of proposed project: Iowa City School District 6. Check CITY STEPS Objective (check only one): Homeless Needs __ Public Facility Needs Z_ Public Service Needs __ Economic Development Needs 7. Brief summary of the proposed project (please limit response to a paragraph). The Youth Leadership Program is a comprehensive 7 year prevention program. The YLP consists of a summer component with three tiers, after-school groups, family-fun nights, mentoring and tutodng components as well as youth development. Youth participants are picked up at their homes and returned to their homes each day during the summer program. During the school year participants meet at designated schools. The participants are picked up after school and delivered to their homes at the end of the after-school groups. In both cases this allows the youth to attend without transportation difficulties. The various program components are explained below. ,~ implemented through a partnership with the University of Iowa's Men's & Women's Athletic Departments. The program consists of three tiers. The First Tier (6th and 7th grade), provides twenty hours of structured time each week for seven weeks during the summer. The First Tier focus is on specific topics such as life skills, academics, character/leadership skills, positive use of free time and community stewardship. The Second Tier (Sth and 9th grade) also provides twenty hours of structured time each week for seven weeks during the summer. The focus of the Second Tier is community stewardship. Partnerships are developed with other community agencies to "place" youth as volunteers for 12 hours per week. Tier Three (10th - 12th grade) during the summer program is combined with Tier Two to act as mentors to the younger youth and assist with program activities. At the FY03 Non-HousingApp/ication 3q~ ppdcdt)9/iacity-ylD cdbg2003 ap~licetio~ doc end of the summer program, participants from all four communities meet at the Boy Scout Camp in Wakonda. The three day camp is held in three day increments for each tier. Tier I, Tier II, and Tier III have their camps at separate times. Each session continues with a leadership skill and team building focus. The last evening of camp the youths have a graduation ceremony. Parents are invited to attend. The youths are given tee shirts and hugs from their counselors and friends. -~ The goal of the after-school group is for the youth to bond within their schools and to help support each other in their transitions from elementary to middle/junior high, and middle/junior high to high school. · School groups meet once a week for 1 1/2 -2 hours Youth review previously learned, and acquire and implement new specific leadership skills, social skills, and basic living skills. · Youths decide appropriate after school activities and plan group calendars. (Staff gives the youth a community resource list of possible after-school activities). · Youths are required to schedule one community stewardship activity per month. Community stewardship activities are chosen by the youth. Section 1 - Need/Priority 8. Describe how the proposed project addresses the priorities, strategies and goals cited in the CITY STEPS plan and the Maxfield Housing Market Analysis. (Please specify~.~ ~ and priority need level, as shown on pages 91-92 and 98-99 in CITY STEPS). Yoath R~ rvic~__~ Hio_h Priority Need Priority Need Level (High, Medium or Low) 9. Tell us why this project is needed (include information from studies\reseamh or other supporting documentation) and how it fills a gap in the City's continuum of cam as outlined in CITY STEPS. "A Matter of Time: Risk and Opportunity in the Non-School Hours" by the Carnegie Corporation cites unstructured, unsupervised time as a critical turning point for youth. According to the report, unsupervised time and poverty are the leading indicators of whether or not a child might eventually become involved in the criminal justice system. The benefits the Youth Leadership Program (YLP) provides to the community are solid. The YLP provides programming during the "window of opportunity" (Indiana Prevention Resource Center, 1997). Youths are selected by their school counselors at the end of their fifth grade year to begin their participation in the program that summer. The program is an active part of that child's life until they graduate from high school; a total of seven years. The students are selected based on the following criteria: · Leadership potential, negative or positive, · significant amounts of unsupervised or unstructured time, · likelihood of summer attendance, · demonstrates the ability to grasp new concepts in a timely fashion, · likely to complete the entire Youth Leadership Program, · identified as someone who influences other students (negative or positive), · parent/guardian demonstrates an interest in the student's school progress, and · lack of other opportunities. The program focuses on strengthening a child's protective factors to buffer them from the risk factors that can be found in every community. The Social Development Strategy is utilized in the program design. The Social Development Strate~l¥ builds bondin~l to a social unit utilizin~l FY03 Non-Housing Application ~ ppdcdbg/iacit y-ylp Cdbg2OO3.applica[ion doc three conditions; opportunities, skills, and recognition. Each individual child's positive characteristics are enhanced through ~ provided by the program to develop leadership and team building skills that allow them to serve their school, family, community and peers. Thus, this provides for the youth participant opportunities to bond within a community that contributes the r.~ of clear standards to gauge one's behavior. In reference to the ~, under Public Service needs the Youth Leadership Program addresses Youth Services (priority level H), Transportation Services for the program ( priority level H), Child Care Services ( priority level H) for young people who are traditionally not considered part of the child care population, but are in need of positive structured activities. Last summer, program participants contributed 870 volunteer hours. In dollars this is equal to $5,010.57 (computed at minimum wage with FICA). The services the Youth Leadership Program offers, reinforces the family unit, commitment to school and community, character training and education with the "how tos' of leadership and team building. Special programs that provide anti-drug, gang, violence, and crime information are delivered annually to the program participants. Section 2 - Leveraging Resources 10. Is the project requesting a grant or a loan? If a loan is requested, please indicate the applicable loan terms (circle applicable line). Please note that all loan terms are subject to negotiation and/or modification by the HCDC or City staff. Type of Loan: Amount: Years: Economic Development- For-profit (3% amortized loan) Economic Development- Non-profit (1% amortized loan) Public Facilities Project - Non-profit (conditional occupancy loan) Public Service Project (grant) _S'1 ~:000.0o_._ 11. List the amount of CDBG funds requested for various categories appropriate to your project. Use general categories such as salaries, office expense and other administrative expenses for operational funding. Use categories such as property acquisition, architectural expenses, construction costs, material and administrative costs, etc. for construction/rehab projects. Please include the cost of an audit for any organization that expects to receive over $300,000 from all federal sources. Also, budget for the other items listed under Budget Considerations in the Subrecipient Guide. If other funds are used to implement the project, please list the sources, state if the funds are in-kind or cash, and check if the funds are anticipated or committed. FY03 Non-Housing Application ~ ppdcdbg/iacity-ylp cdbg2003 application doc Document Costs Whenever Possible PLEASE NOTE: The Housing and Community Development Commission may request a copy of your overall agency budget. Budget Breakdown Expense Category Type Status (e.g. sa/aries, acquisition, rehab) List Source of If possible, please CDBG In- ,,rioritize the bud,,et Funds Other Funds Other Funds Kind Cash Antic. Comm. Please place an 'X'"in box that applies: Summer Camp $ ,$11,250.00 BSA X X Program ,Administrator $ ,$ 5,000~00 CCIA X X Fiscal Administrator $ $ 3,918.00 CCIA X X Program Coordinator $ $ 32,245.00 6th District X X Transportation $ 7,000.00 Summer/School Year $ 5,000.00 $ Supplies, arts, crafts, food (snacks) Honorariums for $ 2,500.00 Speakers Office Supplies, paper, $ 500.00 $ copying, postage U of I Special Events $ $12,000.00 X X $ $ $ $ $ Amount of private~agency\other funds $~64 413 00 (a) Amount of CDBG funds $ 15 000 00 (b) Total Project Funding $ 79:413.00 (c) (a + b) Number of persons assisted __ 199 (d) (see question 18) Total cost per person ~ (e) (c + d) Total CDBG Cost Per Person $ $7537 (f} (b + d) 12. If volunteers are used please describe how these volunteers are utilized for the proposed activity and estimate the amount of volunteer time and value dedicated to the identified tasks. FY03 Non-Housing Application 3qt~ ~,r,dCdbg/iaoity-y¥ ~db.2OO3..pp,ic,,tio. doc Unskilled labor hours x $10 per hour = Skilled labor ( ) hours , x $ per hour Skilled labor ( ) hours x $ per hour Skilled labor ( ) hours x $ per hour Skilled labor ( ) hours x $ per hour Total 13. List other groups or organizations that were asked to contribute to or fund this project and the status of those funds (include anticipated dates of funding awards or decisions). CCIA is preparing a fund raising letter to garner additional funding for the Youth Leadership Program, and a request is in the final preparation stages to General Mills In Iowa City. 14. Does the proposed project pay property taxes? Yes__ No__X__ If property taxes are not paid, does the proposed project pay a Payment In Lieu of Taxes? Yes__ No__ If "yes", what is the percent of full taxes paid?__% and amount paid Section 3 - Feasibility 15. If funds are awarded, will the preject/pmgram continue after the CDBG funds end? Yes_~,__ No Please explain. 16. Briefly outline the proposed timetable for the commitment and expenditure of the funding being requested (include other project factors such as rezoning, construction schedule, or application(s) for other funding). Please Note: If funded, this schedule will be used for any project agreement for the use of CDBG funding. Date: Description of Activity: July 1, 2002 Last half of 2002 summer program including camp. September 2002 After-school groups start January 2003 2nd semester After-School groups start June 2003 Beginning of summer Camp 2003 Section 4 - Impact\Benefit to the Community 17. The strategies and objectives of the CITY STEPS Plan is to promote a continuum of care within the community that includes jobs and services for Iow-moderate income persons. Please describe how the proposed project ties into this concept and partners with existing services or fills a gap within the community. During the summer CCIA and Youth Leadership employs seventeen (17) student athletes and an additional group of college students seeking summer employment. According to our records, the majority of the students are moderate to Iow income. FY03 Non-Housing Application ~1~ ppdcdbg/iacity-ylp cdbg2003 applica[ion doc 18. List goal(s) of this project. In addition, please indicate the population to be served by the proposed project according to the income categories shown in the Applicant Guide. (Please Note: If this application is funded, the information ~ will be used as income targeting for the CDBG Agreement). Circle Persons or Households ! Number between 0 - 30% median income persons or households (a) Number between 31 - 50% median income 89* persons or households lb) Number between 51 - 80% median income __2.~ persons or households (c) Number between 80 - 100% median income ~ persons or households (d) undefined (38 + 40 new recruits) .~ persons or households (e) Total 199__ persons or households (f) Percent LMI ,~ (a + b + c) + f) * The 89 households also includes families 0-30% median income. For our purpose we combine these two groups. In addition, we have a total of 36 households who refused to state their income, and this does not include the 40 new recruits in April 2002. 19. As accurately as possible, please describe how outcome data indicates that the project objectives can be met. First, describe the outcome data or key elements the project is working towards (e.9. employment). CClA and YLP staff closely monitors the process and delivery of the program. This is accomplished through employee surveys. In addition, parents and youth are surveyed to monitor the program. The additional benchmarks we utilize to document program success is the retention rate, which is currently 69%, the number of juvenile court referrals, incidence of teen pregnancy, substance abuse referrals, school drop out rates, and school pert'ormance. Currently, CClA staff is working with the iowa Consortium of Substance Abuse to create a specific survey that wil be used to monitor the growth and progress of each participant's leadership skills and attitude. Hopefully, this instrument will be in use in September 2002. 2Q Please discuss how these outcome data will be met by the proposed project. Currently, the staff acquires the above information through the process of Self reporting, parental reporting, and on occasion through other professionals working with the YLP youth or family. 21. On the attached map please indicate the location of the proposed public facility or the site where public services or job training will be offered. Section 5 - Capacity\History Of The Applicant 22. Please list amount of CDBG and/or HOME funds received within the last three City fiscal years and the status of the project(s) undertaken. (City fiscal year July I to June 30) Amount Expended Fiscal Year Funds Recv'd Budgeted AmoUnt (as of 12131101) FY00 (July 1999-June 2000) /~//~ ~ FY01 (July 2000 - June 2001) ~ FY02 (July 2001 - June 2002) ~ F Y03 Non-Housing Application 3 ~ ppdcdbg/iacity-ytp cdbg2003 application doc 23. Is the applicant (including partners, co-applicants, etc.) currently in compliance with all federal, state and local laws, rules and regulations including any CDBG and/or HOME funded projects? Yes X__ No __. If "No" or the matter is currently in litigation please give the name of the case and explain the basis of the case. 24. Please provide evidence of your organization's capacity and experience to undertake and complete the proposed project within the established timetable and budget. The CCIA an active participant in early prevention and diversion. It has designed and implemented various programs to promote Restoration, Intervention, Prevention, and Community Mobilization and Support. CCIA has been awarded and administered various federal and state grants, i.e. AmeriCOrps, VISTAS, Drug -Free Communities, SAMHSA, BJA, etc. The creation of this foundation is unique, particularly in the field of corrections. It was the first of its kind in the nation, and is a leader in national, state, and local correction's issues. In June 1998, the CCIA was named a finalist of AMERICA'S Best Innovation Awards by the Council of State Governments. The CCIA Board was invited to attend the 53~d annual meeting of the Midwestern Legislative Conference to present before the Innovations Selection Committee. The CCIA was one of ten programs in an eleven-state region to be recognized. The CCIA application was chosen from 230 applications. The stability of the programs supported by the CCIA is dependent upon the financial soundness and extraordinary delivery and administration of services by the program staff. In some cases volunteers deliver the programs. Whether it is a volunteer, a department employee, or CCIA employee these individuals are committed to the welfare and success of the individual who is receiving the services. Please review the attached Table of Organization for CCIA. Due January 23, 2002 by 12:00 noon - No Exceptions CITY OF lO WA CITY Planning and Community Development 4t0 East Washington Street (319) 356-5230 stephen-/ong@iowa-city, org steven-nasby@iowa-city, org tracy-hightshoe@iowa-city, org FYO31Von-HousingApplication 3~1~, ppdcdbghacity-ylp cdt~g2003.applicat ion d~c COMMUNITY CORRECTIONS IMPROVEMENT ASSOCIATION (CCI,A) TABLE OF ORGANIZATION City of Iowa City . . "/J03 Funding Request f°r N°n'H°uslng Pr°lects ,,~T.~r~l~al~i~i~l~)dba Victory Temple Minority Health Initiative (formerly the Victory 2. a. Total Amount of CDBG Funds Requested: $15,000.00 b. Loan: $ Name and address of applicant/organization: Eagles' Flight, Inc., POB 982, Iowa City, IA 52244 4. Contact Person: Kenneth Ratliff Phone Number: (319) 337-8628 Fax Number: (319) 337-3600 Email Address: ea,qleinc~.soli.inav.net 5. Location of proposed project: 950 Dover St., Iowa City, IA 52244 6. Check CITY STEPS Objective (check only one): Homeless Needs Public Facility Needs Public Service Needs Economic Development Needs 7. Brief summary of the proposed project (please limit response to a paragraph). The Victory Temple Minority Health Initiative (v"rMHI) seeks a grant to provide salaries for a pad-time program assistant, 2 youth supervisors, and 18 youth workers who will operate and maintain the youth-operated community garden. Section 1 - Need/Priority 8. Describe how the proposed project addresses the priorities, strategies and goals cited in the CITY STEPS plan and the Maxfield Housing Market Analysis. (Please specify the one most applicable priority need and priority need level, as shown on pages 91-92 and 98-99 in CITY STEPS). The youth-operated garden project provides job training, incomes, and leadership opportunity to Iowa City/Johnson County youth; it engages youth and adults in civic community activities. Youth are exposed to gardening, but also learn lessons on responsibility and team work. The garden concept was initiated in the summer of 2000, and fits in with the Initiative's health prevention and promotion concerns regarding obesity, nutrition, and exercise in many ways--including providing access to affordable (free), healthy produce that are a common staple in the diets of diverse populations, but are too expensive or unavailable in mainstream markets; promoting healthy eating; and fostering healthy lifestyle practices. VTMHt's emphasis on prevention and health education mirrors that of local and state agencies, as well. CITY STEPS cites health services (e.g., prevention, nutrition and medical care) as being of "the greatest need, and highest priorities" for this community. Healthy Iowans 2010 encourages and supports the development of community-based programs and materials that appeal to different cultures, as well as encourages health education activities that target diverse populations. FYO3Non-HousingApplication ~(~ ppdcdbg/2002 cdbg grant appl,doc Youth High Public Service (Health Promotion/intervention) Hiqh Priority Need Priority Need Level (High, Medium or Low) 9. Tell us why this project is needed (include information from studies\research or other supporting documentation) and how it fills a gap in the City's continuum of care as outlined in CITY STEPS. The Johnson County Capacity Assessment 1999-2000 report identified several barriers to health care in the Johnson County area. Among these were cost constraints, inadequate health care education, outreach and training, and cultural and language barriers. Many of these barriers were evidenced among the initial participants of the VTMHI. In June 1999, VTMHI collected baseline data of a group of minority women to gauge their current health status, including weight, blood pressure, income, frequency of contact with health care providers, and personal lifestyle patterns. Ninety-six percent (96%) of the women were African American, one percent (1%) was Latina, one percent (1%) was American Indian, one percent (1%) was Asian-American, and one percent (1%) was bi-raciaL Fifty percent (50%) of the women had an income under $10,000; twenty percent (20%) had income under $20,000; thidy percent (30%) had income under $30,000. According to the American Dietetic Association, the data collected indicated that in each age group heights and weights were seriously dispropodionate. In fact, the initial data collected indicated that many of the women surveyed were either overweight or obese. Additionally, the data revealed that for minority women between 18-34 years old, physical activities, such as walking, aerobics and sports participation, were virtually non-existent. For the females in the tess than 18 years old category, there was significant evidence of poor nutritional eating patterns, and a predisposition to obesity. A substantial number of the participants did not have adequate knowledge of the food pyramid, and had inadequate access to resources that would help to improve or adjust improper eating patterns. Only one had had an annual exam within the previous year. Furthermore, the majority of the women reported having no insurance. According to the capacity assessment conducted by the JCCOG, the National Center for Health Statistics show that Iow-income individuals with no medical coverage are 3.4 times more likely to have a chronic condition compromising their level of activity. Chronic conditions not only require close monitoring, but left unchecked, in the long run, can be debilitating and deadly. The American Heart Association lists obesity as a major risk factor for heart disease. Obesity joins the list of serious health threats that include smoking, high blood cholesterol, high blood pressure, and sedentary lifestyle. The National Heart, Lung, and Blood Institute makes the case for obesity control and prevention among U.S. minorities, stating, "the need for obesity prevention and treatment is particularly pressing in racial/ethnic minority populations because of the high proportion of overweight and obese persons in many such populations." A 1992 study in Ethnicity & Disease showed that African American women "had an orientation to exercise that was more closely tied to recreational activities or activities that could be integrated with their other social roles versus exercise as an activity primarily geared to weight control." Hence, the V"I-MHI takes a holistic approach that fills a gap in the delivery of health care in the Iowa City/Johnson County area. City Steps cites both youth and health services as two areas of high need. Section 2- Leveraging Resources 10. is the project requesting a grant or a loan? If a loan is requested, please indicate the applicable loan terms (circle applicable line). Please note that all loan terms are subject to negotiation and/or modification by the HCDC or City staff. The orQ]ect is reouestino a orant of $'15.000. Type of Loan: Amount: Years: Economic Development - For-profit (3% amortized loan) Economic Development - Non-profit (1% amodized loan) Public Facilities Project - Non-profit (conditional occupancy loan) Public Service Project (grant) 11. List the amount of CDBG funds requested for various categories appropriate to your project. Use general categories such as salaries, office expense and other administrative expenses for operational funding. FY03 Non-Housing Application ~ ~ ~ ppdcdbg¢2002 cdbg granl appJ doc Use categories such as property acquisition, architectural expenses, construction costs, material and administrative costs, etc. for construction/rehab projects. Please include the cost of an audit for any organization that expects to receive ever $300,000 from all federal sources. Also, budget for the other items listed under Budget Considerations in the Subrecipient Guide. If other funds are used to implement the project, please list the sources, state if the funds are in-kind or cash, and check if the funds are anticipated or committed. Document Costs Whenever Possible PLEASE NOTE: The Housing and Community Development Commission may request a copy of your overall agency budget. Budget Breakdown Expense Category Type Status (e.g. salaries, acquisition, rehab) List Source of If possible, please CDBG In- ~rioritize the budget Funds Other Funds Other Funds Kind Cash Antic. Corem. Please place an "X~ in box that applies: Salary/benefits- $ 1,584 $ Program Assistant 2 Youth Supervisors $ 2,160 $ 14 Youth Workers $11,256 $ Bookkeeper $ $ 900 IndividualsX X Materials/Equipment $ $ 500 IHPEP/CCCl X X $ $ $ $ $ $ $ $ $ To,at ,15,00o__ t,4o0 Amount of private\agency\other funds $ 1400 (a) Amount of CDBG funds $ 15000 (b) Total Project Funding $ 16400 (c) (a + b) Number of persons assisted 100 (d) (see question 18) Total cost per person 164 (e) (c + d) Total CDBG Cost Per Person $ 150 (f) (b + d) FY03 Non-Housing Application ~"~ ~1~ ppdcdbg/2002 cdbg grant appl .doc 12. If volunteers are used please describe how these volunteers are utilized for the proposed activity and estimate the amount of volunteer time and value dedicated to the identified tasks. At present, VTMHI relies solely on volunteers for its administrative and health-related activities. Based on current salaries of three of its administrators, they donate the equivalent of $811.50 in volunteer time per week. Unskilled labor 15 hours/wk x $6.50 per hour = $ 97.50 Skilled labor (program assistant) 15 hours/wk x $14.35 per hour = $ 215.25 Skilled labor (program director) 15 hours/wk x $24.75 per hour = $ 371.25 Skilled labor (financial 15 hours/wk x $15.00 per hour = $ 225.00 administrator) i ,~,k, illed labor ( ) hours x $ per hour = $ Total $ 909.00 13. List other groups or organizations that were asked to contribute to or fund this project and the status of those funds (include anticipated dates of funding awards or decisions), Integrated Health Professions Education Program (IHPEP) funds awarded September 2001 in the amount of $500. Environmental Advocates awarded $90 in 2001. In April 2002, Eagles' Flight, Inc. wilt hold a fundraising event on behalf of the VTMHI that is expected to net approximately $10,000. Eagles' Flight, Inc. applied for the Ford Foundation Women of Color Initiative in January 2002, and will apply for a Wellmark grant in February 2002. 