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HomeMy WebLinkAbout2011/10/25 Item 10CITY COU NCI L AGENDA STATEMENT ~` C(T'Y OF CHUTA VISTA OCTOBER 25, 2011, Item ITEM TITLE: PUBLIC HEARING TO PRESENT THE 2010/2011 CONSOLIDATED ANNUAL PERFORMANCE AND EVALUATION REPORT (CAPER) AND TO SOLICIT INPUT ON FUNDING PRIORITIES OF THE COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG), HOME INVESTMENT PARTNERSHIPS PROGRAM (HOME), AND EMERGENCY SHELTER GRANT (ESG) FOR THE 2012/2013 PROGRAM YEAR SUBMITTED BY: ASSISTANT CITY MANAGER% DEVELOPMENT SERVICES DIRECTOR REVIEWED BY: CITY MANAGER/, ~j~ 4/STHS VOTE: YES ~ NO ^X SUMMARY The purpose of the public hearing is to present the year-end (2010/2011) Consolidated Annual Performance and Evaluation Report (CAPER) for the City's HUD grant programs, which include Community Development Block Grant (CDBG), HOME Investment Partnerships (HOME) and Emergency Shelter Grant (ESG}, and to solicit public input on funding priorities for the upcoming grant year (2012/2013). ENVIRONMENTAL REVIEW The Environmental Review Coordinator has reviewed the proposed action for compliance with the National Environmental Protection Act (NEPA) due to the use of Federal funds and has determined that pursuant to Section 58.30 (b), Subpart D, Title 24 of the Code of Federal Regulations, further review and environmental determination as appropriate, will be required for each project as it is identified. Thus, no further NEPA environmental review or documentation is necessary at this time. RECOMMENDATION Council accept the year end report, conduct the Public Hearing to solicit input from the community. BOARDS/COMMISSIONRE~'OMMENDATI4N Not applicable. 10-1 OCTOBER 25, 2011, Item Page 2 of 4 DISCUSSION - The CDBG, HOME and ESG grants are used to benefit lower income persons by providing affordable housing opportunities and community development projects and programs. The City is awarded approximately $2,800,000 annually in combined grant funds. Performance Evaluation: HUD requires that the City report its annual performance with regard to CDBG, HOME, and ESG grants. The City reports its performance using the HUD Consolidated Annual Performance and Evaluation Report (CAPER), which was provided to HUD at the conclusion of the 2010/2011 fiscal year. The CAPER includes specific financial and performance information for the CDBG, HOME, and ESG grants. The CAPER also includes a narrative portion, which describes how the City carried out its housing and community development strategies, projects, and activities during the fiscal year. A copy of the narrative of the CAPER is included with this report as Attachment No. 1 and the remaining portions of CAPER are on file with the City Clerk due to its large size. A review of CAPER shows that the City: • Expended fund grants in a timely manner; • Funded only HUD eligible projects; • Provided detailed accomplishment data for all grant-funded projects; and, • Maintained its administration and public service expenditures within the mandated caps. At this time, we have not received the allocation amount for fiscal year 2012/2013, but the City estimates a ten to fifteen percent reduction in the combined grants. For fiscal year 2012/2013, the City's Section 108 debt service payment will be $735,000. This amount is deducted from the CDBG annual entitlement, leaving approximately $2,044,000 for projects, programs and administration. Annual Process: This public hearing represents the first public hearing for the current fiscal year, and is being held to review last year's performance, and to solicit input on low income housing and community development needs and funding priorities. The City is required to complete a 5 year strategic plan, called a Consolidated Plan, which identifies local priorities for the HUD funds. The existing Consolidated Plan, effective July 1, 2010, identifies funding priorities (Attachment No. 2) divided into two categories: Housing and Community Development as detailed below: • Housing: o Affordable Rental Housing for low and moderate income households o Maintenance and Preservation of existing housing stock o Homeownership Opportunities 10-2 OCTOBER 25, 2011, Item ~ ~:' Page 3 of 4 • Community Development Priorities: o Infrastructure Improvements in low and moderate income neighborhoods* o Community Enhancement . o Special Needs and Homeless Priorities including Public Services, ADA Improvements, and Transitional and Homeless Housing and Services o Economic Development job creation/job training activities * On September 27t", the City Council. directed staff to pursue additional funding sources for the Third Avenue Streetscape project because of litigation on redevelopment funding. In the past several years, the City has allocated approximately $375,000 each year toward capital improvement projects (street, sidewalk, or public facility type projects). If Public Works applies for $375,000 for Third Avenue in the next application cycle, there still remains a gap in that project. City staff has suggested that Public Works apply for two years at the same time. The City can allocate a portion of the FY14 CDBG funds in advance of the normal application cycle, this is called a "pre-award" cost. This means that the City Council is deciding what capital improvement project will be funded in advance of the routine application cycle. The City Council has identified this project as a priority and directed staff to prepare applications for FY13 and FY14 CDBG capital improvement funding for $375,000 in each fiscal year. The General Fund would, in essence, advance the funding to the project and then be reimbursed when the CDBG funds become available. While there is no guarantee that CDBG funds will be available in FY14, City staff believes the risk is minimal. Funding applications for the three grant programs (CDBG, HOME, and ESG) will be available to all interested organizations and City departments in late November, with applications due 45 days later. Staff will review all applications to determine eligibility during the month of January. Staff will then return to Council in February-March to present proposed allocations to projects. Public Services Category: The City receives several requests for public services each fiscal year that exceed the amount available to fund projects. Based on the 15 percent cap of the annual grant, -the City may allocate up to an estimated $270,000 for public service programs contingent upon funding levels from HUD. In 2008, Staff established additional rating criteria to assist in developing an annual funding plan that will best meet the needs of the community. The funding methodology consists of a three-tier approach, classifying each of the activities in the following three categories: • Tier I: Basic/Essential Needs (Food, Housing, Emergency Services) • Tier II: Special Needs (At-Risk Youth, Family Violence, Special Needs/Disabled) • Tier III: Other (Transportation Services, Case Management, Recreation (non disabled, non emergency services) Staff recommends using the same methodology described above for fiscal 2012/20fi3. 10-3 OCTOBER 25, 2011, Item ~ :+ Page 4 of 4 DECISION MAKER CONFLICT Staff has reviewed the decision contemplated by this action and has determined that it is not site specific and consequently the 500 foot rule found in California Code of Regulations section 18704.2(a)(1} is not applicable to this decision. CURRENT FISCAL IMPACT There is no current fiscal impact to the General Fund as the program is revenue offset by the grant funds. ONGOING FISCAL IMPACT There are no ongoing fiscal impacts as the program is revenue offset by the grant funds. ATTACHMENTS Attachment 1: CAPER Narrative Attachment 2: Consolidated Plan priorities Prepared by: Jose Dorado, Project Coordinator II, Development Services Department, Housing Division 10-4 ATTACHMENT 1 ~~~ ~~ CITY OF CHULA1JiSTA 2010/2011 Consolidated Annual Performance Evaluation Report (CAPER) on the Department of Housing and Urban Development Grant Programs CDBG, HoM E, and ESG September 29, 2011 Prepared by: ]ose Dorado, Project Coordinator II Angelica Davis, Project Coordinator II City Of Chula Vista Development Services Department Housing Division 276 Fourth Avenue, Chula Vista, CA 91910 10-5 TABLE OF CONTENTS Executive Summary .............................................................................. 1 General Questians ............................................................................... . 2 Performance Measurements .................................................................. . 2 Managing the Process .......................................................................... 19 Citizen Participation ............................................................................. 21 Institutional Structure .......................................................................... 22 Monitoring .......................................................................................... 23 Lead-based Paint ................................................................................. 27 Housing Needs .................................................................................... 28 Specific Housing Objectives .................................................................. 29 Public Housing Strategy ........................................................................ 29 Barriers to Affordable Housing ............................................................... 31 HOME/ American Dream Down Payment Initiative (ADDI) ......................... 33 Homeless Needs .................................................................................. 35 Specific Homeless Prevention Elements .................................................. 37 Emergency Shelter Grants (ESG) ........................................................... 38 Community Development ..................................................................... 44 Antipoverty Strategy ............................................................................ 50 Non-homeless Special Needs ................................................................ 50 Specific HOPWA Objectives ...................................................................50 Tables: Table I: Performance Measurement .........................................................................3 Appendices Appendix A -IDIS Reports • PR03 -CDBG Activity Summary for Grantee • PR06 -CDBG Summary of Consolidated Plan Projects for Report Year) • PR10 -CDBG Housing Activities • PR23 -CDBG Summary of Accomplishments PR25 -CDBG Financial Summary • PR22 -HOME Status of HOME Activities • PR25 -HOME Status of CHDO Funds • PR27 -HOME Summary of Grants • PR33 -HOME Matching Liability • PR12 -ESG Financial Summary • PR19 -ESG Program for Grantee Statistics Appendix B -HUD Forms: • Form HUD 40107 HOME Program Annual Performance Report • Form HUD 40107-A HOME Match Report Appendix C- HOME Performance Reports Appendix D- Section 3 Reports Appendix E -Public Notice/Proof of Publication Notice of Public Review Period 10-6 First Program Year CAPER The CPMP Fifth Consolidated Annual Performance and includes Narrative Responses to CAPER questions that ESG grantees must respond to each year in order to be Consolidated Planning Regulations. Executive Summary Evaluation Report CDBG, HOME, and compliant with the This module is optional but encouraged. If you choose to complete it, provide a brief overviev~r that includes major initiatives and highlights that were proposed and executed throughout the first year. This Consolidated Annual Performance Report (CAPER), covering the period from July 1, 2010 to June 30, 2011, represents the first of the five-year period in the 2010-2015 City of Chula Vista Consolidated Plan. This annual performance report describes activities that were undertaken during FY 2010-11, using Federal funds granted to the City of Chula Vista by the Department of Housing and Urban Development (HAD) for the Community Development Block Grant (CDBG), HOME Investment Partnerships (HOME), including the HOME American Dream Down Payment Initiative (ADDI), and Emergency Shelter Grant (ESG) Programs. For Fiscal Year 2010-2011 grant funds available for CDBG ($2,167,801}, HOME ($996,287), and ESG ($88,021) programs totaled $3,252,109. The Ht1D-funded activities covered in this report primarily benefited low- income and moderate income residents and lower-income communities within the jurisdiction, and addressed affordable housing, homeless, and non-housing community development needs. These activities met the following objectives: {1) created suitable living environments; (2) provided decent affordable housing; and (3) created economic opportunities. Outcomes included: (1) availability or improved accessibility of infrastructure, public facilities, housing, or shelter to low- and moderate- income people,. including persons with disabilities; (2} new or improved affordability through creation or maintenance of affordable housing; and (3) sustainability resulting from improved communities or neighborhoods, making them livable or viable by providing benefit to low- and moderate- income persons or by removing slums or blighted areas. City Of Chula Vista First Program Year CAPER Page ~ 10-7 General Questions 1. Assessment of the one-year goals and objectives: a. Describe the accomplishments in attaining the goals and objectives for the reporting period. b. Provide a breakdown of the CPD formula grant funds spent on grant activities for each goal and objective. c. If applicable, explain why progress was not made towards meeting the goats and objectives. The following is a summary of the accomplishments, breakdown of CDP formula grant funds spent for each goal and activity made during the reporting period under each objective identified in the 2005-2010 Consolidated Plan. The City of Chula Vista also incorporated performance measurements into the (CAPER). Performance Measurements The Gty of Chula Vista funded the projects listed in Table 1 as a means to achieve the specific priorities and objectives established in the Consolidated Plan for 2010-2015 as well as the annual goals for FY 2009-10. These activities were intended and ultimately benefited primarily law-income and moderate-income residents within -the City, and addressed affordable housing, homeless, and non-housing community development needs. These activities met three objectives and three outcomes, detailed below: Objectives: 1) create suitable living environments; 2} provide decent affordable housing; and, 3) create economic opportunities. Outcomes; 1) availability or improved accessibility of infrastructure, public facilities, housing, or shelter to low/moderate-income people, including persons with disabilities; 2) new or improved affordability through creation or maintenance of affordable housing; and 3) sustainability resulting from improved communities or neighborhoods, making them Livable or viable by providing benefit to low/moderate- income persons, or by providing services that sustain communities or neighborhoods. The outcomes and objectives that were achieved in 2009-2010 are Lncluded with each of the planned activities (Table 1 below). The outcomes and objectives are identifed using the numbering system which ties to the Community Planning and Development Performance Measurement System developed by HUD as follows; _ _ _:. --=.- ~J_~'~~ome~Qb~~ct-~vev^: - Ava~lability/ Affordability sustainability iGod~s:=~~~= ~~ ~ ==;~ ~ Access i b i I ity Decent Housin DH-1 DH-2 DH-3 Suitabte Living Environment SL-1 SL-2 SL-3 Economic O ortunit EO-1 EO-2 EO-3 City Of_Chufa Vista First Prot'; am Year CAPER Page 2 10-8 Acquisition)Rehabilitataion (Trenton) DH -1 CDSG Number of Housing Units Created Tentant Lased Rentat Assistance Program DHA HOME Number of Households Assisted ' aim —at' rim. �ti¢@ d Sf2iiis .(3ii3i3i`lF: I. IAA fS f'1 '�JEFi•!F�k ' »�_'- .i,_-'..� -- _-_ ==: ;[5 . = ' ==- '�.= -_ Owner Occupied Rehabilitation Program (CHIP,) DH -1 CDBG Adult Day Health Care Transportation Rental Rehabilitation Program DH -1 ROME Number of Housing Units Preserved .. __..