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HomeMy WebLinkAbout2012/11/06 Item 05#=~ - CITY COUNCIL AGENDA STATEMENT ~`~~ CITY OF CHULA VISTA NOVEMBER 6, 2012, Item ~ ITEM TITLE: PUBLIC HEARING TO PRESENT THE 2011/2012 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 SOLUTIONS GRANT (ESG) FOR THE 2013/2014 PROGRAM YEAR SUBMITTED BY: ASSISTANT CITY MANAGE DEVELOPMENT SERVICES DIRECT REVIEWED BY: CITY MANAGER 4/STHS VOTE: YES ~ NO SUMMARY The purpose of the public hearing is to present the year-end (2011/2012) 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 Solutions Grant (ESG), and to solicit public input on funding priorities for the upcoming grant year (2013/2014). ENVIRONMENTAL REVIEW This item does not include a site specific project and therefore is not subject to National Environmental Protection Actor California Environmental Quality Act review. RECOMMENDATION Council accept the year end report and conduct the Public Hearing to solicit input from the community. BOARDS/COMMISSION RECOMMENDATION Not applicable. 5-1 NOVEMBER 6, 2012, Item 7r-- 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. In fiscal year 2012/2013, the City received $2,390,427 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 CAPER, which was provided to HUD at the conclusion of the 2011/2012 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 1 and the remaining portions of CAPER are on file with the City Clerk due to its large size. A review of the 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. Annual Process for HUD Grant ProErams: 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's HUD approved 2010-2015 Consolidated Plan, effective July 1, 2010, identifies funding priorities (Attachment 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 • 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 Deve]opment job creation/job training activities On May 1, 2012, the City Council approved apre-award of $375,000 for Third Avenue for fiscal year 2013/2014. This meets the funding priorities set forth in the Community Development priorities. However, it means no funding will be available to fund a capital 5-2 NOVEMBER 6, 2012, Item s Page 3 of 4 project for fiscal yeaz 2013/2014 since essentially the amount usually funded for capital project is already being used for the Third Avenue Streetscape project. At this time, we have not received the allocation amount for fiscal year 2013/2014, but the City estimates an eight and a half percent reduction (8.5%) in the combined grants due to the potential budgetazy cuts known as "Sequestration." For fiscal yeaz 2013/2014, the City's Section 108 debt service payment will be $753,000. In addition, $375,000 has been obligated for the Third Avenue Streetscape project based on a pre-award approved by City Council on May 1, 2012. After deducting these amounts from the anticipated CDBG annual entitlement, approximately $514,338 will remain for public services programs and grant administration. Funding applications for the three grant programs (CDBG, HOME, and ESG) will be available to all interested organizations and City departments in mid December, with applications due 45 days later. Staff will review all applications to determine eligibility during the month of February. Staff will then return to Council in March to present recommended 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. HUD caps public service funding at 15 percent of the annual grant. If the City receives an 8.5% reduction in the entitlement amount for 2013/2014, this would only leave approximately $226,000 for public services. 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 IL Special Needs (At-Risk Youth, Family Violence, Special Needs/Disabled) • Tier III: Other (Transportation Services, Case Management, Preventative Health Care Services, Recreation (non disabled, non emergency services) Staff recommends using the same methodology described above for fiscal 2013/2014 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 YEAR 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. 5-3 NOVEMBER 6, 2012, Item ~ Page 4 of 4 ATTACHMENTS Attachment 1: CAPER Narrative Attachment 2: Consolidated Plan priorities Prepared by.' ,rose Dorado, Project Coordinator II, Development Services Department, Housing Division 5-4 ATTACHMENT 1 ~ll~~ +tir4Alr~1r. ~~ cHUtAV~s~A Consolidated Annual Performance Evaluation Report (CAPERS on the. 2©11j2012 Federal Grant Entitlement Programs from the Department of Housing and Urban Development Prepared by the Department of Development Services Housing Division lose Dorado, Project Coordinator II Angelica Davis, Project Coordinator II 276 Fourth Avenue, Ghula Vista, CA 91910 5-5 CDBG ~ HOME ~ ESG TABLE OF CONTENTS Executive Summary .......................................................................................... ............................... 1 General Questions ............................................................................................ ............................... 1 Performance Measurements ............................................................................ ............................... 2 Managing the Process ...................................................................................... ............................. 17 Citizen Participation ......................................................................................... ............................. 19 Institutional Structure ...................................................................................... ............................. 20 Monitoring ........................................................................................................ ............................. 21 Lead-based Paint .............................................................................................. ............................. 