14. Does the proposed project pay property taxes? Yes__ No XX If property taxes are not paid, does the proposed project pay a Payment In Lieu of Taxes? Yes__ No__ If "yes", what is the percent of full taxes paid?__.% and amount paid $ Section 3- Feasibility 15. If funds are awarded, will the project/program continue after the CDBG funds end? Yes XX No Please explain. Eagles' Flight, Inc. will continue to pursue funding sources for its programs. VTMHI has existed for three years, and has been successful basically due to volunteerism and collaborative relationships with the UI and community organizations. Deputy Assistant Secretary for Health (Disease Prevention and Health Promotion), U.S. Department of Health and Human Services, Randolph F. Wykoff, MD, MPH, & TM, praised the program for its innovative approach to providing broad-based health services to an "at-need community." He also stated the program met nine of the 10 criteria of the Healthy People 2010. 16. Briefly outline the proposed timetable for the commitment and expenditure of the funding being requested (include other project factors such as rezoning, construction schedule, or application(s) for other funding). Please Note: If funded, this schedule will be used for any project agreement for the use of CDBG funding. Date: Description of Activity: July 1, 2002 Beginning of City Fiscal Year and Project Start Date Youth-ODerated Community Garden March, 2002 Announce community gardening project for Iow-to-moderate income youths ages 9-22 April, 2002 Hire part-time Program Assistant Hire two junior supervisors Finalize selection of 14 youth participants Non-Housing Application ~ ~1 ppdcdbg~2002 cdbg granl appl .doc FY03 April, 2002-May, 2003 Program Assistant will develop health promotion and education program along with the youth-oriented community garden project April-October, 2002 Junior supervisors will oversee implementation of program May - October Youth participants plant, cultivate, harvest and assist with distribution of produce Conduct food preparation and nutrition and health education seminars June, 2002 Evaluation of program Section 4 - Impact\Benefit to the Community 17. The strategies and objectives of the CITY STEPS Plan is to promote a continuum of care within the community that includes jobs and services for Iow-moderate income persons. Please describe how the proposed project ties into this concept and partners with existing services or fills a gap within the community. Our project for the youth-operated community garden project will provide work experience, job skills, and income to 20 Iow-moderate income youth, This project can be expanded and conducted on a yearly basis. The youth-operated garden and the health promotion program are interconnected. Essentially, foods that will be grown are foods that are appealing to diverse communities, but are expensive or unavailable in the mainstream markets. The garden promotes access to healthy, nutritious, and free foods; fosters economic self-sufficiency; provides supervised, ~vholesome activities for youth; and demonstrates the ability of the community to work together to address the needs of its citizenry. 18. List goal(s) of this project. In addition, please indicate the population to be served by the proposed project according to the income categories shown in the Applicant Guide, (Please Note: If this application is funded, the information in this table will be used as income targeting for the CDBG Agreement). Goals: (a) The concept of the youth-operated community garden accomplishes several goals: (1) it provides agricultural education and job training to youth ages 9-22; (2) it provides purposeful and tangibte rewards in growing foods for themselves and other Iow-income families; (3) it offers free, healthy foods that are a common staple in the diets of diverse populations, but are expensive or unavailable in mainstream markets; and (4) it advances the VTMHI's mission to promote healthy eating and lifestyle practices, promote self-sufficiency, and engage youth and adults in civic community activities. (b) The health education and promotion program focuses on prevention and intervention strategies to combat illnesses prevalent within minority communities. One prevalent health problem common among minority women and girls is obesity, and its associated chronic conditions such as hypertension, diabetes and hyperlipidemia. The grant will allow the VTMHI to: (1) increase the diversity among its participants; (2) increase the number of participants receiving services; (3) implement health promotion and intervention education at an early age; (4) develop health promotion and intervention services pertinent to aging minority women; (5) assess and provide health promotion and intervention services to address the needs of indigent immigrant populations. According to the Heatthy Iowans 2010 report, Johnson County has a population of 102,318 people. The demographic breakdown of the non-white population is: American Indian is 0.2% (205); African American is 2.3% (2353); Hispanic is 2.4% (2456); and Asian/Pacific Islander is 5.2% (5320). Based on these data (coupled with the data of the current participants), we project that the VTMHI will serve an additional 25 men, women and children. Circle Persons or Households Number between 0 - 30% median income 50 persons or households (a) Number between 31 - 50% median income 25 persons or househo ds (b) FY03 Non-Housing Application ~1~ pp~c,~b~2002 c~bg g~,~ app~,d~ Circle Persons or Households Number between 51 - 80% median income 10 persons or households (c) Number between 80 - 100% median income 10 persons or households (d) Number over 100% median income ~5 persons or households (e) Total 100 persons or households (f) Percent LMI 65 (a + b + c) + f) 19. As accurately as possible please describe how outcome data indicates that the project objectives can be met. First, describe the outcome data or key elements the project is working towards (e.g. employment). VTMWHI will hire a temporary part-time program assistant for a 12-month period whose primary responsibilities will include assisting in the further development and expansion of the health development programs and oversee the youth-operated community garden. 20. Please discuss how these outcome data will be met by the proposed project. Youth will plant, cultivate and harvest produce. Produce will be distributed to participants and community-based agencies. Increased knowledge and promotion of healthy lifestyle practices. 21. On the attached map please indicate the location of the proposed public facility or the site where public services or job training will be offered. Section 5 - Capacity\History Of The Applicant 22. Please list amount of CDBG and/or HOME funds received within the last three City fiscal years and the status of the project(s) undertaken. (City fiscal year July 1 to June 30) Amount Expended Fiscal Year Funds Recv'd Budgeted Amount (as of 12/3t/01) FY00 (July 1999 - June 2000) FY01 (July 2000 - June 2001) $200,000 147,537.16 FY02 (July 2001 - June 2002) $9,575 3,373.00 23. Is the applicant (including partners, co-applicants, etc.) currently in compliance with all federal, state and local laws, rules and regulations including any CDBG and/or HOME funded projects? Yes XX No . If "No" or the matter is currently in litigation please 9ive the name of the case and explain the basis of the case. 24. Please provide evidence of your organization's capacity and experience to undertake and complete the proposed project within the established timetable and budget. In 2000, VTMHI was recognized nationally for its innovative approach in providing broad-based health advice and health services to an at-need community. The VTMHI's strategy has been to assemble a cadre of experts, including clinical practitioners (such as physicians, nurses, and health profession students), community service organizations, other service providers who work with Iow income women and youth, and even the media to carry out the goals articulated in Question #16 & t 7. Volunteers are an integral part of the success of the VTMHI. Since November, 1999, the VTMHI has developed and FY03 Non-Housing Application ~1~-- .~1~ ppdcdbgf2002 cdbg gran[ appl dOC organized four health development programs with approximately 150 client visits with 80 health profession students under the supervision of a UIHC staff physician and nurse practitioners who performed nutritional assessments and physical assessments. Three trained VTMHI volunteers work on a continual basis to provide health education services such as follow-up counseling, health assessments and nutritional education, at least 6-9 times yearly with each participant. Through our coalition-building with a number of groups, the VTMHI has conducted seminars in the community dealing with minority health issues and cultural competence of health care providers. Last year, the VTMWHI initiated a youth-oriented community garden project. Again, volunteered time and donations from the business community allowed the project to get a jumpstad. FY03 Non-Housing Application ~ll~ ~111 ~ ; ppdcdbg/'2(X)2 cdbg grant appl doc City of Iowa City FY03 Funding Request for Non-Housing Projects 1. Name of Project: Consumer Credit Counseling Service ~ 2. a. Total Amount of CDBG Funds Requested: $5,000 b. Loan: $ N/A ,/~ ) 3. Name and address of applicant/organization: Family Services 100 First Street SW, Suite 200, Cedar Rapids, IA 52404 ~ ,~n~ /ll l 4. Contact Person: Denise Oanpat ~'~<~-'/.~ Phone Number: (319) 398-3574 ext. 21 Fax Number: (319) 398-3577 Email Address: dganpat~familyservicesiowa.org 5. Location of proposed project: CCCS, 2010 Keokuk Street, Suite 103, Iowa City 6. Check CITY STEPS Objective (check only one): Homeless Needs Public FacilibJ Needs X _ Public Service Needs __ Economic Development Needs 7. Brief summary of the proposed project (please limit response to a paragraph). The purpose of Consumer Credit Counseling Services (CCCS) is to "strengthen individuals, families, and the communities in which they live by providing financial education and debt management services that help clients find and implement solutions to alleviate their financial concerns and improve their financial situation." This is accomplished through budget counseling, debt management, and education. Section 1 - Need/Priority 8. Describe how the proposed project addresses the priorities, strategies and goals cited in the CITY STEPS plan and the Maxfield Housing Market Analysis. (Please specify ~ p.~ and priority need level, as shown on pages 91-92 and 98-99 in CITY STEPS). The CITY STEPS Plan indicates a high priority level for "Other Public Service Needs" and credit counseling is an important service for residents of Iowa City. The demand for Consumer Credit Counseling Services continues to grow in the lowa City office. Through ongoing support, financial life skills education, and debt repayment, CCCS helps individuals and families achieve long-term financial stability. The education component of the program increases budgeting, saving, and other financial knowledge. The Debt Management Program returns money to local and national creditors, strengthening the economy and in some cases, preventing bankruptcy. This service complements the efforts of other agencies as they address the various needs of their clients. CCCS also addresses the need for senior services, as it helps seniors on fixed incomes to create realistic budgets and meet their financial obligations. With its poskive effects on individuals, families, and businesses, CCCS is a valuable public service. Other PuBlic Service Need~ High Priority Need Priority Need Level (High, Medium or Low) FYO3 Non-Housing Application Z~ I ppdcdbg/non housingapplication 9. Tell us why this project is needed (include information from studies\research or other supporting documentation) and how it fills a gap in the City's continuum of cam as outlined in CiTY STEPS. The need for Consumer Credit Counseling Service is ongoing as credit card offers and other loan options continue to entice people deeper into debt. Early intervention is needed to prevent bankruptcies. There were 11,058 personal bankruptcy filings in Iowa in 2001, with 4,360 in the Northern District and 6,698 in the Southern District. For Johnson County 130 cases were filed in the Northern District and 73 in the Southem District in 2001. In just ten years the average amount of credit card debt per household has increased by almost $5,000. According to CardWeb.Com, a credit card research company, the average American household with at least one credit card carried a balance of $7,942 in 2000. In 1990, the typical American household with at least one credit card had a balance of $2,985. Granted, not all purchases or uses of credit lead to problems, but with the prevalence of credit card offers and other available credit people can accumulate large amounts of debt. Covering these debts can be a problem for anyone, but may be almost insurmountable for low- to moderate-income families unless they access comprehensive financial counseling and education services. Consumer Credit Counseling Service fills a gap in the City's continuum of care and is unique in that it provides face-to-face financial counseling, in-depth assessments, and spending plan development. Family Services' CCCS program is nationally accredited and has a history of providing service in Eastern Iowa. ISU Extension offers some financial education programs, and CCCS cooperates with ISU locally. Section 2 - Leveraging Resources 10. Is the project requesting a grant or a loan? If a loan is requested, please indicate the applicable loan terms (circle applicable line). Please note that all loan terms are subject to negotiation and/or modification by the HCDC or City staff. Type of Loan: Amount: Years: Economic Development- For-profit (3% amortized loan) Economic Development- Non-profit (1% amortized loan) Public Facilities Project - Non-profit (conditional occupancy loan) Public Service Project (grant) ~;5~000 l 11. List the amount of CDBG funds requested for various categories appropriate to your project. Use general categories such as salaries, office expense and other administrative expenses for operational funding. Use categories such as property acquisition, architectural expenses, construction costs, material and administrative costs, etc. for construction/rehab projects. Please include the cost of an audit for any organization that expects to receive over $300,000 from all federal sources. Also, budget for the other items listed under Budget Considerations in the Subrecipient Guide. If other funds are used to implement the project, please list the sources, state if the funds are in-kind or cash, and check if the funds are anticipated or committed. Document Costs Whenever Possible PLEASE NOTE: The Housing and Community Development Commission may request a copy of your overall agency budget. FYO3 Non-Housing Application 1~~ ppdcdbg/non hou singappiication Budget Breakdown Expense Category Type Status (e.g. salades, acquisition, rahab) CDBG List Source of In- If possible, please prioritize~the budget Funds Other Funds Other Funds Kind Cash Antic. Comm. Please place an "X" in box that applies: Salary $5,000 $23,785 Other funds X X Benefits $7,261 are from X X Administrative support $6,184 Fair Share X X Mileage/transportation $800 contributions by X X Professional fees, $873 creditors, X X dues, & subscriptions contracts to National affiliation $75 serve University X X Training $500 employees & X X Vendor Services $5,150 students, & X X Printing $500 client fees. X X Rent & utilities $ 5,160 X X Property & liability $326 X X insurance Telephone/Internet $1,800 X X Equipment & supplies $987 X X Postage $100 X X Bank fees $600 X X Advertising $2,000 X X CWCID textbooks $1,386 VoL/staff recognition $100 Deprec. of fixed assets $1,200 Amount of private~agency\other funds $ 58,787 (a) Amount of CDBG funds $ 5.000 (b) Total Project Funding $ 63:787 (c) (a + b) Number of persons assisted 150 (d)(see question 18) Total cost per person $ 425.25 (e) (c + d) Total CDBG Cost Per Person $ 33 33 (f) (b + d) FYO3 Non-Housing Application ~ ~1~ pp~cd~g/nonhousing.pplica,ion t2. If volunteers are used please describe how these volunteers are utilized for the proposed activity and estimate the amount of volunteer time and value dedicated to the identified tasks. CCCS utilizes approximately 20 hours/year of volunteer labor through the activities of its Advisory Board. Jan Garkey with the Johnson County ISU Extension Service serves on the Advisory Board and provides additional time and expertise. Additionally, local attorneys occasionally provide CCCS with free consultations. Unskilled labor 20 hours x $10 per hour = $ 200 Skilled labor (. ) hours x $ per hour = $ Skilled labor ( ) __ hours x $ per hour = $ Skilled labor ( ) __ hours x $ per hour = $ Skilled labor ( ) __ hours x $ per hour = $ Total $ 200 13. List other groups or organizations that were asked to contribute to or fund this project and the status of those funds (include anticipated dates of funding awards or decisions). · University of Iowa- Contract for financial counseling for students: Contract renewal anticipated. · University of lowa- Employee Assistance Program for staff. Contract renewal anticipated. ,,Creditors receiving disbursements - Fair Share contributions requested. CCCS maintains the highest standards to receive the highest possible percentage from creditors. · Through fundmising efforts various businesses are asked for private donations to support the program. 14. Does the proposed project pay property taxes? Yes No × If property taxes are not paid, does the proposed project pay a Payment In Lieu of Taxes? Yes__ No X If"yes", what is the percent of full taxes paid? % and amount paid $__ Section 3 - Feasibility 15, If funds are awarded, will the project/program continue after the CDBG funds end? Yes X No Please explain. When CDBG funds end, Family Services will continue the CCCS program in Iowa City through program fees, fair share, and other grant and/or donation requests. 16. Briefly outline the proposed timetable for the commitment and expenditure of the funding being requested (include other project factors such as rezoning, construction schedule, or application(s) for other funding). Please Note: If funded, this schedule will be used for any project agreement for the use of CDBG funding. Date: Description of Activity: July 1, 2002 Beginning of City Fiscal Year and Project Start Date July 1 - June 30, 2003 Funds will be expended to cover initial assessments, setup, and monthly fees for low- to moderate-income clients. At least 50 tow- to moderate-income households will be served throughout the fiscal year. FY03 Non-Housing Application ~,I~ ppdcdbg/r~nhousingapplication Section 4 - Impact\Benefit to the Community 17. The strategies and objectives of the CITY STEPS Plan is to promote a continuum of care within the community that includes jobs and services for Iow-moderate income persons. Please describe how the proposed project ties into this concept and partners with existing services or fills a gap within the community. Consumer Credit Counseling Service is part of the continuum of care within the community as it provides financial counseling and education services for Iow- to moderate-income households that may also need and access other services. It does fill a gap within the community as it provides one-on-one, face-to- face services for those with financial difficulties. It also provides preventative educational services. The following are examples of how CCCS partners with existing services: · Collaborates on clients with the Iowa City Housing Authority · Receives referrals from HACAP and sends people to HACAP for energy assistance · Receives referrals from the Domestic Violence Intervention Program (DVIP) · Receives referrals from Life Skills · Accepts many referrals from the University of Iowa Credit Union and other local financial institutions · Provided a workshop for staff of the DVIP · Does educational presentations for a Divorced/Widowed Support Group · Does educational presentations for the Department of Corrections and Hope House · Does educational presentations for the Broadway Head-Start Parents, staff and members · Does educational presentations for parents at University of Iowa freshman orientations · Does educational presentations for the University of Iowa College of Medicine and other student groups, both undergraduate and graduate · Provides free financial counseling for University of Iowa students through a contract with the school · Provides financial counseling for University of Iowa staff through an Employee Assistance Program · Participates in the Cedar Rapids Area Credit Association, comprised of businesses and individuals from the Iowa City to Cedar Rapids corridor. 18. List goat(s) of this project. In addition, please indicate the population to be served by the proposed project according to the income categories shown in the Applicant Guide. (Please Note: If this application is funded, the information ~ will be used as income targeting for the CDBG Agreement). Goal: Make affordable financial counseling services available for the growing number of people who need them. 1st objective: Provide 150+ assessments Indicators: Staff will collect and compile monthly data on: · The number of inquiries, new intakes, and active cases · The income of participating clients · Initial assessments and client fee collections 2"a objective: Set up approximately 75 in the Debt Management Program, successfully graduating 50%. Indicators: Staffwill track: · The number of clients entering the Debt Management Program · The number successfully completing Debt Management plans/achieving financial goals. FY03 Non-Housing Application ~i,~I~ ppdcdbg/nonhousingapplicatio~ Circle Persons or Households Number between 0 - 30% median income ?5 persons or households la) Number between 31 - 50% median income 50 persons or households lb) Number between 51 - 80% median income 45 persons or households lc) Number between 80 - 100% median income 15 persons or households (d) Number over 100% median income 1§ persons or households (e) Total 150' persons or households (f) Percent LMI 80% (a + b + c) + f) *Note: These projections are for the general population of lowa City and do not include students served under a contract with the University of lowa. 19. As accurately as possible please describe how outcome data indicates that the project objectives can be met. First, describe the outcome data or key elements the project is working towards (e.g. employment), Thc main outcome of CCCS is to stabilize the financial situation of its clients. This is done by an initial assessments and then retaining clients through the successful completion of their programs. In the Iowa City office, outcomes will include providing 18 initial assessments per month, servicing seven new Debt Management cases per month, and helping over 150 households. Of those clients entering the Debt Management Program, one outcome will be that 48% successfully complete their program and meet their debt elimination goals. This rate of retention is higher than the national average of 43%. Data from the first six months of the current fiscal year demonstrate that these objectives can be met. So far the Iowa City office has had 168 inquiries, 97 appointments, and 20 new clients in Debt Management. 