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Executive Summary

ES-05 Executive Summary


1. Introduction

The 2013 Annual Action Plan for the City of Kingston is the final action plan submitted under the city's Five Year Consolidated Housing & Community Development Plan. The allocation for the fiscal year 2013 is estimated to be $617,500.00. An additional $500,000 of past program resources will also be allocated during program year 2013. The Director of the City of Kingston Community Development Agency requested and attended meetings with the CDA citizen advisory group, City Common Council members, not-for-profit service providers, affordable housing advocates and the general public to discuss the 2013 Annual Action Plan in conjunction with planning for the 2014-2018 Consolidated Plan. The Community Needs narratives were developed in part from the input received at these meetings. The Office of Community Development prepares its annual list of funding priorities, based upon the following factors: Previously documented need Funding requests from the community The need to create employment opportunities Annual Action Plan 2013
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Public facility needs Ongoing assessment of the overall needs of both the community and its residents Input from public service providers Input from governmental agencies engaged with Community Development activities

Prior to 2004, the City of Kingston received Small Cities Community Development Block Grant (CDBG) funds from the United States Department of Housing and Urban Development (HUD). In the past, these funds had been received through an annual competitive process. The City had been successful in these competitive grant rounds, securing over $7.1 million in both Single Purpose and Comprehensive MultiYear awards. HUD awarded Small Cities funds have been used to support a variety of programs benefiting low and moderate income (LMI) persons, and have included rental and home ownership housing programs, public facilities, community programs, job training and economic development. The projects funded through the City of Kingstons Small Cities Community Development Block Grant Program have had a far-reaching positive impact on the City and its residents. In 2004 through an administrative rule change, which allows a City with a population of less than 50,000 to receive an annual allocation of Community Development Block Grant funds, the City of Kingston was designated as an Entitlement Community. This qualification as an Entitlement Community, has allowed the City to become eligible for annual funding through a formula grant. In Program Year 2009 the City adopted a new five (5) year Consolidated Community Development and Housing Plan and an Annual Action Plan. The city, with cooperation and input from the community, developed a program funding matrix that not only addressed the goals and objectives outlined in the five(5) year Consolidated Housing and Community Development Plan, but also extended its CDBG initiatives consistent with the objectives of 2013 Annual Action Plan. For fiscal year 2013, the city has again employed a community driven strategy to best use the Community Development Block Grant award. HUD will oversee the process to ensure statutory compliance. The elevation of the city to entitlement status allows the community, through a Citizens Participation Plan (91.200(b)) and staff assistance to outline a long-range strategy for the utilization of Community Development Block Grant funds. With these Annual Action Plans, the city, in accordance with the new 2009-2013 consolidated plan, can effectively assess the community needs and priorities, and develop effective mechanisms to address these needs.

2. Summary of the objectives and outcomes identified in the Plan Needs Assessment Overview
As outlined in the citys Consolidated Housing and Community Development Plan for 2009 2013, there are three basic program goals for the Community Development Block Grant Program. Annual Action Plan 2013
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1. Decent Housing 2. A Suitable Living Environment 3. Expanded Economic Opportunities Further, community development goals for the city were developed after careful consideration of input during the public comment and suggestion process as follows: 1. 2. 3. 4. 5. 6. 7. Affordable Housing Youth Programs Public Services Infrastructure Public Facilities Public Safety Economic Development

As we address Kingstons priority community development needs, the city strives to meet the Community Development Block Grant Programs statutory goals and regulatory requirements. These include providing decent housing, a suitable living environment and expanded economic opportunities, principally for extremely low, low and moderate income City residents.

3.

Evaluation of past performance

The City of Kingston prepares an annual Performance and Evaluation Report (CAPER) which identified several areas that call for improvements to oversight over regulatory compliance, the need to better assess the capacity of sub-recipients to undertake CDBG sponsored projects, and a failure to meet projected housing goals established by the 5 Year Consolidated Plan. Taking into consideration past performance, significant changes have been undertaken to properly administer the program, improve the timeliness of program expenditures, and effectively target program dollars where they are most needed. Throughout the previous year a greater degree of technical assistance and monitoring has occurred than in the past. This has improved the capacity of service providers seeking program dollars. However, in some cases, worthy non-profits that lacked administrative capacity were turned away in allocating resources. The capacity of grant recipients to effectively administer the program dollars in compliance with regulatory compliance was the highest priority along with consolidated plan program goals.

4.

Summary of citizen participation process and consultation process

As this Action Plan was prepared in coordination with the 2014-2018 Consolidated Plan, numerous opportunities were provided for public participation into the process including public hearings, a door-

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door and online survey, focus groups, and meetings of the Community Development Advisory Boards. Consultations occurred with service providers, business and civic leaders, and housing advocates.

5.

Summary of public comments

Public comments were primarily focused on supporting specific projects and not identifying needs generally. Strong participation came from individuals and youth supporting a play space enhancement at George Washington Elementary School and a Rail Trail. In addition, two individuals came in person to the Community Development Office to discuss safety concerns at Van Buren Street Park.

6.

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

All comments and feedback were accepted. Unfortunately, more than $1.9 million of requests for funds were submitted and the list of projects to be supported in AP Year 2013 were for those projects and sub-recipients that have demonstrated a past capacity to effectively undertake CDBG funded programs and have the greatest impact in the community, particularly in low/moderate income neighborhoods.

7.

Summary

The City of Kingston has many needs that must be addressed to improve the quality of life for low and moderate income families, improve long-term economic prospects of our residents, and foster an environment of decent housing opportunities. CDBG funds are one stream of funds available to address these needs, but cannot satisfy all of the problems and needs identified.

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PR-05 Lead & Responsible Agencies


1. Agency/entity responsible for preparing/administering the Consolidated Plan The following are the agencies/entities responsible for preparing the Consolidated Plan and those responsible for administration of each grant program and funding source.
Agency Role Lead Agency Name KINGSTON
Table 1 Responsible Agencies