— __._.._. ._._.. .......__.....�_:...�__.,... —.� :..^rte_ •�_ -s:__ = _.__:_•.x:._..�� .,..,:a; -a —..: _.._... Down!3",nerrt and Closine Cost Assistance OH-2 HOME Number of Households 3rd Avenue Streetscape Project Section 108 Loan Repayment (Year 3) Sidewalk ,Annual Program (STL 295,3: ADA Curb Cut Program North Broadway Basin Lauderbach Security Project SL -1 CDBG CDBG Lutheran Social Services Project Hand SL -1 Number of Persons Benefrriing from Improved SL -1 CDBG Infrastructure SL -1 CDSG CDBG Adult Day Health Care Transportation SL -1 CDBG - SL -'I 'CDBG SL -1 CDBG Number of Public Facilities Improved SLA CDBG SL -I KidCare Express Medical 11t<"e Unit SLA CDBG Lutheran Social Services Project Hand SL -1 CDBG Meals on Wheeis SL -1 CDBG Food 4 Kids Backpack Program SL -1 CDBG Adult Day Health Care Transportation SL -1 CDBG Family Violence Treatment SL -I CDBG Services for High -Risk and Nameless Youth SL-1 GDBG Assessment, Referral and Emergency Services SL -I CDBG Number Persons receiving inrprvved sefl4ces LSS - Caring Neighbor SLA CDBG Chula Vista Veterans Rehabilitation Services SL -1 CDBG WiizKidz Program SLA CDBG Norman Senior Center Services SLA CDBG Thursdays trieal 8L -1 CDBG Casa Nueva Vida SL -1 ESS -totel Voucher Proaram SL-1 CDBG Interfaith Shelter Network SL-1 CDBG Graffiti Removal Program - Public Spaces SLA CDBG Number of Structures remediated • • Tit - CDSG Program Administration NIA CDBG 140ME Program Administration NIA HOME ESG Program Administration NIA ESG WA - Administration Activity Fair Housing Counsakng Services NIA CDBG Renioni TasP Force on the Homeless NIA CDBG D 30,5(18 27H 1 0 1,889 6,033 =- 298 75 263 585 300 — 325 r, ss 588 - = 36 400 390 93 238 40,443 NIA NIA NIA NIA NIA _._.. _.., U of j a g _.._.... _..._._..__. J._....,__._,,.......___......_.._ ._.....___.._..._..__.......... AVOilabrrty IAccesibility Affordability sustainahtirty Decent Housing DH -1 DH -2 DH -3 Suitable Llvinfl Environment �L-3 SL -2 SL -2 Economic Opportunity E0-1 EO-2 EO-3 10 -9 HOUSING Please refer to Performance Measurement for Open Projects Table 1 Three funding Priorities are summarized below along with their corresponding accomplishments: Current Year 2010-2011 Accomplishments by Priority: Priority I: Affordable rental housing for low and moderate income persons (30 housing units per year). In FY 2010-11 CDBG funding was provided to the following housing improvement programs: Accomplishment 1: Landings II Windingwalk. New construction of Landings II a 143 multi-family rental housing project in Eastern Chula Vista community of Windingwalic {$2,400,000 HOME funds) for large families all three bedroom units with a two car garage. Construction of Landings Ii is underway and scheduled to be completed by winter 2011. A11 i43 units are restricted to households earning at or below 60% of the Area Median Income {AMI) for 55 years. There will be 11 HOME restricted units at the 50% AMI level during the 20-Year HOME affordability period. The project is 90% complete. HOME project expenditures during 2010-2011 totaled $2,551,100. Accomplishment 2: South Bay Community Services (SECS) Trenton Avenue. Acquisition and rehabilitation of 7 unit housing project for the purpose of serving foster youth. This project is located in a Redevelopment project area. The proposed development consists of 7 affordable rental units to meet the needs of extremely low income former foster youth residents. The site is close to public transit and neighborhood services and facilities, including another SBCS complex providing housing and services for former foster youth. The City of Chula Vista partnered with the County of San Diego on .this project with a total development budget of $850,000. The project is scheduled to be completed August 2011. CDBG Expenditures during 2010-2011 totaled $356,980.89 City Of Chula Vista First Program Year CAPER Page 4 10-10 Priority 2: Maintenance and Preservation of existing housing stock. Provide assistance to law income homeowners with aging units (10 households annually) Accomplishment ~: City of Chula Vista Community Housing Improvement Program {CHIP). During FY 2010-11, the CHIP program assisted 16 households with home improvement. Ten Grant/Loan Combinations, 5 Loans, and 1 Grant were issued. In addition, 6 households were extremely- low-income (0-30 percent AMI), 7 were very- low-income {31-50 percent AMI), and 3 were low- incame (51-80 percent AMI), 12 were headed by females, 20 were elderly, and 11 were disabled. 12 households were elderly, 6 were disabled, and 4 were female head of household. Three of the households were located within the Redevelopment Area. Expenditures in FY 201D-2D11 totaled $157,934.35 for loans and grants (CDBG funds). Accomplishment 2: Lutheran Social Services Caring Neighbor: During FY 2010-11, the Caring Neighbors program assisted 68 households with minor home repairs. A total of $7,380.00 (CDBG funds) was expended. Priority 3: Homeownership opportunities. Provide opportunities to Low and Moderate Income Households to become homeowners (IO households annually) Accomplishment 1: City of Chula Vista and Community HousingWorks City of Chula Vista First Time Homebuyer Assistance. Program. During FY 2010-i1, Community HousingWorks provided six households with City of Chula Vista homebuyer assistance using HOME funds. In 2010-2011, the City of Chula was able to leverage its HOME funds with NSP funds to assistance mare first time homebuyers. A total of $391,100 was expended. Accomplishment 2: Community HousingWorks {CHW)- homebuyer assistance pre and post purchase counseling & education. During FY 2010-11, Community HousingWorks held 8 HUD certified Homebuyer Education (HBE) classes in Chula Vista. 79 Chula Vista residents graduated and received HBE classes. 116 Chula Vista residents received post purchase and/or foreclosure prevention counseling. 63 homebuyers were pre-committed for the City's First Time Homebuyer program and are able to access the City`s HOME funds and NSP funds to purchase their first time using the City's acquisition/rehab/resell program or by accessing downpayment assistance. Approximately $928,567 in NSP funds were spent in City Of Chula Vista First Program Year CAPER Page 5 10-11 acquiring NSP eligible properties in 2010-2011. The City of Chula Vista provided in-kind support including the use of. City facilities for homebuyer education classes and foreclosure prevention counseling. Home Expenditures in 2010-2011 totaled $391,100. Accomplishment 3: South Bay Community Services -fair Housing. City of Chula Vista contracted with South Bay Community Services to assist the City in meeting its responsibility to affirmatively further fair housing. As stated in the San Diego Regional AI, tenant/landlord dispute resolution was included in the fair housing service provider contract to ensure clients were screen for all possible impediments to fair housing choice. Expenditures in FY 2010-2011 totaled $35,500 in CDBG funds. City of Chula Vista staff also assisted persons who faced fair housing discrimination and tenant landlord issues. Other Housing Accomplishments: HOME/CDBG Funds During FY 2010-11 no new applications for housing projects were received; however, the City continued construction of the Landings II affordable housing project. Completion, of the Seniors on Broadway project in 2008 put the City is well within HUD's CHDO reservation requirements. For this reason, there was no CHDO expenditure obligation for 2010-11. Low and Moderate Income Housing Fund The City of Chula Vista Redevelopment Agency uses its low and moderate income housing funds for affordable housing. The City of Chula Vista was able to leverage $4,000,000 in Redevelopment Agency 4ow-moderate income housing funds with the City`s HOME funds to provide additional financial assistance to Landings II Windingwalk project. The Landings II project was initially earmarked to provide moderate income housing units serving 80% AMI to 120% AMI to meet its inclusionary housing obligation. However, the developer proposed Landings II project to serve low income persons (50 and 60% AMI units). As a result, the City will be able to add an additional 143 units to the City's affordable rental housing stock (see Accomplishment 1). Gty Of Chula Vista First Program Year CAPER Page-6 10-12 _ ____ _ _ . HOMELESS Priori Continue to support programs offering transitional housing opportunities for homeless families and individuals Accomplishment 1: South Bay Community Services Casa Nueva Vida.. During FY 2010-11, ESG funds were distributed in one contract, as follows: South Bay Community Services in Chula Vista received $83,804 for shelter operations and Essential Services. All contracts were committed by July 1, 2010 and will be fully expended in accordance with ESG critical deadlines cited at 24 CFR -576.35. ESG expenditures in FY 2014-11 totaled $83,620.50. The Casa Nueva Vida program served 93 homeless persons. Accomplishment 2: South Bay Community Services Thursday's Meals: During FY 2010-2011, CDBG funds provided nutritious and nourishing meals to 300 unduplicated low and moderate income homeless and needy people in the City of Chula Vista at various sites throughout Chula Vista. CDBG expenditures in FY 2010-2011 resulted in meals to 390 unduplicated homeless persons and totaled $10,000. Accomplishment 3: Lutheran Social Services Project Hand. During FY 2010-2011, CDBG funds provided emergency basic food staples and other hygiene items to Chula Vista residents income homeless families and individuals who are in need and who cannot afford to buy them due to lack of funds. CDBG expenditures in FY 2010-2011 resulted in 6,033 unduplicated clients served including homeless persons and totaled $20,000. Accomplishment 4: Ecumenica Shelter Network. During FY nighttime shelter to homeless guy nightly meals, showers, and other agencies screen and monitor shel# week stay. CDBG expenditures unduplicated homeless persons $10,350. Council of San Diego Interfaith 2010-2011, CDBG funds provided gists for two weeks each, providing services. I_ocai case management =r guests during their maximum B- in FY 2010-2011 resulted in 30 served and expenditures totaled Accomplishment 4: County of San Diego Motel/Hotel Voucher Program. During FY 2010-11, CDBG funds partially supported the operation of a County of San Diego's Cold Winter Shelter Voucher Program. This program provides temporary shelter to special needs groups, homeless, disabled during the winter months. Referrals for the program come from 2-1-1 San Diego. CDBG expenditures in FY 2010-2011 resulted in 238 unduplicated homeless persons served and expenditures totaled $12,250. City Of Chula Vista First Program Year CAPER Page 7 10-13 Accomplishment 5: Regional Task Force on the Homeless: This program fulfilled the HUD mandated requirement of operating and maintaining the Homeless Management Information System on behalf of the City, which allowed service agencies to track homeless client information through a central database making reporting to HUD more efficient. In addition, the, RTFH also provided information and referral services to homeless service agencies, individuals and Iota! governments. CDBG expenditures totaled $1,000. In 3anuary, 2011, the RTFH completed the Point In Time Count, which estimates the number of homeless people, both on the street and in shlters throughout the San Diego Region, including Chula Vista. This information enables us to plan our continued services for homeless persons. (Visit http://www.rtfhsd.ora/publications.html for a copy). Accomplishment 6: South Bay Homeless Advocacy Coalition City of Chula Vista Redevelopment and Housing staff facilitates discussions on issues surrounding the homeless in the South Bay Region as a member of the South Bay Homeless Advocacy Coalition in coordination with local service providers and the Chula Vista Police Department. Meetings are held every second Monday of month at the Chula Vista Policy Department Community Room and are open to the public. The Coalition recognizes the vital rose that faith-based organizations play in providing assistance to the homeless. There are over 200 faith-based organizations in the South Bay region alone. In an attempt to combine the efforts and avoid duplication of services, the Coalition designed a Faith-based Forum, an annual event to bring organizations together to share valuable resources. Accomplishment 7: Homeless Prevention and Rapid Re- Housing The City received $819,000 of Homeless Prevention and Rapid Re-Housing (HPRP) funds as part of the American Recovery Reinvestment Act to be used for homeless prevention activities. These funds will be considered a part of the 2008j2009 action plan year; however, services will continue into fy 2010j2011. The City targets HPRP funds for prevention (80%), with a small component to rapid re- housing (20°10). Within those targets, direct financial assistance for housing is the largest line item (80%), with 20% going towards service provision, The city anticipates serving approximately 40-50 households; however, this would depend on the length of rental assistance. Accomplishment 8: Homelessness Working Group Providers of Homeless Prevention and Rapid Re-Housing. funds from City Of Chula Vista First Program Year CAPER Page 8 10-14 the 2009 American Recovery and Reinvestment Act convene quarterly to discuss best practices to implement this new program. Community Development Four funding Priorities are summarized below along with their corresponding accomplishments: Priority 1: Infrastructure Improvements in low and moderate income neighborhoods including street and sidewalk improvements in low income areas, flood prevention, and drainage improvements. Accomplishment 1: City of Chula Vista American with Disability Act (ADA) curb cut improvements. This project provided for the construction of ADA compiiant curb ramps in the low/moderate income areas of the City. In 2010/11 the design of the new ramps were completed. CDBG expenditures in FY 2010-2011 (IDIS 797 and 851) totaled $727,845 and resulted in 276 ADA Curb Ramps throughout the city. Accomplishment 2: Section Improvements. A scheduled loan issued for a $9.5million Section improvements in the Castle Park Area tracts including 13102, 13203, predominantly low-income residents. LO8 Castle Park Area payment of $741,015.00 was 108 Loan for infrastructure This area consists of 4 census 13302, 13303 which are Priority 2: Community Enhancement- Facilities serving youth, park, recreational, and neighborhood facilities, facilities serving other special needs, health and child care, facilities, and graffiti removal. Accomplishment i; City of Chula Vista Graffiti Abatement Program. This project provided for the grafitti abatement in the hardest hits low and moderate income areas of the City. CDBG expenditures in FY 2010-2011 totaied $19,204.01 and resulted in 40,443 in residents benefitting from this activity. Priority 3: Continue to fund public services at the federally mandated i5% cap. Special Needs Services Accomplishment 1: Chula Vista Veterans Home Shower Access Chairs and Sling Lifter. Partial funding for the purchase of City Of Chuia vista First Program Year CAS?