20. Please discuss how these outcome data will be met by the proposed project. These services are more readily accessible to Iow- to moderate-income households with funding to cover fees that may need to be reduced or waived. Also, to provide this level of service, CCCS needs to maintain its 3/4 time presence in Iowa City. Based on past statistics and continuing efforts to market and maintain services in Iowa City, the outcomes can be achieved with sufficient funding. 21. On the attached map please indicate the location of the proposed public facility or the site where public services or job training will be offered. The Iowa City office of Consumer Credit Counseling Service is located at 2010 Keokuk Street. FY03 Non-Housing Application 2~1~ ppdcdbg/nonhousingapplica~ion Section 5 - Capacity History Of The Applicant 22. Please list amount of CDBG and/or HOME funds received within the last three City fiscal years and the status of the project(s) undertaken. (City fiscal year July 1 to June 30) Amount Expended Fiscal Year Funds Recv'd Budgeted Amount (as of 12/3tl01) FY00 (July 1999 - June 2000) ...... FY01 (July 2000 - June 2001) ..... FY02 (July 2001 - June 2002) $4,925 $2,462.52 As of December 31, 2001, the Iowa City office has served 49 households with the following characteristics: · 40 are at 80% or less of the median income · 26 are female-headed households · 17 are African-American/Black, Asian, Hispanic, or Native American 23. Is the applicant (including partners, co-applicants, etc.) currently in compliance with all foderal, state and local laws, rules and regulations including any CDBG and/or HOME funded projects? Yes X No . If "No" or the matter is currently in litigation please give the name of the case and explain the basis of the case. 24. Please provide evidence of your organization's capacity and experience to undertake and complete the proposed project within the established timetable and budget. CCCS is an ongoing program with an accreditation process that helps assure that it is financially feasible and meets Federal, State, and local codes. It is licensed to engage in debt management by the Iowa Department of Banking and meets the high standards of the National Foundation for Consumer Credit. Besides applying for this and other grants, CCCS is primarily funded by client fees and Fair Share. Fair Share is a program where creditors voluntarily give back up to 15 percent of funds recovered. Consumer Credit Counseling is one program area of Family Services. Lois Buntz, the executive director of Family Services, has managed many private and public grants over the last six years as part of the agency's $1.7 million budget. Scott Shook is the director of CCCS and has over 15 years of experience with the program. Kevin O'Toole directs marketing and education efforts for CCCS. He had 13 years of experience in banking, most recently serving as Assistant Vice President and Loan Officer at The University of Iowa Community Credit Union, before coming to CCCS. Lyle Hulke is the primary CCCS financial counselor for the lowa City office. He majored in finance at Drake University. Prior to becoming a financial counselor, Lyle had 35 years of work experience in the banking industry. FY03 Non-Housing Application ~ ppdcdbg/nonhousingapptication City of iowa City FY03 Funding Request for Non-Hous 1. Name of Project: Domestic Violence Intervention Program, Inc. 2. a. TotalAmount of CDBG Funds Requested: $37,000 b. Loan: $ 3. Name and address of applicant/organization: P.O. Box 3170 Iowa City, IA 52244 4. Contact Person: Cds Kinkead Phone Number: 319-354-7840 Fax Number: 319-466-4624 Email Address: crkineadt'~,hotmail.com; or dvipCavalon.net 5. Location of proposed project: Box 3170 Iowa City, IA 52244 6. Check CITY STEPS Objective (check only one): X Homeless Needs Public Facility Needs Public Service Needs Economic Development Needs 7. Brief summary of the proposed project (please limit response to a paragraph). The Domestic Violence Intervention Program (DVIP) responds to the effects of abuse within intimate partner relationships, providing crisis intervention, support services, 24 hour shelter and crisis hotline. Shelter and support services are available to women, youth and men on an individual basis and shelter services are available to women and their children. The project we are seeking funds for are for renovation purposes of DWP's eight year old building. The areas in which we are seeking to renovate include:l) sink area to include renovation for the purpose of a commercial dishwasher, 2) Blinds for all windows, 3) 3Commercial grade refrigerators, 4) tile and carpet replacement in community (residential) areas of the building Section I - Need/Priority 8. Describe how the proposed project addresses the priorities, strategies and goals cited in the CITY STEPS plan and the Maxfield Housing Market Analysis. (Please speCify the one most applicable priority need and priority need level, as shown on pages 91.92 and 98-99 in CITY STEPS) __Emergency Shelter .High Priodty Need Priority Need Level (High, Medium or Low) FY03 Non-Housing Application 8. Continued... On page 92 of the City Steps manual, permanent housing is listed as a high need. DVIP's ultimate goal of serving victims of domestic violence who am also homeless is to effectively use our community resoumes to assist's residents in reaching their highest level of self-sufficiency through safety planning, employment and permanent housing. As stated in the Maxfield Housing Market analysis, "the housing market in Iowa City is very tight which translates to an expensive housing market". DVIP is part of a bigger picture is assisting homeless victims of domestic violence in maintaining permanent housing. One way in which we can do that is to offer necessary shelter for up to 90 days while a client finds or waits for that housing. The DVIP shelter provides cdtical support services which enables Iowa City residents to fully access the housing resources. While working with individuals on domestic violence related education and support services DVIP also assists residents in obtaining housing such as section 8. 9. Tell us why this project is needed (include information from studies'tresearch or other supporting documentation) and how it fills a gap in the City's continuum of care as outlined in CITY STEPS. The Domestic Violence Intervention Program seeks to offer shelter and support services that help keep victims of domestic violence safe from immediate danger and harm. While residents and clients seek services it is DVIP goal for clients to reach the highest level of self -sufficiency. Maintaining a building in good order with appropriate working equipment will conthbute to the households leve~ of self-sufficiency~ While the bigger picture is to create an environment that will allow clients to seek safety and gain affordable permanent housing, to obtain that goal a setting in which basic equipment is functioning is essential. The DVIP facility in which clients receive services is in need of basic standard commercial equipment necessary for an appropriate communal living environment Section 2 - Leveraging Resources 10. Is the project requesting a grant or a loan? If a loan is requested, please indicate the applicable loan terms (circle applicable line). Please note that ali loan terms are subject to negotiation and/or modification by the HCDC or City staff. Type of Loan: Amount: Years: Economic Development - For-profit (3% amortized loan) Economic Development- Non-profit (1% amortized loan) Public Facilities Project - Non-profit (conditional occupancy loan) Public Service Project (grant) _:$37,000__ 11. List the amount of CDBG funds requested for various categories appropriate to your project. Use general categories such as salaries, office expense and other administrative expenses for operational funding Use categories such as property acquisition, architectural expenses, construction costs, material and administrative costs, etc. for construction/rehab projects. Please include the cost of an audit for any organization that expects to receive over $300,000 from all federal sources. Also, budget for the other items listed under Budget Considerations in the Subrecipient Guide. If other funds are used to implement the project, please list the sources, state if the funds are in-kind or cash, and check if the funds ara anticipated or committed. Document Costs Whenever Possible PLEASE NOTE: The Housing and Community Development Commission may request a copy of your overall agency budget. FYO3Non-HousingApplication ~ ppdcdbg/non hc~sing application online ve~ion Budget Breakdown (e.g. sa/ados, acquisition, rehab) List Source of If possible, please CDBG In- prioritize the budget Funds Other Funds Other Funds Kind Cash Antic. Comm. Please p/ace an ~" in box that applies: Safety Camera's $3,767 $ 3 commercial $6,900 refrigerators Commercial $7,000 $ dishwasher and renovation of area to fit Commercial Carpet $15,309 $ and Tile throughout Blinds throughout $3,567 $ Other expenses $457 $ )ermits, overruns otc $ $ $ $ $ $ $ $ $ $ $ Total $37,000 $ Amount of private\agency\other funds $. (a) Amount of CDBG funds $. 37,000 (b) Total Project Funding $ 37,000 (c) (a + b) Number of persons assisted 8000 people in the lest 8 years (d) (see question 18) Total cost per person $4.62 per person (e) (c + d) Total CDBG Cost Per Person $ (f) (b + d) 12. If volunteers are used please describe how these volunteers are utilized for the proposed activity and estimate the amount of volunteer time and value dedicated to the identified tasks. Unskilled labor hours x $10 per hour = Skilled labor ( ) hours x $ per hour = $ ~ ~, ppdcdbglnon housing applica,ion online vers~n FY03 Non-Housing Application Skilled labor ( ) hours x $.~_. per hour = $ Skilled labor ( ) __ hours x $ per hour = $ Skilled labor (. ) hours x $ per hour = $ Total $ 13. List other groups or organizations that were asked to contribute to or fund this project and the status of those funds (include anticipated dates of funding awards or decisions), DVIP has a volunteer program called "Adopt A Room". The responsibilities of these individuals is to decorate the rooms and maintain the room for two years. The duties do not include repair, replacement or maintenance of equipment or building. DVIP puts aside 1% of it's budget for long term replacement such as a new roof. This fund started after the mortgage was paid off in 2001 and will take some time to build on its self. 14. Does the proposed project pay property taxes? Yes__ No X If property taxes are not paid, does the proposed project pay a Payment In Lieu of Taxes? Yes No If "yes", what is the pement of ~ull taxes paid?__% and amount paid $ Section 3 - Feasibility 15. If funds are awarded, will the project/program continue after the CDBG funds end? Yes X No Please explain. The project will be complete and the necessary equipment will have a longer life than previous equipment did. DVIP will continue offering services as it has for the past 22 years. 16. Bdefly outline the proposed timetable for the commitment and expenditure of the funding being requested (include other project factors such as rezoning, construction schedule, or application(s) for other funding). Please Note: If funded, this schedule will be used for any project agreement for the use of CDBG funding. Date: Description of Activity: July 1, 2002 Beginning of City Fiscal Year and Project Start Date and will end upon the completion of the fiscal year. This includes necessary bids and construction scheduling. Section 4 - Impact\Benefit to the Community 17. The strategies and objectives of the C~TY STEPS Plan is to promote a continuum of care within the community that includes jobs and services for Iow-moderate income persons. Please describe how the proposed project ties into this concept and partners with existing services or fills a gap within the community. D¥1P offers crisis intervention eervices to victims of domestic violence. Once the initial sta§es of crisis intervention are complete DVIP offers possibilities for prevention programs for adults and children. These prevention services include: 1) children and on-going violence education groups - conflict resolution, and support group, 2) D¥1P is involved with a couple of community groups working on housing issues and attends the Looat Homeless Board, 3) DVIP offers a Personat Economic Plan Group for women to work on long term budgeting even when having income under the poverty guidelines as well as education planning FY03 Non-Housing Application ~ ~b ~pdcdbg/no~ housiog appliCali0n online versi~ 181 List goal(s) of this project. In addition, please indicate the population to be served by the proposed project according to the income categories shown in the Applicant Guide. (Please Note: If this application is funded, the information in this table will be used as income targeting for the CDBG Agreement). Circle Persons or Households Number between 0 - 30% median income __98% persons or households (a) Number between 31,50% median income __1.5%.._ persons or households (b) Number between 51 - 80% median income __.5% _ persons or households (c) Number between 80 - 100% median income persons or households (d) Number over 100% median income persons or households (e) Total _1,061__ persons or households (f) Percent LMI __100% (a + b + c) + t) 18. As accurately as possible please describe how outcome data indicates that the project objectives can be met. First, describe the outcome data or key elements the project is working towards (e.g. employment). DVIP will work with the CDBG guidelines to start funded project and to end project. DVIP will work with the City planning department on all necessary guidelines for the grant including information for bids and actual construction of the project. Project will be complete by professional Companies in the Iowa City/Johnson County area. The outcome data can be met if the project is funded. Other goals and outcomes are programs the DVIP offers through various sources of other funding and will be met regardless if this specific project is funded. 19. Please discuss how these outcome data will be met by the proposed project. Outcome data of funded project will be met through contracting services through bids and appropriate established parties. 20. On the attached map please indicate the location of the proposed public facility or the site where public services or job training will be offered. DVIP is in a confidential location within the Iowa City limits Secdon 5 - Capacity\History Of The Applicant 22. Please list amount of CDBG and/or HOME funds received within the last three City fiscal years and the status of the project(s) undertaken. (City fiscal year July 1 to June 30) Funding received for the Furniture Project Fiscal Year Funds Amount Expended Recv'd Budgeted Amount (as of 12131101) FY00 (July 1999 - June 2000) FY01 (July 2000 - June 2001) FY02 (July 2001 - June 2002) $6,700 $6,700 FY03 Non-Housing Application "~ ~ ppd~dyn~l housing epplir,~ti¢'~ online version 23. Is the applicant (including partners, co-applicants, etc.) currently in compliance with all federal, state and local laws, rules and regulations including any CDBG and/or HOME funded projects? Yes X No __. If "No" or the matter is currently in litigation please give the name of the case and explain the basis of the case. 24. Please provide evidence of your organization's capacity and experience to undertake and complete the proposed project within the established timetable and budget. DVIP has a long history of receiving CDBG grants for building, renovations and programs. D VIP has met all requirements of CDBG projects in the past. FY03 Non-Housing Application 3~=~ ppdcdbg/non housing application online yers~n ~UG-~1-2001 (13:04P FROM:IOHP CITY BLIND F~CT. 3193394498 TD:4664624 P:lt~ ~ ESTIMATE IOWA CITY BL1ND FACTORY · ~7 t,/~ znd STREET CORAL V1LLE, IA ~a4~ DATE ~/~/~oo~ NAME / ADDRESS DVIP P.O. Box 3t7o Iowa City, IA e.~, TERMS Net ~o ITEM D£$C Q_TY COL OR SIZE TOTAL Estimate Qgotes for measurements ~4 un~noum bedrooms 5,a~.ooT Bed~o~ a~ Bathr~m Comfon~x S~phony Cellular $h~es ~th the valet cord lo~ Estimate ~otes for measurements un~o~ bathro~ t6p~T Same ~ ~e S~es T~ 169'8~ Measure ~' l~tall ~o c~aarge Lifetime warranty on all mechanich ~r installation TOTAL ~,~66.8~ 0~% ES O1 11:23a FREEMRM LOCK & RLRRM IMC. 3193S41514 p.! ~. FREEMA~ LOCK & ALARM INC. Invoice ~: 56189 Pg. 1 4185 ALYSSA CT SW SUITE # 1 Customer ID: DOMESTIC VIO IOWA CITY, IA 52240 Phone ~: (319) 354-4588 Fax #: (319) 354-1514 * · INVOICE Bill to: Ship to: DOMESTIC VIOLENCE DOMESTIC VIOLENCE ATTN: SUSAN R3%~qPALL P.O. BOX 3170 P.O. BOX 3170 IOWA CITY, IA 52244 IOWA CITY, IA 52244 -Date ....... Ship Via ............ F.O,B.- ........... Terms ......................... 10/24/01 I I Origin I Net 10 -Order ...... P.O. Nu~er ......... Salesperson-'~ .................... Our Order 03/13/01 I I Rick, Eli & ~llan Req Shp B.O. Item No. Description Price Amount I~OICE FOR C~E~ SYSTEM 1 1 XS-V28RCB103 O~DO0 DOME S~DP~ RES E/W 3 .6MM V~DEL RESISTANT i i ':~S×P1240 TRANSFO~ERi2V~0~ 50C~TION : H.A~ ~Y 2ND FLR 2 2 SOCVC120PH B&W MINI PI~5 C~E~ 139.95 0 INST~LED IN EXIT SIGN~ AT _ EACH ~ OF ~LLWAY ............................ LOCATION: RECEPTIO~ OFFICE 1 1 $yTLS972 ~HO~ T~PE~ 605.95 WIRE M0~ ~D WIRE 125.00 8.000 8~000 INSTAL~TION, PROG~MI~G 85,00 6~0.00 ~D TESTING BigTray - "Compressors, Top Mount" Page 1 of 2 ~ I Home I Help I Reorder List I Order Status I About U_s ~ Pcb. IS, 2001 Home ~ Equipment ~ Refrigeration ~ Reach-[n, Refrige_~ators ~ Compreesom~ Top Mount Show Pictures ~ Reaoh~n Refrigerant, O~xpre~, I ~or Hinged P~: $2,2t9.00 Riehl ~0" Wide Reach-In R~ri~m~r, G-~r~s~ 2 Doo~ Hing~ LR, 62" Wide mraul.n G2~$0 P~e ~ I EA Reach-In Ref~ge~a~r, G-Express, 3 Doom Hinged Pdt: $3,494.00 LRR, 76~116'" Wide ~dick here to v~ d~ils~ P~o ~ 1 ~  Reach-In Refrigerator, G-Expr~s= 3 Doo~ Hinged Pdt: $4,450.00 LLR, 76~16"" Wide [dick here t0 v~ d~i,s) T~ul~n G3001~  Reaoh-ln Refrigerator, t D~or, 26" Wide Top Mount P~: $1,779.00 Comp~or Beverage Air ER48 ~ .~  R~ch4n Refrigera~r, a Doom 78" Wide, Top P~: $3,195.00 Mount Compre~or PRO~ : Toms Ca~p¢~ FAX NO. : ]1935101SB Jan. 11 2002 'ron,' Estimate 1934 I?.oynm~ SLreet Iowa City, lA 52240 N~ME / ADD~S PROJECT OESCR,OT,O. I QTY R^'rE TOTAi Vinyl compo$it lilt for offices 405 I I 1 ] 11 450.0DT h&or lo in~ll tile 22 607.00 607,00 No slip pad R~r urea ~gs 40.50 8 L 90T[ Shaw ~mmemia{ ~rp~{ 30 oz for o~c~ 42 2~00 100S.00T 3/8}n gib p~d 4242 4.50 189.00T 42 600 labor ~ {nsiull ~ tear-Out & di~pomal !50 105.~ 3/8 in. 8lb pad 85 4,50~88 383 ~T[ ~ar ~ insm}) ~.rpc~ g~ 6.00 lea-out & dl~pnSn[ 85 249412{ 212,00 3/8 in 8ih p~ 60 4,50 } 270.00T ~bor to i,)~atl ~pm 60 8.50 t~r.o~t ~ d{~{ 60 333333 2i2.00 ~golcunl I)uro~nc Tile for living mum 500 4,19 {~or ~inslall tile 1.50 750 O0 Floor prep t 25.00 125.~ i Two m~ ~m~ for living room 0' x 13' 2 600.00 i,300,00T No S1{~ prod for ~a rug~ 2 51.00 0200' Shew commerc{~ carpet 30 o~, for )~x. floor hal l~ 30 13 318 il~. Rib p~ 4,50 30 6.00 {89.00 . {~bO~ ~ i~all carpet 30 ~r~u, & dispo~ 2.50 P~g ng for dool~ys l.~ 50.00'1' Freighl lc lowm City 50,~ TOTAL Page FROM : T~$ Carpet FAX HO, : 3193518158 Jan. Il ~00D 05117PM P3 q ~ ~ o.,., ~..:.,~.,~t~ & v ,y~ ~,~, Estimate 1934 Royrum Su~¢t Iowa Ci~,, IA 52240 ~ DATE ~ ESTIMATE NO, NAME IADDRESS I TOTAL s,~,~o¢.]¢ Page Foodservfce Dfstrfb. tfon JAN 92002 QUOTE Page 1 of 2 DVIP iowa City, IA (319)351-1042 Fax: (319)466-4624 ~ \~'~)~,~.% t From: To: W.C. Hurt Sue R~mclell Haw'keye Foodservi(~e Distribution P.O. Box 1820 Iowa City, IA 52244 (319J 351-1042 Fax; (319) 4664~2.4 (319) 645-2193 Fax: (319) 354-0275 ~m Oly Description Sell I:~c11 Sell Total 1 I DISHWASHER, UNDEROOUNTER 3,850.00 3.8~.00 H~d ~ No, ~H+BUI~UP D~hwas~r, U~m~er. high le~m with b~4n b~er ~er. ~x ~ m~s ~r hour ~, r~flng dn~ system, pu~ drain, s~id s~te e~ni~. (~) I PMPRNS ~e~t ~ dnse aid pu~s 450.00 ~.~ 1 RI~70 70 ~gme ~ ~st~ ~er E~d~ T~I for Item No. 1 2 ! '" ALTE~A~ ~ ( ) ~SHW~HE~ UND~R 3,250.00 al~mate ~= ~s ~fi~ ~sh & d~ ~. LED temp~tum di~a~. 24~ X 1 ~-240v160fl -~. ~.0 am~ almmate 1 D~rg~t & dnse p~ 300.00 a~m~ 1 Auto fill 200,~ ~ Pu~ ~rain 150.~ alternate Extend~ Total for Item No. 2 3,900.~ 3 1 DISPOSER 1,100.00 1,100.00 In-Sink-E~at~ M~I No, SS-7~MAG.S DIs~, with ada~or ~ 3,~" ~ 4' s~k op~, 3/4-HP ~or, Hawkeye Foodservice Distribution City of Iowa City FY03 Funding Request for Non-Housing Projects 1. Name of Project: Set-aside Funding for Acquisition of Site for Community Shelter?, ~ b. Loan: $350,000 3. Name and address of applicant/organization: Emergency Housing Project 331 N. Gilbert Street PO Box 3146 Iowa C~ty, IA 52244 4. Contact Person: Christina M, Canganelli Phone Number: 338-54'16 Fax Number: 351-2137 Email Address: ehpcmc@aoLcom 5. Location of proposed project: Iowa City 6. Check CITY STEPS Objective (check only one): X Homeless Needs Public Facility Needs Public Service Needs Economic Development Needs 7. Brief summary of the proposed project (please limit response to a paragraph). A capital campaign is an effort to raise funds for the capital needs of an organization or institution. This includes acquisition of property or equipment, construction, renovation, endowments, special projects, and programs. The efforts of a capital campaign are of major proportions usually taking place over several years. It is imperative that this community takes a deliberate, planned and methodical approach. EHP cannot proceed unilaterally simply because we have demonstrated need and do good work, believing all the while that money wilt appear. To that end, EHP has requested CDBG funding so as to perform a complete feasibility study for the need and support of a new community shelter center. The work of the shelter is controversial and the anticipated scope of such an undertaking is profoundly different from that of the current scope known by EHP. Furthermore, it is an absolute requirement that there be broad community involvement, suppod, and ownership for such an endeavor to prove ultimately successful. EHP is requesting $350,000 of the FY03 be allocated and set-aside to be utilized by EHP towards the upfrent acquisition costs of land and/or a new building Commitment of CDBG monies at this time would allow EHP to proceed over the course of the next funding year with funds already committed to the project, thereby profoundly impacting the ability of the organization to leverage additional funding resources. Section 1 - Need/Priority 8. Describe how the proposed project addresses the priorities, strategies and goals cited in the CITY STEPS plan and the Maxfield Housing Market Analysis. (Please specify ~ ~ and priority need level, as shown on pages 9'1-92 and 98-99 in CITY STEPS). P-.rJ~,Jt]~ Emergency Shelter Needs P~ Families: High Individuals: High w/Special Needs: Medium FY03 Non-Housing Application ~J~ ~ ppdcdbg/se,~ side funding doc The proposed project is directly supported by CITY STEPS in Section !V C. Homelessness Subsection c. Addressing Shelter Needs of Persons who ars Homeless items 1 and 2 which identity the following objectives respectively (CITY STEPS pages 95 & 96): · Consider expansion or addition of facilities to meet increased demand · Investigate easily accessible day shelter location possibilities. · Develop scattered-site, transitional housing programs requiring participation in supportive services. · Develop Single Room Occupancy (SRO) type housing for singles with access to support services. This project is requesting an upfront investment in a capital campaign for a new community shelter center~a project that directly addresses needs as set forth in CITY STEPS per shelter needs of persons who are homeless. 