Department/Agency

Narrative
The Office of Community Development of the City of Kingston, under the direction of the Mayor of the City is responsible for the day-to-day administration of CDBG funds. The Kingston Community Development Office will provide for a timely written answer to written questions, complaints and grievances related to the CDBG 2013 program. Each inquiry will be responded to within fifteen (15) business days. When writing a inquiry, citizens should provide enough information to permit an through review of the facts and circumstances of the event. The inquiry should be written in a clear and concise manner, and include the following information: Identification of the project or program. Location of the project. If a question, state in a clear and concise manner. If a complaint, state the reason (hearsay and innuendo will not be considered valid). Provide sufficient data to substantiate any claims or charges. If possible, supporting documentation should be included. If desired, citizens may propose a solution or remedy to the problem. Questions, complaints and grievances shall be first filed with the project or program sponsor if the inquiry is related to an activity or project initiated by a sub-recipient. A copy of the question, complaint or grievance should also be filed with the Office of Community Development. Sub-recipients should attempt to respond within fifteen (15) business days where practical, and forward a copy of the response to the Office of Community Development. If the inquiry involves a sponsor, borrower or the City of Kingston, the question, complaint or grievance should be submitted to the Kingston Community Development Office. The Office will make best efforts to respond within fifteen (15) business days from the receipt of the inquiry. If the inquiry involves alleged discrimination, then a copy of the question, complaint or grievance should also be sent to the City of Kingston Human Rights Commission. If the complainant feels the response from the sub-recipient, or the City is unsatisfactory, he or she may appeal to the Corporation Counsels Office to review the complaint for resolution. Additional Annual Action Plan 5 2013
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information may be requested at that time. Every effort will be made to provide a full response within thirty (30) days. 24 CFR Part 91.105 (c) of the Final Rule requires that Grantees of the CDBG program make public the criteria the jurisdiction will use for determining what changes in the planned or actual activities constitute a substantial amendment to the Annual Action Plan. An amendment to the approved Annual Action Plan will occur when the City decides not to carry out a project or activity described in the Plan or to substantially change the purpose, scope, location or beneficiaries of a project. In compliance with these requirements, the City will consider a change of the purpose, scope, location or beneficiaries of an activity to be substantial under the following conditions: A requested increase or decrease in the budgeted amount for an individual activity exceeds 85 percent of the original budgeted amount; When the City determines not to carry out a project or activity described in the approved Annual Action Plan, or When the City determines to carry out a project not previously described in the approved Annual Action Plan. Upon determination that an amendment to the Annual Action Plan is necessary, the City shall publish, community-wide, a summary of the proposed amendment and provide an opportunity for the affected individuals and or groups to comment on the proposed amendment for a period of not less than thirty (30) calendar days.

Consolidated Plan Public Contact Information


Mayor Shayne Gallo 420 Broadway Kingston, NY 12401 (845) 334-3901

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AP-10 Consultation
1. Introduction

The City of Kingston is in its fifth year of the 2009-2013 Consolidated Plan and has been simultaneously preparing the next five year plan. As such, consultations for the 2013 Action Plan were exhaustive and included extensive outreach to service providers, government agencies, civic and business leaders, as well as housing advocates. In person interviews, focus groups, as well as phone consultations were conducted to assess the most effective allocation of resources based on resources.

Summary of the jurisdictions activities to enhance coordination between public and assisted housing providers and private and governmental health, mental health and service agencies
The City of Kingston coordinates with the Kingston Housing Authority, RUPCO, Family of Woodstock, and the local Consortium of Care through the participation on boards and commissions such as the Community Development Advisory Board, joint applications for funding, including the Lead-based Paint Hazard and Control Program and NYS HOME fund grants, and the shared promotion of community development activities such as the Fair Housing Expo, Midtown make a Difference Day, and the Annual Clean Sweep Clean up. In addition, outreach is conducted by and between the Kingston Police Department and the County Department of Parole and school district, the Ulster County Department of Health and the Kingston Building Safety Division, the Kingston Office of Economic Development and the Kingston Local Development Corporation, Industrial Development Agency, and County Business Service Dept. In the context of steeply declining resources with growing needs, the City of Kingston has begun a concerted effort to share resources and effectively enhance coordinated services to meet the needs of city residents.

Describe coordination with the Continuum(s) of Care that serves the jurisdiction's area in determining how to allocate ESG funds, develop performance standards for and evaluate outcomes of projects and activities assisted by ESG funds, and develop funding, policies and procedures for the operation and administration of HMIS
The City of Kingston holds a seat on the Ulster County Consortium of Care and uses this opportunity to express needs and communicate concerns. As the County Seat, the City of Kingston is home to almost all homeless shelters for the county and is the headquarters of most non-profits and county agencies. The administration of HMIS is not the responsibility of the City of Kingston.

Describe consultation with the Continuum(s) of Care that serves the State in determining how to allocate ESG funds, develop performance standards for and evaluate outcomes of projects
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and activities assisted by ESG funds, and develop funding, policies and procedures for the operation and administration of HMIS
The Continuum of Care is directed by Michael Berg of Family of Woodstock and Kathy Germain of RUPCO. All communications and grant requests are prepared, after careful consultation with committee members, by these two individuals.

2. Agencies, groups, organizations and others who participated in the process and consultations
Agency/Group/Organization Agency/Group/Organization Type What section of the Plan was addressed by Consultation? Housing Need Assessment Homelessness Strategy Homeless Needs Chronically homeless Homeless Needs - Families with children Homelessness Needs Veterans Homelessness Needs Unaccompanied youth Non-Homeless Special Needs Economic Development Housing Need Assessment Housing Need Assessment Homelessness Strategy Homeless Needs Chronically homeless Homeless Needs - Families with children Homelessness Needs Veterans Homelessness Needs Unaccompanied youth Non-Homeless Special Needs Anti-poverty Strategy Economic Development 8

RURAL ULSTER PRESERVATION CO

Housing Services-homeless Service-Fair Housing

Ulster County Habitat for Humanity

Housing

Family of Woodstock, Inc.

Housing Services-Children Services-Elderly Persons Services-Persons with Disabilities Services-Victims of Domestic Violence Services-homeless Services-Education Services-Employment Service-Fair Housing

Ulster County Business Services

Services-Employment Annual Action Plan 2013

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Agency/Group/Organization

Agency/Group/Organization Type

Other government - County

Ulster County Department of Social Services

Housing Services-Children Services-Elderly Persons Services-Persons with Disabilities Services-Persons with HIV/AIDS Services-Victims of Domestic Violence Services-homeless Child Welfare Agency Other government - County

City of Kingston Office of Human Rights City Of Kingston, Building and Safety Division Ulster County Office of Employment & Training

Service-Fair Housing Other government - Local Grantee Department Other government - Local Grantee Department Services-Employment Other government - County Other government - Local Grantee Department Publicly Funded Institution/System of Care Other government - County Housing Services-Children Services-Elderly Persons Services-Education Services-Employment Service-Fair Housing Housing Services-Persons with Disabilities Annual Action Plan 2013

City of Kingston Police Department

Ulster County Department of Probation

What section of the Plan was addressed by Consultation? Market Analysis Anti-poverty Strategy Housing Need Assessment Homelessness Strategy Homeless Needs Chronically homeless Homeless Needs - Families with children Homelessness Needs Veterans Homelessness Needs Unaccompanied youth Non-Homeless Special Needs Anti-poverty Strategy Housing Need Assessment Non-Homeless Special Needs Anti-poverty Strategy Housing Need Assessment Lead-based Paint Strategy Economic Development Market Analysis Anti-poverty Strategy Homeless Needs Chronically homeless Public Safety Homelessness Strategy Homeless Needs Chronically homeless