-ER Page 9 10-15 rehabilitation equipment to further services offered at the Chula Vista Veteran's Home. The foliwing item was purchased: A wheelchair Access Hi-Low Tilt. CDBG expenditures in FY 2010-2011 totaled $2,868 and resulted in 586 unduplicated disabled persons served. General Public Services Accomplishment 1: Chula Vista Community Collaborative- Family Resource Center Self Sufficiency Program. The purpose of the- CDBG funded program is to provide Chula Vista Community residents with advocacy services, referral services, and support services to increase a family's ability to lead productive and self sufFcient lives. The Chula Vista Community Collaborative will assess families requesting services from the Beacon Family Resource Center and will connect families to needed services, through referrals, advocacy, and follow up. CDBG expenditures in FY 2010-2011 totaled $35,619 and resulted in 325 unduplicated persons served. Accomplishment 2; South Bay Community Svcs. Family Violence Treatment Program. Provide therapeutic, counseling and crisis services to adult and child victims and perpetrators of family violence, through strengths-based assessments; treatment planning; age-appropriate group and individual counseling for children; victim support groups; crisis intervention; and SAFE Paths program for Chula Vista children and members of their families who are dealing with issues pertaining to interfamilial child sexual molestation. CDBG expenditures in FY 2010-2011 totaled $34,000 and resulted in 585 unduplicated persons served. Accomplishment 3: City of Chula Vista - Recreation WizKidz Program. Provide after-school activities for elementary school children.. The program will operate at Otay Recreation Center Monday through Friday throughout the school year. The program will also offer scheduled and supervised activities designed to be educational and healthful. CDBG expenditures in FY 2010-2011 totaled $11,598.04 and resulted in 36 unduplicated persons served. Accomplishment 4: Family Health Centers of S. D. Kid-Care Express TII Medical Unit. Provide primary healthcare services to law income, medically underserved children and families in Chula Vista and work in partnership with the Chula Vista Elementary School District, local social service agencies and public housing facilities to provide services to the most vulnerable families. By removing financial and transportation barriers, KidCare Mobile Medical Unit ensures that Chula Vista families get the healthcare they need, when City Of Chula--Vista First P-rogram Year CAPER Page 10 10-16 they need it. CDBG expenditures in FY 2010-2011 totaled $27,000 and resulted in 1889 unduplicated persons served. Accomplishment 5: South Bay Community Svcs. Prevention and Diversion Project. Provide area youth with the services, support and opportunities they need to lead healthy and productive lives. SBCS, along with subcontractors wiU provide services to area at-risk youth before, during and after school, designed to increase healthy protective behaviors and decrease risk factors that lead to law enforcement or social service involvement. Expenditures in CDBG expenditures in FY 2010-2011 totaled $39,550 and resulted in 300 unduplicated persons served.. Accomplishment 6: Adult Protective Svcs. South Bay Adult Day Health Care. Provide transportation services to and from the South Bay Adult Day Health Care Center for disabled seniors and other disabled adults who are in danger of institutionalization without Center services. CDBG expenditures in FY 2010-2011 totaled $9,330 and resulted in 263 unduplicated persons served. Accomplishment 7: Food .4 Kids Backpack Program. The program served extremely low income elementary school children who are currently receiving USDA-funded school Punches, but have no guarantee of meal provisions over the weekend. This program provided a backpack full of nutritional, kid friendly food every Friday so that children will not be at risk of malnutrition or hunger while away from school. CDBG expenditures in FY 2010-2011 totaled $15,000 and resulted in 75 unduplicated persons served. Accomplishment 8: Meals on Wheels. Program provided daily delivery of up to two meals a day seven days a week, 365 days a year to Chula Vista seniors. CDBG Expenditures totaled $12,000 and resulted in 218 Elderly persons served. Note: Lutheran Social Services Caring Neighbors Program, Lutheran Social Service Project Hand, and Thursday's Meals are reported in the Housing and Homeless Priority. 2, Describe the manner in which the recipient would change its program as a result of its experiences. The City continues to provide a high level of customer service to its Subrecipients and to Chula Vista residents accessing programs funded by the Department of Housing and Urban Development. The City grant administrators monitor projects to ensure federal funds are City Of Chula Vista First Program Year CAFEr~ Page 11 1 0-17 being spent on a timeline basis and meet the regulatory requirements. 3. Affirmatively Furthering Fair Housing: a. Provide a summary of impediments to fair housing choice. b. Identify actions taken to overcome effects of impediments identified. The 2010-2015 Regional Analysis of Impediments to Fair Housing Choice (AI) identifies seven region-wide impediments to fair housing choice and specific public policy impediments within each jurisdiction. The region-wide impediments relate to the following: i} Insufficient fair housing education and outreach; 2) personal credit history and financial management factors; 3) lack of housing choice and discrimination toward persons with disabilities; 4) lack of widespread testing for lead-based paint hazards; 5) lack of collaboration by local fair housing agencies; 6) differences in fair housing reporting formats among jurisdictions and lack of quantifiable goals and accomplishments; and 7) variable fair housing services within the City of Chula Vista, including regular audits and tenant/landlord dispute resolution services, Chapter 8 of the AI also lists various public policies, zoning provisions, and development regulations in each jurisdiction that may affect the range of housing choices. City of Chula Vista public policies viewed as potential impediments to fair housing choice include: 1} land use designations with either very low or no minimum density requirements; 2} zoning that does not expressly permit transitional housing or emergency shelters; and 3) lack of established zoning or planning procedures to accommodate housing for persons with disabilities. The following are some of the strategies recommended in the 2010- 2015 AI report to Impediments over the five-year period: 1) improved and targeted fair housing education and outreach; 2) counseling on maintaining good credit and financial management; 3} expansion of a variety of housing sizes and types to accommodate persons with disabilities and seniors; 4} regional pooling of funds for development of lists of Americans with Disabilities Act compliant apartments; 5) required lead-based paint testing for homebuyer and residential rehabilitation programs; 5) increased collaboration among fair housing providers; 7) uniformity of fair housing reporting; 8) regionally consistent fair housing services, including tenant/landlord dispute resolution; and 9) regional fair housing audits. The AI report also recommends that ail San Diego County jurisdictions consider amending their policies and regulations to address the various potential impediments identified in the report. It is suggested that this could be done as part of each jurisdiction's General Plan. Housi~,g Element City Of Chula Vista First Program Year CAPEh Page iZ ~ (7-~ 8 update. The AI report was forwarded to the City's Planning and Building Department review and consideration. Many of the region-wide strategies were addressed in FY 2010-2011 as part of the CDBG Fair Housing Administrator contract for affirmative fair housing services. Recommendations for collaboration among City of Chula Vista entitlement jurisdictions and expanded regional fair housing activities were implemented by actions of the Fair Housing Resource Board {FHRB}. In Fiscal Year 2010-2011, the City began identifying the impediments included in the 2010-2015 San Diego Regional Analysis of Impediments to Fair Housing Choice. In Fiscal Year 2010-2011 the City of Chula Vista exercised its contract option to renew South Bay Community Service's. Fair Housing Contract with the primary goal to Affirmatively Further Fair Housing in accordance with the Fair Housing Act (42 U.S.C. 3601-20}, as well as §570,601(x), which sets forth the City's responsibility to affirmatively further fair housing in the City of Chula Vista. South Bay Community Services (SBCS). SECS is anon-profit organization established in 1991 with a focus on affordable housing and economic development. SBCS provides a continuum of housing services for low-income and special needs populations and is currently serving as asub-contractor far the County of San Diego to provide fair housing services to parts of the South Bay region serving residents of Lincoln Acres, Coronado, Imperial Beach, and to Section 8 and Public Housing participants in the County's jurisdiction. They are a long standing contractor and subrecipient of the City of Chula Vista having worked on a variety of projects and programs. SBCS is qualified and dedicated to meeting the fair housing requirements far Chula Vista. SBCS continues to provide education classes to the community and professional to provide guidance on how to comply with the Fair Housing Act including reasonable accommodation requests. SBCS will continue to provide education to City of Chula Vista residents and owners including providing resources on its website. SBCS accomplishments for 2009-2010 were: 1) Two bilingual and bicultural staff members are available 40 hours per week to answer questions .regarding fair housing and landlord- tenant disputes. Examples of these calls can be found later in this report. 2) This quarter three outreach presentations were completed. On 4/26/10, the fair housing training was conducted for City staff, property managers, property owners, realtors, and resident City Of Chula Vista First Program Year CAPER Page 13 10-19 organizations. It was held at the City of Chula Vista (Building 300); five people attended. On 6/23/10, a presentation was organized for tenants, property managers, property owners, and real estate agents. It was held at the Chula Vista Library -- Civic Center branch. however, no one attended. SBCS participated in Chula Vista's Homeownership Resource Fair held at the City of Chula Vista Campus on 5/26/10. 3} SECS has a toil free number to process fair housing complaints and landlord-tenant disputes. 4} SBCS is available as a resource to the building industry in Chula Vista regarding the City's Affirmative Fair Housing Marketing Plan. 5) SBCS submits monthly call logs to the City of Chula Vista, 6) EDAW completed the Analysis of Impediments for Fair Housing Choice (AI) in April 2010. 7) Evaluated the impediments in the 2010-2015 AI 8) SBCS placed an ad in the April issue of the Filipino Press to invite small property owners to the fair housing presentation held 4/26/10. Another finding was to collaborate with the San Diego Reinvestment Task Force (RTF) regarding how to best address problems in lending and credit counseling. Another recommendation in the AI was to create a comprehensive fair housing testing program in the San Diego region. SBCS has researched how to set up a testing program. SBCS has proposed implementing this program in FY 2010-2011. 4. Describe Other Actions in Strategic Plan or Action Plan taken to address obstacles to meeting underserved needs. The City is continuing in its effort to remove obstacles to meeting under-served needs throughout the community. Chula Vista has made a commitment to budget CDBG funds at the maximum allowable for public service activities to offer citizens much needed programs and services in the area of literacy, job training, youth activities, senior services, violence prevention, and meals for the homeless and health care assistance for !ow-income families. Proposals for community improvements and public services are received from community-based organizations, and City departments, and the highest priority proposals are recommended for inclusion in the Annual Funding Plan. For FY 2010-11, Chula Vista expended$293,829 in public services, maintaining the expenditure level below the allowable '15%. The main obstacle to meeting all the identified community needs is lack of funding. The City received over $500,000 of requests for public City Of Chula Vista First Program Year CAPER Page 14 10-20 improvements and public services for CDBG projects during the 2014- 2011 CDBG application period. Affordable rental housing needs are primarily addressed through the City's NOFA process, a process that was opened for the receipt of proposals at any time during the year. The Open NOFA encourages a maximum number of affordable housing proposals. 5. Leveraging Resources a. Identify progress in obtaining "other" public and private resources to address needs= 6. How Federal resources from HUD leveraged other public and private resources. c. How matching requirements were satisfied. City staff, in its funding applications, emphasizes to applicants the need to leverage federal funds. These efforts have been fruitful and projects funded under CDBG, HOME, and ESG have substantially exceeded accomplishments that could be achieved from federal funds alone. Although there is no ofi`icial match requirement in the CDBG program, in most cases, other funds, such as private funds received through donors or fund raising activities, commercial loans, Gas Tax funds, non-federal funds, are used to supplement and defray project casts. The following funding sources leverage the HUD Community Planning and Development (CPD) funds: Federal Programs Section 8 Rental Assistance Program (Section 8 Housing Choice Voucher Program): The Section 8 Housing Choice Voucher Program provides almost $85 million annually in tenant-based rental assistance for very low-income households residing in privately owned rental units. Program participants typically pay between 30 to 40 percent of their monthly-adjusted incomes for rent and utilities. The Housing Authority of the County of .San Diego (HACSD) administers the program in the Caty of Chula Vista and issues the assistance payments directly to the landlords on behalf of the assisted households. Supportive Housing Program (SHP): SHP provides grants to improve the quality of existing shelters and transitional housing, and increases the availability of transitional housing facilities for the homeless. SHP is the primary program supporting transitional housing far the homeless. The County's, (that includes Chula Vista service providers) 2009 Continuum of Care (CA610) SHP grant totaled approximately $4.3 million. City Of Chula Vista First Program Year CAPER Page 15 10-21 Mortgage Credit Certificate (MCC} Program: The -City of Chula participates in the San Diego Regional MCC Program, developed and administered by County Department of Housing and Community Development, provides home purchase assistance to low- and moderate-income first-time homebuyers with income at or below 115°/a of the State Median Income. Homebuyers receive a federal income tax credit equal to 20% of the annual interest on their mortgage loan. The County's program includes the City of Chufa Vista. Certificates were provided to 2 low- and moderate-income households in FY 2008-09, 1 of which was issued to a household at or below 80% of the regional median income. The Federal Housing Administration-FHA: The FHA provides martgage insurance on loans made by FHA-approved lenders throughout the United States and its territories. FHA insures mortgages on single-family, mufti-family, and manufactured homes. FHA mortgage insurance protects lenders against loss if the homeowner defaults on their mortgage loan. Loans must meet certain requirements established by FHA to qualify for insurance. This program allows homebuyers to purchase a home with a down payment as low as 3.5% of the purchase price and most of your closing casts and fees can be included in the loan. Recovery Act Programer Congress enacted the Recovery Act to help persons affected by the current economic crisis. City of Chula Vista received the following two grant allocations: Community Development Block Grant-Recovery Act: On March 6, 2009, HUD notified the City of Chula Vista that the City is eligible to receive up to $536,132 of CDBG-R funds, one-time stimulus funds authorized under the American Recovery and Reinvestment Act. The intent of CDBG-R is to promote economic recovery. The City of Chula Vista leveraged its regular CDBG entitlement funds and Redevelopment funds to complete an extra phase of the Third Avenue Streetscape Master Plan project. The second identified project will expand the service area of the Chula Vista Family Health Center. Homeless