9. Tell us why this project is needed (include information from studies\research or other supporting documentation) and how it fills a gap in the City's continuum of care as outlined in CITY STEPS. The City's Continuum of Care identifies emergency shelter needs for individuals as a high priority and for persons in households with children also as high. EHP is the only general-use homeless shelter and has a capacity set by fire code of 30. In a two-week sample, 70 men, women, and children were denied shelter due to lack of space---70 men, women, and children were turned away faced with no other options. CITY STEPS does recognize that the EHP facility, "... is showing the strains of years of double-capacity use...There is a need to consider expansion or addition of facilities to meet this increased demand. Additionally, there is a need to expand to meet the needs of families." (p 35). The shelter currently operates out of a single-family home dating back to the early-twentieth-century. It provides shelter to men, women, and children under one roof. There are serious health, safety, and welfare concerns presented daily due to the chronically over-crowded conditions and the diverse needs of the population we serve. Overcrowding becomes even more of a concern as the vast majority of shelter clients have special needs relating to mental illness, substance abuse, and/or medical disability. These special needs populations demand a disproportionate amount of staff time, and can become more difficult to manage as overcrowding conditions intensity. CITY STEPS also identifies on-going concern regarding the day shelter needs of the homeless and a yet most pressing concern for EHP, the great need for shelter for families. Families are an ever-growing aspect of the homeless population. The recent state-wide study on homelessness indicated that Iowa has one of the highest per capita rates of childhood homelessness in the nation. Fifty percent of the homeless population in Iowa is comprised of children 18 and younger. Locally, households with children continue to be the most underserved due to lack of shelter space and the lack of ability to commit space exclusively for families in the current facility. When families are taken in, the issue then becomes that the current space is not designed to meet the needs of children and is ultimately not particularly safe or well suited to serving families. Families with young children share the same floor as single men and single women. There are other general operational issues also, such as, there are only three bathrooms in the entire house to serve the 30 clients plus the additional 15 - 20 individuals who come through the house during the evening dropqn center and only the main floor is handicap accessible. Need for a new and larger facility has been documented and is recognized by partnering agencies, the Local Homeless Coordinating Board, and providers, such as the local police, and the local hospitals. EHP has not, however, been successful in galvanizing community-wide support for such a project, tt is our hope that a professionally managed feasibility study would assist in bringing this about. We know that a new, larger and more secure space must be acquired. We also know that we struggle to maintain the existing operational expenses. We know that we have strong support from many in the community. We do not know or have the internal expertise to unilateratly broaden this support. The knowledge of homelessness in the greater Iowa City area and beyond is often limited and driven by stereotypes. Our community, as does many other communities nationwide, lacks awareness of the realities of being homeless and its real faces--those of children and working adults. FYO3Non-HousingApplication Z~ ppdcdbg/sel-, side funding doc The initial contributions are often the more difficult to acquire. Upfront support for the project would not only show good faith in the campaign, but would enable EHP to better leverage literally hundreds of thousands of dollars. There would be long run spin off effects positively impacting the organization's ability to secure future funds for the campaign and better enable us to move on a property at an earlier date. Section 2 - Leveraging Resources 10. Is the project requesting a grant or a loan? If a loan is requested, please indicate the applicable loan terms (circle applicable line). Please note that all loan terms are subject to negotiation and/or modification by the HCDC or City staff.  Amount: Years: $200,000 20 years Econo-mic ueveqopment - For-profit (3% amortized loan) Economic Development - Non-profit (1% amortized loan) u~____~rd"F'a-dflitieS ~'r~ Non-profit (conditional occupancy loan) $150,000 reversion if property sold Public Service Project (grant) 11. List the amount of CDBG funds requested for various categories appropriate to your project. Use general categories such as salaries, office expense and other administrative expenses for operational funding. Use categories such as property acquisition, architectural expenses, construction costs, matedal and administrative costs, etc. for construction/rehab projects. Please include the cost of an audit for any organization that expects to receive over $300,000 from all federal sources. Also, budget for the other items listed under Budget Considerations in the Subrecipient Guide. If other funds are used to implement the project, please list the sources, state if the funds are in-kind or cash, and check if the funds are anticipated or committed. Document Costs Whenever Possible PLEASE NOTE: The Housing and Communit,/Development Commission may request a copy of your overall agency budget. Budget Breakdown Expense Category Type Status (e.g. salaries, acquisition, rehab) List Source of If possible, please CDBG In- prioritize the bud&let Funds Other Funds Other Funds Kind Cash Antic. Comm. Please place an *X" in box that applies' Set a-side funds for a $350,000 $ X X new facility acquisition Audit $ $2,500 Private non- )~ X directed funds Shelter Acquisition and $ $370,000 Other X X Construction Government Grants Shelter Acquisition and $ $800,000 Gifts and X X Construction Foundation Grants Furnishings/Equipment $ $32,500 )¢ X FYO3Non-HousingApplication ~t~ll ppdcdbg/set-a-side funding doc Site Development $ $45,000 X X Services $ $ $ $ $ $ $ $ $ $ $ Amount of private\agency\other funds $ 1,250, 000 (a) Amount of CDBG funds $ 350,000 (b) Total Project Funding $ 1,600,000 (c) (a + b) Number of persons assisted 56,000 over the next 50 years (d) (see question 18) Total cost per person $285 (e) (c + d) Total CDBG Cost Per Person $ 6,25 . (f) (b + d) 12. If volunteers are used please describe how these volunteers are utilized for the proposed activity and estimate the amount of volunteer time and value dedicated to the identified tasks. Unskilled labor hours x $10 per hour = $ Skilled labor ( ) hours x $ per hour = Skilledlabor (. ) hours x $ per hour = $ Skilled labor (_ ) hours x $ per hour = $ Skilledlabor ( ) hours x $.. per hour = $ Total i$ Volunteers will be utilized in every aspect of this campaign, from the actual fundraising to assisting in providing skilled labor during the actual construction phase. It is not possible to estimate in terms of hours or dollar amounts the breadth of the volunteer contribution to this project at this time. EHP would provide this information at a future date when there was a volunteer schedule and plan. 13. List other groups or organizations that were asked to contribute to or fund this project and the status of those funds (include anticipated dates of funding awards or decisions). Other funding remains uncommitted at this time. EHP will be submitting grants to other federal and state government sources, such as the IFA funding for SRO development for shelters and the VA Per Diem Grant through HUD among others, over the next two grant cycles and will be approaching prospective individual and institutional donors beginning with the feasibility study. Categories of individual donors might include: past and present donors to EHP in addition to new donors. Institutional donors might include foundations, corporations and religious communities. 14. Does the proposed project pay property taxes? Yes No X' If property taxes are not paid, does the proposed project pay a Payment In Lieu of Taxes? FY03 Non-Housing Application 2~t~ ppdcdbg/$et-a-side funding doc Yes__ No X If"yes", what is the percent of full taxes paid?__% and amount paid $ Section 3 - Feasibility 15. If funds are awarded, will the project/program continue after the CDBG funds end? Yes X No Please explain. it is imperative that the project continue following the award of CDBG funds as this will only be the beginning of the campaign. There must be a commitment to this project well beyond the actual completion of realizing a new facility. Continuation must focus on sustainability of the program over the long run. This will be an integral component of the feasibility study, community support, and integral to the objectives of the campaign. 16. Briefly outline the proposed timetable for the commitment and expenditure of the funding being requested (include other project factors such as rezoning, construction schedule, or application(s) for other funding). Please Note: If funded, this schedule will be used for any project agreement for the use of CDBG funding. Provided we are awarded CDBG funding, EHP would like to go forward with the following anticipated schedule: September 2002 Acquire site September 2002 - October2002 Initial Design of the Building and Initial Case Statement July 2002 - November2002 Feasibility Study for the Capital Campaign November 2002 Revised Building Design and Case Statement Fall 2002 - Spring 2004 Capital Campaign Spring 2004 - Fall 2004 Construction of the Facility Section 4 - Impact\Benefit to the Community 17. The strategies and objectives of the CITY STEPS Plan is to promote a continuum of care within the community that includes jobs and services for Iow-moderate income persons. Please describe how the proposed project ties into this concept and partners with existing services or fills a gap within the community. The proposed project will partner with existing services and fill an existing gap in so much as EHP is able to galvanize support for going forward with a capital campaign for a community shelter center--a project designed to address the shelter needs of the homeless as manifest in this community--a project focused entirely on the Iow to very Iow income members of our community. Many different service providers from the Crisis Center to the local hospitals, police, library, DHS and local faith communities make referrals to EHP. We are more often than not at capacity and unable to respond adequately to these referrals. The Local Homeless Coordinating Board has identified the lack of shelter space and other issues previously discussed in this submission as serious needs and on-going gaps in the continuum. EHP is the first point-of-contact for many individuals and families moving through the continuum of housing--working to achieve self-sufficiency and safe affordable permanent shelter. EHP serves the homeless men, women, and children of Johnson County and is the only general-use homeless shelter in the county. So as to ensure inclusiveness and continuity, EHP maintains consistent communication with other service providers and city staff. This is recognized as critical and fundamental to the viability of the organization, its mission, and effective provision of services. EHP staff collal~orate with other organizations to improve Iowa City's Continuum of Care for homeless persons. If men, women, and children seeking shelter are turned away due to lack of space they are effectively shut out from accessing existing community resources. It is a vicious cycle that undermines the overall efficiency and effectiveness of the Continuum. Access must be a deliberate and planned component of the continuum. Otherwise, the continuum remains under-utilized and, as such, inefficient. EHP is the only organization serving the general homeless population, thereby filling an otherwise gap that is not addressed by any other service provider in the county. The functionality of the continuum is directly dependent on EHP's ability to address a reasonable and defensible level of F Y03 Non-Housing Application ~ ppdcdbg/set-a side funding doc demand. In a two-week sample, 70 men, women, and children were refused shelter--turned away faced with no other options. For further discussion of relevant information please refer back to question number 9. 18 List goal(s) of this project, in addition, please indicate the population to be se. rved by the proposed project according to the income categories shown in the Applicant Guide. (Please Note: If this application is funded, the information ~ will be used as income targeting for the CDBG Agreement). Circle Persons or Households Number between 0 - 30% median income _56,000' persons or households (a) Number between 31 - 50% median income persons or households (b) Number between 51 - 80% median income persons or households (c) Number between 80 - 100% median income persons or households (d) Number over 100% median income persons or households (e) Total 56,000*_ persons or households (f) Percent LMI _100%_ (a + b + c) + f) *Conservative estimate of the numbers served over next fifty years, provided homelessness does in fact not cease to exist in our lifetimes. Goals of the project are to: Acquire a suitable site for a new community shelter center. Successfully complete a capital campaign to permit construction of a new community shelter center. · Build a facility that incorporates desired and much needed shelter space as identified by CITY STEPS and findings of a complete feasibility study, especially for families. · Provide a well-situated day shelter area. · Increase affordable housing units for income-limited persons by building six single room occupancy units rented at an average monthly cost of $250. · Increase shelter capacity for Veteran use. · Take this opportunity to look out side of the box to new and innovative community based programming. · Implement an inclusive process that not only broadens but also strengthens support for our mission through relying on a process driven by community input--thereby increasing not only much needed awareness and understanding but also community ownership. · Address the long-term sustainability of our organization and our work. 19. As accurately as possible please describe how outcome data indicates that the project objectives can be met. First, describe the outcome data or key elements the project is working towards (e.g. employment). The project request is working towards acquiring start-up monies to be utilized toward the acquisition and construction costs of a new facility. Award of such support at this time would be expected to leverage hundreds of thousands of dollars of support from both private and public sources and wou~d ultimately inject the process with a good deal of momentum. Such support would also stand as a show of good faith in the project and would impact the level local community-based support significantly. The measurable outcome would ultimately be the capital raised by the campaign and the ability to achieve and fund construction of a facility that genuinely meets community needs. Ancillary measurable outcomes would be relative to the design and use of space to meet demand while creating a center that provides a warm, safe and welcoming environment for single men, women, and families separated through design of space with adequate professional supervision. In so much as the space incorporates well planned and quality day shelter facilities while maintaining the integrity of the evening drep-in center, homeless persons who are in need will gain utility of a daytime FY03 Non-Housing Application 2 ~ ~ ppdcdbg/set-a-sfde lunding doc refuge and access to supportive services. To not only succeed in developing the space but also to ensure sustainability of the program would be indicated through findings from the feasibility study. Furthermore, the ability to better meet requests for shelter especially for those of families who are homeless in our community would indicate that outcomes were being met. It is also expected that through the provision of more efficiently utilized space, space that is less confining, healthier and safer, individuals will be better able to focus on their issues--problems will not be further exacerbated by overcrowding and the stress of no safe space, especially for children (families will not be forced to close themselves off in their rooms for example). The organization will continue to provide quality supportive services that are solution-focused and to encourage personal responsibility with an end result of transitioning out of homelessness. Furthermore, the organization will continue to be a caring and quality neighbor through the use of environmentally friendly building materials and architecturally compatible design. 20. Please discuss how these outcome data will be met by the proposed project. The outcome data will be met and achieved through the successful construction of a new facility that is well-situated geographically within good proximity to needed public transportation and other services and further, one that effectively designs and creates space to meet the required needs and identified goals, objectives and anticipated outcomes. Sustainability of the project must be planned for and objectives to that end, incorporated at the onset of the capital campaign. For further reference to this section please see responses to 18 and 19. 21. On the attached map please indicate the location of the proposed public facility or the sitff where public services or job training will be offered. The location is yet to be determined. Section 5 - Capacity\History Of The Applicant 22. Please list amount of CDBG and/or HOME funds received within the last three City fiscal years and the status of the project(s) undertaken. (City fiscal year July f to June 30) Amount Expended Fiscal Year Funds Recv'd Budgeted Amount (as of 12/3'1/0t) FY00 (July 1999 - June 2000) $2,038.60 $2,038.60 FY01 (July 2000- June 2001) $0 $0 FY02 (July 2001 - June 2002) $31,410 $17,288.80 The projects undertaken in FY02 are fully operational-the floor restoration project was completed by the end of the first quarter of FY02. 23. Is the applicant (including partners, co-applicants, etc.) currently in compliance with all federal, state and local laws, rules and regulations including any CDBG and/or HOME funded projects? Yes k' No __. If "No" or the matter is currently in litigation please give the name of the case and explain the basis of the case. 24. Please provide evidence of your organization's capacity and experience to undertake and complete the proposed project within the established timetable and budget. EHP is also requesting funding in a separate application to contract a professional consulting firm to perform a complete feasibility study to assess the support for a new community shelter center. The findings from this study will provide much needed information per both the ability to successfully undertake and complete the capital campaign and the supported scope of the project. The Board of Directors has already determined that it is committed to the undertaking and is specifically electing new members based on the requirements of such an undertaking. In so doing EHP is gradually expanding to include new members--individuals who are able to assist in moving forward with such a campaign. Furthermore, the board has begun to enlist volunteers to join in a community wide coalition--volunteers who due to their community standing and expertise are able to compel this project forward. The ability to FY03 Non-Housing Application 2 J~j ppdcdbg/set-a-$ide funding doc successfully complete this campaign relies heavily on further developing this particular volunteer/contributor base. Otherwise, EHP has served this community for very nearly 20 years--providing shelter and supportive services to men, women, and children who are homeless in our community. We have demonstrated our organization's capacity and experience to undertake and complete the proposed project within the established timetable and budget through our very service to this community over the past two decades. The director and others are currently investigating government grants for the project. EHP has demonstrated a commitment to collaborative ventures and was recently awarded a renewal of the HUD funded STAR Program--a program that involves the participation and coordination of many community based service providers. EHP has struggled for years faced with impossible barriers, none the least budget restrictions, and each year, continues to accomplish, to the best of our ability, the charges and mission of the agency. Over the past two and one-half years, the agency has increased its budget by 45%; with this we have increased staff by 100%, and have moved from very restricted accessibility and chaotic staffing to a much more accessible and sustainable structure. Our ability to proceed with this project rests on our ability to secure adequate funding and committed .community support for the project. F Y03 Non-Housing Application ~ ~ p~?~,s,,t a ,,de ,u.di.g doc Page 1 of 1 http://www.icgov.org/images/housingmap.gi f City of Iowa City FY03 Funding Request for Non-Housing b. Loan: Conditional occupancy loan ~ ~ 3. Name and address of applicantJorganization: Three organizations are oollaborating to submit this joint proposal: ~ · Englert Civic lheatre, Inc., 22t E. Washington Strut, Iowa City IA $2240 · ,t~s Iowa City, 12~ E. Washington Street, Iowa City IA 52240 · Iowa City Cultural Incubator, 120 F. Washington Strut, Iowa City IA $2240. 