HomeMy WebLinkAbout2025 - DRAFT Annual Action Plan FY2025-2026
CITY OF LANSING, MI
ANNUAL ACTION PLAN
JULY 1, 2025 - JUNE 30, 2026
Prepared for the U.S. Department of Housing and Urban Development
by the City of Lansing, Michigan
Department of Planning and Neighborhood Development
316 N. Capitol Avenue
Lansing, MI 48933-1234
CITY OF LANSING 2025 Annual Action Plan
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Table of Contents
Executive Summary ...................................................................................................................................... 2
AP-05 Executive Summary ........................................................................................................................ 3
The Process ................................................................................................................................................... 7
PR-05 Lead & Responsible Agencies ......................................................................................................... 7
AP-10 Consultation ................................................................................................................................... 9
AP-12 Citizen Participation ..................................................................................................................... 15
Annual Action Plan ................................................................................................................................... 19
AP-15 Expected Resources ...................................................................................................................... 19
AP-20 Annual Goals and Objectives ........................................................................................................ 22
AP-35 Projects ......................................................................................................................................... 24
AP-38 Project Summary .......................................................................................................................... 27
AP-50 Geographic Distribution ............................................................................................................... 31
AP-55 Affordable Housing ....................................................................................................................... 32
AP-60 Public Housing .............................................................................................................................. 33
AP-65 Homeless and Other Special Needs Activities ............................................................................. 35
AP-75 Barriers to affordable housing...................................................................................................... 44
AP-85 Other Actions ................................................................................................................................ 47
AP-90 Program Specific Requirements ................................................................................................... 52
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Executive Summary
AP-05 Executive Summary
INTRODUCTION
The City of Lansing, Michigan has completed the planning process for the 2025/2026 Annual Action Plan
as required by the U.S. Department of Housing and Urban Development (HUD). The Annual Action Plan
guides the use of city resources to address these needs over a one-year period. Over the past five years
(2017-2021), the City received an annual allocation of approximately $2.0 million Community
Development Block Grant (CDBG) funds, $720,000 in HOME Investment Partnerships Program funds,
and $171,000 in ESG Program funds. The city expects a similar revenue this fiscal year. For the 2025
fiscal year, the City of Lansing expects to receive $2,031,586 in CDBG funds, $675,060 in HOME funds,
and $181,984 in ESG funds.
The Annual Action Plan (Plan) is developed in a manner specified by HUD, and the city has followed the
prescribed format in completing the plan. The Plan was developed using HUD and U.S. Census data for
demographics and housing, input from public meetings, focus groups, a community survey, city planning
board meetings, city council meetings, and past program performance. During the planning process, the
city conducted one public hearing with the city planning board on December 4, 2024 and held a 30-day
public comment period. They plan to hold another before the Planning Board on March 3, . The
purpose of this process was to receive citizen input on the current housing and community development
needs of the city.
To reiterate: There are four major areas of focus in the Consolidated Plan:
• Housing
• Homelessness
• Non-Housing Community Development
• Non-Homeless Special Needs
•
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The Consolidated Plan process requires the city to identify priority needs for each area and prepare
an Annual Action Plan to address the priorities. For every priority, there are goals, objectives and
strategies established to measure progress. The citizen input was critical in developing the goals,
objectives, and strategies of this Consolidated Plan.
This Annual Action Plan presents goals to address the priority needs of the city and the statutory goals
established by Federal law:
Decent Housing:
• Assist homeless persons to obtain affordable housing
• Assist persons at risk of becoming homeless
• Retain affordable housing stock
• Increase the availability of affordable housing in standard condition to low- and moderate-
income families, particularly to economically disadvantaged persons (and without discrimination
on the basis of race, creed, religion, color, age, sex, marital status, familial status, national origin,
disability, gender identity or sexual orientation)
• Increase the supply of supportive housing which includes structural features and services to
enable persons with special needs (including persons with HIV/AIDS) to live in dignity and
independence
• Provide affordable housing that is accessible to job opportunities
A Suitable Living Environment:
Improve the safety and livability of neighborhoods Increase access to quality public and private
facilities and services
Expanded Economic Opportunities:
Job creation and retention for low-income persons
Availability of mortgage financing for low-income persons at reasonable rates using
nondiscriminatory lending practices
Empowerment and self-sufficiency for low-income persons to reduce generational poverty in
federally assisted housing
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SUMMARY OF THE OBJECTIVES AND OUTCOMES IDENTIFIED IN THE PLAN NEEDS
ASSESSMENT OVERVIEW
The Five-Year Consolidated Plan identifies five goals, along with corresponding objectives and strategies,
to address Lansing’s housing and community development needs. These goals are summarized as
follows:
GOAL 1: AFFORDABLE HOUSING
Description: Improve availability, quality, and accessibility of affordable housing to persons of
low- and moderate-income, protected classes as defined by the Fair Housing Act, and special
needs populations throughout the City of Lansing.
GOAL 2: HOMELESSNESS
Description: Help to prevent and reduce homelessness within the City of Lansing.
GOAL 3: PROVISION OF PUBLIC SERVICES AND OTHER NEEDED SERVICES
Description: Provide support and capacity building for public services targeting low- and
moderate-income and special needs populations within the City of Lansing, including but not
limited to senior programs, youth services, and mental health services.
GOAL 4: PUBLIC FACILITY AND INFRASTRUCTURE IMPROVEMENTS
Description: Enhance the living environment of low- and moderate-income, homeless, and
special needs populations through public improvement projects and activities.
GOAL 5: PROGRAM ADMINISTRATION
Description: Planning and administration of the CDBG, HOME, and ESG programs.
EVALUATION OF PAST PERFORMANCE
The previous five years have shown significant progress in the City of Lansing’s efforts to implement
HUD entitlement programs. The city complies with HUD regulations and continues to deliver housing
and community development services in an efficient manner.
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The Department of Economic Development and Planning is a city agency which works to improve the
quality of life for City residents and to revitalize neighborhoods by providing decent and safe affordable
housing. The Department of Economic Development and Planning oversees implementation of the
CDBG HOME, and ESG programs.
The Department of Economic Development and Planning provides an array of housing programs and
services providing the foundation needed to aid in promoting homeownership and sustainable
neighborhoods:
• Homeowner Emergency Repair Program
• Lead Safe Lansing
• Down Payment Assistance Program
• Housing Rehabilitation
Additionally, the city funds public services activities, such as youth and senior programs, blight removal,
the development of affordable housing for both rental and homeownership, economic development,
and public facility improvements, such as ADA improvements. The city has been successful in
implementing these programs in the past and anticipates the continuation of such programs in the
future. The city will use CDBG, HOME, and ESG funds to make these programs successful and to meet
the goals and objectives identified in the Consolidated Plan.
SUMMARY OF CITIZEN PARTICIPATION PROCESS AND CONSULTATION PROCESS
Comments and concerns raised during the citizen participation process were taken into consideration
when developing the Consolidated Plan's priority needs, goals, and strategies and this Plan’s priorities
and projects. The development of the Annual Action Plan is a collaborative process that involves
interviews with stakeholders and meetings with the public to determine areas of need. As part of this
process, the city sought to identify the priority needs and strategies to address those needs. Priority
needs were identified based on available housing data, public input, stakeholder consultation, public
meetings, community surveys, and past program performance. In addition, the city consulted with the
Lansing Housing Commission, other city departments, the city planning board, and the city council to
identify priority needs and develop corresponding strategies.
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SUMMARY OF PUBLIC COMMENTS
Based on input and data received through an extensive citizen participation process, the following
summarizes the public comments:
Although there are many issues that the public felt are important, there are a few items that were
stressed throughout the meeting as being of the highest priority:
• Affordable housing
• Job training and educational programs for youth and young adults (vocational)
• Housing rehabilitation for renters and owners
• Additional homeless shelters and transitional housing
• Expanded mental health programming.
SUMMARY OF COMMENTS OR VIEWS NOT ACCEPTED AND THE REASONS FOR NOT
ACCEPTING THEM
All comments received by the City of Lansing were considered and are, generally or specifically,
addressed by the Annual Action Plan.
SUMMARY
The Annual Action Plan for fiscal year 2025 identifies priority needs, goals, and strategies to address the
City of Lansing’s housing and community development needs. These needs were identified through an
extensive citizen participation process that involved neighborhood residents, service providers and
other community partners. The Annual Action Plan guides the city's use of CDBG, HOME, and ESG funds
through five goals. These goals are summarized as Affordable Housing, Homelessness, Provision of
Public Services and Other Needed Services, Public Facility and Infrastructure Improvements, and
Program Administration. Over the next year, the City of Lansing will continue to deliver housing and
community development services through housing programs, public works, as well as through
partnerships with an array of public service providers.
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The Process
PR-05 Lead & Responsible Agencies
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.
TABLE 1: RESPONSIBLE AGENCIES
Agency Role Name Department/Agency
Lead Agency CITY OF LANSING Department of Economic Development and
Planning
Table 1 – Responsible Agencies
NARRATIVE
The City of Lansing, Michigan is the lead agency responsible for overseeing the development of the
Annual Action Plan. The Department of Economic Development and Planning is the internal department
that is responsible for the day-to-day administration of Community Development Block Grant (CDBG),
HOME, and for the ESG funding the grant manages.
The development of the 2025 Annual Action Plan was based on the current 2022 - 2026 Consolidated
Plan and other studies, plans and reports that have been prepared in recent years. Some of the primary
documents include the previous City of Lansing Consolidated Plan, Lansing Parks and Recreation Master
Plan, January 2020 Continuum of Care Homeless Assistance Programs Homeless Populations and
Subpopulations report (PIT counts), and the City of Lansing Form-Based Zoning Code and Building Codes,
among others.
To maximize citizen participation, staff along with a consultant (Wade Trim) conducted outreach
through a series of public notices, hearings, and focus groups, as well as a community questionnaire. As
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part of these efforts, low- and moderate-income residents, as well as service providers, were
encouraged to provide input on the Annual Action Plan.
CONSOLIDATED PLAN PUBLIC CONTACT INFORMATION
Inquiries, comments, or complaints concerning the Annual Action Plan, any amendments, or
performance reports, can be conveyed by contacting city staff at:
City of Lansing
Department of Economic Development and Planning
316 N Capitol Avenue, Suite D-1
Lansing, Michigan 48933
Telephone: (517) 483-4040
Business hours: 8:00 a.m. – 5:00 p.m., Monday through Friday.
Inquiries, comments, or complaints on the programs may also be offered at the public hearings. Written
responses to all written complaints may also be made to the Detroit Office of the U.S. Department of
Housing and Urban Development (HUD) at the following address:
U.S. Department of Housing and Urban Development
Detroit Field Office
McNamara Federal Building
477 Michigan Avenue
Detroit, Michigan 48226
Telephone: (313) 226-7900
Fax: (313) 226-5611
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AP-10 Consultation
SUMMARY OF THE JURISDICTION’S ACTIVITIES TO ENHANCE COORDINATION BETWEEN
PUBLIC AND ASSISTED HOUSING PROVIDERS AND PRIVATE AND GOVERNMENTAL HEALTH,
MENTAL HEALTH AND SERVICE AGENCIES
Institutional coordination of the Consolidated Plan, and thus the Annual Action Plan, establishes a
unified vision for community development. The city uses a collaborative process to shape various
programs into effective, coordinated strategies. This process also facilitates the opportunity for planning
and citizen participation to take place in a comprehensive context, attempting to reduce duplication of
effort at the local level.
The city will execute this Plan in harmony with public, private, and nonprofit agencies. Nonprofit
agencies may include, but are not limited to, service providers and community housing development
organizations. Private sector partners may include, but are not limited to, local financial institutions,
developers, and local businesses. The city works closely with its partners to design programs that
address identified needs.
Table 2 outlines the types of agencies and organizations consulted throughout the program year and
during the development of the City of Lansing Annual Action Plan. Organizations invited to participate
included the Holy Cross Services of Lansing, Ingham County Department of Health and Human Services,
Michigan Department of Health and Human Services, Habitat for Humanity Capital Region, Lansing
Community College, The Davies Project, End Violent Encounters, Poor People’s Campaign, Haven House,
Disability Appeals Advocates, Offender Success, Strong Start Healthy Start, and Lansing City
Departments, among others.
