kingston office for community development action plan 2013

7/28/2019 Kingston Office for Community Development Action Plan 2013

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Annual Action Plan

2013

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OMB Control No: 2506-0117 (exp. 07/31/2015)

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


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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 Multi-

Year 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.


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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. Affordable Housing

2. Youth Programs

3. Public Services

4. Infrastructure

5. Public Facilities

6. Public Safety

7. 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 needsgenerally. 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 Name Department/Agency

Lead Agency KINGSTON

Table 1 Responsible Agencies

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 CommunityDevelopment 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 theCity 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


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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, andthe 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 ofcity 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?

RURAL ULSTER PRESERVATION CO

Housing

Services-homeless

Service-Fair Housing

Housing Need Assessment

Homelessness Strategy

Homeless Needs -Chronically homeless

Homeless Needs - Families

with children

Homelessness Needs -

Veterans


Unaccompanied youth

Non-Homeless Special

Needs

Economic DevelopmentUlster County Habitat for Humanity Housing Housing Need Assessment

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




Homeless Needs -

Chronically homeless


with children


Veterans

Homelessness Needs -Unaccompanied youth


Needs

Anti-poverty Strategy

Ulster County Business Services Services-Employment Economic Development


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was addressed by

Consultation?

Other government - County Market Analysis


Ulster County Department of Social

Services

Housing

Services-Children



Services-Persons with HIV/AIDS

Services-Victims of Domestic

Violence

Services-homeless

Child Welfare Agency

Other government - County

Housing Need AssessmentHomelessness Strategy

Homeless Needs -



with children


Veterans


Unaccompanied youth

Non-Homeless SpecialNeeds


City of Kingston Office of Human

Rights


Other government - Local

Grantee Department



Needs


City Of Kingston, Building and Safety

Division


Grantee Department


Lead-based Paint Strategy

Ulster County Office of Employment& Training

Services-EmploymentOther government - County

Economic Development

Market Analysis


City of Kingston Police DepartmentOther government - Local

Grantee Department

Homeless Needs -


Public Safety

Ulster County Department of

Probation

Publicly Funded

Institution/System of Care



Homeless Needs -


Ulster County Community Action

Housing

Services-Children


Services-Education

Services-Employment



Lead-based Paint Strategy

Resource Center for Independent

Living

Housing





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was addressed by

Consultation?

Needs

Ulster County Office for Aging





City of Kingston Planning

Department


Planning organization

Grantee Department



Market Analysis

City of Kingston Arts Advisory Board


Planning organization

Business Leaders

Civic Leaders


Gateway Community Industries

Housing

Services-Persons with DisabilitiesServices-Employment



Ulster Greene ARC

Housing


Major Employer


Needs

Aids Related Community Services Services-Persons with HIV/AIDSNon-Homeless Special

Needs

City of Kingston Office of

Engineering


Grantee DepartmentInfrastructure Needs

Queens Galley/Washington ManorHousing

Services-homeless



Homeless Needs -



with children


Veterans


Unaccompanied youth


Needs


Health Alliance of the Hudson ValleyServices-Health

Major Employer


Market Analysis

Kingston Local Development

Corporation

Business Leaders

Civic Leaders


Market Analysis


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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 Lead

Organization

How do the goals of your Strategic Plan overlap with the

goals of each plan?

Continuum of Care Family ofWoodstock

The shared goals of providing safe quality housing choices forlow income individuals and families.

Kingston 2025

City of Kingston

Planning

Department

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.

Local Waterfront

Revitalization and

Implementation

City of Kingston

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.

Heritage Area Plan City of Kingston

The Heritage Area Plan includes areas for revitalization aswell as regulatory requirements for parcels located within

the Heritage Area Zone, additionally providing a rich catalog

of historic city assets.

Ulster County

Transportation

Ulster County

Planning

The Transportation Council has prepared numerous studies

that directly impact transportation in the City including


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Name of Plan Lead

Organization

How do the goals of your Strategic Plan overlap with the

goals of each plan?

Council Plans 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 Ulster County

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.