Ulster County Community Action

Housing Need Assessment Lead-based Paint Strategy

Resource Center for Independent Living

Housing Need Assessment Non-Homeless Special 9

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Agency/Group/Organization

Agency/Group/Organization Type

Ulster County Office for Aging

Services-Elderly Persons Other government - County Other government - Local Planning organization Grantee Department Other government - Local Planning organization Business Leaders Civic Leaders Housing Services-Persons with Disabilities Services-Employment Housing Services-Persons with Disabilities Major Employer Services-Persons with HIV/AIDS Other government - Local Grantee Department

City of Kingston Planning Department

What section of the Plan was addressed by Consultation? Needs Housing Need Assessment Non-Homeless Special Needs Housing Need Assessment Economic Development Market Analysis

City of Kingston Arts Advisory Board

Economic Development

Gateway Community Industries

Housing Need Assessment Non-Homeless Special Needs Non-Homeless Special Needs Non-Homeless Special Needs Infrastructure Needs Housing Need Assessment Homelessness Strategy Homeless Needs Chronically homeless Homeless Needs - Families with children Homelessness Needs Veterans Homelessness Needs Unaccompanied youth Non-Homeless Special Needs Anti-poverty Strategy Economic Development Market Analysis Economic Development Market Analysis 10

Ulster Greene ARC

Aids Related Community Services City of Kingston Office of Engineering

Queens Galley/Washington Manor

Housing Services-homeless

Health Alliance of the Hudson Valley Kingston Local Development Corporation

Services-Health Major Employer Business Leaders Civic Leaders Annual Action Plan 2013

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Agency/Group/Organization

Agency/Group/Organization Type

What section of the Plan was addressed by Consultation?

Economic Development LDC


Table 2 Agencies, groups, organizations who participated

How was the Agency/Group/Organization consulted and what are the anticipated outcomes of the consultation or areas for improved coordination
A consultation was held with the Chief of Police to discuss homeless issues and general public safety concerns in the City, particularly the Midtown area and youth criminal activity. The City will continue to collaborate between departments to identify proactive solutions to public safety concerns.

Identify any Agency Types not consulted and provide rationale for not consulting
No organizations were excluded from the consultation process, however it would be beyond the capacity of the office to consult with each non-profit in the city. In addition, some consultations were limited in scope due to limited agency resources and time available to allocate in assisting the city's process.

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


Name of Plan Continuum of Care Lead Organization Family of Woodstock City of Kingston Planning Department How do the goals of your Strategic Plan overlap with the goals of each plan? The shared goals of providing safe quality housing choices for low income individuals and families. The Kingston 2025, a comprehensive planning study, is in the information gathering stage and information from surveys and community meetings were added as input for the plan. The waterfront is a significant economic and cultural asset for the City. Continued strategic investments in the waterfront will assist in job creation and provide economic opportunity for the low and moderate income residents that reside in that section of the City. The Heritage Area Plan includes areas for revitalization as well as regulatory requirements for parcels located within the Heritage Area Zone, additionally providing a rich catalog of historic city assets. The Transportation Council has prepared numerous studies that directly impact transportation in the City including Annual Action Plan 2013
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Kingston 2025

Local Waterfront Revitalization and Implementation

City of Kingston

Heritage Area Plan

City of Kingston

Ulster County Transportation

Ulster County Planning

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Name of Plan Council Plans

Lead Organization

STRIVE

Ulster County

Parks and Recreation Master Plan

City of Kingston Parks and Rec

How do the goals of your Strategic Plan overlap with the goals of each plan? Intermodal Facility Site Location, I-587 Intersection Study, and Route 32 at Fair Street Intersection study. This plans help to inform targeted investments as accessible transportation was identified as a major concern. STRIVE is a collaboration between Suny Ulster, the City of Kingston School District, the City of Kingston, and Ulster County aimed at improving access to educational opportunity in the city. The first main project is to convert the former Sophie Finn Elementary building into a satellite Kingston campus for SUNY Ulster. The Parks and Recreation Master Plan identifies many areas of capital need and effectively catalogs each of the major park spaces in the city. Free and low cost recreational opportunity was identified as a significant need during consultations.

Table 3 Other local / regional / federal planning efforts

Narrative
The City of Kingston is home to many public and private agencies that serve the needs of low and moderate income households. Services and programs include case management, assisted housing, and services to enhance these families health, well being, and economic prospects.

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AP-12 Participation
1. Summary of citizen participation process/Efforts made to broaden citizen participation Summarize citizen participation process and how it impacted goal-setting

Citizen Participation Outreach


Mode of Outreach Target of Outreach Summary of response/attendance Summary of comments received Summary of comments not accepted and reasons URL (If applicable)

Minorities Non-English Speaking - Specify other language: Spanish Midtown Faith Leadership

Public Meeting

A mailing was sent out to area churches, targeted at Midtown section of the city. Staffing was not available to do follow up so turnout was relatively low but the dialog was excellent.

- Needs for afterschool activities for the Latino children - they're not comfortable at Hodge Center because of racial issues.Language courses for nonEnglish speaking children and adults.- Needs of diapers, formula, food pantryCare(medical) and safety of the Latino children and adults (quite a few are undocumented).- People don't find the mid-town area to be safe. Perception is there is a high level of violence, crime and drug use. - There's a lack of space for Annual Action Plan 2013

None

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Mode of Outreach

Target of Outreach

Summary of response/attendance

Summary of comments received

Summary of comments not accepted and reasons

URL (If applicable)

Minorities Non-targeted/broad community Citizen CDBG Advisory Board

Public Meeting

Community Development Advisory Board Meetings were conducted on January 14, 2013, February 11, 2013, February 25, 2013, March 18, 2013, April 1, 2013, and May 13, 2013. All meetings were open to the public. The 11 Member Board were reappointed in 2013

programs so they're looking to locate extra space that could be used by the churches to run their programs.- Clergy Council should meet to try to come up with some solutions or plans. Maybe purchase property to help displaced parishioners while in transition. The Board received good outside community participation during the visioning session and while finalizing the 2013 Action Plan projects. - Emphasis on Midtown infrastructure, programs, and services.Focus on capacity and mission of organizations applying for funds. Many worthy organizations, but they cannot comply with federal guidelines of program.- Past spending did Annual Action Plan 2013

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Mode of Outreach

Target of Outreach

Summary of response/attendance

Summary of comments received

Summary of comments not accepted and reasons

URL (If applicable)

to better reflect the diverse demographic composition of the city and by adding housing advocates to further the objectives of the Fair Housing Plan for the City. Several meetings were conducted at the Everett Hodge Community Center to encourage greater participation from low/moderate income residents from the neighborhood.