DESCRIBE COORDINATION WITH THE CONTINUUM OF CARE AND EFFORTS TO ADDRESS THE
NEEDS OF HOMELESS PERSONS (PARTICULARLY CHRONICALLY HOMELESS INDIVIDUALS AND
FAMILIES, FAMILIES WITH CHILDREN, VETERANS, AND UNACCOMPANIED YOUTH) AND
PERSONS AT RISK OF HOMELESSNESS
The city coordinated with the City of Lansing Human Relations and Community Services department, the
Lansing Housing Commission (the Collaborative Applicant for the CoC), and HUD (PIT) homeless counts
to determine the extent of and identified needs. This consultation was pivotal in preparing the Needs
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Assessment and Strategic Plan components of the Consolidated Plan, which inform the priorities and
projects of this Annual Action Plan.
DESCRIBE CONSULTATION WITH THE CONTINUUM(S) OF CARE THAT SERVES THE
JURISDICTION'S AREA IN DETERMINING HOW TO ALLOCATE ESG FUNDS, DEVELOP
PERFORMANCE STANDARDS AND EVALUATE OUTCOMES, AND DEVELOP FUNDING, POLICIES
AND PROCEDURES FOR THE ADMINISTRATION OF HMIS.
The Capital Region Housing Collaborative (CRHC) (formerly the Greater Lansing Homeless Resolution
Network (GLHRN) is the Continuum of Care for the City of Lansing and works in cooperation with the
Michigan State Housing Development Authority (MSHDA). The CRHC actively participates in monthly
regional meetings. Topics include discussion of current and future funding. Opportunity is given to share
best practices, review progress in 10-Year Plans to End Homelessness, address obstacles to meeting the
need, and make policy recommendations. MSHDA also convenes statewide meetings where two State
representatives attend. The State representatives are voted from regional group. The CoC funds HMIS
support for Haven House and utilizes technical support from the Michigan Coalition against
Homelessness.
In addition, the City of Lansing Department of Economic Development and Planning supports the CoC
Board and is involved in the discussion of how to allocate ESG funds. Part of these meetings includes the
development and implementation of the ESG performance standards. The CoC Board receives HMIS
data reports monthly for each agency participating in the system. There is also a monthly CQI meeting to
look at the HMIS process. The HMIS sharing agreement was recently updated to accommodate the new
veterans’ initiatives in the state and county. Along with weekly quality reviews the CQI/HMIS is
monitored by a legal professional as chair of the committee.
Lansing works in cooperation with HUD to support their annual funding to the CoC. Capital Region
Housing Collaborative has a CQI committee that reviews annual performance data; Finance committee
that oversees annual grant application process; Special Populations committee that plans around certain
sub-pop needs (e.g., veteran, LGBT, family, etc.); and a Coordinated Entry committee that prioritizes
need. Additionally, MSHDA formed Regional Housing Partnership networks, of which, City and our CoC
are members of Region I (Ingham, Clinton, and Eaton counties). Region I has an “Ending Homelessness”
committee that the City regularly attends and actively supports the state’s housing plan.
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TABLE 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?
How was the
Agency/Group/Organization
consulted and what are the
anticipated outcomes of the
consultation or areas for
improved coordination?
City of Lansing Other Government -
Local
Needs Assessment/Market
Analysis/Strategic
Plan/Annual Action Plan
Public
Meeting/Phone/Email/Internet
Outreach/Coordination
Lansing Housing
Commission
Housing
PHA
Services - Housing
Services - homeless
Service - Fair Housing
Needs Assessment/Market
Analysis/Strategic Plan Public Meeting/Phone/Email
Michigan State
Housing Development
Authority
Housing
Services - Housing
Service - Fair Housing
Other government -
State
Community
Development and
Revitalization,
Supportive Housing
Needs Assessment/Market
Analysis/Strategic Plan
Public Meeting/Email/Internet
Outreach
Eastside Neighborhood Neighborhood
Organization
Needs Assessment/Market
Analysis/Strategic Plan Public Meeting
Ingham County Land
Bank Housing Needs Assessment/Market
Analysis/Strategic Plan Email/Internet Outreach
Holy Cross
Services/New Hope
Community Center
Services - Homeless Needs Assessment/Market
Analysis/Strategic Plan Email/Internet Outreach
Consumers Energy Other - Utility Provider Needs Assessment/Market
Analysis/Strategic Plan Public Meeting
Ingham County
Department of Health
and Human Services
Other Government -
County
Needs Assessment/Market
Analysis/Strategic Plan Public Meeting
Legal Services of
South-Central
Michigan
Other - Legal Services,
Services - Homeless,
Services - Victims of
Domestic Violence
Needs Assessment/Market
Analysis/Strategic Plan Public Meeting
City Rescue Mission Services - Homeless Needs Assessment/Market
Analysis/Strategic Plan Public Meeting
Michigan Department
of Health and Human
Services
Services - Housing
Services - Children
Services - Health
Services - Education
Health Agency
Other government -
State
Needs Assessment/Market
Analysis/Strategic Plan
Public Meeting/Email/Internet
Outreach
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Lansing Community
College Services - Education Needs Assessment/Market
Analysis/Strategic Plan Public Meeting
Habitat for Humanity
Capital Region Housing Needs Assessment/Market
Analysis/Strategic Plan
Public
Meeting/Email/Coordination
Capital Region Housing
Collaborative
Services - Housing
Services - Persons with
Disabilities
Services - Persons with
HIV/AIDS
Services - Victims of
Domestic Violence
Services - homeless
Needs Assessment/Market
Analysis/Strategic Plan
Public
Meeting/Email/Coordination
The Davies Project
Services - Health
Services - Children
Services - Persons with
Disabilities
Needs Assessment/Market
Analysis/Strategic Plan Public Meeting
Michigan Women
Forward
Services - Employment
Business Leaders
Needs Assessment/Market
Analysis/Strategic Plan Email/Internet Outreach
St. Vincent De Paul Services - Homeless
Needs Assessment/Market
Analysis/Strategic Plan Public Meeting
Capital Area Housing
Partnership
Regional organization,
Other - Non-Profit
Needs Assessment/Market
Analysis/Strategic Plan
Public Meeting/Email/Internet
Outreach/Coordination
End Violent Encounters
(EVE, Inc.)
Services - Victims of
Domestic Violence
Needs Assessment/Strategic
Plan
Public Meeting/Email/Internet
Outreach
Blue Cross Complete Services - Health Needs Assessment/Market
Analysis/Strategic Plan Public Meeting
Lansing School District Other - School District,
Services - Education
Needs Assessment/Market
Analysis/Strategic Plan Public Meeting
Poor People’s
Campaign
Other - Advocacy
Organization
Needs Assessment/Market
Analysis/Strategic Plan Public Meeting
Haven House Services - Homeless Needs Assessment/Market
Analysis/Strategic Plan Public Meeting
Meridian Township Other Government –
Local
Needs Assessment/Market
Analysis/Strategic Plan Public Meeting
Disability Appeals
Advocates
Services - Persons with
Disabilities
Other - Legal Services
Needs Assessment/Market
Analysis/Strategic Plan Public Meeting
Offender Success by
Michigan Department
of Corrections
Other - Community Re-
entry programming
Needs Assessment/Market
Analysis/Strategic Plan Public Meeting
Strong Start Healthy
Start Services - Health Needs Assessment/Market
Analysis/Strategic Plan Public Meeting
Lansing Economic Area
Partnership
Regional Organization
Planning Organization
Other – Economic
Development
Needs Assessment/Market
Analysis/Strategic Plan Public Meeting
Michigan Economic
Development
Corporation
Regional organization,
Planning Organization
Needs Assessment/Market
Analysis/Strategic Plan Public Meeting
Michigan Foreclosure
Task Force Regional organization Needs Assessment/Market
Analysis/Strategic Plan Email/Internet Outreach
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Lansing Area Aids
Network
Services - Persons with
HIV/AIDS
Needs Assessment/Strategic
Plan Email/Internet Outreach
Capital Area Center for
Independent Living
Services - Persons with
Disabilities
Needs Assessment/Market
Analysis/Strategic Plan Email/Internet Outreach
National Council on
Alcoholism
Services - Persons with
Disabilities
Needs Assessment/Market
Analysis/Strategic Plan Email/Internet Outreach
Tri-County Regional
Planning Commission
Regional organization
Planning organization
Needs Assessment/Market
Analysis/Strategic Plan
Coordination/Internet
Outreach/Email
Tri-County Office on
Aging
Services - Elderly
Persons
Needs Assessment/Market
Analysis/Strategic Plan Email/Internet Outreach
City of East Lansing
Service - Fair Housing
Other government -
Local
Planning organization
Needs Assessment/Market
Analysis/Strategic Plan Email/Coordination
Advent House
Housing
Services - Housing
Services - Homeless
Services - Education
Services - Employment
Needs Assessment/Market
Analysis/Strategic Plan Public Meeting/Email
Table 2 – Agencies, groups, organizations who participated
IDENTIFY ANY AGENCY TYPES NOT CONSULTED AND PROVIDE RATIONALE FOR NOT
CONSULTING
The City of Lansing seeks input from a wide variety of agencies. Agencies indicated in Table 2 were
notified of document availability and public meetings.
DESCRIBE COOPERATION AND COORDINATION WITH OTHER PUBLIC ENTITIES, INCLUDING
THE STATE AND ANY ADJACENT UNITS OF GENERAL LOCAL GOVERNMENT, IN THE
IMPLEMENTATION OF THE CONSOLIDATED PLAN (91.215(L))
The City of Lansing coordinates with adjacent units of government (i.e., Lansing township, Eaton County,
Delhi township, City of East Lansing) regarding planning issues and/or other common/regional issues. In
addition, city staff continues to collaborate with various State departments such as Michigan State
Housing Development Authority, Department of Transportation, etc. on similar issues including the
development of the Consolidated Plan/Annual Action Plan.
At a minimum, implicit in these goals is the city’s commitment to providing coordinated community,
housing, and supportive services to its low-income residents. These services are provided through
partnerships with governmental and quasi-governmental agencies, as well as respective planning efforts
shown in Table 3. The City of Lansing will continue to encourage building partnerships between
CITY OF LANSING 2025 Annual Action Plan
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governments, lenders, builders, developers, real estate professionals, and advocates for low-income
persons. The City of Lansing will continue to work with the building industry, banking industry, real
estate industry, social service providers and other community groups to promote the development of
affordable housing and related housing services. Many of the programs and activities that will be carried
out by the city during this program year, and in the future, will involve coordination with partner
agencies and organizations.
TABLE 3: OTHER CONSULTATIONS & COORDINATION
Name of Plan Lead Organization Coordination
Continuum of Care Homeless Service Providers/City of
Lansing
Public Meeting/Coordination/Action Plan
Involvement
Public Housing –
Action Plan
Lansing Housing Commission Public Meeting/Coordination/Action Plan
Involvement
Mid-Michigan
Program for Greater
Sustainability
Tri-County Regional Planning
Commission
Public Meeting/Coordination/Action Plan
Involvement
Consolidated/Annual
Action Plan
Michigan State Housing Development
Authority
Public Meeting/Coordination/Action Plan
Involvement
City of Lansing
Comprehensive
Master Plan
City of Lansing Public Meeting/Coordination/Action Plan
Involvement
Table 3 – Other Consultations & Coordination
AP-12 Citizen Participation
SUMMARY OF CITIZEN PARTICIPATION PROCESS/EFFORTS MADE TO BROADEN CITIZEN
PARTICIPATION
The development of the Annual Action Plan requires extensive citizen participation. For the 2025 Annual
Action Plan, the City of Lansing underwent an in-depth citizen participation process. HUD requires local
jurisdictions to provide for citizen participation which encourages the development of the Annual Action
Plan in cooperation with residents from every walk of life. HUD believes it is important to obtain the
views of residents who live within CDBG eligible areas, as well as service providers who deliver services
to low-income and special needs residents.