4. Contact Person: dustine Zimmer Phone Number: Fax Number: Email ^ddross: Marqueet 23@aol.com 5. Location of proposed project: Englod Civic Theatre 22t ~. Washington Street, Iowa City IA $2240 ~. Ch~k'Cl'l-Y STEPS Objocfiva (check only one): Homeless Needs Public Facility Needs (Accessibility Needs) Public Service Needs __ Economic Development Needs 7. Brief summary of the proposed project (please limit response to a paragraph). The purpose of this project is to realize accessibility in all areas of the Englert Civic Theatre building. This will require an elevator for all three floors, chair lifts for stage and mezzanine, the construction of an accessible dressing room at stage level, a hearing-assisted listening system for the auditorium, and modification of restrooms to make them accessible to all. Section 1 - Need/Priority 8. Describe how the proposed project addresses the priorities, strategies and goals cited in the CITY STEPS plan and the Maxfield Housing Market Analysis. (Please specify the one most applicable priorfty need and prforify need level, as shown on pa~Tes 91-92 and 98-99 in CITY STEPS). Accessibility Needs Hiph Priodty Need Pdority Need Level (High, Medium or Low) The requested funds will enable the Englert Civic Theatre Group to complete the renovations and modifications necessary and sufficient to make the Englert Civic Theatre building fully accessible to all our citizens (p.99). FY03 Nen-Housino Aoolication ~P~o~ ECT/AIC/ICCI Dedcdb(:l/cdb(i proposal 9. Tell us why this project is needed (include information from studies\research or other supporting documentation) and how it fills a gap in the City's continuum of care as outlined in CITY STEPS. The Englert Civic Theatre contains an interior dating from 1926. There is no accessibility beyond the first floor. Thus it fails to meet ADA requirements. Specifically, there is no elevator. There are no chair lifts or other devices to make the building fully accessible. The restrooms were built prior to accessibility requirements. Stage and dressing rooms are not accessible. While the acoustics are excellent in the auditorium for normal-hearing people, there are no provisions for hearing-assisted devices for persons of limited hearing. In short, the building needs the necessary renovations and modifications to make it accessible to all of our citizens as outlined as High Priority in CITY STEPS plan. This project also meets the following CITY STEPS priorities: Economic develooment needs are also important in the CITY STEPS plan (p.99). Renovations will create immediate economic activity as employment for construction workers, and economic vitality will be added to downtown Iowa City when the Englert Theatre becomes operational. Examples of such economic activity include (1) employment of workers renovating the theatre, (2) employment operating the theatre and producing shows, (3) employment for the art gallery and sale of local artists' products, (4) local shopping by people who are drawn to downtown for performances at the theatre, and (5) increased activity at local restaurants by theatre patrons. The Englert Civic Theatre will increase the viability of downtown as a destination. Micro-Businesses is a Hiqh Pdofity Need Level (p.99). The non-profit organizations which will occupy the Iowa City Cultural Incubator (ICCI) on the third floor are cultural micro-businesses - artists and cultural workers as entrepreneurs. Existing organizations which have expressed interest in becoming occupants are Arts Iowa City (27years), Iowa City Community Theater (42 years), the Jazz Festival (10 years), the Iowa Arts Festival (20 years), and Histodc Preservation of Iowa City. Technical Assistance is another HiRh Pdodtv Need Level identified in the CITY STEPS plan (p.99). One of the key services to be offered by ICCl is technical assistance to the cultural organizations that will occupy the third floor of the Englert. This technical assistance is intended to help generate a professional business environment to strengthen the economic viability of cultural activity through entrepreneurship. The aim is to move the non-profit cultural organizations in the direction of self-sufFiciency. Other Economic Develooment Needs is listed in CITY STEPS as High Pdodty Need Level (p. 99). This involves downtown vitality and streetscape issues, both of which are established, long-range goals of Arts Iowa City. This will be realized in this multi-faceted, cultural, joint venture construction project when the Englert Civic Theatre building is completed. Historic Preservation Needs is listed in the CITY STEPS plan as a priodty need, even though ranked as a IowAevel need (p.99). The Englert Civic Theatre is a significant historic building. It has received recognition from the National Register of Historic Places, League of Historic American Theatres, The National Trust for Histodc Preservation, Save America's Treasures, the Iowa State Historical Society, and the Iowa City Historic Preservation Commission. Art is listed in the CITY STEPS plan as a priodty need, even though ranked as a Iow-level need (p.98). It is clustered with Trails, Art, Parks, Recreation Facilities, which adds the dimension of "quality of life" to that of our objective for accessibility to these services. Section 2 - Leveraging Resources 10. Isthe project requesting a grant or a loan? If a loan is requested, please indicate the applicable loan terms (circle applicable line)~ Please note that all loan terms are subject to negotiation and/or modification by the HCDC or City staff. Type of Loan: Amount: Years: Economic Development - For-profit (3% amortized loan) Economic Development - Norkprofit (1% amortized loan) IPublic Facilities Project - Non-profit (conditional occupancy loan) I $206,460 Public Service Project (grant) FY03 Non-Housino Ao~)lication el~e~ ECT/AIC/ICCI oedcdbd/cdbo DrODOSal The project is requesting a conditional occupancy loan, no interest, no payments, because it will not eat into funds for other renovations and operations. This will ensure that the building will be completed sooner with full accessibility, programming and use of the building will begin at an eadier date, the cultural benefits will begin enriching the community sooner, and the economic benefits will serve to revitalize downtown more quickly. 11. List the amount of CDBG funds requested for vadous categories appropriate to your project. Use general categories such as salaries, office expense and other administrative expenses for operational funding. Use categories such as property acquisition, architectural expenses, construction costs, matedal and administrative costs, etc. for construction/rehab projects. Please include the cost of an audit for any organization that expects to receive over $300,000 from all federal sources. Also, budget for the other items listed under Budget Considerations in the Subrecipient Guide. If other funds are used to implement the project, please list the sources, state if the funds are in-kind or cash, and check if the funds are anticipated or committed. Document Costs Whenever Possible PLEASE NOTE: The Housing and Community Development Commission may request a copy of your overall agency budget. Please see #19 for documentation of costs. Budget Breakdown Expense Category Type Status (e.g. salaries, acquisition, rehab) List Source of If possible, please CDBG Other In- prioritize the budget Funds Funds Other Funds Kind Cash Antic. Comm. P~ase place an *'X" ~ box that appSes: Elevator construction $121, 500 $13,500 Fundraising/grants X X X Architectural $ 11,773 $ 1,308 Grants X X Restrooms ground floor $ 15, 120 $ 1, 680 Fundraising/grants X X X Architectural $ 1,465 $ 163 Grants X X Chair lifts $ 36,810 $ 4,090 Fundraising/grants X X X Architectural $ 3,567 $ 396 Grants X X Stage dressing room $ 3, 780 $ 420 Fundraising~/grants X X X Architectural $ 366 $ 41 Grants X X Hearing device $ 3, 150 $ 350 Fundraising/grants X X X Architectural $ 305 $ 34 Grants X X Restrooms second floor $ 5,400 $ 600 Fundrai$ing/grants X X X Architectural $ 523 $ 58 Grants X X Audit (mandated) $ 2,700 $ 300 Fundraising/grants X X X Total Amount of pdvate~agenc3Aother funds $ 22.940 {a) Amount of CDBG funds $ 206,460 (b) Total Project Funding $ 229,400 (c) (a + b) FY03 Non-Housino ADolicafion Paue ECT/AIC/ICCI codcdb~/cdb~ DrcDOsal Number of persons assisted (d) (see question 18) Total cost per person (e) (c <- d) Total CDBG Cost Per Person $ (f) (b + d) 12. If volunteers are used pleese describe how these volunteers are utilized for the proposed activity and estimate the amount of volunteer time and value dedicated to the identified tasks. Unskilled labor hours x $10 per hour = Skilled labor ( ) hours x $ per hour = $ Skilled labor ( ) hours , x $ per hour = Skilled labor ( ) hours x $ per hour = Skilled labor ( ) hours x $ per hour = $ Total $ 13. List other groups or organizations that were asked to contribute to or fund this project and the status of those funds (include anticipated dates of funding awards or decisions). Three organizations are involved in funding this project: · Englert Civic Theatre · Arts Iowa City · Iowa City Cultural Incubator A) The Englert Civic Theatre (ECT) is the lead organization in this proposal. The Englert volunteers have brought the Englert Civic Theatre from private ownership to its present state as a nascent cultural center, and have raised funds in excess of $1.1 million from individual contributions, foundations, government grants, and corporations. More than $232,000 of in-kind contributions have been donated, and a $200,000 contribution from the City of Iowa City was made toward the purchase of the building. EOT has completed the first two phases of an eight-phase acquisition and rer~3vation program. The Phasing Sequence in this $2 million-plus project is listed as follows: PHASE ONE: Completed Buildin9 Acquisition: Purchase building; remove 1984 wall dividing theatre. PHASE TWO: Completed Roof: Remove abandoned mechanical items at roof, existing roofing system, existing mechanical sheds and skylights; install new insulation and membrane roofing system and skylights. PHASE THREE: Fundinq secured Code Cornplianca: Install dedicated water service, sprinklers, mechanical dampers, smoke vents, stage rigging steel, fire curtain, new electrical service, fire alarm detection system and miscellaneous fire doors and fire rated construction, all as required for code compliance, occupancy permit; survey building, remove friable asbestos. Phases Three and Four can occur simultaneously. PHASE FOUR: Our preiect Accessibility and Theatre Restroorns: Install new elevator serving three floors; renovate existing stair tower; install two chair lifts; demolish/reconfigure existing men's restroom 1" floor, women's restrooms 1~ and 2nd floors, as required; install new theatre restrooms, 1 and 2"d floors. PHASES Five through Eiqht: Completing the renovations to the remainder of the building. B) Arts Iowa City (AIC) has joined as an active participant, having signed a Consortium Agreement with the Englert Civic Theatre (EOT). AIC has agreed to be responsible for raising the funds to renovate the second-floor Englert apartment as a multi-functional art gallery. An AIC committee has followed the lead of historic preservation groups in recommending that the histodc character of the second-floor apartment be maintained. AIC will share 1/3 cost of the elevator ($45,000). Planned FY03 Non-Housino Aoolication Paue ECT/AIC/ICCI oodcdbe/cdb~ orooosal uses include art gallery, intermission area during theatrical performances, receptions, readings, lectures or seminars, and a small-performance space. AIC received a matching grant from the Iowa Department of Cultural Affairs (DCA) in the amount of $12,667, for the purpose of hidng a full-time executive director to assist in the planning and implementation of the second-floor renovations, organizing the future move into the space, and designing and implementing future revenue-producing events and activities. The DCA funds were matched on January 7, 2002 as the result of "Art in the Windows" sealed-bid art auction, which raised more than $15,000 to benefit local artists and aid Arts Iowa City's move to the Englert. This event was the result of cooperation among 40 downtown stores and 50 local artists. C) The Iowa City Cultural Incubator (ICCI) has joined as an active participant, having signed a Memorandum of Understanding with the Englert Civic Theatre (ECT). ICCI has agreed to be responsible for raising the funds to renovate the third-floor of the Englert building as a shared office complex for the non-profit cultural organizations in iowa City. ICCI is also responsible for 1/3 share of the cost of the elevator ($45,000). ICCI received a matching grant from the Iowa Department of Cultural Affairs in the amount of $13,333. This grant is for the puq~ose of hidng a full-time executive director to assist in the planning, funding, and implementation of the third-floor renovations of the Englert building. The executive director will also be respensibie for designing programs that will provide support services to and foster collaborative partnerships among non-profit 501(c)(3) cultural organizations and their members. For the benefit of these cultural micro-businesses and cultural workers the ICCl intends to offer technical assistance, forums, workshops, and seminars, in collaboration with the local community college, the university, businesses, and professions. 14. Does the proposed project pay property taxes? Yes X No__ If property taxes are not paid, does the proposed project pay a Payment In Lieu of Taxes? Yes__ No__ If "yes", what is the percent of full taxes paid? % and amount paid Section 3 - Feasibility 15. If funds are awarded, will the projecUprogram continue after the CDBG funds end? Yes X No Please explain: Once the elevator and other accessibility devices are installed, ECT will continue to operate and maintain them. These are capital items that will last for many years of use. 16. Briefly outline the proposed timetable for the commitment and expenditure of the funding being requested (include other project factors such as rezoning, construction schedule, or apptic~ion(s) for other funding). Please Note: If funded, this schedule will be used for any project agreement for the use of CDBG funding. Date: Description of Activity: July 1,2002 Beginning of City Fiscal Year and Project Start Date 07.01.2002 Project Start 07.02.2002 - 08.23.2002 Prepare and sign consultant contracts, perform architectural field investigation, prepare and print contract documents (drawings and specifications) 08.26.2002 - 09.15.2002 Bidding Period: documents available to contractors 09.16.2002 Bids received and opened 09.19.2002 Award Contract: issue notice to proceed 09.20.2002 - 09.29,2002 Contractor Mobilization 09.30.2002 - 03.31.2003 Construction Period 04.01.2003 Substantial Completion of Englert Civic Theatre Accessibility Project FY03 Non-Housino A~)olication ~ 't ECT/AIC/ICCI ol:x:lcdba/cdba Drooosal Section 4 - Impact Benefit to the Community 17. The strategies and objectives of the CITY STEPS Plan is to promote a continuum of care within the community that includes jobs and services for Iow-moderate income persons. Please describe how the proposed project ties into this concept and partnem with existing services or fills a gap within the community. The removal of barders to meet accessibility needs in this historic building will benefit the entire community of iowa City, and is therefore consistent with serving Iow-moderate income persons. The mission of all three organizations is to serve all residents of Iowa City. For 27 years Arts Iowa City has maintained an admission-free art gallery and center, which has been open to the public of all ages. The Englert Civic Theatre, although not yet operational, has demonstrated its desire to serve Iow-moderate income persons. In producing its fundraislng event, "Englert Night Out," 17% of the venues were free. Others required an inexpensive $10 ticket in the form of a button. However, it wes widely advertised that free buttons were available for those who felt 'Englert Night Out' would put a strain on their family budget. Frae buttons accounted for 23% of the buttons distributed. The Iowa City Cultural Incubator is not yet fully operational. As a non-profit micro-business it will provide an economical business environment, with shared resources and technical assistance, to small non-profit cultural organizations. In turn, each of those organizations serves a broad constituency, including Iow-moderate income persons. As our letters of support from Systems Unlimited and the Evert Connor Center for Independent Living demonstrate, this constituency also includes those with accessibility needs (See attachments). Collaborations with existing services or organizations with admissions either free or on a sliding scale will not only serve the members of these organizations, it will strengthen the entire network of relationships among these organizations. Thus the constellation of cultural, social, and human services will become more connected and potentially better coordinated. The completed Englert Civic Theatre with its various cultural activities will endch the lives of all our citizens. 18. List goal(s) of this project. In addition, please indicate the population to be served by the proposed project according to the income categories shown in the Applicant Guide. (Please Note: If this application is funded, the Information in this table will be used as Income targeting for the CDBG Agreement). The presumed benefit of this project is to realize accessibility in all areas of the Englert Civic Theatre building. The population to be served by the proposed project includes all persons using the Englert Civic Theatre, everyone who works at the theatre or who attends performances, everyone visiting the art gallery, everyone who works or conducts business at the Cultural Incubator. This applies especially to persons with special needs, ADA recognized disabilities, the elderly, and small children. Disability is presumed to be random with respect to income, which is to say that disability is not defined by income. We will serve all residents of Iowa City. This will require an elevator for all three floors, chair lifts for stage and mezzanine, the construction of an accessible dressing room at stage level, a hearing-assisted listening system for the auditorium, and modification of restrooms to make them accessible to all. Circle Persons or Households Number between 0 - 30% median income persons or households (a) Number between 31 - 50% median income persons or households (b) Number between 51 - 80% median income persons or households {c) Number between 80 - 100% median income persons or households (d) Number over 100% median income persons or households (e) Total persons or households (f) Percent LMI (a + b + c) + f) FY03 Non-Housino Aoo/ication ~4~ ECT/AIC/ICCI oedcdbe/cclbcl oroDossl 19. As accurately as possible please describe how outcome data indicates that the project objectives can be met. First, describe the outcome data or key elements the project is working towards (e.g. employment). The outcome to be achieved is accessibility to all areas of the Englert Civic Theatre. This requires an elevator to all three floors, chair lifts for stage and mezzanine, the construction of an accessible dressing room at stage level, a hearing-assisted listening system for the auditorium, and modification of restrcoms to make them accessible. ENGLERT CIVIC THEATRE Accessibility Costs NEW ELEVATOR - THREE FLOORS Demolition, excavation $11,000 Relocation of existing utilities from new shaft location 6,000 Elevator pit 6,500 Shore, repair walls, floors 13,000 New masonry shaft 36,000 Hoistway smoke doors 2,500 Electrical 9,000 Smoke reliel; 2,500 Machine room 3,500 Accessible holeless hydraulic elevator 45,000 Elevator Subtotal $135,000 CHAIR LIFTS Pumhase and installation of two (2) wheelchair lifts 38,000 Modifications at existing stage 500 Modifications to existing structure at 2n~ floor 1,200 Installation of fire rated door and hardware at 2r~ floor 1,200 Chair Lifts Subtotal $40,900 REST ROOMS Women's restroom - ground floor Expand space at existing restroom; modify mute to provide accessibility 3,800 Modify existing waste and supply piping for accessible stalls 800 Provide two accessible water closets and stalls 4,200 Provide and install accessible lavatory and mirrors 900 Women's restroom - ground floor sub-total $9,700 Men's restroom- ground floor .Modify structure to accommodate accessible stalls 400 Modify existing floor to accommodate accessible stalls 1,600 Provide two accessible water closets and stalls 4,200 Provide and install accessible lavatory and mirrors 900 Men's restroom - ground floor sub-total $7,100 Men's and women's restrooms - second floor Provide accessible water closets and stalls (one per each) 4,200 Provide and install accessible lavatories and mirrors (one par each) 1,800 Restrooms - second floor sub-total $6,000 Restrooms Subtotal $22,800 ACCESSIBLE DRESSING ROOM AT STAGE LEVEL Construct enclosure 1,100 Lights and ventilation 1,000 Supply and waste piping to new locations 1,200 Accessible lavatory and mirror 900 Accessible Dressing Room Subtotal $4r200 FY03 Non-Housino A~olication Paae ECT/AIC/ICCI oedcdbo/cdba orcoosal HEARING ASSISTED LISTENING DEVICE Wide band FM system package (one transmitter w/ear phones) 900 Thirty-one (31) wide band receivers w/ear phones 2~500 Installation 100 Hearing Device Subtotal $3~500 Total Construction Costs $206~400 PROFESSIONAL CONSULTING: architectural and engineering $20~000 AUDIT (mandated) $3,000 GRAND TOTAL COSTS $229,400 20. Please discuss how these outcome data will be met by the proposed project. The Englert Civic Theatre building will be made ADA accessible through the items in #19, which include an elevator, chair lifts, accessible dressing room at stage level, a hearing-assisted listening system, and modification of restrooms. 21. On the attached map please indicate the location of the proposed public facility or the site where public services or job training will be offered. Section 5 - Capacity History Of The Applicant 22. Please list amount of CDBG and/or HOME funds received within the last three City fiscal years and the status of the project(s) undertaken. (City fiscal year July I to June 30) The applicant organizations have never received any CDBG and/or HOME funds. Fiscal Year Funds Amount Expended Recv'd Budgeted Amount (as of 12131101) FY00 (July 1999 - June 2000) FY01 (July 2000 - June 2001) FY02 (July 2001 - June 2002) 23. Is the applicant (including partners, co-applicants, etc.) currently in compliance with all federal, state and local laws, rules and regulations including any CDBG and/or HOME funded projects? Yes No X . if "No" or the matter is currently in litigation please give the name of the case and explain the basis of the case. To the best of our knowledge, the applicant organizations are currently in compliance with all federal, state, and local laws, rules and regulations, with the exception that the Englert Civic Theatre building needs to he brought into code compliance and with ADA, compliance. Phase Three, the next phase of the renovation to be undertaken, will accomplish code compliance. Phase Four, funding for which this application is being submitted, will accomplish ADA compliance. Both Phases can occur simultaneously. 