Public Meeting

Non-targeted/broad community

Several Public Hearings were conducted January 28, 2013 (Informational), February 25, 2013,

not always reflect the neediest areas of the city and favored the waterfront. Focus on low cost/free youth and recreation opportunities to improve business climate, reduce crime, and improve overall quality of life for residents. In addition, two citizens who did not attend meeting but heard about them visited Community Development office in person to discuss lighting issues, security, and health and safety concerns in Midtown, but their comments were not in writing. Visioning notes attached. Members of the public came to support specific projects or organizations who applied for funds. The highest number of participants came to support efforts to build a Annual Action Plan 2013

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Mode of Outreach

Target of Outreach

Summary of response/attendance

Summary of comments received

Summary of comments not accepted and reasons

URL (If applicable)

April 1, 2013, and June 3, 2013 to gather information for the consolidated plan in conjunction with the development of the 2013-2014 Action Plan. The 5 member Community Development Committee of the City of Kingston's Common Council met monthly beginning in the fall of 2012 and several meetings were live-streamed via the internet by the local newspaper and covered in subsequent media articles.

rail trail and a natural playscape at George Washington Elementary School.

Non-targeted/broad community Public Meeting Common Council CDBG Advisory Committee

The Council believes they should have a larger determination role over spending decisions, in particular reprogramming of funds, and greater oversight over the CDBG Program. Several meetings were conducted to discuss process, requirements/regulations, and timing. Individual members of the council requested resources for sidewalks and infrastructure needs. Minutes of meetings are not recorded and the Annual Action Plan 2013

None

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Mode of Outreach

Target of Outreach

Summary of response/attendance

Summary of comments received

Summary of comments not accepted and reasons

URL (If applicable)

only public record includes resolutions authorizing spending and moving certain city-owned housing to the management of Community Development for the purpose of rehabilitation for low/moderate income homebuyers. Public meeting notices were placed in the Daily Freeman, the City's only daily paper, to promote the process, solicit comments and encourage attendance at public meetings on 11/7/12, 11/10/12, 11/12/12, 1/2/13, 1/19/13, and 3/21/13, and 5/8/2013. In general, attendance at resulting public meetings did not

Newspaper Ad

Non-targeted/broad community

No written comments or phone calls resulted from newspaper advertisements.

Not applicable.

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Mode of Outreach

Target of Outreach

Summary of response/attendance

Summary of comments received

Summary of comments not accepted and reasons

URL (If applicable)

Internet Outreach

Non-targeted/broad community

Internet Outreach

Non-targeted/broad community

increase from previous years. A Facebook account was established for the Office of Community Development and meeting notices, notes from committee meetings, general announcements and solicitations for public input were inputted into the account. 109 persons "liked" the page and hundreds of "shares" occurred. Announcements were posted on the Community Development website, including a survey of community and economic

Very few comments resulted. One person expressed concerns regarding transportation availability and another expressed concerns about the cost of projects disclosed during the visioning meeting.

All comments were accepted.

Facebook account removed April 17, 2013 and with https://www.facebook.com/KingstonNYgov?re

None

Not applicable.

http://www.kingstonny.gov/content/76/78/1003/default.aspx

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Mode of Outreach

Target of Outreach

Summary of response/attendance

Summary of comments received

Summary of comments not accepted and reasons

URL (If applicable)

Other

Arts Advisory Council

development needs. Members of the citywide Arts Advisory Council were invited to provide feedback for the consolidated plan and ten members attended. Representatives included business/banking, non-profit, and individuals engaged in the creative economy.

- Creative economy essential to further growth of Kingston- Communication and coordination of efforts is an important role for the city to advance creative economy.- Access to capital and resources important, and proximity to NYC market helpful.

None

Other

Education Interests in the City

A mailing was sent out to regional educational interests. Staffing was not available to do follow up so turnout was relatively low but the dialog was excellent.

- Need optimism of what could be, not what was.Sinking feeling when seeing old IBM Buildings in Ulster and unable to get over the devastating loss.Opportunities for High Schools, BOCES and SUNY to work together and have programs feed into one another and hopefully be Annual Action Plan 2013

None

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Mode of Outreach

Target of Outreach

Summary of response/attendance

Summary of comments received

Summary of comments not accepted and reasons

URL (If applicable)

Other

Major Commercial/Industrial Business Owners

A mailing was sent out to large business owners in the city. Staffing was not available to do follow up so turnout was relatively low but the dialog was excellent.

Minorities Other Non-English Speaking - Specify other language: Spanish

A "door-to-door" lit drop and introduction was conducted with the growing number of

able to incorporate local business for apprenticeships and jobs once education portion is complete. - Believe the public should be kept up on what's going on more frequently, not every few weeks.- Drop box on facebook page to allow for the businesses to market and put their information there for the public to view.- Need affordable real estate to lure businesses to Kingston. There are some but people need to make the investment. The real estate community needs to step up and market the area.- Dialog has to continue - everyone's input is critical - Latinos & Hispanic people (both English and non-English speaking) have difficulty finding out information or locating places that may be Annual Action Plan 2013

None

None

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Mode of Outreach

Target of Outreach

Summary of response/attendance

Summary of comments received

Summary of comments not accepted and reasons

URL (If applicable)

Latino owned/operated business interests

shops and businesses on the Broadway corridor that are Latino owned and/or operated. Trust and cultural issues exist with this (diverse cultural) group so turnout was small, but the dialog was excellent.

Minorities Other Non-targeted/broad community

In collaboration with RUPCO and Kingston Cares, a door-to-door survey was

able to help them. Need to have ALL directories for the City and County translated and then printed in Spanish.Children need something to keep them off the streets during school year and summer, soccer fields and basketball courts.- Summer employment for Latino/Spanish kidsDifficulty on many levels because there are many undocumented people in area so unable to get certain information.- Safety, when crimes are witnessed, dont contact police because they want personal information and since undocumented they themselves would be at risk 239 respondents completed the survey and the data is included in attached report. The main areas of concern Annual Action Plan 2013

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Mode of Outreach

Target of Outreach

Summary of response/attendance

Summary of comments received

Other

Resident/Business "Pioneers"

conducted in Midtown Kingston with a high concentration of persons of color and low income households. As previous outreach attempts failed to garner significant public participation from these groups, the survey aimed to increase participation. Approximately 20 youth, primarily residing in the target neighborhood conducted the survey after an appropriate training. A mailing was sent out to targeted individuals and business owners that

included public safety and deteriorating neighborhood condition and services.

Summary of comments not accepted and reasons surveys but did not return them. Individuals may have not wanted to say no to the youth surveyors or found the survey too lengthy or challenging to complete.

URL (If applicable)

- Parking is an issue for business owners as well as residents. They feel it's a huge problem as many have Annual Action Plan 2013

None.