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The following section describes the public participation process that was completed for the City of
Lansing, Michigan 2025 Annual Action Plan. A summary of the public participation process is shown in
Table 4.
TABLE 4: CITIZEN PARTICIPATION OUTREACH
Mode of
Outreach
Target of
Outreach
Summary of
response/
attendance
Summary of comments
received
Summary of
comments not
accepted and
reasons
Public Hearing
#1
Non-
Targeted/Broad
Community
March 5, 2024 –
Planning Board
Meeting
1. Two attendees stated that
the city should focus more
attention and resources
on addressing the digital
divide i.e. training,
internet assistance,
funding for hardware etc.
2. Continue to provide
support for both
homeowner and rental
rehabilitation programs.
3. Consider an increase in
Down Payment Assistance
due to the affordability
issues.
4. Support for shelters.
5. Consider adding addition
resources into blight
removal as this is an
important issue for the
City.
All comments
considered and
addressed.
30-Day Public
Comment
Period
Non-
Targeted/Broad
Community
March 14, 2024 –
April 15, 2024 No comments received.
All comments
considered and
addressed.
Public Hearing
#2
Non-
Targeted/Broad
Community
April 15, 2024 No comments received.
All comments
considered and
addressed.
Public Meeting
#3 – Adoption
at City Council
Non-
Targeted/Broad
Community
June 24, 2024 TBD
All comments
considered and
addressed.
Table 4 – Citizen Participation Outreach
Although there are many issues that attendees felt are important, there are a few needs that were
stressed throughout the meetings as being of the highest priority:
• Job training and educational programs for youth and young adults
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• Blight elimination/code enforcement
• Homeless shelters for transitional housing and rapid re-housing
• Housing rehabilitation and affordability
• Youth programs and services
• Sidewalk repair and accessibility improvements
SUMMARIZE CITIZEN PARTICIPATION PROCESS AND HOW IT IMPACTED GOAL-SETTING
Comments and concerns raised during the citizen participation process were taken into consideration
when developing this Annual Action Plan. The development of priority needs, goals, and strategies were
a result of the public process during the development of the Consolidated Plan. This was a collaborative
process that involved discussions with stakeholders and meetings with the public to determine areas of
need. As part of this process, the city sought to identify the priority needs and strategies to address
those needs. Priority needs were identified based on available housing data, public input, non-profit
agency meetings, community survey and past program performance. In addition, the city consulted with
various city departments to identify priority needs and develop corresponding strategies. The strategies
described below were developed as part of the 2022 – 2026 Consolidated Plan. The corresponding
needs were also identified using information collected during the Consolidated Plan public process.
Together, with information collected during the development of this plan, they work to inform the
priorities and proposed projects for this Annual Action Plan. Complete summaries and minutes of the
meetings and surveys are included in the Appendix to this document.
Housing Strategy
Housing strategies were determined by using housing data provided by HUD and the U.S. Census
Bureau. Customized HUD data is available to help communities evaluate housing and homeless needs.
Complete summaries of this data are available in the Needs Assessment and Market Analysis section, as
the Appendix to this document.
In addition, the city has a long and successful history of administering numerous housing programs and
meeting housing needs. Several housing programs, particularly housing rehabilitation activities, have
been underway for many years and provide good value to the community. In general, housing programs
CITY OF LANSING 2025 Annual Action Plan
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receive emphasis in the City of Lansing due to the large, ongoing need for housing services, as supported
by survey results previously stated.
Homeless Strategy
Homeless strategies were developed in several ways. The city worked closely with the Continuum of
Care, which is the Capital Region Housing Collaborative (CRHC) – (formerly the Greater Lansing
Homeless Resolution Network – GLHRN) and consists of several homeless and housing service providers
addressing the needs of the homeless population in this community through coordinated resources and
services. The city worked with these organizations to obtain the latest point-in-time counts of the
homeless population. The Capital Region Housing Collaborative is the lead agency for homeless services
and represents agencies that implement homeless services. The city also utilized data from HUD that
details homelessness. Finally, the city met and invited service providers to public meetings to determine
what assistance was most needed and to identify gaps in existing services.
Community and Economic Development Strategy
Community and Economic Development strategies were determined through a community survey,
community meetings, meetings with staff and internal departments, and review of current planning
activities. The city is working to leverage other planning efforts with funding opportunities where
possible.
Non-Housing Special Needs
Non-Housing Special Needs were determined through meetings with service providers, City staff,
HUD data and surveys. As with the homeless and housing areas, HUD and the U.S. Census Bureau
provide data on Special Needs populations. In addition, there are service providers that are
knowledgeable about Special Needs populations and were able to provide valuable information.
CITY OF LANSING 2025 Annual Action Plan
19
Annual Action Plan
AP-15 Expected Resources
INTRODUCTION
The Annual Action Plan identifies the federal, state, local and private resources expected to be available
to the City of Lansing to address priority needs and specific objectives identified in the Strategic Plan.
These resources are summarized in SP-35 of the 2022 – 2026 Consolidated Plan.
The Consolidated Plan is carried out through Annual Action Plans, which provide a concise summary of
the actions, activities, and the specific federal and non-federal resources that will be used each year to
address the priority needs and specific goals identified by the Consolidated Plan. The city expects a
similar revenue this fiscal year. For the 2025 fiscal year, the City of Lansing expects to receive $2,031,586
in CDBG funds, $675,060 in HOME funds, and $181,984 in ESG funds. Program income and previous
years funding is expected for the 2025/2026 program year, totaling $2,631,586 in CDBG funding and
$700,060 in HOME funding. CDBG funds will be used for housing and community development activities
such as housing rehabilitation, blight elimination, public services, business technical assistance, and
administration of the city’s CDBG program. HOME funds will be used to support Community Housing
Development Organizations (CHDOs), down payment assistance, homeowner housing construction and
repairs, and administration. ESG funds will be used for homelessness prevention, street outreach, and
overnight shelter operations, HMIS support, as well as administration.
Anticipated resources are summarized in Table 5.
CITY OF LANSING 2025 Annual Action Plan
20
TABLE 5: ANTICIPATED RESOURCES
Program Source
of Funds Uses of Funds
Expected Amount Available Year 3 Expected
Amount
Available
Remainder of
Consolidated
Plan
$
Narrative
Description Annual
Allocation:
$
Program
Income:
$
Prior Year
Resources:
$
Total:
$
CDBG Public –
Federal
Acquisition; Economic
Development; Housing;
Public Improvements;
Public Services;
Administration/Planning $2,031,586 $100,000 $500,000 $2,631,586 $5,333,333
Additional resources
for leveraging may
include State and
Federal grants, City
Departments, public
or social service
providers, or other
sources.
HOME Public –
Federal
Acquisition; Homebuyer
Assistance; Homeowner
Rehab; Multifamily rental
new construction;
Multifamily rental rehab;
New Construction for
ownership; TBRA
$675,060 $25,000 $0 $700,060 $1,920,000
Additional resources
for leveraging may
include State and
Federal grants,
partner housing
providers, or other
sources.
ESG Public—
Federal
Conversion and rehab for
transitional housing;
Financial Assistance;
Overnight shelter; Rapid
re-housing (rental
assistance); Rental
Assistance; Services;
$181,984 $0 $0 $181,984 $456,000
Additional resources
for leveraging may
include other local,
state and federal
grants, partner
housing providers, or
other sources.
HUD FY 2024 Formula Allocations
Table 5 – Anticipated Resources
CITY OF
LANSING
2025 Annual Action Plan
21
The Annual Action Plan must summarize the city’s priorities and the specific goals it intends to initiate
and/or complete within the third year of the Strategic Plan. These goals must be described in
quantitative terms. The City of Lansing has selected goal outcome indicators and quantities based on the
anticipated performance measures of the 2025 Annual Action Plan. See Table 6 and Table 7.
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 look to leverage funds, if available, from State and Federal grants, city departments (e.g.,
Public Works, Parks and Recreation), public or social service providers, or other sources against CDBG,
HOME, and ESG dollars. The city will look to leverage funds, if available, from Community Housing
Development Organizations (CHDOs), Lansing Housing Commission (LHC), or other agencies and
programs. The City shall assure that the requirements as it relates to non-federal share will be utilized as
referenced in 24 CFR 570.201 (3) (g), for any project in which CDBG funding is used as the non-federal
match. In the future, the city will continue, as necessary, to pursue funding from private, public, and
federal sources to complete both our economic and community development needs. Matching
requirements for the ESG funds will come from the City Human Services General Funds in grants made
directly to the sub-recipients, primarily to enhance emergency shelter and prevention services.
IF APPROPRIATE, DESCRIBE PUBLICALLY OWNED LAND OR PROPERTY LOCATED WITHIN THE
JURISDICTION THAT MAY BE USED TO ADDRESS THE NEEDS IDENTIFIED IN THE PLAN
Not applicable.
DISCUSSION
The City of Lansing’s anticipated funding allocation from CDBG, HOME, and ESG will address many of the
city's goals, including housing, homelessness, non-homeless special needs, and community
development. The city is fortunate to have a network of public and social service providers and other
city departments to help address these goals through financial leveraging, coordination, and
collaboration.
CITY OF LANSING 2025 Annual Action Plan
22
AP-20 Annual Goals and Objectives
TABLE 6: GOALS SUMMARY INFORMATION
Sort
Order
Goal
Name Start Year End Year Category Geographic
Area Needs Addressed Funding Goal Outcome Indicator
1 Affordable Housing 2025 2026 Affordable Housing Citywide LMI
Benefit
Preserve and maintain existing housing; Increase
supply of affordable housing; general housing
assistance/accessibility; Fair housing choice and
equitable access for protected classes; Public Housing
CDBG - $1,991,111
HOME - $632,554
21 Homeowner Housing Rehabilitated
28 Rental units rehabilitated
6 Direct Financial Assistance to Homebuyers
4 Homeowner Housing Added
2 Homelessness 2025 2026 Homeless Citywide LMI
Benefit
Homeless Prevention assistance; Shelter Facilities and
operations ESG - $169,246
700 Homeless Person Overnight Shelter
300 Homelessness Prevention
3
Provision of Public
Services and Other
Needed Services
2025 2026 Non-Homeless Special
Needs
Citywide LMI
Benefit
Senior Programs; Youth Services; Mental health
services; Capacity building and organization
development; Technical Assistance
CDBG - $233,158*
22 Other (Economic Development)
85,795 Public service activities other than
Low/Moderate Income Housing Benefit
30 Public service activities for Low/Moderate
Income Housing Benefit
4
Public Facility and
Infrastructure
Improvements
2025 2026
Non-Housing
Community
Development
Citywide LMI
Benefit
ADA improvements; Neighborhood clean-up; Code
Enforcement/Blight Elimination; Public Improvements CDBG - $1,000
1 Buildings Demolished
5 Program Administration 2025 2026 Program Administration Citywide LMI
Benefit Program Administration [Indirect Need]
CDBG - $406,317
HOME - $67,506
ESG - $12,738
N/A
Table 6 – Goals Summary Information
*Other needed services include $30,000 in Economic Development activities, which are not included as a Public Service activity.
2025 Annual Action Plan
TABLE 7: GOAL DESCRIPTIONS
Table 7 – Goal Descriptions
1
Goal Name Affordable Housing
Goal Description
Improve availability, quality, and accessibility of affordable housing to
persons of low- and moderate-income, protected classes as defined by
the Fair Housing Act, and special needs populations throughout the City of
Lansing. | CDBG - $1,991,111 | HOME - $632,554
2
Goal Name Homelessness
Goal Description
Provide emergency shelter to homeless persons; provide street outreach
to homeless youth; provide prevention services to at-risk persons at
imminent risk of loss of housing; provide HMIS services to the CoC and
sub-recipients.| ESG - $169,246
3
Goal Name Provision of Public Services & Other Needed Services
Goal Description
Provide support and capacity building for public services targeting low-
and moderate-income and special needs populations within the City of
Lansing, including, but not limited to, senior programs, youth services,
and mental health services. | CDBG - $233,158*
*Other needed services include $30,000 in Economic Development
activities, which are not included as a Public Service activity.