Parks and Recreation

Master Plan

City of Kingston

Parks and Rec

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 ofOutreach

Target of Outreach Summary ofresponse/attendance

Summary of commentsreceived

Summary ofcomments

not accepted

and reasons

URL (If applicab

Public

Meeting

Minorities

Non-English Speaking

- Specify other

language: Spanish

Midtown Faith

Leadership

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 non-

English speaking children and

adults.- Needs of diapers,

formula, food pantry-

Care(medical) and safety ofthe 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

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 applicab

programs so they're looking

to locate extra space that

could be used by the

churches to run their

programs.- Clergy Councilshould meet to try to come

up with some solutions or

plans. Maybe purchase

property to help displaced

parishioners while in

transition.

Public

Meeting

Minorities

Non-targeted/broad

community

Citizen CDBG Advisory

Board

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

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

None


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Mode of

Outreach


response/attendance

Summary of comments

received

Summary of

comments

not accepted

and reasons

URL (If applicab

to better reflect the

diverse demographic

composition of the

city and by adding

housing advocates tofurther 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.

not always reflect the

neediest areas of the city and

favored the waterfront. -

Focus on low cost/free youth

and recreation opportunitiesto 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 inwriting. Visioning notes

attached.

Public

Meeting

Non-targeted/broad

community

Several Public

Hearings were

conducted January

28, 2013

(Informational),

February 25, 2013,

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

None


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Mode of

Outreach


response/attendance

Summary of comments

received

Summary of

comments

not accepted

and reasons

URL (If applicab

April 1, 2013, and

June 3, 2013 to

gather information

for the consolidated

plan in conjunctionwith the

development of the

2013-2014 Action

Plan.

rail trail and a natural

playscape at George

Washington Elementary

School.

PublicMeeting

Non-targeted/broad

community

Common Council

CDBG Advisory

Committee

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.

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

None


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Mode of

Outreach


response/attendance

Summary of comments

received

Summary of

comments

not accepted

and reasons

URL (If applicab

only public record includes

resolutions authorizing

spending and moving certain

city-owned housing to the

management of CommunityDevelopment for the

purpose of rehabilitation for

low/moderate income

homebuyers.

NewspaperAd

Non-targeted/broadcommunity

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

No written comments or

phone calls resulted from

newspaper advertisements.

Notapplicable.


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Mode of

Outreach


response/attendance

Summary of comments

received

Summary of

comments

not accepted

and reasons

URL (If applicab

increase from

previous years.

Internet

Outreach

Non-targeted/broad

community

A Facebook account

was established for

the Office ofCommunity

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.

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

with

https://www.facebook.com/Kingsto

Internet

Outreach

Non-targeted/broad

community

Announcements

were posted on the

Community

Development

website, including a

survey of community

and economic

NoneNot

applicable.

http://www.kingston-

ny.gov/content/76/78/1003/default


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Mode of

Outreach


response/attendance

Summary of comments

received

Summary of

comments

not accepted

and reasons

URL (If applicab

able to incorporate local

business for apprenticeships

and jobs once education

portion is complete.

Other

Major

Commercial/Industrial

Business Owners

A mailing was sent

out to large business

owners in the city.

Staffing was not


up so turnout was

relatively low but the


- Believe the public should bekept 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

None

Other

Minorities

Non-English Speaking

- Specify other

language: Spanish

A "door-to-door" lit

drop and

introduction was

conducted with the

growing number of

- Latinos & Hispanic people

(both English and non-English

speaking) have difficulty

finding out information or

locating places that may be

None


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Mode of

Outreach


response/attendance

Summary of comments

received

Summary of

comments

not accepted

and reasons

URL (If applicab

Latino

owned/operated

business interests

shops and businesses

on the Broadway

corridor that are

Latino owned and/or

operated. Trust andcultural issues exist

with this (diverse

cultural) group so

turnout was small,

but the dialog was

excellent.

able to help them. Need to

have ALL directories for the

City and County translated

and then printed in Spanish.-

Children need something tokeep them off the streets

during school year and

summer, soccer fields and

basketball courts.- Summer

employment for

Latino/Spanish kids-

Difficulty on many levels

because there are many un-

documented people in area

so unable to get certain

information.- Safety, when

crimes are witnessed, dont

contact police because theywant personal information

and since undocumented

they themselves would be at

risk

Other

Minorities

Non-targeted/broad

community

In collaboration with

RUPCO and Kingston

Cares, a door-to-door

survey was

239 respondents completed

the survey and the data is

included in attached report.