24. Please provide evidence of your organization's capacity and experience to undertake and complete the proposed project within the established timetable and budget. The applicant organizations have a combined experience of more than 30 years, and are represented by professional and knowledgeable boards or steering committees representing the cemmunity. FY03 Non-Housina Aoolication Paae ECT/AIC/ICCI Dcdcdbo/cdb~ DroDOSal Englert Civic Theatre (ECT) volunteers have brought the building from private ownership to its present state as a nascent cultural canter, and have raised funds in excess of $1.1 million from individual contributions, foundations, government grants, and corporations. Moro than $232,000 of in-kind contributions have been donated, and a $200,000 contribution from the City of Iowa City was made toward the purchase of the building. ECT has completed the first two phases of an eight-phase acquisition and renovation program. Arts Iowa City (AIC) is Iowa City's oldest non-profit visual arts organization. For 27 years AIC's volunteers have operated a gallery that is free and open to the public, presenting the diversity of artistic expression generated by our community, and providing educational opportunities for all ages. AIC most recently completed the Epicenter Project that was awarded a grant for $17,200 from the National Endowment for the Arts, for the design and production of cultural marketing strategies in an effort to enhanca downtown economic development. Iowa City Cultural Incubator (ICCl) is a behind-the-scenes Oq;lanization intended to provide support servicas to non-profit 501(c)(3) cultural organizations and their members. ICCI works to be a catalyst for cultural growth and vitality, and to foster collaboretive partnerships among existing historical, literary, visual, and performing arts organizations. ICCl is intended to be a model for the Iowa Department of Cultural Affairs as one objective of Imagine Iowa 2010: A Cultdral Vision. ICCl has been operational since March 2001, initiated the relationship with ECT, and was the catalyst that brought together ECT and AIC. ICCI concaived and helped implement Englert Night Out, which raised more than $10;000 in a New Year's Eve community-wide performanca event downtown. ICCI conceived and implemented Art in the Windows to benefit AIC's move to the Englert, which raised over $15,000 in a sealed-bid art auction. ICCI has written three proposals to the Iowa Department of Cultural Affairs, bringing the cultural community an additional $36,000 in grants. The Community Foundation of Johnson County is ICCI's fiscal agent. Project Administration will lie with the Project Architect, John F. Shaw, AIA. Mr. Shaw offers more than fifteen years professional experience and has administered numerous construction projects. The project will be competitively bid, with project duration and date of completion specified in the Contract Between Owner and Contractor. The preliminary budget for this project has been compiled through consultation with product suppliers and area contractors. Suppliers have been contacted concerning the cost of specific equipment. Several area contractors have walked through the building and provided their opinions of projected cost of the work. We believe the budget numbers included herein are responsible and realistic figures. Due Janua 23, 2002 by 12:00 noon - No Exceptions CITY OF I0 WA CITY Planni.ng and Community Development 410 East Washington Street (319) 356-5230 stephen-long,,iowa.city, erg steven-nasby~Jowa.city, org tracy-hightshoe~,iowa-city, on:j FY03 Non-Housino Aoolication ~ ECT/AICIICCI oedcdb~cdbe proposal d EMPOWERING PEOPLE FOR LIFE Justine Zimmer, Project Coordinator January 9, 2002 Englert Theater 221 East Washington St. Iowa City, Iowa 52240 Dear Ms. Zimmer: On behalf of Systems Unlimited, Inc. I would like to express our strong support for your grant proposal for $200,000 in Community Development Block grant funds to renovate the Englert Theater to make it accessible to individuals with disabilities. The installation of an elevator to have access to the 2nd and 3rd floors, the addition of two lifts to have access to the stage and 2nd level and the renovation of the bathrooms are all essential elements of your master plan. It goes without saying that all citizens should have full access to the Englert Theater and its prospects for cultural events and education.. With the high proportion of senior citizens in Iowa, accessibility is a major prevention strategy. Clearly all citizens of Iowa City, Johnson County and the surrounding geographic area would greatly benefit fi.om these renovations. We hope the Review Board will look favorably upon your proposal. Please keep me informed as to the status of your proposal. IfI can be of any further assistance, please do not hesitate to contact me. With best wishes, William L. Gorman Executive Director Evert Conner Rights and Resources Center for Independent Living 730 S. Dubuque St. Iowa City, Iowa 52240 · Voice and TTY: 338~3870 January 15, 2002 Englert Civic Theatre 221 East Washington Street Iowa City, IA 52240 Dear .Ms. Zimmer: I am very pleased to have the opportunity to write a letter in support of the committee's efforts to develop resources to ensure accessibility in the development of a community center. As you know there is a tremendous need for individuals who are developing new programs and services in the community, to take a serious look at access for individuals who have disabilities. In addition to individuals who have mobility and cognitive disabilities, there are access needs for individuals who are blind and for those who are dea£ Appropriate planning and modifications now will allow significant savings in the future, especially if changes are needed because ora lack of accessibility. It is important for us to note when making modifications for access that it does not prohibit use from others in the community, and that it is often an asset for a community with a growing elderly population such as ours. Good luck with your project, and with the grant proposal to secure Community Development Block Grant funding. If the Conner Center can provide any assistance now or in the future, please do not hesitate to contact us. City of Iowa City FY03 Funding R quo,t for 1. Name of Proje~: Increasing useable spa~ for outreach se~i~s ~ MEI-CMHC 2. a. Total Amount of CDBG Funds Requested: ~25,737.00 b. Loan: ~25~737.00 3. Name and address of applican~o~anization; Mid-Eastern Iowa Community Mental Health Center 507 East College Street, Iowa City, Iowa, 52240 4. Conta~ Pemon: Stephen T~ Phone Number: 31g-338-7884 Fax Number: 31~-338-5868 Email Address: stmfz~meimhc.o~ 5. Location of proposed proje~: 507 East College Street 6. Check CI~ STEPS Obje~ive (check only one): Homeless Needs ~ x Public Facility Needs Public Se~ice Needs ~ Economic Development Needs 7~ B~ef summa~ of the proposed proje~ (please lim~ res~nse to a paragraph). MEI-CMHC is currently housed in dignified, older buildings that are utilized to provide outpatient mental health se~ices to Iow and moderate income residents of Iowa Ci~ and Johnson county. These buildings are lo,ted on the border of the histo~c College street neighbo~ood and act as a link to the downtown commercial d{stri~ of the city. This project will conve~ an existing garage into useable space that will provide workstations for 4 outreach workers and 2 individual counseling o~ces, one that will be wheel chair a~ssible. This will increase the area we provide outreach se~ices to persons with chronic menal illness that are either homeless or at risk of loosing their housing. Section 1 - Need/Priority 8. Describe how the proposed proje~ addresses the priorities, strategies and goals cited in the CI~ STEPS plan and the Ma~eld Housing Manet Analysis. (Please speci~ ~ and priority need level, as shown on pag~ ~-~ and ~8-~9 in CI~ STEPS). Outreach assessmen~ Health Facilites M/L P~ority Need Priority Need Level (High, Medium or Low) The CI~ STEPS plan has identified Outreach Assessment as a priority need for the homeless. While we are not requesting funds to provide these se~ices these se~ices will be provided out of the new space that is created. This new space will allow staff to have a wheel chair accessible office as well as confidential space to work 1 to 1 with clients. New space will also allow room for assessments another need identified. Msntal health se~ices, a strategy cited as a strategy on p.103, FY03 Non-Housing Application ~ ppdcdbg/non housing application onli ..... i~n will be provided on site and connected to our outreach services. Expanded space will enhance our ability to provide training in living skills p.105. Having this space available at the Center will enhance the coordination of services p. 108 since these clients are likely to be receiving other mental health services on site. 9. Tell us why this project is needed (include information from studies~research or other supporting documentation) and how it fills a gap in the City's continuum of care as outlined in CITY STEPS. CiTY STEPS has noted that the largest gap in the system is found in the provision of supportive housing for persons returning from mental health institutions. The MEI-CMHC for the past 31 years has been part of the integrated system of providing mental health services in a community based model when the movement was initiated to move people out of the institutions back to the community. We have along history of working with this population and with PATH and SCL/CSS funds we are attempting to meet these needs. This project will allow us increased space to do it in. Services at the MEI-CMHC include a continuum that starts with outreach services and continues through psychiatric treatment. Our PATH and CSS/SCL services work to coordinate these services in house and externally. These services work with other services in our community that also fit on the continuum from EHP to UIHC. Section 2 - Leveraging Resources 10. Is the project requesting a grant or a loan? If a loan is requested, please indicate the applicable loan terms (circle applicable line). Please note that all loan terms are subject to negotiation and/or modification by the HCDC or City staff. Type of Loan: Amount: Years: Economic Development - For-profit (3% amortized loan) Economic Development- Non-profit (1% amortized loan) Public Facilities Project - Non-profit (conditional occupancy loan) $25,737.00 Public Service Project (grant) 11. List the amount of CDBG funds requested for various categories appropriate to your project. Use general categories such as salaries, office expense and other administrative expenses for operational funding. Use categories such as property acquisition, architectural expenses, construction costs, material and administrative costs, etc. for construction/rehab projects. Please include the cost of an audit for any organization that expects to receive over $300,000 from all federal sources. Also, budget for the other items listed under Budget Considerations in the Subrecipient Guide. If other funds are used to implement the project, please list the sources, state if the funds are in-kind or cash, and check if the funds are anticipated or committed. Document Costs Whenever Possible PLEASE NOTE: The Housing and Cormaunity Development Commission may request a copy of your overall agency budget. Budget Breakdown Expense Category Type Status (e.g. salaries, acquisition, rehab) List Source of If possible, please CDBG In- Cas J~rioritize the budget Funds Other Funds Other Funds Kind Antic. Corem, Please place an ~X" in box that applies: Remodel garage $ 25,737.00 $11,563.00 Fundraising & x x Capital Building fund FY03 Non-Housing Application ~ ,~dbgl~on housing Amount of private~agency\other funds $.__ 11,553. 00 (a) Amount of CDBG funds $ 25,737.00 (b) Total Project Funding ~ 37,300.00 (c) (a + b) Number of persons assisted 2140 (d) (see question 18) Total cost per person 17.40 (e) (c + d) Total CDBG Cost Per Person $ 12.02 (f) (b * d) 12. If volunteers are used please descdbe how these volunteers are utilized for the proposed activity and estimate the amount of volunteer time and value dedicated to the identified tasks. Volunteer labor will be contributed as sweat equity by staff (g~ MEI-CMHC to provide unskilled labor in the process of the remodeling ranging from painting to unskilled carpentry work. Unskilled labor __45 hours , x $10 per hour = $450.00 Skilledlabor ( ) hours x $ per hour = $ iSkilledlabor ( ) hours x $ per hour = Skilled labor ( ) hours x $ per hour = $ Skilled labor ( ) hours ~x $ per hour = $ Total $ 450.00 13. List other groups or organizations that were asked to contribute to or fund this project and the status of those funds (include anticipated dates of funding awards or decisions). FY03 Non-Housing Application No other groups have been asked to fund this project other than our donor base that we do a direct mail campaign on an annual basis. 14. Does the proposed project pay property taxes? Yes__ No x If property taxes are not paid, does the proposed project pay a Payment In Lieu of Taxes? Yes No__ If "yes", what is the percent of full taxes paid? % and amount paid $. Section 3 - Feasibility 15. If funds are awarded, will the project/program continue after the CDBG funds end? Yes__x No Please explain. Office space will be created for the ongoing assessment, counseling, skill training and coordination of services. The funds will pay for the space and the services that are currently funded via a variety of other sources will continue once the new space is created. 16. Briefly outline the proposed timetable for the commitment and expenditure of the funding being requested (include other project factors such as rezoning, construction schedule, or application(s) for other funding). Please Note: If funded, this schedule will be used for any project agreement for the use of CDBG funding. Date: Description of Activity: July 1, 2002 Beginning of City Fiscal Year and Project Start Date The attached cost estimate has been provided by Kruse Associates. Specific bids for the project will be sought with the target date to begin work being no later than 1 July 2002. The work should be completed no latter than 1 September 2002. Section 4 - Impact\Benefit to the Community 17. The strategies and objectives of the CITY STEPS Plan is to promote a continuum of care within the community that includes jobs and services for iow-moderate income persons. Please describe how the proposed project ties into this concept and partners with existing services or fills a gap within the community. The City Steps document states that," The largest gap in the system is found in the provision of supportive housing for persons returning from mental health institutions." P.40 The Center's PATH program and our SCL services provide these services to these people by finding them housing and connecting them with mental health services at the center so they can maintain their stability to develop independent living skills. The same document states," There is an urgent need to identify those persons that are slipping through the system and develop and provide equal and comprehensive services for them." This same staff does outreach to a variety of shelters and homeless projects to identify and connect with these people that almost by definition slip through the cracks. This staff is the beginning of the continuum that starts with outreach and than coordinates services and continues with mental health services and prevocational skills training. Providing not only outreach services but coordinated mental health services will lent to "filling some of those cracks" and building a strong continuum of care. 18. List goal(s) of this project. In addition, please indicate the population to be se. rv~d by the proposed project according to the income categories shown in the Applicant Guide. (Please Note: If this application is funded, the information ~ will be used as income targeting for the CDBG Agreement). The space created by this project will be used to provide services to persons with persistent Mental illness that are homeless or are at risk of being homeless. These services have been identified as FY03 Non-Housing Application ~ ~ ~ ppdcdt0g/non ho.sing application o.li~le version priority needs for the Homeless and are also cited as strategies in the City steps document. The services will include outreach assessment (p.92, a medium pdodty need), provision of mental health services (p.103). Provision of training in Living Skills (p.105), Human Service coordination (p.108) and Employment Training and Education (p.108). Funds that ara being requested are fnr the new space not the provision of services that are at this time funded by other sources. Circle Persons or Households Number between 0 - 30% median income 1,113 persons or households Number between 31 - 50% median income __407__ persons or households (b) Number between 51 - 80% median income __235__ persons or households (c) Number between 80 - 100% median income __107__ persons or households (d) Number over 100% median income __278__ persons or households (e) Total 2,140. persons or households (f) Percent LMI __82%__ (a + b + c) + f) 19. As accurately as possible please describe how outcome data indicates that the project objectives can be met. First, describe the outcome data or key elements the project is working towards (e.g. employment). The project outcome is that we will build office space that will allow us to provide homeless outreach services to persons with persistent mental illness. These services are currently funded through a PATH grant, county and state SCL and CSS funds as well as other small grants. 20. Please discuss how these outcome data will be met by the proposed project. VVe will have our new office space that will increase our to provide outreach services, assessment, mental health services, skills training and coordination of services 21. On the attached map please indicate the location of the proposed public facility or the site where public services or job training will be offered. The new space will be located (~ 507 East College Street. This space will provide office space for our outreach staff that will provide services @ Free Lunch, EHP, DVIP, Salvation Army and other spots throughout the community where outreach is done to the homeless. Section 5 - Capacity History Of The Applicant 22. Please list amount of CDBG and/or HOME funds received within the last three City fiscal years and the status of the project(s) undertaken. (City fiscal year July I to June 30) Fiscal Year Funds Amount Expended Recv'd Budgeted Amount (as of 12/31101) FY00 (July 1999 - June 2000) 0 FY01 (July 2000 - June 2001) 0 FY02 (July 2001 - June 2002) 0 23. Is the applicant (including partners, co-applicants, etc.) currently in compliance with all federal, state and local laws, rules and regulations including any CDBG and/or HOME funded projects? Non-Housing Application~ll~'--~J~ ~ ppdcdbg/no, housing application online vemton FY03 Yes _x._ No . If "No" or the matter is currently in litigation please give the name of the case and explain the basis of the case. 24. Please provide evidence of your o~ganization's capacity and experience to undertake and complete the proposed project within the established timetable and budget. The Center has been awarded CDBG dollars in the past to acquire property and to rehabilitate property as well. These awards occurred July 1986, July 1992 and July 1998. All of the projects were completed on time, within the budget and to the satisfaction of all demonstrating that this agency has the capacity and the experience to undertake and complete such projects. Due January 23, 2002 by 12:00 noon - No Exceptions CITY OF IOWA CITY Planning and Community Development 410 East Washington Street (319) 356-5230 stephen-long~iowa-city, org steven-nasby~iowa-city, org tracy-hightshoe~iowa-city, org FY03 Non-Housing Application IOWA OITY IOWA FY03 Funding Request f°t n:Housing Pr°jeY I ~RD AND GARDEN ~, ~ 'F" Name and address of applicent/organization: PENTACREST, INC./PATHWAYS ADULT DAY HEALT~ CENTER, 817 PEPPERWOOD LANE, IOWA CITY, IOWA 4. Contact Person: JO BEN$ON-VORWALD, DIREOTOR HOME AND COMMUNITY BASED SERVICES Phone Number: 319.398.3644, EXT 164 Fax Number: 319.286.1967 Email Address: JBENSON-VORWALD@ABBE.ORG 5, Location of proposed project: 817 PEPPERWOOD LANE, IOWA CITY, IOWA 6, Check CITY STEPS Objective (check only one): Homeless Needs x Public Facility Needs Public Service Needs Economic Development Needs 7. Brief summary of the proposed project (please limit response to a paragraph). Pentacrest, Inc. is a private not for profit organization that operates Pathways Adult Day Health Center in Iowa City. Pentacrest, Inc. is requesting CDBG funds of $25,000 in order to assist with the design, development and construction of a therapeutic outdoor courtyard and garden for use by participants of Pathways and neighbors of the Pathways community. The project will include the selection of plant materials that wilt provide the stimuli necessary for improving and maintaining physical and cognitive skills of Pathways participants. It will allow for preparation and the development of greenspace from a cement parking lot to a courtyard and garden that is fully accessible to the physically and cognitively challenged. It will also allow for the purchase of tools and supplies specifically designed for the physically challenged. At a basic level, light has a profound impact. It regulates circadian rhythms, our biological clocks, and it stimulates the neoendicrine system, in the production of melatonin by our pineal gland. The light levels usually found indoors are not sufficient to drive these biological mechanisms. It is important for clients to be exposed to the higher natural light level found outside and to provide a safe environment in which to pursue meaningful outdoor activity. "Getting outside is at the most basic level of therapy'? This project will greatly assist individuals remain in the community for a longer period of time as it will provide both physically and mentally stimulating activity they would not have access. ~ Robert Hoover's paper "Healing Gardens and Alzheimer's Disease" Jim Dowling, Activities Director Alzheimer's Care Center, Gardiner Maine FY03 Non-Housing Application ~'~Jl~ " O ppdcdbglnon housing appiication o~line vecsion Section 1 - Need/Priority 8. Describe how the proposed project addresses the priorities, strategies and goals cited in the CITY STEPS plan and the Maxfield Housing Market Analysis. (Please specify the one most applicable priority need and priority need level, as shown on pages 91-92 and 98-99 in CITY STEPS). DEPENDENT CARE HIGH Priority Need Priority Need Level (High, Medium or Low) 9. Tell us why this project is needed (include information from studies~research or other supporting documentation) and how it fills a gap in the City's continuum of care as outlined in CITY STEPS. The goal of CITY STEPS is to encourage and suppod families and individuals in achieving their highest degree of self-sufficiency. (Executive Summary) In addition, the Frail Elderly population has been identified as a High Priority Need in the Special Needs/Non-Homeless section of the Continuum of Care Gaps Analysis. (page 90) According to the Non-Housing Community Development Plan Table IV.3-Non- Housing Community Development Priorities, under Public Facility Needs, the Provision of Dependent Care Facilities is a specific Strategy in this category, and the long-term Objective includes the support of respite care, and Adult Day Care facilities. COME INTO THE GARDEN WITH ME. DON'T WORRY ABOUT NOT KNOWING THE WAY; YOUR HEART REMEMBERS, EVEN IF YOUR HEAD HAS FORGO'I-I-EH.2 Imagine a place to which you can bring stress, sorrow, loneliness, and confusion and from which you can leave with a sense of resolution, understanding, and calm. One can learn much of a garden's power to heal and renew. An outdoor courtyard/garden is the positive space that combats the catastrophic behaviors of dementia. Through access to the outdoors and natural lighting clients padicipate in activities that trigger the archives of their memory. This activity assists the individual to remain within the community and outside the realm of institutionalized care. It is mental therapy for the demented and physical strengthening for those with physical challenges. In Robert Hoover's paper "Healing Gardens and Alzheimer's Disease", he points out that the emotional components of past experience and events remain quite intact until late in the disease3. A wandering path provides the design device to link the client with the familiar. It is extremely important however, that staff, family and clients perceive the space as aesthetically comforting and a part of the great outdoors yet safe and physically secure. It must be safe for and of wandering, free of potential injury, and the design must accommodate the diminished visual acuity and physical capacity of the frail eldedy client. Plantings and fencing must be secured. Common varieties of plants can cue long term memory with their appearances and fragrances however all toxic varieties of plants will be avoided. Fendng will be at a minimum of 6 foot high designed to screen yet provide an outdoor orientation. The urge to exit is strong and physically able clients can be very agile, climbing, vaulting over or crawling under must be prevented. A walking course must be free of obstacles. There must be a screening away of views of a parking lot and the comings and goings of staff/family to avoid triggering the exiting urge in clients. Just as in planning the inside, the outdoor environment should be conceived to provide for both variety and flexibility in use. A shaded area is required; a gazebo will be established for seating and shade. Outdoor furniture that cannot be tipped over or that has sharp edges and an alarm system will be in place which can be activated in case of an emergency.4 2 G. Weisman, U. Cohen, & K. Day (1990). Programming and design for dementia. Milwaukee, WI: Institute on Aging & Environment, University of Wisconsin-Milwaukee [Report R90-3] 3 Robert Hoover's paper "Healing Gardens and AIzheimer's Disease" Jim Dowling, Activities Director Alzheimer's Care Center, Gardiner, Maine "G. Weisman, U. Cohen, & K. Day (1990). Programming and design for dementia. Milwaukee, Wi: Institute on Aging & Environment, University of Wisconsin-Milwaukee [Report R90-3] FYO3 Non-Housing Application ~ I ~ ppdcdbg/non housiag application online version Gardening activities, such as planting, weeding and picking flowers can be as much of a meaningful program activity to one with dementia as an educational program is in ones quest for lifelong learning to the intellectually intact individual. Partnerships between the clients, the community Girl Scouts, the Master Gardeners and IMCC will share knowledge, skills and abilities. Cookouts and conceals will be planned for within the space. The outside presents opportunities for stimulating the senses. A good design will incorporate those elements that meet the needs of a particular client and be consistent with the overall design and philosophy for all the participants. Section 2 - Leveraging Resources 10. Is the project requesting a grant or a loan? If a loan is requested, please indicate the applicable loan terms (circle applicable line). Please note that all loan terms are subject to negotiation and/or modification by the HCDC or City staff. Type of Loan; Amount: Years: Economic Development - For-profit (3% amortized loan) Economic Development - Non-profit (1% amortized loan) Public Facilities Project - Non-profit (conditional occupancy loan) $25,000 5 Public Service Project (grant) 11. List the amount of CDBG funds requested for various categories appropriate to your project. Use general categories such as salaries, office expense and other administrative expenses for operational funding. Use categories such as property acquisition, architectural expenses, construction costs, material and administrative costs, etc. for construction/rehab projects. Please include the cost of an audit for any organization that expects to receive over $300,000 from all federal sources. Also, budget for the other items listed under Budget Considerations in the Subrecipient Guide. If other funds are used to implement the project, please list the sources, state if the funds are in-kind or cash, and check if the funds are anticipated or committed. Document Costs Whenever Possible PLEASE NOTE: The Housing and Community Development Commission may request a copy of your overall agency budget. Budget Breakdown Expense Category Type Status (e.g. salaries, acquisition, rehab) List Source of If possible, please CDBG In- prioritize the budget Funds Other Funds Other Funds Kind Cash Antic. Comm. Please place an '3c in box that applies: Design &Construction $16,500 $0 X X Costs (including site preparation & Materials) Equipment $7,500 $6,500 Program for X X Improving Fencing, No tip Garden Neighborhoods furniture, fountain FY03 Nan-Housing Application ~ I ~ ppdcdbg/non housing aDplica(ion Online version Plant Materials $0 $2,500 Board X X X X fundraising, Master Gardeners, IMCC Other/Contingency $1,000 $1,000 X X X Salades $0 $5,000 500 hours X (IMCC, Master @$10. O0/hr Gardeners, Neighborhood Asooc, Members). $ $ $ $ $ $ $ $ Amount of private\agencyXother funds $ 15,000 (a) Amount of CDBG funds $ 25,000 (b) Total Project Funding $ 40,000 (c) (a + b) Number of persons assisted $ 310 _(195,000hrs) (d) (see question 18) Total cost per person L$O.21/hr (e) (c + d) Total CDBG Cost Per Person $__$0.13/hr (f) (b + d) 12. If volunteers are used, please describe how these volunteers are utilized for the proposed activity and estimate the amount of volunteer time and value dedicated to the identified tasks. Unskilled labor, Neighborhood hours i x $10per hour = children I I Skilledlabor (Occupational 80 hours ' x $_50per hour = 34,000 ,Therapist) Skilled labor (Master Gardener ) 100 hours J x $10_ per hour = !