4
Goal Name Public Infrastructure & Public Improvements
Goal Description
Enhance the living environment of low- and moderate-income, homeless,
and special needs populations through public improvement projects and
activities. | CDBG - $1,000
6
Goal Name Program Administration
Goal Description
Program administration is required to implement the City's five (5) goals.
Program administration addresses all outcomes, objectives, and priority
needs. | CDBG - $406,317 | HOME - $67,506 | ESG - $12,738
2025 Annual Action Plan
AP-35 Projects
INTRODUCTION
The City of Lansing’s planned actions for the 2025 Annual Action Plan are intended to support housing
and general community development for low- and moderate-income populations as well as homeless
and special needs groups within the city.
The city will continue to operate its CDBG, HOME, and ESG programs through the Economic
Development and Planning Department, which will continue to provide funding for the Emergency
Repair program, ownership, and counseling in partnership with service providers. These actions will
further the goal of improving the availability and accessibility of affordable housing in the City of
Lansing.
As in the past, the city will continue to coordinate with public or social service providers to prevent
homelessness and promote access to public services for special needs populations generally assumed to
be low- and moderate-income. During the 2025 program year, the city will fund activities that address
the needs of the homeless and non-homeless special needs populations such as at-risk youth and
seniors.
Planned public facility and infrastructure activities include slum and blight removal to enhance the living
environment for people living in low- and moderate-income neighborhoods. In the event of an
emergency, CDBG funds may be redirected to assist low- and moderate income residents as
appropriate.
The City of Lansing’s planned actions for the 2025 Annual Action Plan are summarized in Table 8 and
Table 9.
2025 Annual Action Plan
TABLE 8: PROJECT INFORMATION
# Project Name
1 Homeowner Emergency Repair Program (CDBG)
2 Rental Unit Rehabilitation (CDBG)
3 Blight Removal (CDBG)
4 Public Services (CDBG)
5 Economic Development & Business Technical Assistance (CDBG)
6 Planning & Administration (CDBG)
7 Down Payment Assistance (HOME)
8 Homeowner Housing Construction & Homebuyer Repairs (HOME)
9 CHDO Set Aside (HOME)
10 CHDO Operating (HOME)
11 Planning & Administration (HOME)
12 Homelessness Prevention, Street Outreach, HMIS, and Shelter Operations (ESG)
13 Planning & Administration (ESG)
Table 8 – Project Information
2025 Annual Action Plan
DESCRIBE THE REASONS FOR ALLOCATION PRIORITIES AND ANY OBSTACLES TO ADDRESSING
UNDERSERVED NEEDS
The allocation priorities are focused on the five goals of the Strategic Plan: affordable housing,
homelessness, provision of public services and other needed services, public facility and infrastructure
improvements, and program administration. It is important to note that total funding for public services
is capped at 15% of the total CDBG allocation. Total funding for activities related to administration is
capped at 20% for CDBG and 10% for HOME. All ESG funding for activities related to administration is
capped at 7.5%.
Strategic Plan Goal CDBG (% of Total Award)*
Program Administration: $406,317 (15.4%)
Affordable Housing: $1,991,111 (75.6%)
Provision of Public Services and other Needed Services: $233,158 (8.8%)
Economic Development (other needed service): $30,000 (1.1%)
Public Facility/Infrastructure Improvements: $1,000 (0%)
*Program administration cap is 20% of the estimated allocation plus available program income. Totals
may not equal 100% due to rounding. Other needed services include economic development activities,
which are not included as a public service (matrix code activity 18C).
Strategic Plan Goal HOME (% of Total Award)
Program Administration: $67,506 (9.6%)
Affordable Housing: $632,554 (90.4%)
Strategic Plan Goal ESG (% of Total Award)
Program Administration: $12,738(6.9%)
Homelessness Activities: $169,246 (93.1%)
The city’s primary obstacle to meeting underserved needs is a lack of funding. In recent years, spurred
by a nation-wide recession and the COVID-19 pandemic, reduced revenues have plagued all levels of
government (federal, state, and local). These reduced revenues have hindered the city’s ability to meet
the needs of low-income residents. Another obstacle to meeting underserved needs is the generally
2025 Annual Action Plan
increasing demand for public services that is placing an additional burden on public service agencies
within the city.
AP-38 Project Summary
TABLE 9: PROJECT SUMMARY INFORMATION
1
Project Name Homeowner Housing Rehabilitation (CDBG)
Target Area Citywide LMI Benefit
Goals Supported Affordable Housing
Needs Addressed Preserve and Maintain Existing Housing; Increase Supply of Affordable Housing,
General Housing Assistance/Accessibility
Funding CDBG: $1,457,614
Description
Loans and grants for rehabilitation and Emergency Repair of owner-occupied housing
units through city sponsored programs, and rehabilitation in conjunction with
affordable housing efforts sponsored by nonprofit housing corporations, public and
private developers, and other state and federal agencies, as well as lead hazard
reduction, emergency housing rehabilitation, technical assistance to nonprofit
housing corporations, ADA ramps, and hazard remediation.
Planned Activities 14A Rehabilitation
Goal Outcome Indicator Homeowner Housing Rehabilitated | 21 Household Housing Units
2
Project Name Rental Unit Rehabilitation (CDBG)
Target Area Citywide LMI Benefit
Goals Supported Affordable Housing
Needs Addressed Preserve and Maintain Existing Housing, Increase Supply of Affordable Housing,
General Housing Assistance/Accessibility
Funding CDBG: $533,497
Description
Includes loans and grants for rehabilitation of rental housing units through city
sponsored programs. Includes funds to meet healthy housing standards and/or lead
hazard reduction regulations in rehabilitated structures.
Planned Activities 14A Rehabilitation
Goal Outcome Indicator Rental Units Rehabilitated | 28 Household Housing Units
3
Project Name Blight Removal (CDBG)
Target Area Citywide LMI Benefit
Goals Supported Public Facility and Infrastructure Improvements
Needs Addressed Public Improvements, Code Enforcement/Blight Elimination
Funding CDBG: $1,000
Description
Includes acquisition, maintenance and security of properties acquired through
programs, and activities related to acquisition, disposition, relocation and clearance
of dilapidated and blighted structures. Funds may also be used to acquire and clear
properties in the flood plain. Includes staff time associated with this activity.
Planned Activities 01 Acquisition; 04 Clearance and Demolition
2025 Annual Action Plan
Goal Outcome Indicator Buildings Demolished | 1 Building
4
Project Name Public Services (CDBG)
Target Area Citywide LMI Benefit
Goals Supported Provision of Public Services and Other Needed Services
Needs Addressed
Senior Services, Youth Services, Mental Health Services, Capacity Building and
Organization Development, Economic Development & Business Technical Assistance,
ADA Improvements
Funding CDBG: $203,158
Description
Includes services for low- and moderate-income individuals such as: education, youth
and senior programs, neighborhood clean-ups, community gardens, home repair
classes. Services are for low- and moderate-income individuals and/or those in CDBG-
eligible areas located within the Lansing city limits.
Planned Activities
05A Senior Services; 05D Youth Services; 05O Mental Health Services; 05V
Neighborhood Clean-ups; 05U Housing Counseling; 05X Housing Information and
Referral Services
Goal Outcome Indicator
Public Service Activities other than Low/Moderate Income Housing Benefit | 85,795
Persons Assisted
Public Service Activities for Low/Moderate Income Housing Benefit | 330 Households
Assisted
5
Project Name Economic Development & Business Technical Assistance (CDBG)
Target Area Citywide LMI Benefit
Goals Supported Provision of Public Services and Other Needed Services
Needs Addressed Technical Assistance
Funding CDBG: $30,000
Description
Loans, technical assistance and training to low- and moderate-income owners of and
persons developing micro-enterprises within or planning to locate within the Lansing
city limits. Technical assistance to individuals and for-profit businesses including
workshops, technology assistance, and façade improvement loans/grants. Creation of
jobs to benefit low and moderate-income City of Lansing residents.
Technical assistance to individuals and for-profit businesses including workshops,
technology assistance, façade improvement loans/grants, market analysis, business
promotion, referrals for the attraction of new business and expansion of existing
business within CDBG-eligible areas of Lansing.
Planned Activities 18B Economic Development: Technical Assistance; 18C Micro-Enterprise Assistance
Goal Outcome Indicator Other (Economic Development) | 22 Other
6
Project Name Planning & Administration (CDBG)
Target Area Citywide LMI Benefit
Goals Supported Program Administration
Needs Addressed Program Administration [Indirect Need]
Funding CDBG: $406,317
Description City of Lansing CDBG Administration (2024)
Planned Activities 21A General Program Administration
Goal Outcome Indicator Other | 0 Other
2025 Annual Action Plan
7
Project Name Down Payment Assistance (HOME)
Target Area Citywide LMI Benefit
Goals Supported Affordable Housing
Needs Addressed General Housing Assistance/Accessibility, Fair Housing Choice and Equitable Access
for Protected Classes
Funding HOME: $100,000
Description
Funds provided to homebuyers for down payment and closing costs for purchase of a
single-family home located within the Lansing city limits. Up to $10,000 will be
available as a 0% interest second mortgage for homebuyers with income at or below
80% of median income. May include staff time and/or homeownership counseling
fees associated with this activity.
Planned Activities 05R Down Payment Assistance
Goal Outcome Indicator Direct Financial Assistance to Homebuyers | 6 Households Assisted
8
Project Name Homeowner Housing Construction & Homebuyer Repairs (HOME)
Target Area Citywide LMI Benefit
Goals Supported Affordable Housing
Needs Addressed Increase Supply of Affordable Housing
Funding HOME: $397,543
Description
Includes funds for loans and grants for housing construction and rehabilitation with
non-profit and for-profit developers, including CHDOs.
HOME funds allocated for housing developed in partnership with the city, including
Supportive Housing Program (SHP) and Acquisition, Development and Resale (ADR)
activities. Projects may include new construction and rehabilitation activities with
non-profit and for-profit developers, including CHDOs. Funds may be used for staff
time associated with these activities.
Planned Activities 12 I Construction of Housing
Goal Outcome Indicator Homeowner Housing Added | 4 Household/Housing Units
9
Project Name CHDO Set Aside (HOME)
Target Area Citywide LMI Benefit
Goals Supported Affordable Housing
Needs Addressed Increase Supply of Affordable Housing
Funding HOME: $101,258
Description Reserved for housing developed, sponsored or owned by CHDOs in partnership with
the city.
Planned Activities 21 I CDBG Funding of HOME CHDO Operating Expenses
Goal Outcome Indicator Homeowner Housing Added | 1 Household/Housing Units
10
Project Name CHDO Operating (HOME)
Target Area Citywide LMI Benefit
Goals Supported Affordable Housing
2025 Annual Action Plan
Needs Addressed Increase Supply of Affordable Housing
Funding HOME: $33,753
Description Funds reserved at option of the city to provide operating funds to CHDO’ utilizing the
city’s HOME funds to produce affordable housing in the community.
Planned Activities 21 I CDBG Funding of HOME CHDO Operating Expenses
Goal Outcome Indicator Other | 0 Other
11
Project Name Planning & Administration (HOME)
Target Area Citywide LMI Benefit
Goals Supported Program Administration
Needs Addressed Program Administration [Indirect Need]
Funding HOME: $67,506
Description City of Lansing HOME Administration (2024)
Planned Activities 21A General Program Administration
Goal Outcome Indicator Other | 0 Other
12
Project Name Homelessness Prevention, Street Outreach, HMIS, and Shelter Operations (ESG)
Target Area Citywide LMI Benefit
Goals Supported Homelessness
Needs Addressed Homeless Prevention Assistance, Shelter Facilities & Operations, Transitional Housing
Funding ESG: $169,246
Description
Street outreach activities, homelessness prevention activities, funding for the HMIS
and comparable database costs, and funds for shelter providers to cover cost of
maintenance, operations, insurance, utilities, and furnishings in shelter facilities.