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Mode of Outreach

Target of Outreach

Summary of response/attendance

Summary of comments received

Summary of comments not accepted and reasons

URL (If applicable)

have made a unique contribution to the city. Staffing was not available to do follow up so turnout was relatively low but the dialog was excellent.

a large volume business but no parking for their customers.- Signage is an issue because business owners feel people can't easily access them or wouldn't have a clue they exist there because there aren't any signs.- Many businesses are nationally and internationally known but they aren't known in this area, their having difficulty publicizing their businesses. Media - city should look into advertising outside the area, not necessarily within.- Many people believe/feel Kingston is stuck in the past unable to move forward and accept change.- They believe there should be more communication with the public about what is happening at the governmental/administration Annual Action Plan 2013 23

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Mode of Outreach

Target of Outreach

Summary of response/attendance

Summary of comments received

Summary of comments not accepted and reasons

URL (If applicable)

Other

Small Business Owners in Midtown Business Dist.

A mailing was sent out to small business owners, targeted at Midtown Broadway Corridor. Staffing was not available to do follow up so turnout was relatively low but the dialog was excellent

level.- Mayor told focus group an RFP for the parking garage development will be going out soon to get proposals for mixed use development. -Have seen a decline of the midtown area over the years but have belief in their own businesses.-Businesses have left the City of Kingston and opened in the Town of Ulster.-Parking is a huge problem, feel that the parking enforcement officers jump on cars like a rabbit on a carrot.-Should have zero tolerance - Drugs and Prostitution and vagrants on the corners. Feel the area looks run down and dirty.Perception is Broadway/Mid Town is high crime area.Need to revamp the Mid town business association try to market Mid town-High Annual Action Plan 2013

None.

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Mode of Outreach

Target of Outreach

Summary of response/attendance

Summary of comments received

Summary of comments not accepted and reasons

URL (If applicable)

service businesses should be on Broadway


Table 4 Citizen Participation Outreach

Expected Resources
AP-15 Expected Resources
Introduction
The Office of Community Development will allocate CDBG funds, program income, and liquidate all discontinued program accounts providing for $1,117,500 of resources that will be used in the 2013-2014 program year. These funds will allow for a targeted program of activities that will Annual Action Plan 2013
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address needed public and community facility improvements, support the rehabilitation of housing stock in the city, and enable the continued operation of vital public services.

Anticipated Resources
Program Source of Funds Uses of Funds Expected Amount Available Year 1 Annual Program Prior Year Total: Allocation: Income: Resources: $ $ $ $ Expected Amount Available Reminder of ConPlan $ Narrative Description

CDBG

public federal

Other Other

public federal public local

Acquisition Admin and Planning Economic Development Housing Public Improvements Public Services Housing Acquisition Admin and Planning Economic Development Housing Public Improvements

617,500 2,000,000

0 0

500,000 1,117,500 0 2,000,000

This is the final year of the 5 Year Consolidated Plan. In addition to the annual CDBG entitlement allocation, approximately $114,000 is available from the sale of 26 Sycamore, a city owned parcel rehabilitated for a low/mod income first time homeowner. $500,000 is a available from the liquidation of a dormant 50/50 housing RLF and past 0 proceeds. The City will once again apply for funds from 0 the HUD LBPHCP Grant. Two dormant program accounts generated over the past 10 years will be liquidated for the purposes of meeting goals and objectives of the CDBG Program.

500,000

500,000

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Program

Source of Funds

Uses of Funds

Expected Amount Available Year 1 Annual Program Prior Year Total: Allocation: Income: Resources: $ $ $ $

Expected Amount Available Reminder of ConPlan $

Narrative Description

Public Services
Table 1 - Expected Resources Priority Table

Explain how federal funds will leverage those additional resources (private, state and local funds), including a description of how matching requirements will be satisfied
The City will apply for resources from the Lead Based Paint Hazard and Control grant. These funds will be matched by the existing CDBG Housing Rehabilitation funds as well as other grant programs aimed at lead hazards and energy efficiency to provide for a comprehensive approach to housing rehabilitation that includes addressing code violations, lead hazards, and promoting long-term energy efficiency improvements. In addition, community partners, including Family of Woodstock, Ulster County Community Action, and the Department of Health have offered inkind resources with staff time and technical support. In program year 2013, the resources allocated for the Ulster County Business Services Boice's Dairy Study will further the efforts securing state and federal economic development funds which will result in expansion and new job creation. Home ownership assistance is matched by local lending institutions first time home buyer club funds and state resources to leverage all possible streams of income.

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If appropriate, describe publically owned land or property located within the jurisdiction that may be used to address the needs identified in the plan
A significant need identified during the fact-finding process of the 2014-2018 Consolidated Plan and Midtown Revitalization Strategy Area study was the issue of real and perceived public safety. The Kingston 2025 Comprehensive Plan also found overwhelming support for the creation of a Midtown Community Policing Station to be located at the former Bank of America Parcel, owned by the KLDC. In addition, the STRIVE program will convert the soon to be vacant Sophie Finn Elementary School into a satellite Ulster Community College facility. This move will help to address human capital deficiencies identified in the needs analysis. Finally, Ulster County anticipates completion of a 10-bed facility in the Rondout section of the city to serve the needs of homeless veterans.

Discussion

CDBG program dollars have been in significant decline, and it is unclear what long-term implications the sequestration will have for the program in the coming years. This decline has had real implications for local non profits and city infrastructure projects, however, it has also fostered a new emphasis on collaboration through public-private partnerships and private donations. For example, the former Kings Inn located on the Broadway Corridor was razed for code and safety violations leaving behind an unsightly vacant lot with illegally dumped trash and rubble. A private donor stepped forward to purchase benches, fencing and greenery which was matched by labor provided by the City's Department of Public Works. The space now hosts a Midtown Farmers' Market, provides needed parking to the nearby Ulster Performing Arts Center, and is used for community gatherings such as Let's Move and Movies Under the Stars. The new context for community and economic development will require creative problem solving to identify resources. As Federal and State Grants are in decline, more attention will be placed on securing private foundation dollars, public private partnerships to pool resources, and the consolidation of services to save money where feasible. It is inevitable that some programs and services will be cut or eliminated in the coming years unless new streams of funding are identified.

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Annual Goals and Objectives


AP-20 Annual Goals and Objectives
Goals Summary Information
Goal Name Start Year End Year Category Geographic Area Needs Addressed Funding Goal Outcome Indicator

Decent Housing

2013 2014 Affordable Housing Public Housing Homeless Non-Homeless Special Needs

MIDTOWN

Affordable Housing Decent and Accessible Housing

CDBG: $107,500 Liquidation of Prior Year Program Accounts: $127,500

Rental units constructed: 50 Household Housing Unit Homeowner Housing Rehabilitated: 6 Household Housing Unit Direct Financial Assistance to Homebuyers: 2 Households Assisted

Fostering a Suitable Living Environment

2013 2014 Affordable Housing Homeless Non-Homeless Special Needs Non-Housing Community Development

MIDTOWN

Public Facility Improvements Youth Services Infrastructure Improvements Economic Development Programs Affordable Housing Decent and

CDBG: $510,000 Liquidation of Prior Year Program Accounts: $347,500

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Goal Name

Start Year

End Year

Category

Geographic Area

Needs Addressed

Funding

Goal Outcome Indicator

Expanding Economic Opportunities

2013 2014 Non-Housing Community Development

Accessible Housing Economic Development Programs


Table 2 Goals Summary

Liquidation of Prior Businesses assisted: 1 Year Program Businesses Assisted Accounts: $25,000

Estimate the number of extremely low-income, low-income, and moderate-income families to whom the jurisdiction will provide affordable housing as defined by HOME 91.215(b)
The City of Kingston will assist two low/moderate income families achieve the dream of homeownership through assistance with closing costs and down payment expenses. Further, the city will continue efforts with the lead agencies for providing affordable housing, including RUPCO, Family of Woodstock and the Kingston Housing Authority (KHA). These key housing agencies coordinate affordable housing within the city and are funded by state and federal resources. The principle housing related activities that are supported by CDBG grant dollars are housing rehabilitation to expand the supply of decent housing for low and moderate income families.