Prevention and Rapid Re-Housing Program (HPRP): HPRP assistance provides households with rental assistance and case management services for those who are at risk of becoming homeless. The City of Chula Vista received approximately $819,000 in one-time grant funds and anticipates serving 40 families. State Programs City Of Chula Vista First Program dear CAPER Page 16 10-22 California Department of Housing and Community Development (State HCD): State HCD administers a number of programs that provide. funds that can be combined with other federal and local funds. Low-Income Housing Tax Credits (LIHTC): Federal and State tax credits are used by developers of multi-family housing in return for reserving a portion of the development for moderate-, low-, and very low-income households at affordable rents. These Federal and State tax credits are allocated by the State based on a priority scoring system. Over the years, several non-profit organizations, assisted with City Program funds, have received LIHTC funds. City wilt continue to encourage organizations to apply for and utilize these funds consistent with the 2005-2010 City of Chula Vista Consolidated Plan. Mental Health Services Act (MHSA}, The passage of Proposition 53 (MHSA) in November 2004, provides the first opportunity in many years for the State Department of Mental Health to provide increased funding, personnel and other resources to support county mental health programs and monitor progress toward statewide goals for children, transition age youth, adults, older adults and families. The Act addresses a broad continuum of prevention, early intervention and service needs and the necessary infrastructure, technology and training elements that will effectively support this system. It is anticipated that the MHSA housing funding will be leveraged with the City of Chula Vista's housing programs. Cat-HOME Program: This State grant of releases a Notice of Funding Availability each year through a competitive application process that provides funds for mortgage assistance to low-income first-time homebuyers. These funds would be used to supplement HOME funds and would be disbursed in conjunction with the City's Homebuyer Assistance Program. In June 2010, City of Chula Vista submitted an application for $1,000,000 in Cal-Home Mortgage Assistance grant. City is pending notification that the grant application was successful. The City will continue to submit grant applications to leverage its HOME and CPD funds. The California Housing Finance Agency (Ca1HFA}: CaIHFA supports the needs of renters and first-time homebuyers by providing financing and programs that create safe, decent and affordable housing opportunities for individuals within specified income ranges. Established in 1975, CaIHFA was chartered as the State's affordable housing bank to make below market-rate loans through the sale of tax-exempt bonds. The bands are repaid by revenues generated through mortgage loans, not taxpayer dollars. CiTy Gf Ghuia Vista First Program Year CAPER Page 17 10-23 State of California Multi-fiamily Housing Program (MHP); This program provides permanent financing for affordable mufti-family housing development, in the form of low-interest loans to developers for new construction, rehabilitation, or acquisition and rehabilitation of permanent or transitional rental housing, and the conversion of nonresidential structures to rental housing. City of Chula Vista's Landings I affordable housing project received MHP funds during fiscal year 2009-2010. State of California Emergency Housing Assistance Program (EHAP); This program funds emergency shelters, transitional housing, and services for homeless individuals and families. EHAP funds operating costs and support services through grants. Capital development funding is structured as forgivable loans. Local Programs Redevelopment Low-Income Housing Set Aside Funds: City of Chula Vista leverages available federal funds with City redevelopment low- income housing set-aside funds. The City of Chula Vista Redevelopment Agency, created in accordance with California Community Redevelopment Law, the City has two primary project areas which consist of smaller sub-areas: Merged Bayfront/ Town Center I and Merged Chula Vista Project Area. The Redevelopment Agency has established aLow- and Moderate-Income Housing Fund for both project areas. City Density Bonus Programs: The City's density bonus program is administered. by the City of Chula Vista's Redevelopment and Housing (City RH). City RH administers the occupancy requirements as .they relate to eligible income and rent requirements for units developed under these programs. In conformance with State Density Bonus Law, these programs establish provisions by which densities may exceed those set by the Gity General Plan or further described in a specific plan if the developer reserves some or all of the proposed units far various periods of time for low-income families, seniors, and households with disabled persons. Inclusionary Housing Private Resources/Financing Programs Conventional Lending Tndustry: Banks have participated in ?roviding conventional loans for development of affordable rental units. The banking industry is also active in providing first-time homebuyer assistance in conjunction with State and federal programs. City Of Chula l~ista First Program Year CAPER Page i8 10-24 Local Initiatives Support Corporation {LISC): LISC helps resident-led, community-based 'development organizations transform distressed communities and neighborhoods into healthy ones, By providing capital, technical expertise, training and information, LISC supports the development of local leadership and the creation of affordable housing, commercial, industrial and community facilities, businesses and jabs. Federal Home Loan Bank Community Investment Fund: Grants and bans are made through the Federal Home Loan Bank System, with more than 200 member savings and loan associations. Loans are made through member banks to sponsors of affordable housing and other community revitalization and development activities. c. How matching requirements were satisfied. HOME Match: Please refer to Appendix B, HOME Match Report, HUD Form 40107-A. Note: The City has excess match from prior years due in part to the development of "like" HOME projects including several inclusionary housing developments and Redevelopment Housing Projects. ESG Match: The City's ESG grant is small ($87,879 in FY 2010-11); therefore, it is matched far in excess of the required minimum amount (100%). South Bay Community Services (SBCS) Casa Nueva Vida program annual program costs are about $265,358 in operations annually. South Bay Community Service's required match requirement is is $88,198. SBCS' current match is $19,387 for Essential Services and $72,201 for Operations far a total of $91,588 which exceeds the $1 to $1 match requirement for ESG. CDBG Match: CDBG grant funds do not require matching funds. However, funding applicatbns included funds that are leveraged. Managing the Process 1. Describe actions taken during the last year to ensure compliance with program and comprehensive planning requirements. Monitoring for the City of Chula Vista is directed toward programmatic, financial and regulatory performance. The primary objects are to ensure that all sub-recipients: ^ Comply with pertinent regulations governing their administrative, financial, programmatic operations; City Of Chula Vista First Program Year CAPER Page 19 10-25 ^ Achieve their performance objectives within schedu{e and budget; and, ^ Access capabilities and/or any potential needs for training or technical assistance in these areas, Careful evaluation of the housing and public service delivery system can be the most effective tool in detecting gaps and making appropriate modifications. As such, the City of Chula Vista monitors and evaluates its sub-recipients, CHDO's, and CBDO`s as part of the pre-award assessment. Evaluation of the nature of the activity, proposed plan for carrying out the activity, the organization`s capacity to do the work, and the passibility of potential conflicts of interest are within the pre-award assessment. After awards have been made Quarterly Progress reports are required of each sub-recipient, which must be current prior to approval of any request for reimbursement of expenditures. In addition to the Quarterly Progress reports, annual monitoring is conducted to ensure compliance with federal regulations. Agreements made with sub- recipients encourage uniform reporting to achieve consistent information on beneficiaries. Technical assistance is provided throughout the year, in addition to the City`s annual Subrecipient training for new applicants. During FY 2010-2011, the City CDBG Program met the CDBG expenditure standard by the deadline of April 30, 2010. On April 1, 2011, the City's balance of unexpended funds equaled 1.06 (adjusted for the current program year, meeting the HUD-required CDBG cap requirement of 1.5, During FY 2010-11, the City HOME Program met the two-year commitment and five-year expenditure requirements by the deadline of July 31, 2011, During FY 2010-2011, the ESG Program also met HUD requirements far commitment and expenditure of funds. ESG recipients are required to obligate all ESG amounts within 180 days of the date of the grant award made by HUD, and must expend all of the grant amounts within 24 months of the date of the grant award. All contracts were awarded by July 1, 2011. CDBG housing and community development projects implemented during FY 2010-11 addressed the needs and objectives set out in the 2010-2015 Consolidated Plan. CDBG funds were distributed between activities supporting: community development, housing development, residential rehabilitation, public services, and administration.. Based on City Of Chula Vista First Program Year CAPER Page 2U 10-26 the Financial Summary Report, 100% of the CDBG -expenditures, excluding planning and administration, were used for activities that benefited low- and moderate-income persons during FY 2010-11. The CDBG regulations require that at least 70% of annual expenditures benefit lower-income people. Citizen Participation 1. Provide a summary of citizen comments. A .Notice was published in the Star News on September 3, 2010, to announce the availability of the FY 2010-2011 City of Chula Vista Consolidated Annual Performance and Evaluation Reports (CAPER) for public review and allow a 15-day period (August 29, 2011 through September 13, 2011) to receive comments. The CAPER, including the IDIS List of Activities Report, Grantee Performance Report (GPR), Summary of Consolidated Plan Pro}ects, Summary of Community Development Accomplishments Report, Financial Summary Report, and this Narrative Report, was available for citizen review. The performance reports will also be made available to City Council and to community residents during the Fall 2011 Public Hearing to start off the 2011-2012 CPD Program Application Period, At this City Council public hearing provides the public with an opportunity to review and discuss FY 2010-11 accomplishments. No public comments were received during the 15-day public comment period. 2. In addition, the performance report provided to citizens must identify the Federal funds made available for furthering the objectives of the Consolidated Plan. For each formula grant program, the grantee shall identify the total amount of funds available (including estimated program income), the total amount of funds committed during the reporting period, the total amount expended during the reporting period, and the geographic distribution and location of expenditures. Jurisdictions are encouraged to include maps in describing the geographic distribution and location of investment (including areas of minority concentration). The geographic distribution and expenditure requirement may also be satisfied by specifying the census tracts where expenditures were concentrated, CDBG: The CDBG entitlement for FY 2010-11 was $2,167,801. In addition, $99,874 of CDBG Program Income was received and receipted in 1=Y 2010-11. The City also utilized $375,921.11 in Revolving Loan funds from 2009-2010. The total amount of funds expended as of 7uly 1, 2011 was $3,161,854,37. This included $741,015 for Section 108 repayments, $396,426.72 far planning/administration functions, $293,829.38 for public services City Of Chula Vista First Program Year CAPER Page 21 10-27 and $593,141.55 for other community enhancement and capital improvement projects. CDBG funds are distributed throughout the City of Chula Vista. The CDBG eligible census tracts are mainly on the Western side of Chula Vista. No specific census tracts received a concentration of the CDBG funds. HOME: HUD allocated $996,287 in HOME funds to the City for FY 2010-11. A total of $99,600 in HOME Administration funds were allocated to administer the program. The remaining $896,687. were set aside for future affordable housing projectsJprograms. No funds were set aside for CHDO reserves in 2010-2011 since the City exceeds the current CHDO reserve requirement. The City committed $204,000 HOME Entitlement funds to further support homeownership opportunities in the City. In addition, $2,160,000 was expended for the Landings Ii project. Six HOME-assisted home buyers were able to become homeowners. The amount available for production of affordable housing as of June 30, 2011 is $548,530. Each year an effort is made to distribute HOME funds throughout the Gty. No specific census tracts received a concentration of the HOME funds. ESG: During FY 2010-11, City of Chula Vista received $88,021 in ESG funding, of which $4,400 was allocated for ESG program administration. No program income was generated under the ESG Program. The total amount of funds committed for all ESG activities in FY 2010-11, including available prior year carryover funds, was $88,761.46 as of July 1, 2010. The difference between the allocated received from HUD and the amount committed to SBCS was the remaining balance available from 2009--2010 in the amount of $740.46. The total expenditures for FY 2010-11 were $88,198. ESG funds were. distributed to a sole subrecipient South Bay Community Services for short term transitional housing operations and essential services in Chula Vista. Institutional Structure 1. Describe actions taken during the Iasi year to overcome gaps in institutional structures and enhance coordination. Institutional Structures: There were no changes in the institutional structure as described in the five-year Consolidated Plan. Intergovernmental Cooperation: The structures identified in the five-year Consolidated Plan continue to act as coordinating City Of Chula Vista -First Program Year CAPER Page 22 10-28 organizations for strengthening cooperation among the various affordable housing development agencies. The City continues to be a leader in the region in affordable housing. The City of Chula Vista participates in intergovernmental activities that include the Regional Task Force on the Homeless, Regional Continuum of Care Council, San Diego Association of Governments, Plan to End Chronic Homelessness, South Bay Homeless Advocacy Coalition, Mortgage Credit Certificate Program, Fair Housing Resources Board, Regional Assessment of Impediments to Fair Housing Choice, and coordination of the interagency CDBG/HOME Coordinators. Monitoring i. Describe how and the frequency with which you monitored your activit-es. To ensure compliance with HUD program requirements, the City holds annual mandatary training sessions for non-profit Subrecipients that implement funded activities. The training provides information related to project implementation, procurement and contracting, applicable regulations, and financial management. Project managers are made aware of local, State, and federal regulations that apply to these programs and are provided with a copy of HUD`s training materials including Playing by the Rules. In addition,- City grant administrators provide ongoing technical assistance to subrecipients of all entitlement programs throughout the year. All contracts funded by CDBG, HOME, and ESG specify monitoring, inspecting, and reporting requirements. Monitoring requirements vary by funding source. Each year, the City monitors a select number of projects that are identified based on high-risk and special circumstances. During FY 2010-11, affordable rental projects were monitored by reviewing of Semi-Annual Progress Reports that include project accomplishments, information on the number of families assisted, proof of current insurance coverage, annual audits, management reports, compliance with rent restrictions, and property maintenance documents. In addition, staff conducts onsite fife reviews and unit inspections to ensure compliance with the focal housing codes as weli as HUD's Housing Quality Standards. City Of Chula Vista i=i-rst-r^rogram Yea r_ CAPEr2 Page 23 10-29 Community development and public facility and infrastructure improvements were monitored by review of claims and supporting documentation, on-site file review, and an occasional onsite visit of the project. Homeless programs were monitored by review of claims and supporting documentation, onsite file review, and unit inspections to ensure compliance with the local housing codes as well as HUD's Housing Quality Standards. Home repair loan program and homebuyer assistance programs were monitored through certification. The process of certification includes database queries, mailing certification notices to all outstanding loans, and verifying owner occupancy. 