Planned Activities Homelessness Prevention Activities
Goal Outcome Indicator Homeless Person Overnight Shelter | 700 Persons Assisted
Homelessness Prevention | 300 Persons Assisted
13
Project Name Planning & Administration (ESG)
Target Area Citywide LMI Benefit
Goals Supported Program Administration
Needs Addressed Program Administration [Indirect Need]
Funding ESG: $12,738
Description City of Lansing ESG Administration (2024)
Planned Activities 21A General Program Administration
Goal Outcome Indicator Other | 0 Other
Table 9 – Project Summary Information
2025 Annual Action Plan
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
For the 2025 Annual Action Plan, City of Lansing will direct assistance to low- and moderate-income
areas throughout the city. Assistance will also be made available citywide to persons meeting the CDBG
eligibility requirements for low- and moderate-income benefit.
TABLE 10: GEOGRAPHIC DISTRIBUTION
Target Area Percentage of Funds
Citywide LMI Benefit 100%
Table 10 – Geographic Distribution
RATIONALE FOR THE PRIORITIES FOR ALLOCATING INVESTMENTS GEOGRAPHICALLY
The City of Lansing reviews statistical information on annual basis for all city neighborhoods that have
been determined to have at least 51% of its population with low and moderate incomes (80% of the
Area Median Income).
DISCUSSION
Lansing has identified 13 projects to implement the five goals of the Strategic Plan during the third year
of the 2022 - 2026 Consolidated Plan. These projects benefit low- and moderate-income persons
citywide.
2025 Annual Action Plan
AP-55 Affordable Housing
INTRODUCTION
As stated previously, the city of Lansing places a high priority on providing homeownership
opportunities, as well as ensuring there is affordable, safe, and decent housing stock within the city. This
goal shall be addressed primarily through the preservation and maintenance of existing housing by
funding rehabilitation projects for homeowners and rental units. Additionally, affordable housing will be
achieved, in part, by local organizations/developers that construct new, modestly priced, affordable
houses, or repair existing houses for resale to lower-income, first-time homebuyers. In addition, the
jurisdiction shall seek creative ways in which we can provide affordable housing opportunities and a
means for obtaining such for broader populations. In the past, the City of Lansing has achieved this goal
through investing and supporting the development of Permanent Supportive Housing units for Walter
French and Hillsdale Place developments. Some of these units are specifically reserved for homeless
populations.
The Annual Action Plan must specify goals for the number of homeless, non-homeless, and special needs
households to be supported within the program year. These numbers are shown in Table 11 and are
inclusive of the affordable housing activities shown in Table 7, in addition to other planned housing
activities identified in Table 9. Table 12 indicates the number of households to be supported through
specific activities, including rental assistance, production of new units, rehabilitation of existing units, or
acquisition of existing units. For the purposes of this section, the term “affordable housing” is defined in
the HOME regulations at 24 CFR 92.252 for rental housing and 24 CFR 92.254 for homeownership. This
section replaces the former HUD Table 3B.
TABLE 11: ONE YEAR GOALS FOR AFFORDABLE HOUSING BY SUPPORT REQUIREMENT
One Year Goals for the Number of Households to be Supported
Homeless 0
Non-Homeless 59
Special Needs 0
Total 59
Table 11 – One Year Goals for Affordable Housing by Support Requirement
2025 Annual Action Plan
TABLE 12: ONE YEAR GOALS FOR AFFORDABLE HOUSING BY SUPPORT TYPE
One Year Goals for the Number of Households Supported Through:
Rental Assistance 0
The Production of New Units 4
Rehab of Existing Units 49
Acquisition of Existing Units 0
Total 53
Table 12 – One Year Goals for Affordable Housing by Support Type
DISCUSSION
The city will rely on various partners throughout the jurisdiction, and county in assisting its residents in
obtaining affordable housing. It also relies on the following city-run programs: Homebuyer housing
repairs/down payment assistance; owner-occupied rehabilitation emergency repair loans; and rental-
unit rehabilitation. The city intends to assist 21 households through the homeowner rehabilitation
program, 28 households through rental rehabilitation program, 6 households through down payment
assistance, and 3 units through new unit construction.
AP-60 Public Housing
INTRODUCTION
The Lansing Housing Commission (LHC) is the housing authority for the City of Lansing. This section of
the Annual Action Plan describes what actions the City of Lansing will take in the 2025/2026 program
year to carry out the public housing portion of the Strategic Plan. Below, the city has identified the
manner in which the 2025/2026 Annual Action Plan will address the needs of public housing during the
program year.
ACTIONS PLANNED DURING THE NEXT YEAR TO ADDRESS THE NEEDS TO PUBLIC HOUSING
The LHC has been charged with the responsibility of the administration of housing programs for low-
income persons. The operations of the LHC are funded through annual appropriations provided by the
U.S. Department of Housing and Urban Development (HUD).
LHC lists the following as goals pertaining to both addressing the needs of public housing and improving
the quality of affordable housing in their Annual Public Housing Plan. The jurisdiction shall make a strong
2025 Annual Action Plan
effort to work collaboratively with the local housing authority were feasible on these goals, and others
throughout the coming years.
• Continue to convert Public Housing units through HUD sponsored Rental Assistance
Demonstration (RAD) to move the properties to the more stable Section 8 funding platform.
• Continue to renovate affordable housing units by using creative funding mechanisms.
• Partner with local developers to build and fill more affordable units in the area.
• Develop new units of affordable housing in the area using the Michigan State Housing
Development Authority (MSHDA) Low Income Tax Credits program.
• Continue and expand the HCV and project-based voucher programs and other specialized
voucher programs administered by HUD and MSHDA.
The LHC has been committed to advocating for and providing affordable housing for eligible individuals
and families, and continues to work closely with HUD, City of Lansing, and area agencies and
organizations to address the needs for public housing.
ACTIONS TO ENCOURAGE PUBLIC HOUSING RESIDENTS TO BECOME MORE INVOLVED IN
MANAGEMENT AND PARTICIPATE IN HOMEOWNERSHIP
The LHC makes a concerted effort to address the needs of the residents in their affordable housing
properties. Several public meetings with residents have been held in the last 12 months to address
concerns and gain feedback from residents. LHC board meeting are public meetings and subject to the
open meeting act. Collaborative efforts among residents and managers will continue to assure the
resident programming meets the needs of our tenants. A quarterly newsletter is produced and
distributed to all residents. Property managers will encourage residents to become more involved in
management and will continue to encourage residents to participate in active programming such as
outreach coordination, help with obtaining a GED, literacy improvement services for children and adults,
homeownership opportunities for residents as well as other education and sports programs.
IF THE PHA IS DESIGNATED AS TROUBLED, DESCRIBE THE MANNER IN WHICH FINANCIAL
ASSISTANCE WILL BE PROVIDED OR OTHER ASSISTANCE
The local PHA, Lansing Housing Commission, is not designated as troubled.
2025 Annual Action Plan
DISCUSSION
Affordable housing needs are met by multiple stakeholders within City of Lansing. The LHC is responsible
for the administration of public housing in the City of Lansing and Ingham County and continues to work
closely with HUD, City of Lansing, and area agencies and organizations to address mutual affordable
housing goals.
AP-65 Homeless and Other Special Needs Activities
INTRODUCTION
This section of the Annual Action Plan describes City of Lansing’s one-year goals, and the specific actions
steps it will undertake in the program year to carry out the homeless strategy identified in the Strategic
Plan. Additionally, this section addresses any activities related to the supportive housing needs of non-
homeless populations.
The City of Lansing Economic Department and Planning and Human Relations and Community Services
(HRCS) Departments work closely together in addressing the needs of the homeless population in this
community. EDP and HRCS works with the CoC, Capital Region Housing Collaborative (CRHC)
to administer the ESG dollars in the community.
The following figures are inclusive of all program types serving people who are experiencing literal
homelessness except for street outreach and DV shelters, according to the CoC’s latest Longitudinal
Systems Analysis, which reflects people served in the Ingham County homeless system during Oct. 1,
2022 – Sep. 30, 2023,
Total households: 1,602
Total people: 2,288
Adults: 1,695
Children (minors): 593
Veterans: 128
Chronically Homeless: 175
Avg. Days Homeless: 112 (based on dates of stay in programs)
2025 Annual Action Plan
DESCRIBE THE JURISDICTIONS ONE-YEAR GOALS AND ACTIONS FOR REDUCING AND ENDING
HOMELESSNESS
A key component of the city’s homeless strategy is to support critical housing and service activities
within the Continuum of Care for the homeless. The City of Lansing participates with the Lansing, East
Lansing, Ingham County Continuum of Care, a network-wide consortium of homeless and housing and
service providers, city and county governments, agency representatives and the former homeless. The
Committee’s goal is to establish a cooperative effort leading to the development of a continuum of
housing and services for the homeless and to create supports to prevent at-risk populations from
becoming homeless:
1. The City of Lansing HRCS Department recently issued an RFP to conduct a study of homelessness
in the local community to gain a full understanding of the extent of homelessness, and the need
for homeless services, including a gaps analysis.
2. The MI-508 CoC was recently awarded a Youth Homelessness Demonstration Project grant
which began with creating a coordinated community plan to prevent and end homelessness for
youth and young adults, identifying gaps and needs in youth housing and homeless services. An
RFP process is now underway to provide funding for the identified projects to fill these gaps. A
youth subcommittee was also formed to monitor and evaluate youth housing projects ongoing.
3. Several CoC board members are participating in the State Development Authority (MSHDA)
sponsored regional community planning process of establishing a regional plan to prevent and
end homelessness. Working committees are established and meeting ongoing. The CoC will
incorporate this process with the local Homeless study to ensure all gaps in service are
considered and any funding to our County will be targeted to the greatest needs.
REACHING OUT TO HOMELESS PERSONS (ESPECIALLY UNSHELTERED PERSONS) AND
ASSESSING THEIR INDIVIDUAL NEEDS
A key component of the city’s homeless strategy is to support critical housing and service activities
within the Continuum of Care for the homeless. The City of Lansing participates with the Lansing, East
Lansing, Ingham County Continuum of Care, a network-wide Collaborative of homeless and housing and
service providers, city and county governments, agency representatives and the formerly homeless. The
Collaborative’s goal is to establish a cooperative effort leading to the development of a continuum of
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housing and services for people who are unsheltered and to create supports to prevent at-risk
populations from becoming homeless.
The CoC has committed to conducting the sheltered and unsheltered Point-in-Time (PIT) count annually.
Each year the number of locations visited increases and the outreach efforts will further the
effectiveness of the PIT by building a greater awareness of locations where people stay and developing a
rapport. Increased street outreach is taking place for adults and families, funded by local grants.
Specific Initiatives include:
1. Street outreach (PATH and CFC), housing hotlines (Advent House and CFC), and the
HARA.
2. A new community-wide assessment tool was implemented this year along with a
redesign of our Coordinated Entry system. This provides a uniform assessment tool to
identify the needs of homeless persons and prioritize households for housing vouchers
and other housing programs as well as connect households to mainstream community
resources to meet their basic needs, as well as other physical, social, and emotional
needs of each member of the household, thus increasing housing stability overall.
3. Focus groups with persons with lived experience/expertise in homelessness were
utilized to provide feedback to improve the Coordinated Access and Entry processes.
Youth and young adults focus groups are ongoing through an active Youth Action
Council made up of youth and young adults with lived experience/expertise.
ADDRESSING THE EMERGENCY SHELTER AND TRANSITIONAL HOUSING NEEDS OF HOMELESS
PERSONS
According to the 2023 Housing Inventory Count Report, as reported by the Lansing, East Lansing/Ingham
County Continuum of Care, the community has 1,260 emergency shelter, safe haven, and transitional
housing beds and when family shelters are at capacity there are hotel vouchers that can be used to keep
families sheltered. There are specific shelters for families, youth, and people with mental health
conditions. These shelters will continue to address the immediate shelter needs of the homeless in the
community. The coordinated assessment staff meets with people in shelters to develop housing plans
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and provide referrals to appropriate resources.
Transitional housing has been scaled down over the years and is almost exclusively targeted to specific
sub-populations including veterans, youth, people in recovery from substance use disorders, and older
victims and survivors of domestic violence/abuse. Shelter options for two-parent families and families
with teenage is a gap in the community.