25 Housing Needs .................................................................................................. ............................. 26 Specific Housing Objectives .............................................................................. ............................. 26 Public Housing Strategy .................................................................................... ............................. 27 Barriers to Affordable Housing ......................................................................... ............................. 28 HOME/ American Dream Down Payment Initiative (ADDI) ............................. ............................. 29 Homeless Needs ............................................................................................... ............................. 31 Specific Homeless Prevention Elements .......................................................... ............................. 33 Emergency Solutions Grants (ESG) ................................................................... ............................. 34 Community Development ................................................................................ ............................. 38 Antipoverty Strategy ........................................................................................ ............................. 43 Non-homeless Special Needs ........................................................................... ............................. 43 Specific HOPWA Objectives .............................................................................. ............................. 44 Tables: Table I: Performance Measurement ...............................................................................................3 Aoaendices: 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 • PR26 -CDBG Financial Summary • PR22 -HOME Status of HOME Adivities • PR2S-HOME Status ofCHDOFunds • PR27-HOME Summary of Grants • PR33-HOME Matching Liability • PR91-ESGFinancialSummary • PR81- 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 5-6 Second Program Year CAPER The CPMP Consolidated Annual Performance and Evaluation Report includes Narrative Responses to CAPER questions that CDBG, HOME, and ESG grantees must respond to each year in order to be compliant with the Consolidated Planning Regulations. G1fl~Ei~ utiue ~'u~r~ra~~ This module is optional but encouraged. If you choose to complete it, provide a brief overview 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, 2011 to June 30, 2012, represents the third 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 2011-12, using Federal funds granted to the City of Chula Vista by the Department of Housing and Urban Development (HUD) for the Community Development Block Grant (CDBG), HOME Investment Partnerships (HOME), including the HOME American Dream Down Payment Initiative (ADDI), and Emergenty Solutions Grant (ESG) Programs. For Fiscal Year 2011-2012 grant funds available for CDBG ($1,813,779), HOME ($877,482), and ESG ($87,827) programs totaled $2,779,088. The City was also notified of a second allocation of ESG funds now known as the Emergency Solution Grant funds. However, a grant agreement was not provided to the City during the CAPER reporting period. The HUD-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. 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. Accomplishments for each of the activities undertaken during the reporting year are provided below through: 1) Project Performance Measurement Table and; 2) Accomplishment narratives forthe activities within the corresponding City Priorities as identified in the Consolidated Plan. City Of Chula Vista Second Program Year CAPER Page 1 5-7 b. Provide a breakdown of the CPD formula grant funds spent on grant activities for each goal and objective. The activity accomplishment narratives include the amount and source of CPD grant funds. c. If applicable, explain why progress was not made towards meeting the goals and objectives. The city met all the goals as identified in the 2011-2012 Annual Action Plan. 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 2010-2015 Consolidated Plan. The City of Chula Vista also incorporated performance measurements into the (CAPER). Performance Measurements The City of Chula Vista funded the projects listed in the Project Performance Measurement Table 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 2011-12. These activities were intended and ultimately benefited primarily low-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 included with each of the planned activities (Table 1 below). The outcomes and objectives are identified using the numbering system which ties to the Community Planning and Development Performance Measurement System flo~minncri by HI Irl a<fnllnwc• '"" } ' Availability/ OuEcameJObjecttve Codes +^' ' ~ Affordability Sustainability , ? Accessibility Decent Housing DH-1 DH-2 DH-3 Suitable Living Environment SL-1 SL-2 SL-3 Economic Opportunity EO-1 EO-2 EO-3 City Of Chula Vista Second Program Year CAPER Page 2 5-8 ~2031~013 ~eJQd PMfaSmanceMe7sutdr~u[~-_ ', ..... .M1J yen .rs ,. ,„ ~ :, y ~„Y~.. .: :.. Ac4uisili0n(RebabiliWtaion (Trenxonj DH-i CDBG Numper of nousing units ~rea:eo The Labtlingx It DH-1 HOME. Number of Hauling Units Createtl D 11 11 3rd Avenue Sxreeucape Projett SL-1 CDEG !:umber of Persons Btnefrfrng from u sa,uro _n,u7b Sadewa[k Annual Program {STL 48(3?0} SL t W8G improvetl Infrastructure 30,506 0 3D,806 twnrani*uh'F®obtiec '? ~' '. i0 775 0 .. 