The main areas of concern

Approximately

70

householders

accepted


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Mode of

Outreach


response/attendance

Summary of comments

received

Summary of

comments

not accepted

and reasons

URL (If applicab

conducted in

Midtown Kingston

with a high

concentration of

persons of color andlow 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 targetneighborhood

conducted the survey

after an appropriate

training.

included public safety and

deteriorating neighborhood

condition and services.

surveys but

did not return

them.

Individuals

may have notwanted to say

no to the

youth

surveyors or

found the

survey too

lengthy or

challenging to

complete.

OtherResident/Business

"Pioneers"

A mailing was sent

out to targeted

individuals and

business owners that

- Parking is an issue for

business owners as well as

residents. They feel it's a

huge problem as many have

None.


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Mode of

Outreach


response/attendance

Summary of comments

received

Summary of

comments

not accepted

and reasons

URL (If applicab

have made a unique

contribution to the

city. Staffing was not


up so turnout wasrelatively low but the


a large volume business but

no parking for their

customers.- Signage is an

issue because business

owners feel people can'teasily 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 Kingstonis 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


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Mode of

Outreach


response/attendance

Summary of comments

received

Summary of

comments

not accepted

and reasons

URL (If applicab

level.- Mayor told focus

group an RFP for the parking

garage development will be

going out soon to get

proposals for mixed usedevelopment.

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

-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

None.


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Mode of

Outreach


response/attendance

Summary of comments

received

Summary of

comments

not accepted

and reasons

URL (If applicab

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


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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 Sourceof

Funds

Uses of Funds Expected Amount Available Year 1 ExpectedAmount

Available

Reminder

ofConPlan

$

Narrative DescriptionAnnual

Allocation:

$

Program

Income:

$

Prior Year

Resources:

$

Total:

$

CDBG public -

federal

Acquisition

Admin and

Planning

Economic

Development

Housing

Public

Improvements

Public Services 617,500 0 500,000 1,117,500 0

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

proceeds.

Other public -

federal

Housing

2,000,000 0 0 2,000,000 0

The City will once again apply for funds from

the HUD LBPHCP Grant.Other public -

local

Acquisition

Admin and

Planning

Economic

Development

Housing

Public

Improvements 500,000 0 0 500,000 0

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.


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Program Sourceof

Funds

Uses of Funds Expected Amount Available Year 1 ExpectedAmount

Available

Reminder

of

ConPlan

$

Narrative DescriptionAnnual

Allocation:

$

Program

Income:

$

Prior Year

Resources:

$

Total:

$

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 in-

kind 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


Year Program

Accounts: $347,500


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Goal Name Start

Year

End

Year

Category Geographic

Area

Needs Addressed Funding Goal Outcome Indicator

Accessible Housing

Expanding

Economic

Opportunities

2013 2014 Non-Housing

Community

Development

Economic

Development

Programs


Year Program

Accounts: $25,000

Businesses assisted: 1

Businesses Assisted

Table 2 Goals Summary

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 Target Area Goals Supported Needs Addressed Funding

Center for Creative Education Youth

Services

MIDTOWN Fostering a Suitable

Living Environment

Youth Services Liquidation of Prior Year

Program Accounts: $12,675UC Community Action, Rondout

Neighborhood Center Youth Program


Living Environment


Program Accounts: $14,000

Summer Youth Basketball Clinic MIDTOWN Fostering a Suitable

Living Environment



Coordination of Services and Programs,

Everett Hodge Community Center


Living Environment

Youth Services CDBG: $54,450

Liquidation of Prior Year


Rondout Community Center Summer

Drop-in Program


Living Environment


Boys & Girls Club Programs MIDTOWN Fostering a Suitable

Living Environment


Van Buren Street Park Playspace MIDTOWN Fostering a Suitable

Living Environment

Public Facility

Improvements

Infrastructure

Improvements



Facility Improvement to Family Inn MIDTOWN Decent Housing


Living Environment

Public Facility

Improvements

Decent and Accessible

Housing



Facility Improvements to Everett Hodge MIDTOWN Fostering a Suitable Public Facility Liquidation of Prior Year