2. Describe the results of your monitoring including any improvements. During FY 2010-11, City staff monitored various CDBG, HOME, and ESG Subrecipient/Contractor projects. The monitored projects were funded through the following programs, in whole or in part: CDBG and ESG: Afl subrecipients were monitored (on-site} in fiscal year 2010-2011. In fiscal year 2009-2010, desk audits were performed prior to paying final claim. The City contracts with AmeriNational for servicing our rehabilitation loans that includes providing pay off notices, insurance requirements, and occupancy requirements. HOME: A property manager training was scheduled in FY 2010- 2011 and occurred on July 22, 2011. The City contracts with Compliance Services and Keyser Marston and Associates to monitor its HOME affordable housing units. City staff continues to receive semi-annual monitoring reports on all HOME and CDBG Affordable Housing projects. All HOME u-nits were found to be in compliance with their regulatory agreements. Ali HOME assisted homebuyer participants were also sent their annual owner occupancy certifications. Na major problems have been noted. Technical Assistance was provided to each subrecipient, contractor, or affordable housing developer and were provided with resources to better manage their projects. 3. Setf Evaluation City Of Chula Vista First Program Year CAPER Page 24 10-30 a. .Describe the effect programs have in salving neighborhood and community problems. Over the years, the entitlement programs have helped to salve various neighborhood and community problems. The CDBG Program has funded various community development projects to fQCUS funds in geographic areas with concentrations of lower- income people and where there are deficiencies in public improvements and facilities. Because each community has a unique set of conditions and priorities, recommendations far funding are based on each community's needs. In addition, physical revitalization improves the quality of life for residents in the targeted communities. In addition, over the years, the City NOFA process has funded several projects that further the development of affordable housing. Such projects included acquisition, rehabilitation, and new construction of housing partially financed with loans under the HOME Program. The City's NOFA projects have made visible improvements to various communities in the City's jurisdiction as well as surrounding areas. All affordable housing projects are high encouraged to enroll in the City's successful Crime Free Prevention Program. 6. Describe progress in meeting priority needs and specific objectives and help make community's vision of the future a reality. Progress is steady in meeting the priority needs and objectives outlined in the five-year Consolidated Pfan. Please refer to the activities described previously the Performance Measurement Section {page 1} and under Housing Objectives and Community Development Objectives for detailed information on activity status. c. Describe how you provided decent housing and a suitable living environment and expanded economic opportunity principally for low and moderate-income persons. 1. Suitable Living Environment: Progress is being made in meeting the priority needs and objectives outlined in the five-year Consolidated Plan. Providing a suitable living environment is the sole purpose of the grant funds. The City acknowledges the importance of providing our special needs residents with safe and adequate ramps. During the 2010 Program Year, the City continued its efforts in - providing pedestrian ramps in compliance with the American Disability Act. A total of $727,845in Community Development Block Grant Funds were spent on ADA ramps. This created aver Cify Qf Chula Vista First Presgrarn Year CAPER Page 25 10-31 276 needed ramps throughout the City. In 2006 the City received a $9.5million Section 108 Loan for use in the Castle Park Area. The purpose of the loan was to provide residents of the Castle Park Area with new streets, sidewalks, curbs and gutters. During 2010/2011 the City expended $3,236,563 of the Section 108 loan proceeds received. This did not include the $7~-1,015 used for the debt service payments. Together, these projects create a more suitable living environment by providing safe and accessib{e street's, sidewalks and park space. Expanded Economic Opportunities Providing economic opportunities is vital in our City. Although the City did not undertake any economic development activities with its grant funds, it did utilizing other funding sources such as State Redevelopment funds and General Fund funds. Through the Redevelopment and Housing division, the City promotes a "business-friendly" message to small business owners. Utilizing redevelopment funds, the City provides Business Improvement Grants designed to assist business with fagade improvements. In 2010/2011 a tata{ of 3 businesses were assisted. d. Indicate any activities falling behind schedule. Progress is steady in meeting a majority of the priority needs and objectives outlined in the five-year Consolidated Plan. City stafF continually meets with Subrecepients and City Departments to ensure slower .moving projects are completed timely and do not affect the City expenditure requirements (i.e. 1.5 April 30th test). e. Describe how activities and strategies made an impact on identified needs. The focus on housing affordability and the revitalization of the redevelopment areas has made an impact on identified needs. Housing development projects, homeownership assistance programs, infrastructure improvements, and construction and improvement of neighborhood facilities have improved the lives of residents in the targeted communities and have created a better living environment in areas that are predominately !ow-income. f. Identify indicators that would best describe the results. The HUD indicators that would best describe the results of the City's entitlement-funded activities include the number of persons assisted, amount of money leveraged, number of affordable units, years of affordability, number of households previously living in subsidized housing and number of beds created. The City tracks these indicators in HUD`s integrated Disbursement and Information City Of Chula Vista First Program Year CAPER Page 25- 10-32 System (IDIS), as well as other HUD-defined indicators, by activity. In addition, the Department of Housing and Urban Development's websites provides program progress reports on the City's HOME program are available at the following website: http;//www.hud.gov/offices/cpd/affordabiehousing/i-egorts/index.cf m. The City is currently ranked in the top quartile (5 out of 93} P]s within the- State of California and ranks in the 87th percentile in its group and 87th percentile overall {see Appendix C). g. Identify barriers that had a negative impact on fulfilling the strategies and overall vision. Over the past several years, housing prices in the City of Chula Vista have decreased, while incomes remain relatively stable. In addition, the main obstacle to meeting all the identified community needs, including housing, is lack of funding. Limited funds are available through the entitlement programs and annual allocations continue to shrink. Needs are far greater than available resources. Tight underwriting standards by financial institutions, continues to provide challenges for our first time homebuyers and affordable housing developers.- h. ,Identify whether major goats are on target and discuss reasons for those that are not on target Major goats identified in the five-year plan are on target. CDBG, ESG, and HOME funds are approved by the Chula Vista City Council prior to the start of each program year in order to expedite expenditures and keep program goats on target. i. Identify any adjustments or improvements to strategies and activities that might meet your needs more effectively. No major adjustments have been implemented as a result of our experiences during the reporting period. The City of Chula Vista continually monitors its progress and makes minor adjustments as necessary to keep the projects moving and to keep expenditures on target. Lead-based Paint i. Describe actions taken during the last year to evaluate and reduce lead-based paint hazards. The City of Chula Vista has atwo-tiered approach to the evaluation and elimination of lead-based paint hazards where the problem has been determined to be most prevalent. The County of San Diego's lead-based paint hazard evaluation program, known as the Childhood Lead Poisoning Prevention Program (CLPPP), involves City Of Chula Vista i=irst Program Year CAPER Page Z7 10-33 outreach, screening, case management, and public education. The overall lead poisoning program is administered through the County of San Diego, Department of Health Services {DHS}. The City also has in place a loan/grant program to assist homeowners alleviate • lead-based paint hazards through the Community Housing Improvement Program {CHIP); however, the City utilizes Low and Moderate Income Housing Funds far this purpose. As part of the City's First-time Homebuyers Program, Tenant Based Rental Assistance Program, and Residential Rehabilitation Program, lead-based paint hazard evaluation and remediation is incorporated into these programs as follows: Owners are provided with information regarding: 1} Sources of LBP, 2) Hazards and Symptoms, 3} Blood Lead Level Screening, 4} Precautions, 5) Maintenance and Treatment of LBP Hazards, 6) Tenant and Homebuyer responsibilities prior to rehabilitation loan/grant approval, the homeowner read and sign a copy of information received. In addition, the City's Building and Safety Department checks for signs of LBP when inspecting for code violations and physical condition of the properties being assisted, and abatement should occur based on federal guidelines pertaining to the amount of assistance given. The City is interested in applying for the next round of Lead Hazard Protection grant funds that are available. The Environmental Health Coalition is supportive of the City's interest in obtaining grant funds. Housing Needs Describe Actions taken during the last year to foster and maintain affordable housing. The following actions were taken during FY 2010-2011 to foster and maintain affordable housing: • Co-hosted a foreclosure prevention workshop in conjunction with the Housing Opportunities Collaborative. • Co-Hosted HUD-approved first-time homebuyer classes at City of Chula Vista facilities. City Of Chula Vista f=irst Program Year CAPER Pages 28 10-34 • Developed and utilized an Affordable Housing Agreement for all new housing developments occurring in Chula Vista. This agreement stipulates that 10 percent of the total dwelling units in a new development must be set-aside for low and moderate income households. This inclusionary housing requirement is strongly supported by the City Council and has made it possible for affordable units to be co-mingled with market-rate units in all areas of the City. • Continued the Community Housing Improvement Program (CHIP). The purpose of this program is to assist low income households rehabilitate their existing home. Both single-family and mobile homes are eligible to receive assistance. • Continued the City Administered Tenant-Based Rental Assistance Program (TBRA), assisting ld households utilizing approximately $26,692 in HOME funds. Program participants were provided with an additional 24-months of rental assistance in 2009. This program ended February 2011. • Allocated and appropriated HOME funds to the Landing II 143- unit (11 HOME funded) affordable housing project for low income families. Specific Housing Objectives 1. Evaluate progress in meeting specific objective of providing affordable housing, including the number of extremely !ow- income, low-income, and moderate-income renter and owner households comparing actual accomplishments with proposed goals during the reporting.period. 2. Evaluate progress in providing affordable housing that meets the Section 215 definition of affordable housing for renta/and owner households comparing actual accomplishments with proposed goals during the reporting period. 3. Describe efforts to address "worst-case" housing needs and housing needs of persons with disabilities. Please refer to the General Section under the Housing Section. Public Housing Strategy I. Describe actions taken during the Jast year to improve public housing and res-dent initiatives. The City of Chula Vista consulted with the Housing Authority of the County of San Diego concerning consideration of the local public housing agency (PHA) needs and planned program activities. City Of Chula Vista First Program Year CAPER Page 29 10-35 The Housing Authority of the County of San Diego (HACSD) operates four conventional public housing developments in Chu#a Vista, with a total of 121 units. They are all managed by Terrantino Property Management and were recently upgraded to meet ADA and Section 504 compliance. These public housing units include: ^ Dorothy Street Manor - 22 low income family units ^ Melrose Manor - 24 #ow income fami#y units ^ Town Centre Manor - 59 low income senior/disabled units ^ L Street Manor - 16 low income family units In March 2009, HACSD received a $198,005 Public Housing Capital fund through the American Recovery and Reinvestment Act of 2009 (Recovery Act ARRA}. HACSD chose to use the ARRA funds to replace the windows at Dorothy Street Manor. Work on the project began in #ate June 2010 and is expected to be completed by August 2010. Public Housing and Resident Initiatives: In 2002, the HACSD established a Public Housing Resident Advisory Board (RAB) for the four conventional Public Housing developments. The RAB meets twice a year to discuss program issues and recommendations for the Agency and Capital Plans. The RAB, comprised of Public Housing and Section 8 Housing Choice Voucher Program participants, has a revolving membership. Applications to become a member of the RAB are included with annual eligibility packets. In addition to the RAB meetings, a special Capital Plan meeting open to a#I Public Housing residents is held once 'a year and a Public Housing team meets weekly to discuss Public Housing issues. In 2003, the Housing Authority was awarded a $100,000 Resident Opportunities and Self-Sufficiency (ROSS) Elderly Grant. The program was designed to provide seniors and persons with disabilities with education and access to information that will improve their ability to obtain needed support services that foster dignity and promote independent #iving. The recipients of the ROSS-E#derly