175 'g ADA Curb CUt Program Sl-1 CDBG Number a`PUDfic facitiues lmpm:ee" ' 276 0 276 Lza6erDaeh Secunq•Projec[ 6l-1 CDEG 0 1 k Community Eotlecemmt . .. ..:,.. , ~ . i0 A I 406 , - ~0'iy3 :. Number o[Peaple Benehtting from G rz'titi Remova:4 Prc+gram - Private SL z CDBG improvement L 0 AD,443 40,4-13 ~ Specwt HeeBs endHOmei~s Priarties {Public Senrrxtf ~ :~16,Og0 ~ SL971 '5.946 SJ.9iH~ KrtlCare Express Metlial Mobile Vrt2 ~ Sr'_ CDEG 1,889 1,162 3,051 Luttreran Social Services PrcjeR Hantl S€-1 CDBG :i fi,D33 2,763 8,786 Meals nn iNbeelz SL-1 CDBG 238 Zll 214 Eootl:, 4 Kitl; BaCKPOCt Program S! : CDBG 75 75 18P Atl4tt DaY Hzal[h Care Tanspa¢atEan 6~ 1 CDEG 263 114 377 fam91y 4iotence Zreacnent SL-? CDBG 585 618 1,2C3 Servicesfor High-Risk antl Hame9ess You.h SL-'_ CDBG: 300 34D 640 Assessment, Ae`.eeral and Emergency Services SE-i CDBG Number Persons receivi=ng cmpro4rtl 325 324 &F9 LSS-Czring Neighbor SC1 CDBG services 68 0 68 Chule Yista Veterans RehadiliYa[wn 5ervitzs SE -. CDBG 585 279 865 lYb KYSZ Program SL-1 CDBG 36 4 96 Norman Seriar Center Services SL ;. CDBG 400 919 8,319 7harsdays tAeal SL-1 CDBG 390 300 690 Casa Nueva Vetla S! = ESG 93 146 p39 Hate, Yaucher Program SL-1 CDBG 238 D '^_36 Interiaitb Sbelter Neiw•prK St-'. £DEG. 30 28 58 GmiEiti Removzl Program-PUbOC Spaces 6'r' CDEG. Number cl52ruccures remetl~atetl 40,443 fi,114 46,557 a. r~ CDBG Program AtlminiRratian N/A CDBG N.+A HOh4£?ragram Atlminu-tra:ian N(A HOME NjA ES6 Program Admi~istmtion N1A ESG N(A-Adminiztra[ion Activity N(A Pair Housing Counseling Services N/A CDBG NJA aae~~Ai r~.o- s.,~r. „nrm t;n.nN.ee crier. CDBG N!A ut<urne/pbjtaiue C.otleys i 4810 1 YtY (ACeesinithY Hortlabili Sustaenability Decent HOVSing DH-2 DHQ CH-3 Suisable Living Environment SE-1 SL-2 6l-2 Economic Opportunity ED-1 EO-0. EG-? City Of Chula Vista Second Program Year CAPER Page 3 5-9 FY 2011-12 Housing Acbievements The table below evaluates the progress being made by the Gty of Chula Vista in meeting its specific. objective of pravlding affordable housing, Including the number of extremety Vow-income, low-income, and mederate- income renter and owner households assisted during the reporting period (July 1, 2017-tune 30, 2012) and the number of households assisted with housing that meets the Section 215 definition of affordable housing far rental and homeownership3. This summary of progress includes a comparison of actual accomplishments during 4he program year with proposed gooks and efforts to address "worst-rise needs," and progress in meeting 4he needs of persons wlffi disabilities'-. Acwmplishments (includes assistinx worse rase needs and persons with disabilities) The Housing Authority of the County of San Diego {HACSD) Administers the SeRion B program and owns the Public Housing units located fn the City of Chula Vista. The Section $ Housing Choice Voucher Program provides ongoing assistance for approxlmaiely 2750 families (7g8 Elderly, 1645 small family, 317 large families) in the City of Chula Vista. !n addition, HACSD owns and operates 121 Public Housing units in the City of Chula Vista {59 Elderly}. The City of Chula Vista's kGME funds resuRed in the completion of landings II project (143 units} and a investment of CDEG funds resulted in the completion of the Trenton Avenue Project {7}. These iwo projects resulted in additional 150 units for loav income renters. These projects also increased the number of Section 504 units available to persons wlih disabilities. tither impoRant accomplishments included assisting 2 homeowners with home rehabilitation loans and 10 first Time Homebuyers wAth hame6uyer assistance funds- CansoGdated Plan Performance Measurement Goals and Obieciives Please refer to the Performance Measurement table found an page 3 of the CAPER for additional information on the spedficfive-year goals and one-year goals. lw,r •. The 5ecsron 215 tlefa,ttnn orattoraabk twusing ¢ ds~'inetl in 3d CFR 42.252 ice ren:at hoVSmg anti 2r CrR 25fi tw homeorrnership. F.wz worn-rmchouzing neeCS are detinetl asiow-income renL•r hausehotds who pry mmr:han halt their incwne far rent, lire M. scnausry subs-antlartl hous;ng jwhKh iraJUEes homeless Deapiel or have been involuntzrrty tlisplaceb.itx neeCS o1 persons wtith tlisabilities tlaes nee ncfutle Qra3'T nursing homes xotnerzervi¢untereE fanatics. Section 215 QuaEification as Affordable Housing' h*' adr Vwt4 ROd CO j fie es/cpA(B'fo+dabe~oos PR}d W58ndrEGS,'a WS~hOmelNSa(SeL2I5.Cfnt City Of Chula Vista Second Program Year CAPER Page 4 5-10 'Number of units assisted rather than counting each individual(famlly :hat is assisted. "' Gomp@tion of the Lantlings 13 and Trenton Avenue resulted in additional Section 50-0 Units ~ousiK~ Pi~io~ities acrd f{ceonr~o~slr~rerts Three Housing Funding Priorities were identified under the 2010-2015 Consolidated Plan and are summarized below along with their corresponding accomplishments for the reporting year: - -- Priority 1: Affordable rental housing opportunities for low and moderate income persons (30 housing units per year/ 150 within the Consolidated Plan period). In FY 2011-12 CDBG funding was provided to the following housing improvement programs: Accomplishment 1: Landings II Windingwalk. Construction of Landings II, a-143 multi-family rental housing project in Eastern Chula Vista began during the 2010-2011 program year and was completed in 2011-12. The units were designed to serve large families and consist of all three bedroom units with a two car garage. All 143 units are restricted to households earning at or below 60% of the Area Median Income (AMI) for 55 years. Eleven of the units are HOME restricted at the 50% AMI level during the 20-Year HOME affordability period. A total of $2,400,000 HOME funds were allocated to the Landings. The majority of the funds were expended during the fy2010-i1 program year. Retention of $240,000 was released during this reporting period (2011-12). All units are leased. Accomplishment 2: South Bay Community Services (SBCS) Trenton Avenue. This project consists of the acquisition and rehabilitation of a 7 unit housing project for the purpose of serving former foster youth. 