$1,000 Skilled labor( ) hours x $ per hour = $ Skilled labor( ) __ hours x $ per hour = $ Total $5,000 FY03 Non-Housing Application ~ J ~ ppdc(Ibglnon housing application online version 13. List other groups or organizations that were asked to contribute to or fund this project and the status of those funds (include anticipated dates of funding awards or decisions). A grant application has been submitted to the Program for Improving Neighborhoods (PiN grant)for the purchase of a "Whisper Glider". This piece of garden furniture is to provide access to individuals in a wheel chair to a garden swing. (Cost $5,000.00) In addition, The Neighborhood Association members have agreed to participate in Intergenerational gardening activities. School age children will be shown and will assist clients developing and maintaining the raised gardens. The Master Gardener program has identified Pathways Adult Day Health Center as one of their community projects. Master Gardener(s) and apprentices can work at Pathways Adult Day Health Center to continue or obtain Master Gardener status. The Iowa Medical & Classification Center has identified Pathways as one of it's partners in using their greenhouse/hothouse in the development of seeds and seedlings. 14. Does the proposed project pay property taxes? Yes X No__ If property taxes are not paid, does the proposed project pay a Payment In Lieu of Taxes? Yes Ne__ If "yes", what is the percent of full taxes paid? TBD__% and amount paid $ To be determined As a not for profit 501 c 3, Pentacrest, Inc. does not in most cases pay property taxes. However, in the case of the pumbese of the Peppe~wood Lane property a portion of this building (second floor) is leased to residential tenants and will result in a property tax assessment on that portion of the facility. The rest of the facility, being used to further charitable purposes, should be considered tax exempt. Section 3 - Feasibility 15. If funds are awarded, will the project/program continue after the CDBG funds end? Yes X No Please explain. CDBG funds, if awarded, will be used to assist in the site preparation, design, and construction of the outdoor courtyard & garden area only. This renovation to best meet the needs of the frail senior population is needed to enable use of the outdoors in a safe, handicap accessible, and meaningful way. CDBG funds will not be used for operational expenses. 16. Briefly outline the proposed timetable for the commitment and expenditure of the funding being requested (include other project factors such as rezoning, construction schedule, or application(s) for other funding). Please Note: If funded, this schedule will be used for any project agreement for the use of CDBG funding. Date: Description of Activity: July 1,2002 beginning of City Fiscal Year and Project Start Date Work has actually begun with the establishment of collaborative partnerships with IMCC and the Master Gardener Program. Donated nursery stock and the labor to plant the garden areas have been established. Clients of the facility will tend the gardens, water and weed. Site preparation will occur throughout the month of July, with construction will begin August 1. The construction of a Gazebo, courtyard and the Gardens will be completed by the end of October 2002. The Gardens will be a work in progress and will continue to develop. Section 4 - Impact\Benefit to the Community 17. The strategies and objectives of the CITY STEPS Plan is to promote a continuum of care within the community that includes jobs and services for Iow-moderate income persons. Please describe how the proposed project ties into this concept and partners with existing services or fills a gap within the community. Pathways Adult Day Health Center is the only adult day health program in Iowa City; it is a vital part of the continuum of care for frail seniors in the Iowa City Community. Services are provided on a sliding fee schedule so that no one is denied service due to inability to pay. Client fees for those unable to afford the full fee are supplemented by funds from Johnson County, United Way, and Heritage Area Agency on Aging. These funds allow adult day health services to be pro9vided to individuals and families that otherwise may net be able to afford community based service and Non-Housing Application ~ ppdcdbgtnon housing application online version FY03 therefore, would be forced to pursue institutionalization. In many cases, the use of adult day health services allows a caregiver to continue to work. As a not for profit organization, it is our mission to provide services that are affordable and accessible to those in need. Pathways Adult Day Health Center is proud to be a collaborative partner with several agencies, associations and services in Iowa City and Johnson County. Partners include, The Wetherby Neighborhood Association, the Girl Scouts, Master Gardeners, IMCC, Elder Services, The Heritage Area Agency on Aging, Memy Hospital, the University of Iowa Hospitals and Clinics, The University of Iowa School of Social Work, Nursing and Cinematography, The Visiting Nurse's Association, and the AIzheimer's Association. Collaborations inctude, a community flu clinic, case management, Board involvement and activity, practicum and internship placements and volunteer opportunities with clients in field trips and programming, and assisting with landscaping. 18. List goal(s) of this project, In addition, please indicate the population to be served by the proposed project according to the income categories shown in the Applicant Guide. (Please Note: If this application is funded, the information in this table will be used as income targeting for the CDBG Agreement). Circle Persons or Households Number between 0 - 30% median income __11 persons or households (a) Number between 31 - 50% median income __35 persons or households (b) Number between 51 - 80% median income 140 persons or households (c) Number between 80 - 100% median income __100__ persons or households (d) Number over 100% median income 15 persons or households (e) Total 310 persons or households (f) Percent LMI 60 (a + b + c) + f) GOALS: 1) Assist challenged adults remain independent in their community while keeping the family unit intact. 2) To design, create and make available regardless of physical or cognitive ability horticulture therapy gardens including a walkway, wheelchair path, courtyard, and gazebo that will provide the stimuli necessaw for improving quality of life for all Pathways participants. 3) To educate, encourage and engage Pathways participants and community partners in meaningful and purposeful outdoor activity. As accurately as possible please describe how outcome data indicates that the project objectives can be met. First, describe the outcome data or key elements the project is working towards (e.g. employment). *To create therapy gardens that will provide the stimuli necessary for improving quality of life of all Pathways participants. (Design will accommodate the physically and cognitively challenged adult by reducing the urge to exit, enabling the feeling and/or need to wander, and reducing the outbreaks of catastrophic behaviors). Data will demonstrate zero elopement, reduction in catastrophic/agitated and/ or aggressive behaviors and demonstrate 100% participation of the those expressing a desire to use the gardens. *Healing Gardens are made available of varying size, both in-ground and raised (in a container) to meet the contrasting requirements of physically and visually challenged participants. Planter bed FYO3Non-HousingApplication ~1 ~ Ppdcdbg/non houslng application online vers,on height and depth and path width and construction material selected to facilitate a successful garden experience. Accessibility to all padicipants regardless of physical and/or cognitive impairment. *Satisfaction surveys completed by all stakeholders, including referral sources, other providers, partners and funders that will indicate whether services are seen as accessible and affordable, and as meeting the needs of the community. *The prime objective of Pathways is to assist challenged adults remain independent in the community while keeping the family unit intact. The goal is to create an environment whereby participants are eager to return. (Data will be collected to determine the success of this outcome) In turn, this instills peace of mind in families who see their loved one enthusiastically involved, Care of challenged adults becomes less burdensome for the family. All of these factors interact to have a significant economic impact on the community by reducing the need for health care services. Although this therapeutic environment is not unique, it would be considered an innovative project and a leader in providing for the dementia client for this community. The proposed courtyard/garden could be used as a place to conduct demonstration projects in various forms for other parts of the community in their need to conduct and or research the effect of the environment on the challenged adult. This would truly make the proposed Therapeutic Garden a stand out in its field. 19. Please discuss how these outcome data will be met by the proposed project. The proposed project will meet these outcome data by providing a Courtyard and Therapeutic Garden experience specifically designed for adult day health and the comprehensive services it provides that meet the needs of frail seniors and their families. Increased access and use of the outdoors, the planting and gardening of vegetables and flowers, enabling and encouraging wandering/walking will improve self- esteem, self-worth, physical health and provide purposeful activity. 21. On the attached map please indicate the location of the proposed public facility or the site where public services or job training will be offered. Section $ - Capacity History Of The Applicant 22. Please list amount of CDBG and/or HOME funds received within the last three City fiscal years and the status of the project(s) undertaken. (City fiscal year July I to June 30) Fiscal Year Funds Amount Expended Recv'd Budgeted Amount (as of 12/31/01) FY00 (July 1999 - June 2000) FY01 (July 2000 - June 2001) FY02 (July 2001 - June 2002) $300,000 $300,000 23. Is the applicant (including padners, co-applicants, etc.) currently in compliance with all federal, state and local laws, rules and regulations including any CDBG and/or HOME funded projects? Yes X No . If"No" or the matter is currently in litigation please give the name of the case and explain the basis of the case. CARF accredited and in compliance. F¥03 Non-Housing Application ~ I ~ ppdcdbg/non hr~using ap¢ication online version 24; Please provide evidence of your organization's capacity and experience to undertake and complete the proposed project within the established timetable and budget. Pentacrest, Inc. is a private not for profit 501 c 3 organization governed by a local volunteer Board of Directors. Pathways is currently the only service program operated by Pentacrest, Inc. This program has operated under this structure since July 1996 and has seen its utilization grow from an average of 11 padicipants per day to the current average of 25 padicipants served each day, and increase of 127%. While most of these participants are flail seniors at risk of premature, or even unnecessary institutional placement, Pathways is also able to serve individuals age 18 or older who require daily supervision and can benefit from adult day health services. When Pentacrest Inc. assumed the operation of Pathways in 1996, approximately 65% of all revenues were provided by the Johnson County Board of Supervisors. One of the goals of the program has been to reduce reliance on these public funds. In FY 02, 12% of total revenue for Pathways was provided by Johnson County. Client fee for service, based on a sliding fee schedule, Elderly Waiver funding, and Veteran's Administration funding provided 70% of all revenues in FY '02. No one is denied service due to inability to pay, and sliding fees are based on monthly income with special circumstances such as cost of medications, medical bills, etc., taken into consideration when arriving at a fee for service. Johnson county funding and United Way funds are used to assist those participants unable to afford the daily fee. During the past 5 years services have been expanded to include increased hours of operation, nursing and dietary assessments and services, professional social work, transpodation, rural transpodation and therapies and activities designed to promote health, arts and humanities, and life long learning. Relocation to a new facility this past year provided the indoor environment that enhances our ability to provide more services to increased numbers of older adults and their families in the Iowa City and Johnson County area. This grant will extend our ability to program to the Great Outdoors. It should also be noted that Pathways became one of only two CARF Accredited Adult Day Health Centers in Iowa, assuring oversight and quality of service. We realize this project is unique however, the benefits will be great to the clients we serve and to the community. The success of this project depends largely on the ability to design, create and construct a courtyard from a cement parking lot. Pentacrest, Inc. is an affiliate of Abbe Inc., and as such has access to administrative and management services to include human resources, payroll, accounts receivable, accounts payable, financial reports, management information systems, grant writing, and other management services. This allows Pentacrest to focus on the provision of adult day health services in a cost effective and efficient manner, while having access to administrative resources that are helpful in this project. Due January 23, 2002 by 12:00 noon - No Exceptions Planning and Community Development 410 East Washington Street (319) 356-5230 stephen-long@iowa-city, org steven-nasby@iowa-city, org tracy-hightshoe@iowa-city, org Non-Housing Application ~ ~ ppdc, dbg/non housing application o~line version FY03 __ City of IowaC_!ty Type of Project: Home M. odification Title: Executive Director Phone Number: (319) 338-3870 Fax Number: (319) 338-8385 E-mail Address: Connerctr@aol.com Federal Tax Identification Number: 2. Secondary Applicant (if applicable): Signature: Applicant Address: Contact Person: Title: Phone Number: Fax Number: E-mail Address: 3. Type of Applicant (check one): Community Housing Development Organization × Pdvate non-profit organization Private for-profit, individual or partnership applicant Public Organization 4. Amount of Funds Requested HOME: $ CDBG: $ 23,645 Total Loan Requested: $ 0 FYO3 Housing Application ~1~ p pd cd bg/h ousing applica~ton onlinevemion 5. Provide a brief description of the proposed project (please limit response to a paragraph). The Evert Conner Center for Independent Living is proposing to develop and implement a project that will provide home modifications and other rehabilitation technology to individuals with disabilities who live in rental units to assist with access, independence and choice. Section I - Need/Priority 6, Tell us why this project is needed (include information from market studies or other supporting documentation that identifies the need for this type of housing for Iowa City's need) and how it will fill a gap in the City's housing market. The Evert Conner Center received at least 5 calls from consumers requesting ramps or other types of renovation in the past year. We referred the callers to the Department of Vocational Rehabilitation Services (DVRS) who put them on waiting lists. According to a letter from Mr. Gracey at DVRS, the timeframe for individuals to be served through their rehab program ranges from six to nine months. We also made referrals to Iowa City's rehab program to find out that they no longer provide that service. Grant Wood AEA reports that there are 22 people in Iowa City K-12 who have a need for such a service. This project will assist in filling the gap in the city's housing market by ensudng that a group of Iow-income individuals who are listed as a high priority in the CITY STEPS Plan, will have a better opportunity to receive and enjoy accessible features in older and existing homes. In particular since the current focus in this area is to build higher priced single- family homes. This focus creates another barrier to homes that are affordable and accessible to individuals who are Iow to moderate income. 7. Describe how the proposed project addresses the priorities, strategies and goals cited in the CITY STEPS Plan, the Maxfield Housing Market Analysis and/or "Assessing Iowa's Housing Needs" (August 2000) by Professor Heather McDonald. (Please specify the one most applicable priority need and priority need level, as shown on pages 91-97 in CITY STEPS) This project addresses the goals, strategies and priorities listed in the CITY STEPS Plan because it proposes to provide accessibility and maintenance of shelter for individuals who live with disabilities of all types including people who live with mental illness, mobility disabilities, blindness and deafness of all ages. This project will address the strategy which is to" provide special needs transitional housing" and the objectives to "provide services to support special needs populations in non-facility based care environments" and to "continue to review the need to provide housing and supportive services for persons who are not homeless, but require supportive housing, and will identify potential providers and sites. Priority Housing and Supportive Services High_~ Priority Need Priority Need Level (High, Medium or Low) FYO3 Housing Application ~ ppdcdbg/housing appl~aito~ online~rsion Section 2 - Leveraging Resources 8. Indicate the applicable loan terms*: NA Rate: Years: I Principal (amortized loan) and interest * See Applicant Guide. Loan terms are subject to negotiation or modification by the HCDC or City staff (Council approval may also apply). 9. In the space below, please provide the proposed sources and uses of funds for the project. Include all funding requested for the proposed project to be completed (e.g., infrastructure improvements). Where possible please provide third party documentation for project costs. We are currently requesting CDBG funds of $23,645 to be used for the proposed project: The Conner Center and Project Coordinator are providing $15,645 in kind. Salary (Project Coordinator) 8,645 Renovations/5 rental units ($3,000/Unit) 15,000 IN KIND: 50 percent of Project Coordinator's Salary 8,645 Office Space @ $13/sq ft, office equipment: (Phones, computers, copier, office supplies) 2,000 Clerical and Administrative support 3,000 Interpreters 500 Board members (Marketing, planning outreach and Assistance w/implementation) 1,500 FY03 Housing Application ~/~ .pdod~/ho..i.g applicaitoa onlineversio~ 10, a. Please complete the table below showing the types and amounts of funding being requested for the proposed project. Funding Source and Type of Funds: Amount of Funding Requested: Iowa city CDBG or HOME Funding (public) $ 23,645 State of iowa HOME or CDBG (public) $ iowa Finance Authority (IFA)- non-LIHTCs (public) $ City of Iowa City - Tax increment Financing (public) $ City of Iowa City - Tax Abatement or Exemption (public) $ IFA -- Low Income Housing Tax Credits (public) $ Other Public Resoumes (public) (please list): $ Applicant Contribution of Equity (private) $ Private Lender Financing (private) $ Private Foundation(s) (private) $ VolunteerLaborand/orln-kind Donations (private) $ 17,645 Other Private Resources (private) (please list): $ Amount of Private Funds: $17,645 (a) Amount of Public Funds $ 23,645 (b) Total Project Funding $ 4f,290 (c) (a + b) Number of bedrooms (d) ' Number of publicly-assisted bedrooms (e) Persons assisted (# of bedrooms x 1.5) (Max 5 units) 7.5 (t) Requested public subsidy per bedroom (g) b + d Total cost per bedroom (h) c + d Total Public Cost Per Person 3,~53 (i) b + f Total cost per person 5,505 (j) c + f FY03 Housing Application ~ ppdcdbg/ho~sing applicaiton oalineversion 10. b. If volunteers are used please describe how these volunteers are utilized for the proposed activity and estimate the amount of volunteer time and value dedicated to the identified tasks. The Project Coordinator will donate at least 50 percent of his time to the project. The Board of Directors of the Conner Center will assist with planning, marketing and implementing the project. Unskilled labor X 214 hours x $7.00 per hour = $1,500 Skilled labor ( X ) 950 hours x $9./O_per hour $8,645 Skilled labor ( ) __ hours x $ per hour = $ Skilled labor ( ) __ hours x $ per hour = $ Skilled labor ( ) __ hours x $ per hour = $ Total $10, ~45 11. Does the proposed project pay full property taxes? Yes X No__ If full property taxes are not fully paid, does the proposed project make a Payment In Lieu Of Taxes? No __. If "yes", what is the percent of full taxes paid? __% and amount paid $ 12. If partial funds are awarded, will the project/program continue? Yes X__ No If yes, at what level? The Center will lower the number of units proposed and provide renovations to the number of units allowed by funding award. 