In general, the needs can be summarized as follows:
1. Shelter – youth, families, those with mental health issues, seniors, DV have specific
needs that may prevent their use of the general congregate shelters; so this includes the
need for non-congregate shelters currently unavailable except through hoteling in our
community.
2. Transitional Housing – is a large gap in our community.
3. Basic needs – food, clothing, health care, mental health care
4. Substance use and other supportive services – especially for chronically homeless
persons that help them deal with crises and avoid evictions.
5. SOAR resources to assist people in applying for SSI/SSDI
6. Disability services – the full range of services to address undiagnosed or unidentified
needs that lead to people’s homelessness.
7. Income maintenance programs – financial assistance and supports to help increase
income, apply for mainstream benefits, child care, TANF, WIC, employment supports
and assistance, access to education to achieve a living wage.
8. Affordable Housing – rental and home ownership programs, down payment programs.
Safe, stable/permanent, and affordable housing based on the individual needs of the
household. A stock of affordable housing units or additional and longer-term rental
assistance.
9. Financial literacy- knowledge of how to improve credit, budgeting and money
management, access to programs that assist with down payments and support home
ownership, building banking history.
10. Reducing physical and emotional barriers to stable housing- access to physical and
mental health care without judgement or stigma.
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11. Building positive and healthy support systems that reduce future housing crises and
dependency on systems of care.
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
Homeless households usually enter the system through 211, the HARA (coordinated entry) or a shelter
and undergo a shelter diversion screening. Once in shelter a needs assessment is done to determine the
level of need to help prioritize people for housing resources and referrals are made to other community
supports and mainstream resources, if necessary. This may include:
• Referral to DHHS SER or ES programs for rental assistance, security deposits, utility assistance,
furniture, etc.
• Referral to RRH ESG (HUD or MSHDA) or CoC RRH program - Coordinate benefits with DHHS to
provide short- or medium-term rental assistance.
• Referral to SSVF, FEMA, LSSCM for special programs, landlord mediation.
• Referral to PSH for Families Program if disability.
• Sign up on HCV waiting lists (MSHDA and LHC). HARA staff participates with shelters and key
providers in a weekly IDT meeting where high need families and individuals (those with the
longest history of homelessness and greatest needs) are identified and prioritized for the most
intensive resources and services based on their individual needs.
This collaboration allows case managers to work in a more coordinated way on specific cases. Efforts to
shorten the length of time that people experience homelessness include a shelter diversion strategy to
help people calling and presenting at shelters to identify alternative arrangements before they enter a
shelter. For people in shelters, the HARA staff are available on-site to meet with clients to develop
housing plans, provide resources on affordable housing and inform people of available mainstream
benefits or housing assistance. People are added to housing voucher lists upon initial screening and the
list has been shortened significantly with new practices implemented this year. This process has led to a
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significant reduction in the wait time for names to be pulled from the list and should have a direct
impact on length of time homeless.
Housing for veterans is being addressed by the VOA By Name list Committee working with veteran
service organizations who have HUD-VASH vouchers. A by name list of homeless veterans and service
providers connects veterans to all available resources to help end their homelessness.
Rapid re-housing providers work with their clients throughout the term of the program enrollment on
budgeting, increasing income, establishing savings accounts, and accessing and utilizing mainstream
resources and other support networks to ensure that housing can be maintained after the financial
assistance has ended. The HARA manages most of the Rapid Rehousing funds and Prevention financial
assistance for the local area.
There are specific shelters for families, youth, and people with mental health conditions. These shelters
will continue to address the immediate shelter needs of the homeless in the community. Shelter staff
meets with people to develop housing plans and provide referrals to appropriate resources. Local funds
have been provided to address the lack of shelter capacity during the winter months for the most
vulnerable, through opening a Warming Center, temporary sheltering in hotels and intensive case
management to move people out to shelters or housing.
Transitional housing has been scaled down over the years and is almost exclusively targeted to specific
sub-populations including veterans, youth, people in recovery from substance use disorders, and older
victims and survivors of domestic violence/abuse. Shelter options for two-parent families and families
with teenagers is a gap in the community.
Emergency shelters are frequently at capacity, with overflow going to the Outreach and the Warming
Centers which was recently developed to provide a safe and low-barrier space for unsheltered homeless
to come in out of the elements and receive basic care needs. The two largest shelters have plans to
renovate spaces to increase the number of shelter beds. Shelter for families is also limited and the City is
conducting focus groups to create a plan to best address this critical need. Hoteling families unable to
secure shelter is how the community is currently managing. A recent RFP issued from the City of Lansing
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HRCS Dept is looking to use State and Local funding to open a Temporary Emergency Shelter until the
larger shelters finish their renovations to accommodate more people.
Shelter diversion is being practiced more frequently as shelter beds are limited. Two CoC agencies are
collaborating on a shelter diversion pilot project and utilizing flexible financial assistance to help
households remain doubled up. Ongoing case management is provided to move the family directly from
couch surfing/doubled-up situations to permanent housing without having to enter the already
overburdened emergency shelter system.
Another of the city’s strategies for reducing homelessness is to support non-profit service providers that
offer self-sufficiency training, medical care, mental health counseling, case management, and other
activities to prevent homelessness.
The non-homeless special needs populations include the elderly, mentally ill, developmentally disabled,
physically disabled, substance abusers, and persons with AIDS or related diseases. During the upcoming
year, the city and other non-profits will provide various types of assistance, primarily through supportive
services, to persons with special needs in the community.
Furthermore, the city will continue to work with homeless service providers and the Continuum of Care
to implement a cohesive, community-wide discharge coordination policy that can be successfully
implemented to ensure that persons being discharged from publicly funded agencies and institutions do
not become homeless upon release.
Prevention is a priority of the plan. Previously funded efforts included the Eviction Diversion program,
Rapid Rehousing and Prevention Services, Eviction Prevention Program through CRHC, and State-funded
& CoC collaborations for rapid re-housing. Additionally, the City of Lansing HRCS Department food
programs assist “at-risk” households, allowing them to spend their limited funds on housing and other
necessities. New affordable housing developments are also being pursued. CoC agencies routinely refer
people to the Financial Empowerment Center for free assistance with budgeting, money management,
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and improve credit scores among other services.
ESG may fund utility assistance and legal services to prevent evictions and for landlord mediation for “at
risk” households. City funded programs provide basic needs services to help prevent homelessness for
low income, at-risk residents. The city’s ESG allocation and complementary CoC funding will continue to
provide the range of services for literally homeless individuals including linkages to permanent Housing.
There are many techniques that the City uses to support homeless populations and prevent future
homelessness:
1. Meeting them where they are at- in crisis, developmental stage, trauma-informed, strength-
based approaches.
a. Homeless households usually enter the system through 211, the HARA, a shelter or an
agency participating in the coordinated entry system and participates in a shelter
diversion screening.
2. Assessing the individual needs of the household and making referrals or advocating for services
to meet the needs that are preventing accessing or stabilizing in permanent housing.
a. A needs assessment is done to determine the level of need to help prioritize people for
housing resources and referrals are made to other community supports and mainstream
resources, if necessary. The Coordinated Entry system is meeting weekly to identify high
needs families and individuals (those with the longest history of homelessness and
greatest needs) and prioritizing them for the most intensive resources and services
based on their individual needs.
3. Creating individualized service plans that move households from homelessness to safe, stable,
and permanent housing. This includes addressing income, assisting the household in locating an
appropriate and affordable housing option, and providing aftercare services to support housing
stability whenever needed.
a. This collaboration allows case managers to work in a more coordinated way on specific
cases. Efforts to shorten the length of time that people experience homelessness
include a shelter diversion strategy to help people to identify alternative arrangements
before they enter a shelter. For people in shelters, staff meets with clients to develop
housing plans, provide resources on affordable housing and inform people of available
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mainstream benefits or housing assistance. People are added to housing voucher lists
upon initial screening.
4. New monthly landlord engagement meetings began this year. This includes landlord outreach,
addressing their concerns, educating landlords about housing vouchers and other housing
programs (RRH, PSH), building collaborative partnerships to prevent and end homelessness.
a. Some financial assistance is available to help households get started (security deposit
and/or utility assistance, rental assistance, other forms of financial assistance needed to
secure and/or maintain permanent housing) from a variety of funding sources.
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
Another of the city’s strategies for reducing homelessness is to support non-profit service providers that
offer self-sufficiency training, medical care, mental health counseling, case management, food banks,
and other activities to prevent homelessness. In the current year, the City is providing additional local
funds to enhance prevention and rapid rehousing efforts to keep people in housing.
The non-homeless special needs populations include the elderly, mentally ill, developmentally disabled,
physically disabled, substance users, and persons with AIDS or related diseases. During the upcoming
year, the city and other non-profits will provide various types of assistance, primarily through supportive
services, to persons with special needs in the community.
Prevention is a priority of the plan. Previously funded efforts included the Eviction Diversion program,
Rapid Rehousing and Prevention Services, Eviction Prevention Program through CRHC, and State-funded
& CoC collaborations for rapid re-housing. Additionally, the City of Lansing HRCS Department food
programs assist “at-risk” households, allowing them to spend their limited funds on housing and other
necessities. New affordable housing developments are also being pursued. CoC agencies routinely refer
people to the Financial Empowerment Center for free assistance with budgeting, money management,
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and improve credit scores among other services.
ESG may fund utility assistance and legal services to prevent evictions and for landlord mediation for “at
risk” households. City funded programs provide basic needs services to help prevent homelessness for
low income, at-risk residents. The city’s ESG allocation and complementary CoC funding will continue to
provide the range of services for literally homeless individuals including linkages to permanent housing.
DISCUSSION
The city plans to allocate 100% of their ESG grant allocation (besides a portion for administration costs)
toward activities to reduce homelessness. These funds are generally provided to a subrecipient to
administer programming related to homelessness. The city will continue to offer funding, assistance,
advice, and coordination with agencies that provide day facilities, case management, job skills training,
vocational tools and other homeless services as needed.
AP-75 Barriers to affordable housing
INTRODUCTION
This section of the Annual Action Plan summarizes actions City of Lansing will undertake during the
program year to reduce barriers to affordable housing and influence whether the cost of housing or the
incentives to develop, maintain, or improve affordable housing are affected by public policies,
particularly those of the local jurisdiction. Such policies include building codes, financing mechanisms,
zoning ordinances, and general approach to preserving the housing stock.
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
Lansing has several strategies that it utilizes to remove or ameliorate the negative effects of public
policies that are barriers to affordable housing. In general, Lansing will continue to work with non-profit
housing developers and providers to increase the amount of affordable housing. The city's building and
zoning codes do not, in general, constitute barriers to developing new affordable housing in Lansing. The
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City shall seek to update its zoning codes and land use plans as needed in the future.
DISCUSSION
The following is a summary of the city’s past and current strategies to reduce barriers to affordable
housing:
Building Codes – A revised building and mechanical code could better reflect the appropriate use of
land and existing structures, while still solving some of the problems of the old code; however, the
code still needs to focus on housing-related issues such as quality and safety. The city’s codes are
governed by the state of Michigan but hopes that over time a revised code will make affordable
development of decent housing units.
Housing Loss – The city may, in the future, choose to off-set barrier costs such as security deposits,
utility connection/reconnection fees, and high late rent fees with financial help and one-time
emergency assistance payment to encourage residents and property owners to rehabilitate existing
housing and increase affordable housing stock.
Lack of Quality Housing – The city utilizes a multi-faceted approach to address this barrier, including
the use of CDBG funds to rehabilitate existing homes, and eliminate blighted properties through
demolition. The city also uses CDBG funds to stimulate private developers and other public
resources to invest in inner-city communities and create mixed-income communities of choice. The
city has made a concerted effort to invest in non-profit organizations that operate a mobile tool
lending library, DIY courses, homeowner occupied rehab programs, and seek to purchase vacant
homes for repair.
Lead-Based Paint – The city has received multiple Lead Hazard Reduction grants from the Office of
Healthy Homes and Lead Hazard Control since 2007 to provide additional funding for LBP
remediation, targeting families with children under the age of six specifically for LBP remediation.