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 was completed August 2011. The majority of the expenditures were incurred in the prior reporting period. CDBG Expenditures during this reporting period (2011-2012) totaled $13,226.25. All units are leased. Priority 2: Maintenance and Preservation of existing housing stock. Provide assistance to low income homeowners with aging units (10 households annually) Accomplishment 1: City of Chula Vista Community Housing Improvement Program (CHIP). In FY 2011-12, the CHIP program assisted two households with home repairs; one extremely low- and one very low-income. Both households were female-headed, elderly, and disabled. Both households were Caucasian (one of them Hispanic). A total of $11,077.60 was expended. Two additional applications were approved, of which one rehab was completed; however, funds were expended at the start of FY 2012-13. These accomplishments will be reported under the 2012-13 CAPER. City Of Chula Vista Second Program Year CAPER Page 5 5-11 Priority 3: Homeownership Opportunities. Provide opportunities to Low and Moderate Income Households to become homeowners (10 households annually) Accomplishment 1: City of Chula Vista First Time Homebuyer Assistance Program. During FY 2011-12, the City partnered with Community HousingWorks to provide ten households with City of Chula Vista homebuyer assistance using HOME funds. In addition, the City of Chula was able to leverage its HOME funds with NSP funds to assist more first time homebuyers. A total of $471,250 of HOME funds were expended. All 9 units are owner occupied. Accomplishment 2: Community HousingWorks (CHW)- Homebuyer assistance pre and post purchase counseling & education. Beginning February 2009, CHW began offering HUD certified Homebuyer Education (HBE) classes in the City of Chula Vista. During FY 2011-12, Community HousingWorks held 1 HUD certified Homebuyer Education (HBE) class in Chula Vista. 68 Chula Vista residents graduated and received HBE classes. 50 Chula Vista residents received foreclosure intervention counseling. As of June 2010, CHW began providing one-on-one counseling sessions at the City of Chula Vista City Hall location. For the reporting period July 1, 2011-June 30, 2012, 73 foreclosure and 9pre-purchase counseling sessions were conducted at Chula Vista offices. During the reporting period, CHW helped a total of 23 families purchase in the City of Chula Vista though their lending services and counseling and education programs. Additional accomplishments include: • 19 First Time Homebuyers (FTHB) created using CHW Loan funds • 2 Refinance Transactions for existing Chula Vista homeowners • 2 FTHB created through counseling and education with no financial assistance required. • 56 Homeowners were pre-committed, approved to use NSP and HOME homebuyer assistance funds The City of Chula Vista provided in-kind support including the use of City facilities for homebuyer education classes and foreclosure prevention counseling. 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 2011-2012 totaled $35,000 in CDBG funds. City of Chula Vista staff also assisted persons who faced fair housing discrimination and tenant landlord issues. South Bay Community Services efforts: Marketing efforts are underway to affirmatively further fair housing in Chula Vista. All marketing efforts further fair housing choice and remind the residents of Chula Vista that SBCS is the contracted agency that handles the fair housing complaints and landlord-tenant issues. SBCS conducted an educational presentations at the Civic Center branch of the Chula Vista Public Library to commemorate fair housing month. SBCS used the Star News and its network of Family Resource Centers to advertise the event. The Star City Of Chula Vista Second Program Year CAPER Page 6 5-12 News has a circulation of 33,500 and distributes their free newspaper to 22,500 homes. A promotional ad was published in the Star News to remind residents to attend. Phone calls were made to clients to personally invite them to attend. SBCS also included fair housing as a topic in our 40-hour domestic violence training on 4/30/12. 15 people were present. SBCS also placed a fair housing resource table within the chambers of City Hall to reach as many individuals as possible with fair housing resources. On 6/20/12, SRCS conducted its quarterly educational event at the Civic Center branch of the Chula Vista Public Library. The event was advertised in the Star News, within the library, and to our Family Resource Centers. A fair housing discrimination poster was placed on an easel at the library to promote the event. The easel has HUD-approved fair housing posters along with the agency's contact information. There are several Impediments to fair housing choice found in 2010. (1) Substandard housing conditions were among the top tenant-landlord complaints in the region. Lead-based paint hazards are present in older housing units. Also, older housing units are usually not ADA compliant which limits housing options for. persons with disabilities. (2) Fair housing service providers should actively pursue Fair Housing Initiative Program (FHIP) funds. (3) Unmitigated impediments from previous years are: (a) increase educational and outreach literature, (b) outreach to new homeowners who become landlords, (c) increase minority representation in the homebuyer market, (d) applicant denial due to little budgeting knowledge, (e) housing discrimination, (f) diversify and expand housing stock to different groups, (g) expand affordable housing, and (h) require and provide testing for lead-based paint. A summary of accomplishments addressing the impediments is included in Appendix F. D~/~/° TIOIIS'%K~ ~GGOACp~Blr~rerts; • HOME/CDBG Funds During FY 2011-12, the City of Chula Vista release a RFP/RFQ to select a contractor