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Projects
AP-38 Project Summary
Project Summary Information
Project Name Center for Creative Education Youth Services UC Community Action, Rondout Neighborhood Center Youth Program Summer Youth Basketball Clinic Coordination of Services and Programs, Everett Hodge Community Center Rondout Community Center Summer Drop-in Program Boys & Girls Club Programs Van Buren Street Park Playspace Target Area MIDTOWN Goals Supported Fostering a Suitable Living Environment Fostering a Suitable Living Environment Fostering a Suitable Living Environment Fostering a Suitable Living Environment Fostering a Suitable Living Environment Fostering a Suitable Living Environment Fostering a Suitable Living Environment Needs Addressed Youth Services Youth Services Youth Services Youth Services Funding Liquidation of Prior Year Program Accounts: $12,675 Liquidation of Prior Year Program Accounts: $14,000 Liquidation of Prior Year Program Accounts: $7,000 CDBG: $54,450 Liquidation of Prior Year Program Accounts: $18,825 CDBG: $15,000 CDBG: $12,675 Liquidation of Prior Year Program Accounts: $80,000

MIDTOWN MIDTOWN

Youth Services Youth Services Public Facility Improvements Infrastructure Improvements Public Facility Improvements Decent and Accessible Housing Public Facility

MIDTOWN MIDTOWN

Facility Improvement to Family Inn

MIDTOWN

Decent Housing Fostering a Suitable Living Environment Fostering a Suitable Annual Action Plan 2013

Liquidation of Prior Year Program Accounts: $3,000

Facility Improvements to Everett Hodge

MIDTOWN

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Community Center

Living Environment

Ulster County Planning, Boice Brother Dairy Study YWCA Kitchen Improvements

MIDTOWN

Expanding Economic Opportunities Fostering a Suitable Living Environment

Boys & Girls Club Gymnasium Rehabilitation George Washington Elementary Playscape

MIDTOWN

Fostering a Suitable Living Environment Fostering a Suitable Living Environment

MIDTOWN

Rondout Community Center Afterschool Tutorial Program Fire Station Improvements Maritime Museum Underground Storage Tank Remediation YMCA Fencing

MIDTOWN

Fostering a Suitable Living Environment Fostering a Suitable Living Environment Fostering a Suitable Living Environment Fostering a Suitable Living Environment Fostering a Suitable Living Environment Annual Action Plan 2013

Improvements Youth Services Infrastructure Improvements Economic Development Programs Public Facility Improvements Youth Services Public Facility Improvements Youth Services Public Facility Improvements Youth Services Infrastructure Improvements Youth Services Public Facility Improvements Public Facility Improvements Public Facility Improvements Youth Services Public Facility Improvements

Program Accounts: $30,000

Liquidation of Prior Year Program Accounts: $25,000 Liquidation of Prior Year Program Accounts: $28,000 Liquidation of Prior Year Program Accounts: $51,025 CDBG: $4,525 Liquidation of Prior Year Program Accounts: $10,475

CDBG: $10,500 CDBG: $75,000 CDBG: $35,000 CDBG: $15,000

YMCA Facility Improvements

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Midtown Code Enforcement Officer

MIDTOWN

Acquisition Costs at the Lace Factory

MIDTOWN

Decent Housing Fostering a Suitable Living Environment Decent Housing Fostering a Suitable Living Environment

Youth Services Decent and Accessible Housing Economic Development Programs Affordable Housing Decent and Accessible Housing Affordable Housing Decent and Accessible Housing Economic Development Programs Affordable Housing Decent and Accessible Housing Public Facility Improvements Youth Services Infrastructure Improvements

CDBG: $25,000

Liquidation of Prior Year Program Accounts: $50,000

Housing Rehabilitation and First-time Homebuyer Assistance Youthbuild Housing Partnership

MIDTOWN

Decent Housing

Decent Housing Fostering a Suitable Living Environment Expanding Economic Opportunities Fostering a Suitable Living Environment MIDTOWN Fostering a Suitable Living Environment Decent Housing Fostering a Suitable Living Environment Expanding Economic Opportunities Annual Action Plan 2013

CDBG: $57,500 Liquidation of Prior Year Program Accounts: $42,500 Liquidation of Prior Year Program Accounts: $85,000

HVAC/Boiler at Rondout Community Center Sidewalk Improvements Program Administration, Planning, and Capacity Building

CDBG: $100,000

CDBG: $24,350 CDBG: $123,500 Liquidation of Prior Year Program Accounts: $92,500

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Table 3 Project Summary

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AP-35 Projects
Introduction

The Office of Community Development prepares its annual list of funding priorities, based upon the following factors: Previously documented need Funding requests from the community The need to create employment opportunities Public facility needs Ongoing assessment of the overall needs of both the community and its residents Input from public service providers Input from governmental agencies engaged with Community Development activities

During Program Year 2013, the additional input received during preparation of the 2014-2018 Consolidated Plan and Midtown Neighborhood Revitalization Strategy Area helped shape funding priorities as the needs identified reflected more current conditions. A strong focus on youth services, supporting community-based public facilities, and an emphasis on housing rehabilitation to improve the quality of neighborhoods and increase the supply of decent housing was the primary focus of funding allocations in AP 2013. # 1 2 3 4 5 6 7 8 Project Name Center for Creative Education Youth Services UC Community Action, Rondout Neighborhood Center Youth Program Summer Youth Basketball Clinic Coordination of Services and Programs, Everett Hodge Community Center Rondout Community Center Summer Drop-in Program Boys & Girls Club Programs Van Buren Street Park Playspace Facility Improvement to Family Inn Annual Action Plan 2013
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# 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25

Project Name Facility Improvements to Everett Hodge Community Center Ulster County Planning, Boice Brother Dairy Study YWCA Kitchen Improvements Boys & Girls Club Gymnasium Rehabilitation George Washington Elementary Playscape Rondout Community Center Afterschool Tutorial Program Fire Station Improvements Maritime Museum Underground Storage Tank Remediation YMCA Fencing YMCA Facility Improvements Midtown Code Enforcement Officer Acquisition Costs at the Lace Factory Housing Rehabilitation and First-time Homebuyer Assistance Youthbuild Housing Partnership HVAC/Boiler at Rondout Community Center Sidewalk Improvements Program Administration, Planning, and Capacity Building