Age & Physical Condition of Housing Stock – The city utilizes a multi-faceted approach to address this
barrier, including rehabilitation assistance with the elderly, disabled and families with children
receiving priority funding, marketing of homeownership programs to public housing tenants to
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support housing choice, and counseling to homeowners to educate them on basic maintenance to
prevent further deterioration.
Financing – The city utilizes a multi-faceted approach to address this barrier, including financial-
counseling course funded by the city’s CDBG and administered through local service providers,
down-payment assistance, and loans for emergency repairs in owner-occupied housing.
2025 Annual Action Plan
AP-85 Other Actions
INTRODUCTION
This section of the Annual Action Plan describes City of Lansing’s planned actions to carry out the
following strategies outlined in the Strategic Plan:
• Foster and maintain affordable housing;
• Evaluate and reduce lead‐based paint hazards;
• Reduce the number of poverty‐level families;
• Develop institutional structure; and
• Enhance coordination.
In addition, the city has identified obstacles to meeting underserved needs and proposed actions to
overcome those obstacles.
The City of Lansing will continue its efforts to assure that fair housing principles are followed in the city.
The City of Lansing Department of Economic Development and Planning (DEDP) has
completed its Analysis of Impediments (AI) to Fair Housing Choice and will continue to implement the
recommended actions to address impediments to fair housing. The City of Lansing's DEDP, Human
Relations and Community Services (HRCS) Department and Lansing Housing Commission work
collaboratively to address fair housing issues which includes working with community organizations to
educate citizens about fair housing issues and pursue enforcement in cases of housing discrimination;
work to eliminate predatory lending practices that disproportionately affect protected groups and
respond to inquiries/complaints relative to fair housing.
The City of Lansing has a strong faith-based community, particularly among the homeless service
providers. Most of the homeless shelters are grounded in organizations that are motivated by their
religious principles. Several of the emergency services in Lansing are supported or operated by faith-
based organizations. City staff involvement with the homeless population includes serving on several
boards to enhance coordination and address the needs of this community including the Continuum of
Care. This partnership includes assistance in funding rehabilitation and new construction of housing
units. The city continues to make a concerted effort to work with various agencies to prioritize programs
and services for those in the greatest need, including a range of anti-poverty programs, such as
2025 Annual Action Plan
contracts with neighborhood organizations that provide a wide range of services to low-income persons
to supplement their incomes. One of these programs provides one-time payments for rental arrears or
utility assistance for those who do not qualify for any other programs, who would otherwise lose their
housing.
ACTIONS PLANNED TO ADDRESS OBSTACLES TO MEETING UNDERSERVED NEEDS
Consistent with the Five‐Year Consolidated Plan’s Strategic Plan, Lansing will pursue the goal of
promoting access to public services for special needs populations generally assumed to be low‐ and
moderate‐income, including, but not limited to, programs addressing youth and children, seniors/elderly
and frail elderly, veterans, and persons with mental, physical, or developmental disabilities, alcohol or
drug addiction, HIV/AIDS or other special needs.
The city, through the Consolidated Plan, shall seek to target federal funds, and other available resources,
to residents that have traditionally not been served, or are underserved by previous programs. A strong
emphasis will be placed on programmatic restructure that is not only compliant with changing rules and
regulations, but make sense for today's economic climate, and ever-changing community structure.
The City of Lansing will continue to utilize all resources including leveraging funds and seeking additional
funding to meet the needs of the underserved. The most vulnerable and underserved population
includes those who are homeless or at risk of becoming homeless. More specifically, as identified
through its collaborative efforts with the Continuum of Care (CoC), the City of Lansing’s planned action
steps to meeting the underserved needs includes partnering with several organizations, and creating a
comprehensive, visionary, realistic CoC Strategic Plan to help the homeless/underserved. The CoC
Strategic Plan calls for ongoing needs assessment efforts and identification of services gaps related to at
risk and homeless persons. These efforts take place continuously but specifically in mid-winter beginning
with a Community Forum of local human services agencies, hosted by the City of Lansing Human
Relations and Community Services department. A review of local data and progress on housing
performance measures also takes place at different points of the year. HMIS data is used to measure
progress and identify changing trends and patterns in the utilization of housing assistance programs and
services.
2025 Annual Action Plan
ACTIONS PLANNED TO FOSTER AND MAINTAIN AFFORDABLE HOUSING
As stated in the Five-Year Consolidated Plan Strategic Plan the city places a high priority on providing
homeownership opportunities, as well as safe and decent rental housing in Lansing. This goal is
addressed, in part, by local non-profit organizations that construct new, modestly priced, affordable
houses, or repair existing houses for resale to lower-income, first-time homebuyers. Many of these non-
profit organizations also provide down payment assistance to facilitate the purchase of the homes. The
city places a high priority on both methods of expanding home ownership for lower-income households.
The city's housing development plans should correlate with changing market conditions in the City of
Lansing and the surrounding area. To ensure that the low- and moderate-income citizens of the
community have access to affordable housing, the city will coordinate with local and regional financial
organizations, as well as with our local, State, and Federal non-profit partners, to explore their financial
participation.
In efforts to foster and maintain affordable housing, CDBG and HOME funds identified in the Annual
Action Plan to provide for the rehabilitation of 21 owner occupied homes, 28 renter occupied homes,
and down payment assistance will be provided to 6 housing units. In addition, the City of Lansing will
continue to work with developers including CHDOs to expand the number of housing units for low to
moderate income households by development of 3 new housing units. We will also continue to support
the development of affordable rental units utilizing Low Income Housing Tax Credits by assisting with
Payment in Lieu Of Taxes (PILOTS) and will continue to evaluate funding for projects that expand access
to affordable housing..
ACTIONS PLANNED TO REDUCE LEAD-BASED PAINT HAZARDS
Housing units that receive more than $5,000 in non-emergency housing rehabilitation assistance
through the Development Office have all identified lead-based paint hazards remediated. Additionally,
the Development Office partners with the Michigan Department of Health and Human Services
(MDHHS) Help for Lead Safe Homes program to provide CDBG funds where lead-based paint
remediation costs for qualified and enrolled owner-occupied homes in Lansing exceed the amount of
their grant program. The Development Office works with the Ingham County Health Department to
ensure that owner-occupied and rental housing units where children with elevated blood lead levels
(EBL’s) are notified about options through the Lead Safe Lansing Program and Housing Rehabilitation
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program. The Development Office operates the Lead Safe Lansing Program, a HUD Lead Hazard Control
grant to assist with remediation of lead-based paint hazards in owner-occupied housing where children
under age 6 reside, and in rental properties, and will continue to apply for this source of funding as it is
made available. Housing that receives remediation through the Development Office is listed on the State
of Michigan’s Lead Safe Housing Registry.
ACTIONS PLANNED TO REDUCE THE NUMBER OF POVERTY-LEVEL FAMILIES
According to the 2018-2022 American Community Survey (ACS) 5-year estimates, 19.98% of people
living in the City of Lansing are below poverty level. The City of Lansing does not possess the capacity or
manpower to directly improve the poverty status of its residents. However, the city supports County and
State efforts to move low-income persons to economic self-sufficiency or to a maximum level of
economic independence. The strategy aims to help families that are currently dependent on public
assistance achieve economic self-sufficiency. In instances where this may not be possible because of
personal limitations, the goal is to enable them to achieve the maximum level of independence for
which they are capable. The City of Lansing continues to be actively involved on a local and regional
scale in promoting growth and expansion of job opportunities.
ACTIONS PLANNED TO DEVELOP INSTITUTIONAL STRUCTURE
The City of Lansing has a strong Institutional Delivery System to carry out the city’s affordable housing
strategy, homeless strategy, as well as other goals. A wide range of services are available in the
community, including homelessness prevention services, street outreach, emergency shelter and
transitional housing, and mental health services. These programs are provided by nonprofit
organizations and Continuum of Care (CoC) member agencies.
The city has identified various entities from the public, nonprofit and private sectors that will be
institutionally involved in the implementation of the Consolidated Plan and this Annual Action Plan. To
improve the housing and community development delivery system in Lansing, better coordination
between the public, nonprofit and private agencies will be required. The programs and services that
exist and that are available to residents in Lansing are extensive and varied.
2025 Annual Action Plan
The collaboration between local, county, and state agencies is important in successfully carrying out the
goals and objectives identified in the Consolidated Plan in addressing the housing and community
development needs in the city.
ACTIONS PLANNED TO ENHANCE COORDINATION BETWEEN PUBLIC AND PRIVATE HOUSING
AND SOCIAL SERVICE AGENCIES
The City of Lansing will continue to coordinate with formal and informal efforts to coordinate
activities between or among many participants including the city, state and federal units of government,
the Lansing Housing Commission (LH), public agencies, or private sector agencies such as lending
institutions, health care providers, non-profit housing corporations, social service agencies,
neighborhood organizations, and more. This coordination will develop an effective institutional
structure and enhance inter-agency coordination. Although funding for public housing authorities may
be reduced, it is anticipated that LHC will still be awarded a significant amount of Federal funds to
provide housing-related activities, such as rental assistance, rehabilitation, and new construction, for
low-income persons in Lansing. As previously identified, the Lansing Housing Commission is the
Collaborative Applicant for the Continuum of Care.
The local nonprofit organizations in Lansing provide various affordable housing and supportive
services. These organizations typically have a specific target population that they serve, and accordingly
possess a level of knowledge and expertise that is invaluable. The continuation and expansion of such
services by aggressively seeking additional funding will be encouraged over the next year. In addition,
better coordination between these agencies and with the public and private sector organizations will
continue to be a high priority. The City of Lansing Development Office also acts at the Fiduciary for
Michigan State Housing Development Authority (MSHDA) ESF, MSHDA Diversion Program, and ESG
funding for the local Continuum of Care. City of Lansing Development staff play a critical role in staffing
the CoC in this effort. The City of Lansing pays an annual membership fee to the CHRC (the Continuum of
Care), which is an incorporated 501c3 organization. The city works to support the only CHDO, Capital
Area Housing Partnership (CAHP). CAHP is also the only HUD certified Local Housing Counseling Agency
for Ingham County. The City of Lansing houses an Office of Financial Empowerment, Eviction Diversion
Coordinator, and Housing Ombudsman. Through various formats, Lansing coordinates with those folks
to address barriers.
2025 Annual Action Plan
DISCUSSION
The city’s actions planned to address obstacles to meeting underserved needs include activities in
support of special needs assistance for victims of domestic violence, at-risk families and youth, the
disabled, elderly, those with mental health issues. Additionally, the city’s actions to foster and maintain
affordable housing include continued funding of programs and agencies that further the affordable
housing goals of the city.
Lead-based paint hazards will continue to be evaluated, environmental testing conducted, and
educational materials made available to families at-risk of exposure. Institutional structure will continue
to be developed through continued coordination with Ingham County, the Capital Region Housing
Collaborative, the Lansing Housing Commission, and other State and local agencies. The City of Lansing
will continue to foster inter-agency coordination with the public service agencies in the community.
AP-90 Program Specific Requirements
INTRODUCTION
This section addresses the program-specific requirements for the Annual Action Plan. Projects planned
with all CDBG, HOME, and ESG funds expected to be available during the year are identified in Table 9.
COMMUNITY DEVELOPMENT BLOCK GRANT PROGRAM (CDBG) REFERENCE 24 CFR 91.220.
(I)(1)
Table 13 identifies any CDBG program income that is available for use that is included in projects to be
carried out.
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TABLE 13: AVAILABLE PROGRAM INCOME
Available Program Income Amount
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 $100,000
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
$0
3. The amount of surplus funds from urban renewal settlements $0
4. The amount of any grant funds returned to the line of credit for which the
planned use has not been included in a prior statement or plan. $0
5. The amount of income from float-funded activities $0
Total Program Income $100,000
Table 13 – Available Program Income
TABLE 14: OTHER CDBG REQUIREMENTS
Available Program Income Amount
1. The amount of urgent need activities 0
2. The estimated percentage of CDBG funds that will be used for activities that benefit
persons of low- and moderate-income (for year 2025).
Overall Benefit ‐ A consecutive period of one, two or three years may be used to determine
that a minimum overall benefit of 70% of CDBG funds is used to benefit persons of low- and
moderate-income. Specify the years covered that include this Annual Action Plan.