to leverage NSP and HOME with a goal of acquiring 6-8 properties for the purpose of providing affordable rental opportunities to low income households. A total of $1,450,000 of combined grant funds was allocated and committed during the reporting year ($750,000 of HOME funds and $700,000 of NSP). No expenditures were incurred during the reporting year. • 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 low-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). City Of Chula Vista Second Program Year CAPER Page 7 5-13 ~oirre~es8 ~'e~ctiees Priorit :Continue to support programs offering transitional housing opportunities for homeless families and individuals Below is a summary of the accomplishments for homeless services during the reporting year: Accomplishment 1: South Bay Community Services Casa Nueva Vida. During FY 2011-12, ESG funds were allocated to South Bay Community Services in Chula Vista for a total of $83,621 for shelter operations and services. All contracts were committed by July 1, 2011 and were fully expended in accordance with ESG critical deadlines cited at 24 CFR 576.35. The Casa Nueva Vida program served 143 homeless persons. Accomplishment 2: South Bay Community Services Thursday's Meals: During FY 2011-2012, CDBG funds provided nutritious and nourishing meals to low and moderate income homeless and needy people in the City of Chula Vista at various sites throughout Chula Vista. CDBG expenditures in FY 2011-2012 resulted in meals to 300 unduplicated homeless persons and totaled $10,000. Accomplishment 3: Lutheran Social Services Project Hand. During FY 2011-2012, 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 2011-2012 resulted in 1,162 unduplicated clients served including homeless persons and totaled $27,830. Accomplishment 4: Ecumenical Council of San Diego Interfaith Shelter Network. During FY 2011-2012, CDBG funds provided nighttime shelter to homeless guests for 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 2011- 2012 resulted in 28 unduplicated homeless persons served and expenditures totaled $10,350. Accomplishment 4: 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 local governments. CDBG expenditures totaled $3,000. In January 28, 2012, 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). City Of Chula Vista Second Program Year CAPER Page 8 5-14 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 role that faith-based organizations and social service agencies 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 aFaith-based Forum, an annual event to bring social service agencies and faith-based 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 were considered a part of the 2008/2009 action plan year; however, services will continued through fy 2011/2012. The program end in August of 2012, in accordance to HUD's deadline. The City targeted HPRP funds for homeless prevention (80%), with a small component to rapid re-housing (20%). Within those targets, direct financial assistance for housing was the largest line item (80%), with 20% going towards service provision. Through the entirety of the program, the city served 40-60 households. All funds were expended prior to the expenditure deadline. During the reporting period, a total of $216,387 were expended and provided 15 households with Homeless Prevention assistance and 2 households with Rapid Re-Housing assistance. G'o~r~ru~ri~ Deue~~b~re~t ~i~io~itiern acrd ~c~orrp~s~iereKt~ Three Community Development Priorities were identified under the 2010-2015 Consolidated Plan and are summarized below along with their corresponding accomplishments for the reporting year: 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 compliant curb ramps in the low/moderate income areas of the City. In 2011/12 the design of the new ramps were completed. CDBG expenditures in FY 2011-2012 totaled $13,343. Final construction of the ADA ramps will be completed in fy2012-13. Accomplishment 2: Section 108 Castle Park Area Improvements. A scheduled loan payment of $745,866.50 was issued fora $9.Smillion Section 108 Loan for infrastructure improvements in the Castle Park Area. This area consists of 4 census tracts including 13102, 13203, 13302, 13303 which are predominantly low-income residents. City Of Chula Vista Second Program Year CAPER Page 9 5-15 Prioritv 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 1: 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 2011-2012 totaled $50,000 and resulted in 40,443 in residents benefitting from this activity. Prioriri 3: Continue to fund public services at the federally mandated 15% cap. ~fiecia~ /~eec~s ~e~r~ices Accomplishment 1: Chula Vista Veterans Home Shower Access Chairs and Sling Lifter. Partial funding for the purchase of rehabilitation equipment to further services offered at the Chula Vista Veteran's Home. The follwing item was purchased: A wheelchair Access Hi-Low Tilt. CDBG expenditures in FY 2011-2012 totaled $2,868 and resulted in 586 unduplicated disabled persons served. ~'e~e~a~ ~u6~c ~'e~vices 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 sufficient 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 2011-2012 totaled $35,619 and resulted in 324 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 2011-2012 totaled $34,000 and resulted in 618 unduplicated persons served. Accomplishment 3: Family Health Centers of S.D. KidCare Express III Medical Unit. Provide primary healthcare services to low 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 City Of Chula Vista Second Program Year CAPER Page 10 5-16 Vista families get the healthcare they need, when they need it. CDBG expenditures in FY 2011- 2012 totaled $10,000 and resulted in 1,162 unduplicated persons served. Accomplishment 4: 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 will 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 2011-2012 totaled $39,550 and resulted in 340 unduplicated persons served. Accomplishment 5: 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 2011-2012 totaled $5,000 and resulted in 114 unduplicated persons served. Accomplishment 6: Food 4 Kids Backpack Program. The program served extremely low income elementary school children who are currently receiving USDA-funded school lunches, 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 2011-2012 totaled $15,000 and resulted in 75 unduplicated persons served. Accomplishment 7: 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 271 Elderly persons served. Note: Lutheran Social Services Project Hand, and Thursday's Meals are reported in the Housing and Homeless Priority. 