Table 4 Project Information

Describe the reasons for allocation priorities and any obstacles to addressing underserved needs
Funding priorities were shaped during the extensive public participation process, consultations with service providers, business and civic leaders. The capacity to undertake a projects in full compliance with CDBG requirements and bring the project to fruition were important criteria, along with performance during past program years were also important considerations. The primary obstacle to addressing undeserved needs includes resources. During program year 2013 more than $1.9 million dollars in requests were submitted for consideration. Other worthy organizations that serve important needs in the community did not even apply for funds, in some instances representing a disconnect between identified needs and available resources. One such example is creating more economic opportunities, identified as a vital need to address advancing the human capital deficiencies of residents, job creation for low and moderate Annual Action Plan 36 2013
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income persons, and providing technical assistance for business expansion or development. In Program Year 2013, only one application was received that directly addresses advancing economic opportunities.

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AP-50 Geographic Distribution


Description of the geographic areas of the entitlement (including areas of low-income and minority concentration) where assistance will be directed
The City is preparing a Midtown Revitalization Strategy Area in conjunction with the submission of the 2013 CDBG Action Plan. The core of this area is the mixed use commercial Broadway Corridor from Thomas Street to Albany Ave and bordering residential blocks from Clinton Avenue on one side to Smith Ave. on the other. Included in this area are several community facilities that cater to low moderate income clientele, two homeless shelters, and several non profit and private businesses identified as economic targets for growth in the Business, Education, Arts and Technology Sectors.

Geographic Distribution
Target Area Percentage of Funds MIDTOWN 70
Table 5 - Geographic Distribution

Rationale for the priorities for allocating investments geographically


Census Tracts 9520 and 9521 portrays neighborhoods marked by poverty, unemployment, and aging infrastructure. This section of the city has the highest concentration of low/moderate income persons and a high percentage of the City's racial and ethnic minorities. Slum and blight conditions and an overall environment of neighborhood disinvestment are coupled with a high incidence of crime, relative to the rest of the city. Past investment in the Rondout has been successful at driving private investment and the creation of a successful business district. The hope is that a strategic investment in Midtown will compliment the Uptown and Rondout districts of the city.

Discussion

In Kingston, there is growing consensus that the health of the more economically robust Uptown and Rondout Business Districts depends on the health of Midtown. As the main thoroughfare of the City and the entry-point from the Interstate for visitors, the Midtown Section of the City is a vital neighborhood in the city. Residents have also identified the concept of encroachment of the more profound Midtown public safety problems into more stable neighborhoods. As reported in this study, relative to the rest of the city, residents of Midtown have the most indicators of distress with high unemployment, low incomes, a low percentage of owner occupied housing units, a high percentage of housing units in need of rehabilitation, and low levels of educational attainment.

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Affordable Housing
AP-55 Affordable Housing
Introduction
Housing supported projects during AP 2013 include a facility improvement to Family Inn, support for the development of the Lace Factory, an adaptive reuse low moderate income artist housing project that will create 55 more units of accessible housing, and the rehabilitation of six units of existing owneroccupied housing to increase the availability of decent housing opportunities in the City. One Year Goals for the Number of Households to be Supported Homeless 62 Non-Homeless 6 Special-Needs 0 Total 68
Table 6 - One Year Goals for Affordable Housing by Support Requirement

One Year Goals for the Number of Households Supported Through Rental Assistance 0 The Production of New Units 55 Rehab of Existing Units 6 Acquisition of Existing Units 0 Total 61
Table 7 - One Year Goals for Affordable Housing by Support Type

Discussion

The City of Kingston does not have the capacity to undertake large-scale housing rehabilitation or production of affordable housing but works closely with longtime community partners including Youthbuild, RUPCO, and Family of Woodstock and private developers to address the need for more affordable housing.

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AP-60 Public Housing


Introduction

The Kingston Housing Authority (KHA) is organized independently of the City Government. Kingston Housing Authority was created by an Act of the New York State Legislature as an authority of the State of New York that was created to own and operate public housing for the benefit of the residents of the City of Kingston. Its Board is comprised of five (5) members appointed by the Mayor of the City of Kingston. The day-to-day operations are supervised by an Executive Director selected by the Board. The Kingston Housing Authority's Annual Operating Budget is approximately $1,800,000.

Actions planned during the next year to address the needs to public housing
During CDBG program year 2012, funds were reprogrammed to provide for a playspace at the end of Sheehan Court in response to requests from residents for more youth-based recreational opportunities. During Program Year 2013, additional public service programs will be offered at the Rondout Community Center, serving many residents and youth from the KHA and Springbrook Village, a low income housing complex across the street from Rondout Gardens. In addition, a new boiler/HVAC system will be installed at the Rondout Community Center.

Actions to encourage public housing residents to become more involved in management and participate in homeownership
The City of Kingston, working in collaboration with RUPCO, is administrating a NYS Promoting Homeownership HOME grant. The program calls for outreach to public housing residents to participate with the program.

If the PHA is designated as troubled, describe the manner in which financial assistance will be provided or other assistance
KHA is not designated as troubled.

Discussion

KHA residents have been active in discussing both infrastructure and public service needs during the citizen participation process. In response, the City has in past years invested in security cameras, recreational infrastructure, and in 2013 public service programs, including youth tutoring, supervised Annual Action Plan 2013
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basketball clinics, and a summer drop-in program modeled after the successful Everett Hodge Community Center program offerings.

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AP-65 Homeless and Other Special Needs Activities


Introduction

Describe the jurisdictions one-year goals and actions for reducing and ending homelessness including Reaching out to homeless persons (especially unsheltered persons) and assessing their individual needs
The City will continue coordination with the Consortium for Care and receive guidance on homeless service needs from Family of Woodstock, the primary provider of homeless services in the county.

Addressing the emergency shelter and transitional housing needs of homeless persons
In Program Year 2013 the city will invest in a public facility improvement at Family House shelter.

Helping homeless persons (especially chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth) make the transition to permanent housing and independent living, including shortening the period of time that individuals and families experience homelessness, facilitating access for homeless individuals and families to affordable housing units, and preventing individuals and families who were recently homeless from becoming homeless again
During program year 2013 the City is not funding any direct homeless public service programs, but instead has focused on a series of at-risk youth service programs that focus on prevention.