Grant were the Public Housing residents at TownCentre Manor located in Chula Vista. The ROSS Elderly grant expended a total of $87,022.74 before the grant term expired on March 6, 2006. The HACSD applied far a new ROSS Elderly grant in August 2007 in order to continue funding services for the residents at TownCentre Manor. HACSD continues to pursue Resident Opportunities and Seif- Sufficiency (ROSS) Family grants. The program was designed in collaboration with the University of California San Diego to provide educational services that include: parent education sessions that teach parents how to ensure their child's success in the school system, personalized academic coaching, and an educational enrichment program that encourages reading and writing for young children. If ROSS grants are successful, the Education and Employment City Of Chula Vista First Program Year CAPER Page 30 10-36 Coordinator would work with families to increase their earnings, would coordinate Ufe Skills workshops, and would teach skills such as budgeting, financial literacy, and the importance of satisfactory credit scores. In 2004, the HACSD in collaboration with ACCESS Inc., an organization funded through the Work Force Investment Act, opened a 12-station computer literacy center at its Dorothy Street Public Housing complex. The computer-learning center continues to provide on-site literacy instruction to adults and youth residing in the County's Public Housing and other County-funded affordab#e housing complexes. In July 200b, the computer-learning center closed due to funding modifications within ACCESS Inc. The center reopened in January 2007, in a limited capacity, in conjunction with ROSS Family activities. Staff from the University of California San Diego (UCSD) opened the center on a limited basis in order to tutor students. The center rema#ned open and staffed by UCSD staff in FY 2010-2011. HACSD continues to offer scholarships to Public Housing residents who are attending a 2-year or 4-year college or vocational training. For 2010-2011 school year, five students were awarded a total of X4,250 in Scholarships. Barriers to Affordable Housing 1. Describe actions taken during the last year to eliminate barriers to affordable housing. The most evident market constraints on the provision of adequate and affordable housing are land costs, construction costs, and access to financing. The City and individual cities have little influence over market constraints, but can provide incentives or assistance to overcome the impacts of market constraints. Major governmental constraints to affordable housing development include land use policies governed by the General Plan; zoning and development codes and development and planning fees imposed by the City; and growth management policies. Periodic community and sub regional plan updates are now part of the City planning process and these incorporate Housing Element data, regional shared goals, and vacant land survey information into the review process. The City's General Plan Vision 2020 was adopted on December 15, 2005 (GP 2020) and is a key document that expresses the City's vision, and is a key document that guides and underlies decisions made about the City's future. City Of Chula Vista First Program Year CAPER Page ~~ 10-37 The Housing Element is part of the comprehensive -genera! plan update, GP 2020, for the entire City. The City's ability to provide land that meets its housing needs is dependent upon GP 2020 land use designations. This element was written to provide long-range policy direction consistent with the GP 2020 planning horizon, combined with short-term implementing programs for the current, five-year housing element cycle. Because the provision of adequate housing sites is dependent upon the GP 2020 Land Use Element, a key Housing Element program is developing zoning consistent with its land use designations. City fees are determined by the cost to the City for processing permits. These permit processing fees are afull-cost recovery system with the intention. that the developer (rather than the City} bears the cost of processing required applications. The costs of these permits are often passed on to the consumer in the form of higher housing prices. However, the City has taken steps to reduce the costs of processing residential building permits. The- 2005-2010 Housing Element for the City of Chula Vista contains an inventory of vacant residential sites. The Element shows that there are adequate residential sites designated at appropriate densities to accommodate the City's share of the regional housing need. Policy 1 of the Housing Element avows the City's commitment to facilitate affordable housing development by continuing to identify. adequate sites with appropriate zoning, development standards, and adequate public infrastructure and services. Policy 11 of the 2005-2010 Housing Element for the City of Chula Vista affirms pro-active implementation of the County's density bonus programs in order to facilitate the development. Density bonus developments are subject to discretionary review for consistency with zoning, potential environmental impacts, and compatibility with adjacent developments. Although the City has made substantial efforts in recent years to reduce time and costs required for processing .permits, the consideration and resolution of complex issues involved in some developments can be costly. The City of Chula Vista will continue to collaborate with non-profit organizations in the development of affordable housing. In order to achieve this objective, City of Chula Vista Housing Element policies have been recommended to make financial resources available to non- profit entities. The City of Chula Vista Housing Element contains City Of'Chula Vista First Program Year CAPER Page 32 10-38 policies to guide the development of affordable housing and housing for all segments of the population. The "City of Chula Vista Housing Element 2005-2010" can be obtained from the City of Chula Vista Redevelopment and Housing 276 Fourth Avenue Chula Vista, CA 91910. HOME/ American Dream Down Payment Initiative (ADDI) I. Assessment of Relationship of HOME Funds to Goals and Objectives a. Evaluate progress made toward meeting goals for providing affordable housing using HOME funds, including the number and types of households served, Please refer to the activities described in the Performance Measurement for Open Projects during Program Year Table ~ Note: During the fiscal year 2009-2010 the City exhausted the amount of ADDI funds available to first time homebuyers. HOME funds are earmarked for the production of affordable housing. All HOME funds were committed to eligible projects in 2010-2011. The Department of Housing and Urban Development concluded the ADDI program in 2009. 2. HOME Match Report a. Use HOME Match Report HUD-40107-A to report on match contributions for the period covered by the Consolidated Plan program year, Please refer to Appendix B. 3. HOME MBE and WBE Report a. Use Part III of HUD Form 40I07 to report contracts and subcontracts with Minority Business Enterprises (MBEs) and Women's Business Enterprises (WBEs). The City does not have any activity to report under the Minority Business Enterprises and Women's business Enterprises requirement. Please refer to Appendix B. 4. Assessments a. Detail results of on-site inspections of rents/ housing. b. Describe the HDME jurisdiction's affirmative marketing actions. City Of Chula ~"sta_ First Program Year Cr"-~PE~ -Page 33 10-39 c. Describe outreach to minority and uvomen owned businesses. On-site inspections of rental housing: During FY 2008-09, affordable rental projects were monitored by review of Semi-Annual Affordable Housing Reports (SAAR} that include project accomplishments, information on the number of families assisted, proof of current insurance coverage, ,annual audits, management reports, compliance with rent restrictions, and property maintenance documents that are submitted to the department annually. In addition, staff conducted on- site file reviews and unit inspections to ensure compliance with the Housing Quality Standards and Local City Code requirements. During FY 2010-11, the City of Chula Vista desk monitored all affordable housing projects and monitored all projects in accordance with HOME, CDBG, and ESG regulations. Of the projects monitored in FY 2010-11, no major problems have been noted. Affirmative Fair Housing Marketing Program: Affirmative marketing steps consist of actions to provide information and otherwise attract eligible persons in the housing market area to available housing without regard to race, color, national origin, sex, religion, familial status, or disability. To do this, the City has contracted with South Bay Community Services to serve as its Fair Housing Program Administrator. South Bay Community Services has is also a Fair Housing Program Administrator .for the County of San Diego Housing Authority Public Housing and Section 8 program participants. Through their joint efforts, these organizations sponsor public fair housing educational activities, fair housing outreach activities, and fair housing referral activities. South Bay Community Services also administers and monitors all City fair housing efforts, including the City's Affirmative Fair Housing Marketing Program. This program requires that all housing developers prepare a marketing plan. South Bay Community Services counsels owners on items needed to be included in the plans and reviews and approves the plans. Minority/Women's Business Outreach: The City of Chula Vista has a minority outreach program for projects funded by the entitlement programs within its jurisdiction that ensures the inclusion, to the maximum extent possible, of minorities and women, and entities owned by minorities and women. Certain procedures are in place during contracting and project implementation to assure that minority business enterprises and women business enterprises are used when possible in the procurement of property and- services. These include encouragement of contracting with minority and women's businesses written into ail bid packages and published notices soliciting City Of Chula Vista First Program Year CAPER Page 34 10-40 contractors for work on HUD-funded community development projects, as well as statements in the Notices of Funding Availability far afFordable housing development. In addition, informational materials are distributed at the Subrecipient Training Workshops held each year for non-profit organizations. The City of Chula Vista also includes Section 3 provisions of the Housing and Community Development Act of 1968 in both its NOFAs to all housing sponsors and in any contracts using CDBG or HOME funds. ', Subrecipient training workshops also cover the requirements of Section 3 for those receiving federal funds. '~~~~i - - Homeless Needs 1. Identify actions taken to address needs of homeless persons. For the last few years, the City has allocated Community Development Block Grant (CDBG) funds to South Bay Community Services {SBCS) for youth and family support services and housing services. Located in Chula Vista, SBCS offers assistance to persons who are "near homeless" through coordination of available services and financial resources and counseling in such matters as financial management and family support. For FY 2010-11, Chula Vista continued to support services geared toward the addressing the needs of the homeless population including: • South Bay Community Services-Thursday's Meals was provided $10,000 of CDBG funds for hot meal service. CDBG expenditures in FY 2010-2011 totaled $10,000 and resulted in 390 unduplicated persons served. • South Bay Community Services-Casa Nueva Yida I was awarded $83,621 through the Emergency Shelter Grant program, to support the operation of the Casa Nueva Vida which provides services in Chula Vista. These services aim at homeless families, most of them victims of domestic violence. They aim to develop a comprehensive strength-based family assessment, after which together they develop a treatment plan so the clients can work to re-establish self-sufficiency and end their homelessness. Funds are used for operating and essential costs including child care and bus vouchers. City Of Chula Vista First Program Year CAPER gage 35 10-41 • The Regional Task Force on the Homeless was awarded $5,000 to help support homeless research, distribution of homeless information, and homeless referral services. The RTFH operates a unique (HUD mandated} Homeless Management Information Systems that allows services agencies to track homeless client information through a central database. • interfaith Shelter Network was awarded $10,350 to operate eight south bay congregations provide nighttime shelter to 12- 15 case managed homeless guests far two weeks each, providing nightly meals, showers, and other services. Local case management agencies screen and monitor shelter guests during their maximum 8-week stay. CDBG expenditures in FY 2010-2011 totaled $10,350 and resulted in 30 unduplicated persons served. • Lutheran Social Services Project Hand was awarded $18,500 to provide food and items. to City families and individuals including the homeless. CDBG expenditures in FY 2010-2011 totaled $20,000 and resulted in 6,633 unduplicated persons served. 2. Fdentify actions to help homeless persons make the transition to permanent housing and independent living. The actions to help homeless persons make the transition to permanent housing and independent living including having clients access various resources including: • Accessing viable employment opportunities that are central to the prevention of homelessness available South Bay Career Center. • Local agencies, government resources, and higher education institutions coordinate job training and employment placement services, including services for the general homeless, veterans, youth, and disabled citizen. Southwestern Community College, Housing Authority of the County of San Diego, Regional Occupational Program, and Work Force Partnership all provide services to emergency shelter and transitional housing clients. • Participation in the San Diego County's Regional Continuum of Care Council which maintains coordination and collaborative City Of Chula Vista First Program Year CAPER Page 35 10-42 efforts within the region, to improve communication and provide updated and accurate information on services and resources available for at-risk families and individuals. Liaisons to a variety of community forums assist in coordinating the efforts of the RCCC with other Ioca{ efforts. The RCCC advises local providers of available resources, and continues to engage in efforts to preserve affordable housing units in the community. • Participation in the South Bay Homeless Advocacy Coalition Assisting with Certifications of Consistency for Super Nofa Applications. 