2. Descrihe 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 being spent on a timeline basis and meet the regulatory requirements. 3. Affirmatively Furthering Fair Housing (Please refer to Appendix F for additional reportingJ: 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: City Of Chula Vista Second Program Year CAPER Page 11 5-17 1) 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; S) required lead-based paint testing for homebuyer and residential rehabilitation programs; 6) 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 all 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 Housing Element 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 2011-2012, the City began identifying the impediments included in the 2010-2015 San Diego Regional Analysis of Impediments to Fair Housing Choice. In Fiscal Year 2011-2012 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(a), which sets forth the City's responsibility to affirmatively further fair housing in the City of Chula Vista. South Bay Community Services (SBCS). SBCS 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 for the County of San Diego to provide fair housing services to parts of the South Bay region serving residents of City Of Chula Vista Second Program Year CAPER Page 12 5-18 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 for 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 2011-2012 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) Outreach presentations were completed during the fiscal year. 3) SBCS has a toll 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) Evaluated the impediments in the 2010-2015 AI and provide education to Chula Vista residents. 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 aMivities, senibr services, violence prevention, and meals for the homeless and health care assistance for low-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 2011-12, Chula Vista expended $264,498.10 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 improvements and public services for CDBG projects during the 2011-2012 CDBG application period. Affordable rental housing needs were primarily addressed by Developers seeking City funding to support the creation of affordable housing. With the limited amount of HOME funds, loss of City Of Chula Vista Second Program Year CAPER Page 13 5-19 Redevelopment funding, and the downturn in the economy, the City did not receive any proposals for affordable housing projects during the fiscal year. However, through the RFCt/RFP process, the City selected a contractor to acquire and rehabilitate existing housing stock for affordable rental housing. 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 official 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 costs. 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 City of Chula Vista and issues the assistance payments directly to the landlords on behalf of the assisted households. Supportive Housing Program (SHPj: 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 for the homeless. The County's, (that includes Chula Vista service providers) 2011 Continuum of Care (CA601) SHP grant totaled approximately $15.7 million for the San Diego Region. 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% 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 Chula Vista. Certificates were provided to 2 low- and moderate-income households in FY 2011-12. The Federal Housing Administration-FHA: The FHA provides mortgage insurance on loans made by FHA-approved lenders throughout the United States and its territories. FHA insures City Of Chula Vista Second Program Year CAPER Page 14 5-20 mortgages on single-family, multi-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 costs and fees can be included in the loan. ~eGO!/~f~~ ~Gt //~0~!`a~S' 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 Ad. 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. During the fiscal year 2011-2012 four projects were completed 1) ADA curb cut 2) Eucalyptus Park Improvements 3) Kid Care Express Mobile Medical Unit and 4) Chula Vista Family Health Center Improvements. CDBG-R Expenditures during the fiscal yeartotaled $483,350. Homeless Prevention and Rapid Re-Housing Program (HPRP): HPRP was designed to provide assistance to 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 to serve approximately 40 families. HPRP expenditures in FY 2011-2012 totaled $216,387 and resulted in 17 unduplicated persons served. ~'tate ~~O~wa~rs 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 ofmulti-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 will 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 63 (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 City Of Chula Vista Second Program Year CAPER Page 15 5-21 programs and monitor progress toward statewide goals for children, transition age youth, adults, older adults and families. The AM 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. Cal-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 Agenty (CaIHFA): Ca1HFA 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 oftax-exempt bonds. The bonds