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Community Center Living Environment Improvements

Youth Services

Infrastructure

Improvements


Ulster County Planning, Boice Brother

Dairy Study

MIDTOWN Expanding Economic

Opportunities

Economic

Development

Programs



YWCA Kitchen Improvements Fostering a Suitable

Living Environment

Public Facility

Improvements

Youth Services



Boys & Girls Club Gymnasium

Rehabilitation


Living Environment

Public Facility

Improvements

Youth Services



George Washington Elementary

Playscape


Living Environment

Public Facility

Improvements

Youth Services

Infrastructure

Improvements

CDBG: $4,525



Rondout Community Center Afterschool

Tutorial Program


Living Environment


Fire Station Improvements Fostering a SuitableLiving Environment

Public FacilityImprovements

CDBG: $75,000

Maritime Museum Underground Storage

Tank Remediation


Living Environment

Public Facility

Improvements

CDBG: $35,000

YMCA Fencing MIDTOWN Fostering a Suitable

Living Environment

Public Facility

Improvements

Youth Services

CDBG: $15,000

YMCA Facility Improvements Fostering a Suitable

Living Environment

Public Facility

Improvements

CDBG: $15,000


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Youth Services

Midtown Code Enforcement Officer MIDTOWN Decent Housing


Living Environment


Housing

CDBG: $25,000

Acquisition Costs at the Lace Factory MIDTOWN Decent Housing


Living Environment

Economic

Development

Programs

Affordable Housing


Housing



Housing Rehabilitation and First-time

Homebuyer Assistance

MIDTOWN Decent Housing Affordable Housing


Housing

CDBG: $57,500



Youthbuild Housing Partnership Decent Housing


Living Environment

Expanding Economic

Opportunities

Economic

Development

Programs

Affordable Housing


Housing



HVAC/Boiler at Rondout Community

Center


Living Environment

Public Facility

ImprovementsYouth Services

CDBG: $100,000

Sidewalk Improvements MIDTOWN Fostering a Suitable

Living Environment

Infrastructure

Improvements

CDBG: $24,350

Program Administration, Planning, and

Capacity Building

Decent Housing


Living Environment

Expanding Economic

Opportunities

CDBG: $123,500




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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.

# Project Name1 Center for Creative Education Youth Services

2 UC Community Action, Rondout Neighborhood Center Youth Program

3 Summer Youth Basketball Clinic

4 Coordination of Services and Programs, Everett Hodge Community Center

5 Rondout Community Center Summer Drop-in Program

6 Boys & Girls Club Programs

7 Van Buren Street Park Playspace

8 Facility Improvement to Family Inn


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# Project Name

9 Facility Improvements to Everett Hodge Community Center

10 Ulster County Planning, Boice Brother Dairy Study

11 YWCA Kitchen Improvements

12 Boys & Girls Club Gymnasium Rehabilitation

13 George Washington Elementary Playscape

14 Rondout Community Center Afterschool Tutorial Program

15 Fire Station Improvements

16 Maritime Museum Underground Storage Tank Remediation

17 YMCA Fencing

18 YMCA Facility Improvements

19 Midtown Code Enforcement Officer

20 Acquisition Costs at the Lace Factory

21 Housing Rehabilitation and First-time Homebuyer Assistance

22 Youthbuild Housing Partnership

23 HVAC/Boiler at Rondout Community Center

24 Sidewalk Improvements

25 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


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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 70Table 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 Midtownwill 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 owner-

occupied 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. KingstonHousing 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


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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 homelessnessincluding

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.


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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 forthe 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 serviceproviders 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 satellitecampus.

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


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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 settlements4. 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 Requirements1. The amount of urgent need activities

kingston office for community development action plan 2013

Documents