3, Identify new Federal resources obtained from Homeless SuperNOFA. In coordination with the Regional Continuum of Care Council (RCCC}, the following federal resources were obtained from, the Homeless Super NOFA 2009: Renewal of the following SHP projects that serve Chula Vista residents: Casa de Trancision $96,932, FOCUS (partially funds Chula Vista project $298,453), and Trolley Trestle Transitional Housing Program $96,843. Total SHP Super Nofa funding for projects that serve Chula Vista approximately $400,000. Specific Homeless Prevention Elements i. Identify actions taken to prevent homelessness. Viable employment opportunities are central to the prevention of homelessness. Local agencies, government resources, and higher education institutions coordinate job training and employment placement services, including services for the general homeless, veterans, youth, and disabled citizens. Many entities provide employment=related training and job search assistance. Geographically dispersed one-stop career centers offer free training and job placement. Many agencies provide job assistance to homeless participants throwgh coordinated case management. In addition, the County continues to promote a "Work First" model, which links individuals to appropriate resources far securing employment and foster career building. Housing Authorities in the region play a pivotal role in assisting individuals with housing chailenges by providing rental assistance, first-time homebuyer programs, and housing rehab pro.grarns. City Of Chula Vista First Program Year CAPER Page 37 10-43 Additionally, each authority administers HUD monies related to Shelter Plus Care and Section 8, and links individuals to various programs and resources related to housing obtainment. Numerous pamphlets and information are published and distributed to individuals and to agencies that serve the homeless as another effort to assist in the prevention of homelessness by providing reliable consistent resources for securing housing opportunities. The Regional Task Force on the Homeless serves as a clearinghouse for information on homeless resources. This source is also used to maintain and disseminate an updated annual user-friendly manual that describes, in detail, facilities and services for homeless persons throughout San Diego County. Severs) organizations provide rental and mortgage assistance for families experiencing a financial emergency that could jeopardize their housing stability. Providers in San Diego County's Regional Continuum of Care Council maintain coordination and collaborative efforts within the region, to improve communication and provide updated and accurate information on services and resources available for at-risk families and individuals. Liaisons to a variety of community forums assist in coordinating the efforts of the RCCC with other local efforts. The RCCC advises local providers of available resources, and continues to engage in efforts to preserve affordable housing units in the community. Homeless Prevention and Rapid Re-Housing Program. The City received $819,000 of Homeless Prevention and Rapid Re-Housing (HPRP) funds as part of the American Recovery Reinvestment Act to be used for homeless prevention activities. These funds will be considered a part of the 2008/2009 action plan year; however, services continued into fy 2010/2011. The City targets HPRP funds for prevention (80%), with a small component to rapid re-housing (20%). Within those targets, direct financial assistance for housing is the largest line item (80%}, with 20% going towards service provision. The city anticipates serving approximately 40-50 households; however, this would- depend on the length of rental assistance. The City of Chula Vista met the expenditure rate of spending 50% of the grant funds Within two years. As of June 30, 2011, ARRA-HPRP expenditures through .Tune 30, 2011 are $549,997.11. Emergency Shelter Grants ~ESG) Y. Identify actions to address emergency shelter and transitional housing needs of homeless individuals and families (including significant subpopulations such as those living on the streets). City Of Chula Vista First Program Year CAPER Page 38 10-44 ESG grants support a segment of the Continuum of Care activities including transitional housing, and essential services. Programs target includes victims of domestic violence. During the reporting year, outreach efforts of agencies participating in the San Diego RCCC consisted of_ identifying and engaging chronic homeless persons and families at risk who have not been able to access emergency shelters, emergency housing, and services. Efforts also included targeting those who resist such assistance, which can be identified as both proactive and responsive activities, The RCCC's ongoing outreach plan coordinates efforts focusing on all regions of the County, as well as very specific identified areas where homeless individuals might be residing. Emergency shelter beds within the County Continuum include 475 seasonal and overflow emergency shelter beds. Of these,. the majority serves persons with disabilities and other subpopulations. Coordination activities throughout the Continuum of Care help to ensure a smQOth transition from emergency to transitional housing. During this reporting period, transitional housing helped provide 150 year round beds to an array of subpopulations within the City of Chula Vista. 2. Assessment of Relationship of ESG Funds to Goals and Objectives a. Evaluate progress made in using ESG funds to address homeless and homeless prevention needs, goals, and specific objectives established in the Consolidated Plan. b. Detail how ESG projects are related to implementation of comprehensive homeless planning strategy, including the number and types of individuals and persons in households served with ESG funds. Please refer to the activities described in the Performance Measurement for Open Projects During Program Year Table Y Please note that the Homeless Needs Table identifies numbers from all Continuum of Care activities, which includes ESG activities and the CDBG-funded. Thursday's Meals and Interfaith Shelter Network. The goal of the ESG program is to fund services that address various causes of homelessness, including lack of supportive services, insufficient income, and lack of affordable housing. During this reporting period, the goal. was to serve an estimated 90 persons; a goal which was met. In conjunction with providing transitional housing, ESG funds also leverage support services for special needs clients. Along with essential services, goals included provision of case. City Of Chula Vista First Program Year CAPER Page 39 10-45 management, childcare, and bus vouchers. During- FY 2008-09 $83,769 in ESG funds were allocated to provide essential services, and to support operations. In order to achieve the ESG goals, outreach to all populations is critical. Outreach to special needs populations includes street outreach and canvassing, testing and counseling services, and walk-in services at several locations far homeless persons experiencing substance abuse problems. Street canvassing activities facilitated by local community-based agencies target persistently chronic homeless individuals. Annual Stand Down events bring together hundreds of homeless individuals and service providers to facilitate legal help, advocacy, referrals, and other opportunities to forward information on available emergency services. 3. Matching Resources a. Provide specific sources and amounts of new funding used to meet match as required by 42 USC I1375(a)(1), including cash resources, grants, and staff salaries, as well as in-kind contributions such as the value of a building or lease, donated materials, ar volunteer time. The City's ESG grant is small ($88,021 in FY 2010-11}, therefore it is matched far in excess of the required minimum amount (100%). An approximate ratio of 2:1 is achieved for the activities supported by the grant contractor South 13ay Community Services. The ESG contract matched. with eligible ESG dollars totaling $113,029, exceeding the requirement. 4. State Method of Distribution a. States must describe their method of distribution an-d how it rated and selected its local government agencies and private nonprofit organizations acting as subrecipien ts. Not Applicable 5, Activity and Beneficiary Data a. Completion of attached Emergency Shelter Grant Program Performance Chart or other reports showing ESGP expenditures by type of activity. Also describe any problems in collecting, reporting, and evaluating the reliability of this information. City Of Chula Vista First Program Year CAPER Page 40 10-46 Table IV: ESG Funding Cap Compliance Budget Category (CAP) $88,021 Essential Services (30% $18 000 CAP , Operating Costs (10% cap for operation staff cost $65 621 (except maintenance and , securit Administration of the Gran ~4 400 (5D) ` ota t $88,021 The ESG program did not experience any problems in collecting, reporting, and evaluating the reliability of beneficiary data. ESG Program staff continuously monitors contractor performance through the monthly claims process, through quarterly reports, and by conducting periodic site visits. b. Homeless Discharge Coordination 6. Nameless Discharge Coordination a. As part of the developing. and implementing a homeless discharge coordination policy, ESG homeless prevention funds may be used to assist very-low income individuals and families at risk of becoming homeless after being released from publicly funded institutions such as health care facilities, foster care or other youth facilities, or corrections institutions or programs. b. Explain how your government is instituting a homeless discharge coordination policy, and how ESG homeless prevention funds are being used in this effort. Efforts to deve{op comprehensive policies and plans for discharge from public systems of care are being pursued strategically. Progress for the following public systems includes: Foster Care The County of San Diego's Foster Care System discharge planning protocol is in development and includes the following information and/or steps: ^ Written information about the youth's dependency case, including family and placement histories and the whereabouts of any siblings who are under the jurisdiction of the juvenile court; ^ Anticipated termination date of court jurisdiction; City-Of Chula Vista First Program Year CAPER Page 41 10-47 ^ Health plans (if not already covered by Medi-Cal); ^ Legal document portfolio that includes: Social Security Card, Certified -Birth Certificate, Driver's License and/or DMV identification card, copies of parent{s) death .certificate(s), and proof of citizenship/residence status; ^ Hauling plans including referral to transitional housing or assistance in securing other housing; ^ Employment or other financial support plans; and, ^ Educational/vocational plans including financial aid, where appropriate. Health Care The County of San Diego Health and Human Services Agency contracted with the Abaris Group (a trauma, emergency and medical services consultants group) to research the access to health, mental health and substance abuse services in six regions throughout the County. Included in the study was a special focus on the healthcare, mental health and substance abuse treatment needs of homeless persons. The finaE Healthcare Safety Net Study Core Report was released in September 2006, including recommendations for public policy administration. In addition, the San Diego County Health and Human Services Agency`s Departments of Mental Health, Environmental Health, Drug and Alcohol Services and Aging and Independence Services, in collaboration with private entities and the City of San Diego, organized in 2006 to improve the structural approach for prevention and response to the to the health care needs of homeless persons. Mental Health The mental health care system in San Diego County has formalized plans and protocol for low income and no income individuals. At the present time, homeless persons are eligible for a series of services through referral on release from inpatient ar emergency medical facilities. After release, access to service information remains available through the San Diego Center and the Network of Care Program. Services include: • Health Insurance Counseling and Advocacy Program (HICAP) ^ NeedyMeds Program; .and • Mobile Units that provide access to care in remote locations. The Network of Care Program offers specific information far homeless persons. The Center reduces barriers to care by providing information in seven languages. Resources are updated through the United Way 2- 1-i San Diego social service line to ensure regular updates. City Of Chi!,la Vista f=irst ProgranrYear CAPi=R Page 42 10-48 Funding from the State of California Mental Health Services Act has enabled the County of San Diego to implement the approved plan and protocol for housing and services of homeless mentally ill persons, frequent users of emergency health care and persons with mental health issues exiting correctional facilities. Corrections Services and discharge planning for individuals released from county correctional facilities are found in the Public Information Handbook prepared by the San Diego (SD) County Sheriff's Department. Services are summarized in the SD County Sheriff's Health & Mental Health Services Discharge Plan -form J266. The SD County Sheriff's Department has designated staff positions as homeless liaisons, mental health specialists, and an American with Disabilities Coordinator to assist with individual discharge plans for inmates who have received health or mental health services while in custody. The Mental health Psychiatric Security units of the jail (licensed by the State Department of Mental Health) operate under the purview of the state level discharge plan. Amulti-disciplinary team working with the homeless provides discharge plans and case management to ensure continuity of care upon release. Please note that this section addresses local jails and not state or federal prisons. City Of Chula Vista First Program Year CAPER Page 43 10-49 ~ ~ ~ ~. Community Development *Please also refer to the Community Development Tab4e in the Needs.xls workbook. Y. Assessment of Relationship of CDBG Funds to Goals and Objectives a. Assess use of CDBG funds in relation to the priorities, needs, goals, and specific objectives in the Consolidated Plan, particularly the highest priority activities. b. Evaluate progress made toward meeting goals for providing affordable housing using CDBG fu»ds, including the number and types of households served, c. Indicate the extant to which CDBG funds were used for activities that benefited extremely low-income, low-income, and moderate-income persons. Please refer to Table T, Performance Measurement Table. Based on the Financial Summary Report, 100% of the CDBG expenditures, excluding planning and administration, were used for activities that benefited low- and moderate income persons during FY 2010-11. No projects were qualified using slum and blight. The CDBG regulations require that at least 70% of annual expenditures benefit lower-income people. 2, Changes in Program Objectives a. Identify the nature of and the reasons far any changes in program objectives and how the jurisdiction would change its program as a result of its experiences. The CDBG Program objectives have not changed during the last year. However, the City received additional funding through the Neighborhoad~Stabilization Program. 3. Assessment of Efforts in Carrying Out Planned Actions a. Indite#e how grantee pursued all resources indicated in the Consolidated Plan. b. Indicate how grantee provided certifications of consistency in a fair and impartial manner. c. Indicate how grantee did not hinder Consolidated Plan implementation by action or willful inaction. The City of Chula Vista pursued all resources that were indicated that it would pursue in the Consolidated Plan, The City of Chula Vista provided requested certifications of consistency with HUD programs, in a fair and impartial manner, for which the City indicated it would City Of Chula Vista First Program Year CAPER Page 44 10-50 support applications by other entities. In addition, the City did not hinder Consolidated Plan implementation by action or willful inaction. Ail efforts were made to operate an effective and efficient program. 4. For Funds Not Used for National Objectives a. Indicate how use of CDBG funds did not meet nations( objectives. b. Indicate how did not comply with overall benefit certification. All CDBG funds were expended on projects that met at least one of the three CDBG National Objectives. Based on the Financial Summary Report, 100% of the CDBG expenditures, excluding planning and administration, were used for activities that benefited low- and moderate-income persons during FY 2410-11. The CDBG regulations require that at least 70% of annual expenditures benefit lower-income people. 