13. Program regulations require a 25% match for HOME funding only. Describe how your organization or the proposed project will help the City of Iowa City meet this match requirement for local HOME funds. If the proposed project is requesting HOME funds from the State of Iowa please descdbe how the project will meet this matching requirement without the use of City funds. If State HOME match is being waived or reduced please include a letter from the Iowa Department of Economic Development. N/A Local HOME funds requested: $ x .25 = $ Local Match Local HOME funds requested: $ x .20 = $ Stats Match FY03 Housing Application ~ ppdcdb~/housing applicaiton o~lineversio~ Section 3 - Feasibility 14. Briefly outline the proposed timetable for the commitment and expenditure of the funding being requested (include other project factors such as rezoning, construction schedule, or application(s) for other funding). Please Note: If funded, this schedule will be used for any project agreement for the use of CDBG~HOME funding. Date Description of Activity July 1, 2002 Beginning of City Fiscal Year and Project Start Date July 31, 2002 Hire Project Coordinator August 30, 2002 Project Coordinator/Board members will develop and implement Marketing plan. September 30, 2002 Neh4/ork with other organizations providing similar services. September 30 2002/ June 30, 2003 Complete renovations/modifications to 5 rental units-Iowa city area 15. Briefly describe the project goals for providing or assisting in the preservation or expansion of affordable housing in Iowa City, and how the project will benefit the targeted income group (e.g. goal of providing rental housing to lower income persons without use of Section 8 rental assistance or level of subsidized rent compared to market rates). This project will increase access for better use of 5 existing housing units for people who live with disabilities. People who live with disabilities tend to stay in a facility longer than the average renter, but in most cases without the appropriate accommodations. What we propose will eliminate barriers to 5 rental properties so that tenants who may already live in a unit will have less difficulty accessing all features of the property. 16. To help promote the efficient use of federal, state and local funding please describe how the project will maintain long-term (in excess of CDBG\HOME program requirements) or permanent affordability; and, show how the project will provide for affordable housing at rental rates lower than those in the existing rental market. This project is designed to provide better access to only 5 rental units. 17. Are all funding sources needed to complete the project secured (subject to written verification)? If not, please describe below the time frames for other funding awards. The only other funding source planned at this time is a 43 percent match by the Conner Center. Note to HCDC: Review attached Proforma as part of the Feasibility Section. FY03 Housing Application ~ ppdc~bg/housing applicaiton onlir~version Section 4 - Impact/Benefit to the Community 18. In the space provided, describe in detail the type of project (new construction, acquisition, rehab, tenant based rent assistance or down payment assistance), total number of units and number of units assisted with public funds. We are proposing to provide rehab services to rental units for accessibility on behalf of people who live with disabilities. The plan is to rehab at least 5 units within the first year of the project. If this project is successful we will seek additional funding sources to expand or enhance the service as needed. 19. An objective of the City of Iowa City Comprehensive PLan is to promote a diversity of housing types and mix of all income levels. Please descdbe the target population this project is to serve, the current level of Iow-moderate income households in the Census Tract\Block Group and how the project will promote diversity within the neighborhood. Since we are not building or making arrangements for new housing, we will not add to the diversity of housing types, but we will ensure that individuals who live in rental units, that are not accessible, will have the opportunity to increase their mobility and quality of life by allowing better access to improve their ability to live outside of institutions and group home settings. 20. On the map provided, please show the location of the proposed project. It is our intention to provide rehab services to any individual in the Iowa City area if they live with a disability and meet the income guidelines. 21. Also, please indicate the number of persons or households that will be served by the proposed project by income category. (Please Note: If this application is funded, the information in this table will be used as income targeting for the CDBG\HOME Agreement). Circle Persons or Households Number between 0 - 30% median income _3 3ersons or households (a) Number between 31 - 50% median income 2 3ersons or households (b) Number between 51 - 80% median income ~ersons or households (c) Number between 80 - 100% median income ~ersons or households (d) Number over 100% median income 3ersons or households (e) Total 3ersons or households (f) Percent LMI (a + b + c) + f) FYO3 Housing Application 3~I~ ppdcd bg/ho using applicaiton online~rsion 22. As accurately as possible please describe how outcome data indicates that the project objectives can be met. First, describe the outcome data or key elements the project is working towards (e.g. units to be rehabilitated). The project is designed to provide rehab services to at least 5 units in the Iowa City area. 23. Please discuss how these outcome data will be met by the proposed project. The Center will hire a Project Coordinator who has experience in developing and implementing this type of rehab services. The Project Coordinator and board of directors will market the program to other agencies and organizations that provide similar services. Project Coordinator will market the program to consumers. We will develop a network with other agencies such as Grant Wood AEA, DVRS and Heritage to ensure referrals. We will locate contractors who provide accessibility modifications. By June 2003 we will have provided home modifications to at least 5 rental units. Section 5 - Capacity/History of the Applicant 24. Please list amount of CDBG and/or HOME funds received within the last three City fiscal years and the status of the project(s) undertaken. (City fiscal year July I to June 30) Amount Expended Fiscal Year Funds Recv'd Budgeted Amount (as of 12/31101) FY00 (July 1999 - June 2000) 0 FY01 (July 2000 - June 2001) 0 FY02 (July 2001 - June 2002) 0 25. Is the applicant (including partners, co-applicants, etc.) currently in compliance with all federal, state and local laws, rules and regulations including any CDBG and/or HOME funded projects? Yes X No __. If "NO" or a matter is currently in litigation please give the name of the case and explain the basis for the case. 26. Please provide evidence of your organization's capacity and/or experience to undertake and complete the proposed project within the established timetable and budget. We have a supportive board of directors willing to assist with the project; we will hire an individual who has experience providing the service we propose. Our clerical staff is capable of keeping information and reporting data. The center has an accountant to assist with financials in addition to having a retired accountant on the board of directors. We have provided comprehensive data to the federal government for the past 7 years that depicts a completed set of goals provided to them the previous year. Due January 23, 2002 by 12:00 noon - No Exceptions STATE OF IOWA THOMAS J. VIL~aAGK , GOVERNOR DEPARTMENT Of EDUCATION January 14, 2002 Everett Conner Center for Independent Living 20 Market St. Iowa City, Iowa 52240 Dear Ted: I am very pleased to have the opportunity to write a letter in support of the Center's efforts to develop resources to provide home modifications for persons with significant disabilities residing in Iowa City. As you know there is a significant need for ramps, bathroom modifications and other rehabilitation technology assistance in order to help people live in the environment of their choice. Minor investments in modifications now, allow people to live in their own homes longer, significantly saving public expenditures in institutional settings. The use of community development block grant funds for this purpose can significantly impact the quality of life for persons with disabilities of all ages. There are additional resources for modifications in some of the waiver programs of the Department of Human Services, but many, like the Elderly Waiver program do not provide enough money (a $1,000 limit) to get the job done, so many end up with nothing, My own small independent living program at the Division of Vocational Rehabilitation Services has a six to nine month waiting list across the state. Centers for Independent Living, such as the Conner Center where you are, are excellent resources to provide management of such funding programs. The Centers in Waterloo, Council Bluffs, Sioux City, and the Quad Cities already manage CDBG funds for their respective cities. Although I don't know the amount available through this grant, I would encourage the grantors to include other home modifications in addition to ramping; such as door widening, grab bars, etc. Division of Vocational Rel~abilitalion Services MISSION IOWA CITY POLICE DEPARTMENT USE OF FORCE REPORT January 2002- amended OFFICER DATE CASE # INCIDENT FORCE USED 43, 26 1-1-01 02-04 Criminal Mischief Subject was suspected of damaging property inside a local bar. When officers attempted to contact him to investigate, he attempted to leave. Officers restrained him and he continued to resist. Officers took subject to the ground and handcuffed him. 17 1-1-02 02-05 Fight in progress Subject was involved in a fight at a bar and failed to stop when ordered to do so by officers. Officers tried to pull the subject away from the fight and he resisted. Subject was taken to the ground and attempts were made to handcuffhim. He attempted to get back to his feet and was taken down a second time and was handcuffed. 11 1-1-02 02-23 Burglary Officer attempted to arrest subject involved in attempted burglary to vehicle. Subject fought with officer who deployed chemical agent and used hands on to control subject 07 1-4-02 02-112 Assault Officer attempted to arrest delusional subject during assault investigation. Subject charged at officer who deployed chemical agent. Subject fled, fell to the ground and was taken into custody. 08 1-5-02 02-129 Animal Officer dispatched injured raccoon with sidearm 42,18, 45 1-8-02 02-205 Court order Officers located subject who was ordered to substance abuse treatment. As they escorted subject to car she attempted to pull away. Officers used hands on to handcuff for transport 9 1-10-02 02-257 Medical assist Violent juvenile male was to be taken to hospital for evaluation at request of his father. Juvenile began striking father in face. Officers handcuffed juvenile for transport. 25, 58,32, 49 1-11-02 02-300 MV Subject was involved in accident after OFFICER DATE CASE # INCIDENT FORCE USED AccidentJOWI/Eluding, travelling down street at high speed. Assault on Police Officers directed driver to get out of Officer vehicle. Subject became combative while refusing. Officers deployed chemical agent and subject was eventually removed from vehicle. Subject exited vehicle and punched officer in face. Officers took subject to ground and handcuffed him. 13 1-11-02 02-295 Animal Officer dispatched injured deer with sidearm 11, 58 1-12-02 02-301 Disorderly conduct Officers arrested subject who was involved in a fight. Subject resisted being handcuffed and officers used hands on to handcuff the subject as well as to get him into the police car for transport to jail. 33 1-16-02 02-408 Mental committal After assault on staff member, subject was to be transported to facility for evaluation. Officer handcuffed subject for safety. 19 1-18-02 02-464 Fight in progress Subject refused to separate from other combatants during a fight and continued assault on another when officer intervened. Officer advised subject that he was under arrest and ai~empted to place subject's hands behind his back for handcuffing. When subject resisted he was taken to the ground for control and handcuffed. 58, 19 1-18-02 02-459 Intoxicated person Subject actively and physically resisted being escorted for transport after he was arrested. Officers used hands on techniques to gain compliance. 97,13 1-20-02 02-555 Mental commitment After officers were summoned to assist in comrmttal of violent subject, he resisted being handcuffed. Officers deployed chemical agents and used hands on techniques to gain compliance and get the subject handcuffed. 58, 38 1-21-02 02-565 Home intrusion Police were summoned to a forcible intrusion of a home. On arrival officers heard the complainant screaming and entered the residence. Officers observed a subject fleeing and breaking out a ~vindow to attempt to exit, OFFICER DATE CASE # INCIDENT FORCE USED ignoring officer's commands to stop. K9 was released for apprehension of subject. Officer outside had weapon drawn while covering exit point(s) of the residence. 08 1-22-02 02-604 Medical assist Officers were called to school to assist staff in restraining out of control male. Officers used handcuffs to restrain subject until he calmed down. Subject was taken to hospital for evaluation. 55 1-26-02 02-702 Intoxicated subject Officers were speaking with subject regarding a fraud investigation and determined that he was intoxicated. After being placed under arrest subject resisted arrest. Officers used hands on techniques to restrain him on ground and to escort him for transport. 36 1-27-02 02-759 Armed subject Report given to police regarding a vehicle with 6 occupants pointing a gun at other persons. Vehicle was located, officers had weapons drawn while vehicle's occupants were removed, handcuffed and searched. 7, 22 1-27-02 02-764 Medical assist Officers were called to assist ambulance personnel. Unruly subject was attempting to strike and bite persons near him. Officers used hands on techniques to resttain subject on ground and handcuff him until he calmed down. 93, 58, 18 1-27-02 02-743 Intoxicated subject Subject was interfering with ambulance and fire personnel who were attending to injured person. After subject refused to move along he was arrested. Subject resisted handcuffmg and officers used hands on techniques to place subject in sitting position and move his hands behind his back for handcuffing. 46 1-28-02 02-802 Intoxicated subject Subject threw object at car officer was driving. Officer approached that subject to investigate. Second subject approached officer and interfered with initial contact. Officer had to physically move second subject away from him. Officer arrested first subject and was again approached by second subject who refused to step back. Officer OFFICER DATE CASE # INCIDENT FORCE USED deployed chemical agent after warning second subject, without effect, of that deployment. 16 1-31-02 02-902 Armed suicidal subject Officer drew weapon after locating subject who was said to be armed and suicidal. Officer removed weapon from subject and took him into custody. 16, 52 1-31-02 02-897 Traffic stop Driver exited vehicle after traffic stop. Driver had hands in pockets and refused to remove hands from pockets after being directed to do so by officer. Officers had to physically remove driver's hands from his pockets prior to handcuffing him. CC: City Manager, Chief, Captains, Lieutenants, Training Sergeant, City Clerk, Library Date: l-Apr~02 To: City Manager and City Council From: Dianna Furman ,~-~--~-~,~-~.---~ Subj: Utility Discount Program Statistics - Fiscal Year' 99 Total, FY' 00, FY 01 and FY 02 Water Sewer Total Refuse Water Accounts Recyling Sewer on Discount Discount Discount Water Tax Sewer Refuse Recycling Total Month s s Pro~ram Discount Discount Discount Discount Discount Discounts Totals 1522 795 2317 8,019.87 402.18 8,042.58 9,702.28 3,105.90 29,272.81 Totals 1688 997 2685 10,473.84 527.10 10,052.19 9,969.54 3,388.35 34,411.02 FY01 Totals 1679 975 2473 11,828.26 592.79 10,815.10 10,408.83 3,554.25 37,199.23 FY 02 Jul 116 84 200 835.52 41.99 760.56 658.05 224.70 2520.82 Aug 127 94 221 896.00 44.90 857.69 701.10 239.40 2739.09 Sept 128 93 221 1023.68 51.25 980.49 808.71 276.15 3140.28 Oct 136 107 243 1043.84 52.35 999.90 827.17 282.45 3205.71 Nov 136 113 249 1106.56 55.47 1060.23 836.38 285.60 3344.24 Dec 142 117 259 1151.36 57.77 1103.34 867.14 296.10 3475.71 Jan 147 122 269 1164.80 58.20 1116.29 879.45 300.30 3519.04 Feb 146 124 270 1216.32 61.09 1165.83 913.26 311.85 3668.35 Mar 148 122 270 1184.96 59.39 1135.68 879.45 300.30 3559.78 Apr 0 0.00 May 0 0.00 Jun 0 0.00 Totals 1226 976 2402 9,623.04 482.41 9,180.01 7,370.71 2,516.85 29,173.02 cc: Kevin O'Malley Iori/utility/utdisc01 .xls MINUTES NEIGHBORHOOD HOUSING RELATIONS TASK FORCE FI NAL/AP F WEDNESDAY, FEBRUARY 27, 2002- 3:30- 5:00 PM CITY MANAGER'S CONFERENCE ROOM Members Present: Hillary Sale, Jerry Hansen, Larry Svoboda, Nick Klenske, Tim Walker, Mike Newman, Ann Freerks, Anne Vespa, Ted Chambers and Sally Cline Members Absent: Mike Carberry Staff Present: Marcia Klingaman, Sue Dulek, Capt. Matt Johnson, Norm Cate, and Doug Boothroy City Council Members Present: Irvin Pfab University Staff Present: None Others Present: Susan Young, Maryann Dennis, Justin Page, and Kyle Vogel Call to Order Hillary Sale called the meeting to order at 3:32 PM Approval of Minutes for February 13, 2002 and for February 20, 2002 February 13, 2002: Page 3) Top of page, under "suggestions" should say "Walker suggested modeling the fine structure after the fire department's false fire fines." Moreover, under Enforcement #2, it should read, "one", not "on". MOTION: Jerry Hansen moved to approve the minutes for February 13, 2002 as amended. Tim Walker seconded. Motion passed 9-0. Sally Cline abstained since she had been absent. February 20, 2002: Page 6) Ann Freerks' surname was misspelled. It should read, "Freerks", not "Freeks". MOTION: Tim Walker moved to approve the minutes for February 20, 2002 as amended. Jerry Hansen seconded. Motion passed 9-0. Sally Cline abstained since she had been absent. Discussion Regarding Criminal Related Issues Last week the task force discussed general ways of addressing criminal issues. Clear and Present Danger Law: Sue Dulek has since looked into the Clear and Present Danger law since it does not specifically address multiple dwellings. If there are four tenants, the landlord may be able to evict only one for reasons of clear and present danger. However, landlords generally get an order of possession, not for eviction. The issue also arises that, even if the tenants agreed to joint and several responsibility for the entirety of the rent, the hypothetical remaining tenants might be able to contest since the landlord evicted one of their roommates, depriving them of that person's rent contribution. Fortunately, this situation is rare and the landlord will most likely be successful in his/her eviction. Chambers agreed that this has been done and has gone unchallenged. Dulek commented that the Clear and Present Danger taw is designed against one tenant and that illegal possession activates it. Sale added that this applies to other tenants who knew of the illegal possession. If the landlord is able to prove that the other tenants knew, they may be evicted, as well. However, the clear and present danger must be to someone within 100ft of the premises. This is measured as a 100ft radius around the property. Hansen asked if a whole unit could be evicted if they were housing a person involved in drug activity, even if that person was not on the lease agreement. The two reasons he provided for eviction of the entire unit were: 1) aiding and abetting a felon (Newman said his lawyer said they could be charged with this); 2) over-occupancy. So, his question was: should language be included in leases to cover this kind Neighborhood Housing Relations Task Force Minutes February 27, 2002 Page 2 of situation? Sale answered that she believed this has been covered in previous proposals. City staff and the proposed follow-up group would be charged with enforcement. Davenporf Ordinance: The liberal inhabitants of Iowa City would most likely reject this ordinance. In addition, the task force has come up with alternative mechanisms. Boulder, Colorado Ordinance: Hansen commented that he liked the stiff fine schedule, but Dulek pointed out that fines are limited by state law and in Iowa; the maximum municipal fine is $750.00. It was decided that this sort of action could not be passed without a change in legislation. Letters could be written to magistrates and representatives to affect this end. Aside from this matter, this example will be good to show to the council so that they do not feel alone in their endeavors. In this discussion, Freerks suggested that the follow-up task force track judges who do not do their job so that when they come up for retention, voters can make informed decisions. Review of Other Issues for Next Meetinq The next meeting will be held on Wed, March 27, 2002, since Passover was not a concern for anyone present (Also, the meeting should be over by sunset). In the meantime, Sale will redraft suggestions (barred from discussion, unless there are major problems---Sale noted that if Klenske cannot support the keg and couch ordinances in their present forms, they can be re-discussed; Vespa commented that she felt the party permit should be taken out), and will draft language around the criminal discussion (this language will be up for discussion). The drafted suggestions can be put on the web so that citizens can scrutinize it. Dates for public hearings will be decided (format will be discussed at the next meeting). Other Business There was some discussion of a recent Daily Iowan article that talked about the NHRTF. It is the position of this committee that they are not anti-student, they are anti-bad behavior. /~¢iournment The meeting was adjourned at 4:19 PM t: sha~edlpcd/minutes/NeighborhoodHou$ing/nhrffO2-27-02 doc Marian Karr r~ From: J RBAIA@aol.com Sent: Wednesday, April 03, 2002 10:42 AM To: Council@iowa-city,org Cc: TomW@fyi.iowa.com Subject: Proposal I would like to offer for sale to my fellow citizens a house that I have designed and propose to build. Unfortunately it will overdevelop any parcel of land that it sits on. So to that end, I would like the City to give me a lot, perhaps in the proposed Peninsula development, which I can then render as worthless in the same spirit as the Urban Renewal parcel. Because of my expertise in the field of architecture, I am confident that I can qualify as a "preferred developer," thereby meeting all the criteria for the precedent that you have set. In the likely event that turning a profit does become pertinent, I can always scale back my design at a later time, most likely after the ownership of the land has been transferred to me. In the unlikely event that you are not enamored with my design, we can always utilize the helpful staff in the Planning and Zoning Department. It is sure nice to know that this is an option for developers who wish to avoid those "exorbitant" fees that architects charge. Please advise me as to when it would be a good time for you to review my proposal so that we can set a time to sign the papers for the transfer of the land. I most eager to start on this newly realized opportunity, and look forward to meeting with you at your earliest convenience. Regards, Jim Barrett James R. Barrett, Jr., AIA T: (319) 887-1282 Architectural Design Services F: (319) 887-1283 123 North Linn Street, Suite 2A-2 T: (877) 822-1282 (toll free) Iowa City, Iowa 52245