are repaid by revenues generated through mortgage loans, not taxpayer dollars. State of California Multi-family Housing Program (MHP): This program provides permanent financing for affordable multi-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 ~wa~~a~xs 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 City Of Chula Vista Second Program Year CAPER Page 16 5-22 these programs. In conformance with State Density Bonus Law, these programs establish provisions by which densities may exceed those set by the City General Plan or further described in a specific plan if the developer reserves some or all of the proposed units for various periods of time for low-income families, seniors, and households with disabled persons. Private Resources/Financing Programs Conventional Lending Industry: Banks have participated in providing 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. Local Initiatives Support Corporation (LISCj: 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 jobs. Federal Home Loan Bank Community Investment Fund: Grants and loans 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 for fy2011-12 was $83,621. South Bay Community Services (SBCS) provided $92,222 of match for the Casa Nueva Vida program. CDBG Match: CDBG grant funds do not require matching funds. However, funding applications included funds that are leveraged. /~a7a~iK~ tie ~wocess 1. Describe octions 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: City Of Chula Vista Second Program Year CAPER Page 17 5-23 Comply with pertinent regulations governing their administrative, financial, programmatic operations; Achieve their performance objectives within schedule 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 possibility 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 2011-2012, the City CDBG Program met the CDBG expenditure standard by the deadline of April 30,.2012. On April 1, 2012, the City's balance of unexpended funds equaled .089 (adjusted for the current program year, meeting and exceeding the HUD-required CDBG cap requirement of 1.5. During FY 2011-12, the City HOME Program met the two-year commitment and five-year expenditure requirements by the deadline of June 30, 2012. During FY 2011-2012, the ESG Program also met HUD requirements for 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, 2012. CDBG housing and community development projects implemented during FY 2011-12 addressed the needs and objectives set out in the 2010-2015 Consolidated Plan. CDBG funds were distributed between activities supportidg: community development, housing development, residential rehabilitation, public services, and administration. 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 2011-12. The CDBG regulations require that at least 70% of annual expenditures benefit lower-income people. City Of Chula Vista Second Program Year CAPER Page 18 5-24 ~iitize7 ~awtic~atioa 1. Provide a summary of citizen comments. A Notice was published in the Star News on August 31, 2012, to announce the availability of the FY 2011-2012 City of Chula Vista Consolidated Annual Performance and Evaluation Reports (CAPER) for public review and allow a 15-day period (August 31, 2012 through September 14, 2012) to receive comments. The CAPER, including the IDIS List of Activities Report, Grantee Performance Report (GPR), Summary of Consolidated Plan Projects, 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 2012 Public Hearing to start off the 2012-2013 CPD Program Application Period. At this City Council public hearing provides the public with an opportunity to review and discuss FY 2011-12 accomplishments. No public comments were received during the 15-day public comment period. 1. In addition, the performance report provided to citizens must identify the Federal funds made available for furthering the ob%ectives 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 2011-12 was $1,813,779. The total amount of funds expended as of July 1, 2012 was $1,574,024. This included $745,866 for Section 108 repayments, $362,200 for planning/administration functions (including Fair Housing), $264,498 for public services and $201,459 for other community enhancement and capital improvement projects. Estimated Program Income received in account 31100-4904 is $14,509. Section 108 Loan Payments is $245,331.00. 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 $877,482 in HOME funds to the City for FY 2011-12. This was a significant reduction from the previous allocation of $996,287. A total of $87,748 in HOME City Of Chula Vista Second Program Year CAPER Page 19 5-25 Administration funds were allocated to administer the program. The remaining $789,734 were set aside for future affordable housing projects/programs. No funds were set aside for CHDO reserves in 2011-2012 since the City exceeds the current CHDO reserve requirement. The City committed additional HOME Entitlement funds to further support homeownership opportunities and affordable rentals in the City. In addition, $240,000 was expended for the Landings II project. Ten income-qualified households were assisted with HOME funds to purchase their first home. The amount available for production of affordable housing as of June 30, 2012 is $548,530. Each year an effort is made to distribute HOME funds throughout the City. No specific census tracts received a concentration of the HOME funds. ESG: During FY 2011-12, City of Chula Vista received $87,827 in ESG funding, of which $4,391 was allocated for ESG program administration. No program income was generated under the ESG Program. The total expenditures for FY 2011-12 were $87,827. ESG funds were distributed to a sole subrecipient South Bay Community Services for short term transitional housing operations and essential services in Chula Vista. Iastitu tio7a~ ~'t~uc tuwe 1. Describe actions taken