5. Anti-displacement and Relocation - for activities that involve acquisition, rehabilitation or demolition of occupied real property a. Describe steps actually taken to minimize the amount of displacement resulting from the CDBG-assisted activities. The City, at a minimum, takes the following steps to minimize direct and indirect displacement of persons from their homes: 1. Stage rehabilitation of apartment units, where possible, to allow tenants to remain in the building/complex during and after rehabilitation, working with empty units first; 2. Arrange for facilities to house persons who must be relocated temporarily during rehabilitation; 3. Arrange for acceptable replacement units; 4. Arrange for appropriate advisory services at the levels described in 49 CFR part 24, including advanced written notice of the date and approximate .duration of temporary relocation; {ocation of a suitable, decent, safe, and sanitary dwelling to be made available for the temporary period; and the terms and conditions under which a tenant may lease and occupy a suitable, decent, safe, and sanitary dwelling in the building/complex upon completion of the project. In addition, agencies must offer all residential displaced persons transportation to temporary replacement housing; and 5. Adopt an appeals process for those persons who disagree with the determination concerning whether they qualify as a displaced person, or the amount of relocation assistance for which they may be eligible, including the opportunity to fife a written appeal of that determination with the City. Aloes-income person who is dissatisfied with the City's determination of his or her appeal may submit a written request for review of that determination to the HUD field office. City Of Chula Vista First Prcg-ram Year CAPER Page 45 10-51 b. Describe steps taken to identify households, businesses, farms ar nonprofit organizations who occupied properties subject to the Uniform Relocation Act or Section 1O4(d) of the Housing and Community Development Act of 1974, as amended, and whether or not they were displaced, and the nature of their needs and preferences. Ali replacement housing will be provided within three years after commencement of the demolition or conversion. Before entering into a contract committing the City to provide funds for a project that will directly result in demolition or conversion, the County will make public, a Notice of Availability that references a project description avaiiabie at the City Redevelopment and Housing (RH}, and submit to RH the following information in writing: 1. Description of proposed assisted project; 2. Address, number of bedrooms, and map of location of lower-income housing that will be lost as result of the project; 3. Time schedule for start and completion of demolition or conversion; 4. To the extent known, address, number of bedrooms, and map of location of replacement housing that has been or will be provided; 5. Source of funding and time schedule for provision of replacement housing; 6. Basis for concluding replacement housing wi{I remain lower-income housing for at least 10 years from date of initial occupancy; and, 7. Information demonstrating that any proposed replacement of housing units, that are different in size from those units cost, is appropriate and consistent with housing needs and priorities identified in the approved Consolidated Plan. To the extent that the specific location of the replacement housing and other data are not available at the time of submission, the City staff will identify the general location of such housing on a map and complete the disclosure and submission as soon as data are avaiiabie. c. Describe steps taken to ensure the timely issuance of information notices to displaced households, businesses, farms, or nonprofit organizations. Appropriate advisory services, including reasonable advanced written notice of (i) the date and approximate duration of the temporary relocation; (ii) the address of the suitable, decent, safe, and sanitary dwelling to be made available for the temporary period; (iii) the terms and conditions under which the tenant may lease and occupy a suitable, decent, safe, and sanitary dwelling in the building/complex upon completion of the project; and {iv) the provisions in the Notice of City Of Chula .Vista First Program Year CAPER Page 46 10-52 Non-displacement in which persons who are not to be displaced must be provided a .notice explaining the reasonable terms and conditions under which they may lease and occupy the property upon the completion of the acquisition or rehabilitation. This notice is to be provided as soon as possible. In addition, agencies must offer all residential displaced persons transportation to temporary repiacement housing. A relocation plan is prepared to conduct relocation activities. b. Low/Mod .lob Activities -- for economic development activities undertaken where jobs were made available but not taken by low- or moderate-income persons a. Describe actions taken by grantee and businesses to ensure first consideration was or will be given to !ow/mod persons. b. List by job title of al! the permanent jobs created/retained and those that were made available to low/mod persons. c. If any of jobs claimed as being available to !aw/mod persons require special skill, work experience, or education, provide a description of steps being taken or that will be taken to provide such skills, experience, or education. No economic development activities were undertaken in FY 2009-2010 involved the creation of jobs to meet the CDBG National Objective or lower-income benefit. In FY 2009-10 No Economic Development Activities were undertaken with HUD funds in response to a request from HUD. T. Low/Mod Limited Clientele Activities -for activities not falling within one of the categories of presumed limited clientele low and moderate income benefit a. Describe how the nature, location, or other information demonstrates the activities benefit a Limited clientele at least 51 % of whom are law- and moderate-income. All activities that were deemed eligible to meet this national objective are validated through data collection to ensure that at feast 51°l0 of the beneficiaries are low or moderate income; or ADA improvement projects, therefore the nature of the project provides validation using Census Data. S. Program income received a. Detail the amount of program income reported that was returned to each individual revolving fund, e.g., housing rehabilitation, economic development, or other type of revolving fund. b. Detai! the amount repaid on each float-funded act!-vity. c. Detail all other loan repayments broken down by the categories of housing rehabilitation, economic development, or other. d. Detail the amount of income received from the sale of property by parcel. City Of Chula Vista First Program Year CAPER Page 47 10-53 8a. Program Income was returned to the CDBG Line of Credit for repayment of an economic development loan. The following describes 1=Y 2010-11 CDBG program income: * FY 2010-i1 CDBG Program Income totaled $99,874. * PY 2010-11 sources of program income from the CDBG Program include $89,724 in repayments from homeowners within the Castlepark Infrastructure Project for improvements completed on their property. $10,150 was generated through the repayment of program income earned through the Casa Nueva Vida rehabilitation project. Prior year revolving loan funds were also utilized, totaling $375,921.11. 8b. Not applicable 8c. Please refer to the response under 8a. above. 8d. Not applicable. The City of Chula Vista did not sell any CDBG- funded properties owned by the City during the reporting period. 9. Prior period adjustments -where reimbursement was made this reporting period for expenditures (made in previous reporting periods) that have been disallowed, provide the following information: a. The activity name and number as shown in IDIS; b. The program year(s) in which the expenditure(s) for the disallowed activity(ies) was reported; c. The amount returned to line-of-credit or program account; and d. Total amount to be reimbursed and the time period over which the reimbursement is to be made, if the reimbursement is made with multi-year payments. No CDBG reimbursements were made this reporting period for previous reporting period expenditures which were disallowed. 10. Loans and other receivables a. List the principal balance for each float-funded activity outstanding as of the end of the reporting period and the date(s) by which the funds are expected to be received. b. List the total number of other loans outstanding and the principal balance owed as of the end of the reporting period. c. List separately the total number of outstanding loans that are deferred or forgnrable, the principal balance owed as of the end of the reporting period, and the terms of the deferral or forgiveness. d. Detail the total number and amount of loans made with CDBG funds that have gone into default and for which the balance was forgiven or written off during the reporting period. e. Provide a List of the parcels of property owned by the grantee or its subrecipients that have been acquired or improved using City Of Chula Vista First Program Year CAPER Page 48 10-54 CDBG funds and that are available for sale as of tiie end of the reporting period. 10a. Not applicable. There are no float-funded activities. 10b. Outstanding CDBG-funded loans include housing rehabilitation loans. There are 57 deferred loans outstanding, the balance of these loans totals $755,801.21 as of June 30, 201.1; Terms of deferred loans vary by project and funding amount. i0c. Please refer to the response. under 10b. above. 10d. Not applicable. No CDBG loans have gone into default during FY 2014-11 where the balance was forgiven or written off during the reporting period. 10e. Not applicable. No properties owned by the City or its subrecipients and funded by CDBG are currently available for sale. 1I.Lump sum agreements a. Provide the name of the financial institution. b. Provide the date the funds were deposited. c. Provide the date the use of funds commenced. d. Provide the percentage of funds dr'sbursed within 180 days of deposit in the institution. Not applicable. 12.Housing Rehabilitation -for each type of rehabilitation program for which projects/units were reported as completed during the program year a. Identify the type of program and number of projects/units completed for each program. b. Provide the total CDBG funds involved in the program. c. Detail other public and private funds involved in the project. During FY 2010-11, fifteen residential units were rehabilitated under Community Housing Improvement Program (CHIP). Expenditures in FY 2010-2011 totaled $175,217. The CHIP does not currently require a match of other public or private funds. Program participants may utilize other private funding to leverage the CDBG funds; however, additional funding sources are not tracked by the City. In addition, please refer Table I, PerFormance Measurement table. T 3.Neighborhood Revitalization Strategies -for grantees that have HUD-approved neighborhood revitalization strategies a. Describe progress against benchmarks for the program year. For grantees with Federally-designated EZs or ECs that qty-Of Chula Vista 3=irst Program Year CAPER Page 49 10-55 received HUD approval for a neighborhood revitalization strategy, reports that are required as part of the EZ/EC process shat! suffice for purposes of reporting progress.. Antipoverty Strategy Y. Describe actions taken during the last year to reduce the number of persons living below the poverty level. The City is continuously exploring options to expand economic and employment opportunities for low to moderate income residents in order to help alleviate poverty. In addition, the City supports a range of programs that to address poverty including:. ^ Technical assistance to develop the job training and skills ^ Social Services such as {egal assistance, child care, health care, transportation, housing, education, and services for the e{derly and disabled who are on fixed incomes. ^ Programs that serve the people who are homeless and/or are at-risk of homelessness .~ - ~ ~ _' Non-homeless Special Needs *Please also refer to the Non-homeless Special Needs Table in the Needs.xis workbook. 1. Identify actions taken to address special needs of persons that are not homeless but require supportive housing, {including persons with HIV/AIDS and their families). Please refer to the HOME TBRA activities described in the General Section under the Housing section. Specific HOPWA Objectives Not applicable: The largest city in-the San Diego area receives the HOPWA formula allocation to serve the needs of persons living with HIV/AIDS and their families. City of San Diego is the entitlement jurisdiction for the Housing Opportunities for Persons with AIDS (HOPWA} program, and by agreement contracts with the County of San Diego to administer the HOPWA program for the entire San Diego Region. Relevant information pertaining to the HOPWA Program can City Of Chula Vista First Program Year CAPER Page 50 10-56 be viewed in the Gty of San Diego's FY 2009=2010 Annual City ©f Chuia Vista First Program Year CAPER Page 51 10-57 Include any CAPER information that was not covered by narratives in any other section. Not applicable. Attachment 2 2010-2015 CONSOLIDATED PLAN PRIORITIES Priority Needs Given the findings listed in Executive Summary of the 2010-2015 Consolidated Plan, the City of Chula Vista has established the following priority needs which will guide funding during the five-year Consolidated Planning period: Housing priorities. The city's top housing priorities during the next 5 years are: 1. Affordable rental housing for low and moderate income households. Taroetedarouns: Extremely and very low income households and special needs households; Low and moderate income households. Basis foryriority: 1)Gaps analysis that showed a shortage of 3,800 rental units for households earning $25,000 and less; 2) Input from stakeholders that identified programs that prevent and mitigate homelessness as highly needed; 3) Analysis of special needs populations housing and social service needs. 2. Maintenance and preservation of existing housing stock. targeted arouns: All low income owners and owners with special needs. Moderate income households. Basis forariority: 1)Aging housing stock, presence of mobile homes and housing stock with lead-based paint hazards (as many as 7,000 housing un_its). 3. Homeownership opportunities. Targeted groans: All low and moderate income renters wanting to be owners. Basis for priority: 1) Gaps analysis that showed that households must earn $75,000 before a quarter of for sale housing units are affordable. Also based on analysis in Section III that demonstrates that for sale prices, especially for detached homes, are still largely unaffordable to workforce, even with the downturn in the housing market. 10-58 Community development priorities. The city's top community development priorities during the next 5 years are: 1. Infrastructure improvements in low and moderate income neighborhoods. Tametedactivities: Street and sidewalk improvements in low income areas Flood prevention and drainage improvements 2. Community facilities. Targeted grouos: Facilities serving youth Park and recreational and neighborhood facilities Facilities serving other special needs populations Health and child care facilities 3. Special needs and homeless priorities. The city serves special needs and homeless populations by funding public services at the federally mandated 15 percent of CDBG cap. Public services. The priority groups to which public services funds will be directed include: Highest priority -Populations needing basic/essential services (food, housing, emergency services) Medium priority -given to special needs populations (at-risk youth, family violence, disabled persons). ADA improvements. Accessibility needs of the physically disabled. Transitional and homeless housing and services. 4. Economic Development priorities. The city serves local businesses by funding job creation/job training activities. - Job Training opportunities to assist person obtain full-time employment. No resources will be allocated in 2011-2012. The City will continue to work the Department of Housing and Urban Development to re-authorize the City's use CDBG grant funds for economic development activities. 10-59