kingston office for community development action plan 2013
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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
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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
Homelessness Needs -
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
Service-Fair Housing
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
Ulster County Business Services Services-Employment Economic Development
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Agency/Group/Organization Agency/Group/Organization Type What section of the Plan
was addressed by
Consultation?
Other government - County Market Analysis
Anti-poverty Strategy
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
Housing Need AssessmentHomelessness Strategy
Homeless Needs -
Chronically homeless
Homeless Needs - Families
with children
Homelessness Needs -
Veterans
Homelessness Needs -
Unaccompanied youth
Non-Homeless SpecialNeeds
Anti-poverty Strategy
City of Kingston Office of Human
Rights
Service-Fair Housing
Other government - Local
Grantee Department
Housing Need Assessment
Non-Homeless Special
Needs
Anti-poverty Strategy
City Of Kingston, Building and Safety
Division
Other government - Local
Grantee Department
Housing Need Assessment
Lead-based Paint Strategy
Ulster County Office of Employment& Training
Services-EmploymentOther government - County
Economic Development
Market Analysis
Anti-poverty Strategy
City of Kingston Police DepartmentOther government - Local
Grantee Department
Homeless Needs -
Chronically homeless
Public Safety
Ulster County Department of
Probation
Publicly Funded
Institution/System of Care
Other government - County
Homelessness Strategy
Homeless Needs -
Chronically homeless
Ulster County Community Action
Housing
Services-Children
Services-Elderly Persons
Services-Education
Services-Employment
Service-Fair Housing
Housing Need Assessment
Lead-based Paint Strategy
Resource Center for Independent
Living
Housing
Services-Persons with Disabilities
Housing Need Assessment
Non-Homeless Special
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Agency/Group/Organization Agency/Group/Organization Type What section of the Plan
was addressed by
Consultation?
Needs
Ulster County Office for Aging
Services-Elderly Persons
Other government - County
Housing Need Assessment
Non-Homeless SpecialNeeds
City of Kingston Planning
Department
Other government - Local
Planning organization
Grantee Department
Housing Need Assessment
Economic Development
Market Analysis
City of Kingston Arts Advisory Board
Other government - Local
Planning organization
Business Leaders
Civic Leaders
Economic Development
Gateway Community Industries
Housing
Services-Persons with DisabilitiesServices-Employment
Housing Need Assessment
Non-Homeless SpecialNeeds
Ulster Greene ARC
Housing
Services-Persons with Disabilities
Major Employer
Non-Homeless Special
Needs
Aids Related Community Services Services-Persons with HIV/AIDSNon-Homeless Special
Needs
City of Kingston Office of
Engineering
Other government - Local
Grantee DepartmentInfrastructure Needs
Queens Galley/Washington ManorHousing
Services-homeless
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
Health Alliance of the Hudson ValleyServices-Health
Major Employer
Economic Development
Market Analysis
Kingston Local Development
Corporation
Business Leaders
Civic Leaders
Economic Development
Market Analysis
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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 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
Target of Outreach Summary of
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
Target of Outreach Summary of
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
Target of Outreach Summary of
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
Target of Outreach Summary of
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
Target of Outreach Summary of
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
available to do follow
up so turnout was
relatively low but the
dialog was excellent.
- 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
Target of Outreach Summary of
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
Target of Outreach Summary of
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
Target of Outreach Summary of
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
available to do follow
up so turnout wasrelatively 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'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
Target of Outreach Summary of
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
Target of Outreach Summary of
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
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
Accessible Housing
Expanding
Economic
Opportunities
2013 2014 Non-Housing
Community
Development
Economic
Development
Programs
Liquidation of Prior
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
Fostering a Suitable
Living Environment
Youth Services Liquidation of Prior Year
Program Accounts: $14,000
Summer Youth Basketball Clinic MIDTOWN Fostering a Suitable
Living Environment
Youth Services Liquidation of Prior Year
Program Accounts: $7,000
Coordination of Services and Programs,
Everett Hodge Community Center
MIDTOWN Fostering a Suitable
Living Environment
Youth Services CDBG: $54,450
Liquidation of Prior Year
Program Accounts: $18,825
Rondout Community Center Summer
Drop-in Program
Fostering a Suitable
Living Environment
Youth Services CDBG: $15,000
Boys & Girls Club Programs MIDTOWN Fostering a Suitable
Living Environment
Youth Services CDBG: $12,675
Van Buren Street Park Playspace MIDTOWN Fostering a Suitable
Living Environment
Public Facility
Improvements
Infrastructure
Improvements
Liquidation of Prior Year
Program Accounts: $80,000
Facility Improvement to Family Inn MIDTOWN Decent Housing
Fostering a Suitable
Living Environment
Public Facility
Improvements
Decent and Accessible
Housing
Liquidation of Prior Year
Program Accounts: $3,000
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
Program Accounts: $30,000
Ulster County Planning, Boice Brother
Dairy Study
MIDTOWN Expanding Economic
Opportunities
Economic
Development
Programs
Liquidation of Prior Year
Program Accounts: $25,000
YWCA Kitchen Improvements Fostering a Suitable
Living Environment
Public Facility
Improvements
Youth Services
Liquidation of Prior Year
Program Accounts: $28,000
Boys & Girls Club Gymnasium
Rehabilitation
MIDTOWN Fostering a Suitable
Living Environment
Public Facility
Improvements
Youth Services
Liquidation of Prior Year
Program Accounts: $51,025
George Washington Elementary
Playscape
MIDTOWN Fostering a Suitable
Living Environment
Public Facility
Improvements
Youth Services
Infrastructure
Improvements
CDBG: $4,525
Liquidation of Prior Year
Program Accounts: $10,475
Rondout Community Center Afterschool
Tutorial Program
Fostering a Suitable
Living Environment
Youth Services CDBG: $10,500
Fire Station Improvements Fostering a SuitableLiving Environment
Public FacilityImprovements
CDBG: $75,000
Maritime Museum Underground Storage
Tank Remediation
Fostering a Suitable
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
Fostering a Suitable
Living Environment
Decent and Accessible
Housing
CDBG: $25,000
Acquisition Costs at the Lace Factory MIDTOWN Decent Housing
Fostering a Suitable
Living Environment
Economic
Development
Programs
Affordable Housing
Decent and Accessible
Housing
Liquidation of Prior Year
Program Accounts: $50,000
Housing Rehabilitation and First-time
Homebuyer Assistance
MIDTOWN Decent Housing Affordable Housing
Decent and Accessible
Housing
CDBG: $57,500
Liquidation of Prior Year
Program Accounts: $42,500
Youthbuild Housing Partnership Decent Housing
Fostering a Suitable
Living Environment
Expanding Economic
Opportunities
Economic
Development
Programs
Affordable Housing
Decent and Accessible
Housing
Liquidation of Prior Year
Program Accounts: $85,000
HVAC/Boiler at Rondout Community
Center
Fostering a Suitable
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
Fostering a Suitable
Living Environment
Expanding Economic
Opportunities
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.
# 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
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