Helping low-income individuals and families avoid becoming homeless, especially extremely low-income individuals and families and those who are: being discharged from publicly funded institutions and systems of care (such as health care facilities, mental health facilities, foster care and other youth facilities, and corrections programs and institutions); or, receiving assistance from public or private agencies that address housing, health, social services, employment, education, or youth needs.
The City is investing in several public service programs in the Midtown area including the Boys & Girls Club, the Everett Hodge Community Center, and the Center for Creative Education that will assist high risk youth, including homeless families

Discussion
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The City of Kingston has a small role in direct services and support for the homeless population as these are provided by several County agencies and the CoC members. In the coming years the city hopes to strengthen their membership within the CoC, but lacks the resources and capacity to undertake the primary responsibility for homeless services in the community.

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AP-75 Barriers to affordable housing


Introduction

Local, state and regional governments regulate residential development and home building through rules and regulations designed to protect current residents, the environment and the safety and health of home buyers and renters. Regulatory barriers are public statutes, ordinances, regulations, fees, process and procedures that can significantly restrict the development of affordable housing. Ulster County, like many other jurisdictions, is hampered by a serious lack of local municipal planning capacity. Only a very limited number of the Countys municipalities have a paid planner on staff. Municipalities charge and utilize development fees to fund most planning activities at the municipal level. This system tends to pay for plan review rather than comprehensive planning or code development.

Actions it planned to remove or ameliorate the negative effects of public policies that serve as barriers to affordable housing such as land use controls, tax policies affecting land, zoning ordinances, building codes, fees and charges, growth limitations, and policies affecting the return on residential investment
The City of Kingston has removed most barriers to affordable housing. In previous years the City has amended its zoning code to provide for two Family of Woodstock Homeless shelters, added inclusionary zoning code provisions that call for a 20% affordable and workforce housing set aside on certain developments, including Hudson Landing which will provide 320 more units of affordable housing units. The City has successfully lobbied for the amendment of a County Safety Net funding provision. The Safety Net Assistance Program is a State-mandated program that provides assistance to single adults, childless couples and other individuals and families who do not qualify for Family Assistance or other Federally-funded Temporary Assistance programs. New York State Law requires that Safety Net Assistance be funded through a State and a local share. Traditionally, the State and local share has been 50% each. Since 1946, New York State required towns and cities to fund the local share of the Safety Net Assistance Program, unless the county legislature adopts a resolution directing that all or a part of the cost be charged to the county. Ulster County is the only county in New York State that has not taken over the Safety Net Program. Beginning January 1, 2011, the State of New York increased the local share of the Safety Net Program from the traditional 50% share to 71% of total program expense. This increase in State-mandated Safety Net costs has caused significant fiscal stress on the towns and the City of Kingston in Ulster County, and fostered an environment that was not favorable towards low income housing development because local taxpayers feared an increase in local property taxes. Under a proposed three-year Ulster County takeover of the safety net expenses, the City of Kingston will save over $4.4 million dollars. Annual Action Plan 2013
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The City will also continue to support the development of both the Cooperage, 72 units of affordable senior and special needs housing, upon the developer meeting all local requirements, and the Lace Factory, which will include 55 units of affordable housing targeted to artists. The City also welcomed the addition of a 10-bed homeless veteran's facility, scheduled to be opened in late 2013. Most significantly, the City is in the process of updating its Comprehensive Development Plan (Kingston 2025), the first significant overhaul since 1961 which will reduce redundancies in the local zoning law and provide a roadmap for desired development.

Discussion

The City takes seriously its commitment to providing affordable housing opportunities, and fostering an environment of Fair Housing. Many proactive steps have been taken to reduce the barriers to the development of affordable housing. In 2013 the first year of the County Safety Net funding takeover, the Kingston 2025 Comprehensive Planning process represent continued steps towards reducing the barriers to affordable housing. The city's local laws including Nuisance Abatement, Landlord Registration and inspections, targeted code enforcement programs including Block-by-Block, and the required recreation fee on housing developments that include four or more units, and high taxes have been cited as potential barriers to affordable housing, but the City must also balance the need for affordable housing with protecting the health and safety of its residents and preserving their quality of life.

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AP-85 Other Actions


Introduction

The City of Kingston largely plays a supporting role in the delivery of service and housing programs for the homeless and special needs populations as much of this work is coordinated through county agencies and non profits. Key priorities of the City are to foster a sustainable living environment, create economic opportunity, and to continue stakeholder collaboration to produce and maintain decent housing.

Actions planned to address obstacles to meeting underserved needs


The City believes that through the Kingston 2025 Comprehensive Planning Process and the Midtown Revitalization Strategy Area Plan, a compelling roadmap for development and growth will be comprehensively detailed, making the process of seeking new resources and partners more effective.

Actions planned to foster and maintain affordable housing


The City of Kingston will step up code enforcement in the Midtown Area and provide closing cost and down payment assistance to low income first-time homebuyers.

Actions planned to reduce lead-based paint hazards


The City of Kingston will continue to work closely with the Ulster County Department of Health's Lead Prevention and Awareness program. In 2013 the City will again collaborate with housing and service providers to submit a Lead Based Paint Hazard Prevention and Control grant.

Actions planned to reduce the number of poverty-level families


The key activities for 2013 to reduce the number of poverty-level families will be to seek funding for the Midtown Revitalization Strategy Area, once approved by HUD, and supporting several key economic development projects including the redevelopment of Kingston Hospital and supporting the NYS Consolidated Funding Application of the Boice Brother Dairy expansion. Another essential step to reducing the number of poverty-level families will be supporting the nascent educational investments being made in Human Capital including the STRIVE program and Bard College's interest in a satellite campus.

Actions planned to develop institutional structure


The City will continue to provide technical assistance where requested. Based on the feedback from the successful economic development training program offered in the fall of 2012, the city will explore other Annual Action Plan 2013
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training opportunities that enhance the skills of community stakeholders.

Actions planned to enhance coordination between public and private housing and social service agencies
The City will continue coordination with the CoC to identify areas where they can be of assistance in meeting under-served persons identified needs. One value of serving in a supporting role in the arena of service delivery is that the City is perceived to be a "Fair Broker" in a highly competitive funding environment. To the extent that the City can continue to support in 2013 initiatives that bring multiple agencies and partners together, such as the Healthy Kingston for Kids program and Kingston Police Youth Bureau program, services will be better coordinated because lines of communication and understanding are improved.

Discussion

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Program Specific Requirements


AP-90 Program Specific Requirements
Community Development Block Grant Program (CDBG) Reference 24 CFR 91.220.(I)(1)
Projects planned with all CDBG funds expected to be available during the year are identified in the Projects Table. The following identifies program income that is available for use that is included in projects to be carried out.

1. The total amount of program income that will have been received before the start of the next program year and that has not yet been reprogrammed 2. The amount of proceeds from section 108 loan guarantees that will be used during the year to address the priority needs and specific objectives identified in the grantee's strategic plan 3. The amount of surplus funds from urban renewal settlements 4. The amount of any grant funds returned to the line of credit for which the planned use has not been included in a prior statement or plan. 5. The amount of income from float-funded activities Total Program Income

Other CDBG Requirements


1. The amount of urgent need activities

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