99%
Table 14 – Other CDBG Requirements
HOME INVESTMENT PARTNERSHIP PROGRAM (HOME) REFERENCE 24 CFR 91.220(I)(2)
DESCRIPTION OF OTHER FORMS OF INVESTMENT BEING USED BEYOND THOSE IDENTIFIED IN
SECTION 92.205 IS AS FOLLOWS
The City of Lansing does not use float funds. If any program income is realized, it is re-budgeted
annually.
DESCRIPTION OF THE GUIDELINES THAT WILL BE USED FOR RESALE OR RECAPTURE OF HOME
FUNDS WHEN USED FOR HOMEBUYER ACTIVITIES AS REQUIRED IN 92.254 IS AS FOLLOWS
The City of Lansing utilizes the annual income definition found at 24 CFR Part 5 for determining eligibility
2025 Annual Action Plan
of participants in HOME funded housing programs. The city has in place clear procedure to ensure that
these definitions are implemented consistently and accurately. If the assisted homebuyer sells the home
during the applicable period of affordability, the city shall recover HOME funds from the net proceeds of
sale, as specified in the HOME regulations 92.254(a)(5)(ii). The City also adopts resale to secure the
affordability period when rental units are developed utilizing CDBG and HOME funds. The city’s HOME
Manual is attached.
DESCRIPTION OF THE GUIDELINES FOR RESALE OR RECAPTURE THAT ENSURES THE
AFFORDABILITY OF AUNITS ACQUIRED WITH HOME FUNDS? SEE 24 CFR 92.254(a)(4) ARE AS
FOLLOWS
The city requires resale and recapture requirements that conform with 24 CFR Part 92.254(a). A
restrictive covenant on the property to recapture the entire amount of HOME Investment of the
property is sold prior to the end of the applicable affordability period is required, except that
development subsidies for costs in excess of fair market sales price are not subject to recapture and
should not be included in the recapture amount established in the restrictive covenant. Recapture funds
must be repaid to the City or used by the grantee to fund additional HOME eligible activities. Under
resale, a restrictive covenant is also used to enforce the affordability period. Additional information
regarding Resale and Recapture Provisions has been included as an attachment in the Home Manual.
PLANS FOR USING HOME FUNDS TO REFINANCE EXISTING DEBT SECURED BY MULTIFAMILY
HOUSING THAT IS REHABILITATED WITH HOME FUNDS ALONG WITH A DESCRIPTION OF THE
REFINANCING GUIDELINES REQUIRED THAT WILL BE USED UNDER 24 CFR 92.206(b) ARE AS
FOLLOWS
Not applicable.
EMERGENCY SOLUTIONS GRANT (ESG) REFERENCE 91.220(I)(4)
INCLUDE WRITTEN STANDARDS FOR PROVIDING ESG ASSISTANCE (MAY INCLUDE AS
ATTACHMENT)
See attachment – Capital Region Housing Collaborative (CRHC) Policies.
IF THE CONTINUUM OF CARE HAS ESTABLISHED CENTRALIZED OR COORDINATED
ASSESSMENT SYSTEM THAT MEETS HUD REQUIREMENTS, DESCRIBE THAT CENTRALIZED OR
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COORDINATED ASSESSMENT SYSTEM
The Coordinated Entry System has multiple entry points including shelters, state-DHHS office, DV
shelters, outreach projects, events, eviction diversion program, and other locations. Most points of
entry have become virtual as a result of social distancing and other measures to reduce the risk of
spreading COVID. Entry points work with the Coordinated Entry Agency (CEA) to provide confidential
and safe services especially for DV victims and youth. The CEA is located at the Holy Cross Services
campus. The Coordinated Entry tool is used to assess homeless households based on severity of needs
and urgency of housing crisis and targets the most appropriate response. Depending on urgency and
priority, the needs assessment is followed by a more comprehensive assessment to identify unique
housing barriers and needs. This assessment serves as the basis for creating a housing plan and a tool for
resource coordination and resolution of the housing crisis. Housing assessments are entered on HMIS to
facilitate sharing with CoC member agencies that use HMIS. Those experiencing chronic homelessness
and with the longest length of homelessness and highest services needs are prioritized for supportive
housing resources and wrap-around service coordination. A Housing Plan must be completed for all
individuals that receive a housing assessment. The Housing Plan provides focus, goals, outcomes and
collaboration of community resources and referrals to mainstream services that serves to guide a
household’s rehousing efforts. The CEA staff also assists in gathering needed documentation for
program eligibility, maintains the CH By-Name List, and refers priority households to PSH and RRH
programs.
The CoC is operating an interim Coordinated Entry process while we work with the Technical Assistance
provider Abt Associates to redesign our process. The interim process leverages available information in
HMIS to include as many households experiencing homelessness as possible in a By-Name-List and
focuses on those who are most likely to be easy for providers to find quickly so units are filled. Housing
providers utilize an HMIS report that ranks households by their length of time homeless, pulling those
with the longest time homeless for the next available housing openings. The lists will pull from all
households who are currently active in an emergency shelter or outreach program (except for
unaccompanied minor and domestic violence specific shelters), all households who have exited a shelter
or outreach program within 30 days prior, all households who have a recent VI-SPDAT assessment, and
those served through the HARA. This captures as many households as possible while ensuring that
clients have recently been engaged with a service provider and are likely to be easier to locate for a
2025 Annual Action Plan
housing placement. Each housing provider is responsible for filling their own vacancies using this
process.
This interim process will be in place until an updated permanent process can be developed and
approved by the CoC Board. There will be multiple opportunities for input into the design of the
community’s permanent Coordinated Entry prioritization and referral process.
IDENTIFY THE PROCESS FOR MAKING SUB-AWARDS AND DESCRIBE HOW THE ESG
ALLOCATION AVAILABLE TO PRIVATE NONPROFIT ORGANIZATIONS (INCLUDING COMMUNITY
AND FAITH-BASED ORGANIZATIONS)
The CRHC-CoC uses an open solicitation process for notifying potential applicants. The CoC issues a
request for proposal (RFP) to all CoC agencies to apply for ESG funds and applications are submitted and
reviewed by the CoC Finance Committee. The CoC Board, community partners, and fiduciary determine
sub-awards through this competitive application using an impartial, data-driven process. Decisions are
made based on HUD and CoC priorities, in an open process with all agencies and City Departments. The
ESG application and Ranking and Review tool are developed by the CoC Finance Committee and
reviewed and approved by the CoC Board and the fiduciary/Collaborative Applicant. The review includes
assessment of program goals, objectives, measurable outcomes, target populations to be served,
organizational capacity and other factors. Prior to the application process, the CoC assesses community
needs and gaps. ESG funding allocations are then divided into the five eligible components with larger
allocations designated for the components most needed in the community, with an eye to services
funded through other sources. ESG funding opportunities are advertised via email, websites, network
meetings, and city resources, to encourage new and existing applicants. The CoC Network encourages
new proposals from any interested and eligible agency including private non-profits, community and
faith-based organizations. All applicants are notified via e-mail of the funding decisions.
IF THE JURISDICTION IS UNABLE TO MEET THE HOMELESS PARTICIPATION REQUIREMENT IN
24 CFR 576.405(A), THE JURISDICTION MUST SPECIFY ITS PLAN FOR REACHING OUT TO AND
CONSULTING WITH HOMELESS OR FORMERLY HOMELESS INDIVIDUALS IN CONSIDERING
POLICIES AND FUNDING DECISIONS REGARDING FACILITIES AND SERVICES FUNDED UNDER
ESG.
2025 Annual Action Plan
The CoC Board currently has members who are formerly homeless, although more intensive efforts are
taking place to engage those with more recent lived experiences. In addition, the general CoC Network
membership always consists of homeless and/or formerly homeless participants who are instrumental
in the decision-making process of the CoC and bring their experience and input into all discussions. The
general meetings are held the third Thursday of the month, and there are focus groups held for specific
issues.
Specific efforts in the past year include:
1. Establishing a CoC budget to engage and support honorariums for formerly homeless persons to
participate in the CoC Board and four CoC committees.
2. Intensive efforts to engage participants for these committees.
3. The Network of agencies has been and will be instrumental in making decisions and policies on:
4. The HRCS Community Forum that takes place in mid-Winter each year to gather gaps/needs
information from a wide array of Community agencies who serve people who are homeless and
the at-risk, ALICE population.
5. A Youth Advisory Board of mostly homeless youth is established to advise the CoC Board. The
Board is considering inviting a member to join the CoC Board itself.
6. The CoC tracks the number of homeless or formerly homeless participants of the Network and
keeps them engaged in the activities as well as continues to involve them in the policies and
decision-making process.
7. Engaged a formerly homeless participant to serve on the Coordinated Entry Process Design
Committee.
DESCRIBE PERFORMANCE STANDARDS FOR EVALUATING ESG.
ESG program monitoring is conducted annually by the Recipient agency, the City of Lansing HRCS Dept.,
using the ESG Exhibit Tools that cover compliance with HUD regulations, HMIS usage, monthly desk
audits, client case reviews, outcomes, exits, client terminations, program barriers and shelter
inspections. Shelter inspections have been suspended during COVID, but alternative methods are being
explored for remote/virtual inspections. Monitoring results are shared with the agency, the CRHC Board
and the CoC Ranking/Applications review committees during their organizational capacity review. A
monitoring letter is sent to the agency with any findings, recommendations, or corrective actions.
2025 Annual Action Plan
Program expenditures are reviewed via monthly desk audits. Any issues identified during the monthly
desk audits are discussed with the agency, and if necessary, with the CoC Board. In the event of an 11%
or more deviation from expected spending patterns, a Variance Explanation is required by the agency to
address how the deviation will be resolved, with review by the Fiduciary, CoC Finance Committee, and
CoC Board. Ongoing monitoring of progress is required. In the event the CoC Board or Fiduciary is not
satisfied with the Explanation, a Corrective Action Plan (CAP) may be required.
In addition, the CoC reviews the performance of the ESG funded projects on a quarterly basis, using data
from HMIS (or a comparable database for DV and legal services providers). The CoC’s Continuous Quality
Improvement (CQI) Committee conducts quarterly reviews of the ESG funded project outcomes to
ensure that projects are meeting their performance standards and to identify opportunities for
improvement. Outcomes used to evaluate the ESG projects performance include:
• Engagement rate - % of exits to a known destination
• Percent of exits to permanent housing
• Percent of exits to “positive” housing (for shelters and programs serving sub-populations such as
recovery and youth programs)
• Percent of adults exiting with cash income
• Percent of adults employed at exit
• Percent adults that increased income during program enrollment
• Average length of stay (ES only)
• Average length of time to move into housing (RRH only)
• Returns to homelessness within 1 year of discharge (only agencies using HMIS)
• Recidivism to shelter – for ES: people returning to shelter following a shelter discharge
• For Prevention and RRH: people returning to homelessness within 12 months of program exit.
The baseline for comparison of the performance measures is set using historic project-level data,
performance benchmarks from national organizations including USICH and the National Alliance for
Ending Homelessness, and benchmarks from other similar project types in the CoC. High performing
agencies share their practices with other providers to spread effective practices to all CoC members.
Under-performance is viewed through a diagnostic lens to validate the results and to identify potential
causes. If under-performance is specific to a particular project, the provider is expected to explain the
2025 Annual Action Plan
reasons why and to provide a plan to improve going forward. Depending on the nature of the
explanation and the plan presented, Programs that are under-performing year after year are considered
for reallocation or de-funding, depending on the CoC Board’s and the fiduciary’s priorities and
assessment of capacity. Following the CQI committee’s approval of the accuracy and completeness of
the ESG quarterly report the information is sent to the CoC Board for their review and approval.
DISCUSSION
City of Lansing anticipates $100,000 in CDBG program income to be available during the year. As shown
in Table 14 the City has not identified funds for urgent need activities at this time; however, the
percentage of overall benefit to low- and moderate-income persons is expected to be over 99% as the
Blight Removal project does not meet a LMI National Objective. The City of Lansing has calculated the
percentage of overall benefit based on the program year (2025).