during the last 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 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. Internally, the City development and Administrative Manual for the Federal Grant Programs which is utilized to further define the roles and responsibilities of staff involved in the daily administration of the grant programs. City Of Chula Vista Second Program Year CAPER Page 20 5-26 ~0~/tOf`/~~ 1. Describe how and the frequency with which you monitored your activities. To ensure compliance with HUD program requirements, the City holds annual mandatory 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 E5G 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 2011-12, 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 file reviews and unit inspections to ensure compliance with the local housing codes as well as HUD's Housing Quality Standards. 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 2011-12, 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: City Of Chula Vista Second Program Year CAPER Page 21 5-27 CDBG and ESG: All subrecipients were desk-monitored in fiscal year 2011-2012. All subrecipients are schedule for an onsite visit during the fiscal year 2012-2013. The City's practice is to monitor CDBG Subrecipients at lease annually via desk audit and every other year with a on-site visit that covers two fiscal years (previous and current). In fiscal year 2011-2012, 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: The City contracts with Compliance Services, RSG, and Keyser Marston and Associates to monitor its HOME affordable housing units. This includes onsite monitoring, residual receipt analysis, and review of the semi-annual reporting submitted by the Developers. City reviews all reports received and provides feedback to its contractors and Developers. All HOME units were found to be in compliance with their regulatory agreements. All HOME assisted homebuyer participants were also sent their annual owner occupancy certifications. No 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. A property manager training is held annually to discuss best practices and to review any regulatory or monitoring results that may affect the day to day operations of the projects. 3. Self Evaluation a. Describe the effect programs have in solving neighborhood and community problems. Over the years, the entitlement programs have helped to solve various neighborhood and community problems. The CDBG Program has funded various community development projects to focus 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 for 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, aver 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. b. Describe progress in meeting priority needs and specific objectives and help make community's vision of the future a reality. City Of Chula Vista Second Program Year CAPER Page 22 5-28 Progress is steady in meeting the priority needs and objectives outlined in the five-year Consolidated Plan. 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. Decent Housing The City identified housing as a high priority under its 2010-2015 Consolidated Plan. Each year, the City ensures that grant funds are allocated for this purpose. By funding activities such as rehabilitation loans, residents are offered the opportunity to make health and safety related improvements and improve their quality of life. Historically, the City has offered approximately 10-15 rehabilitation loans annually. During the 2011/2012 program year, two households received assistance and two others were approved. Households are also provided financial assistance to purchase their first home through the City's First Time Homebuyer Program. Recently, the City has also implemented an Acquisition/Rehabilitation for Rental program. Homes are purchased and upgraded for the purpose of providing affordable rental opportunities to very low income households. 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 2011 Program Year, the City continued its efforts in providing pedestrian ramps in compliance with the American Disability Ad. Design was completed during the reporting year with expenditures totaling $13,343. In 2006 the City received a $9.Smillion 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. Additionally, CDBG-R funds in the amount of $181,977 were allocated to ADA ramps. Together, these projects create a more suitable living environment by providing safe and accessible streets, sidewalks and park space. The City also funded the Graffiti Removal program for both Private and Public spaces which improved the appearance of the City, thus providing a suitable living environment. 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 fa4ade improvements. In 2011/2012 a total of 37 businesses were assisted. Some of the City Of Chula Vista Second Program Year CAPER Page 23 5-29 businesses were provided financial assistance, while others were provided with technical assistance. 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. 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 low-income. One of the mechanisms utilized to address the needs identified by the community was to revise the funding methodology for CDBG public service dollars. By establishing a 3-Tier system, the City was able to give priority to those activities providing the most benefit to the neediest of the community. f. Identify indicators that would best describe the resultr. 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 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.~ov/offices/cpd/affordablehousinR/reports/index.cfm: The City is currently ranked in the top quartile (12 out of 93) PJs within the State of California and ranks in the 80`" percentile in its group and 82`h 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 goals are on target and discuss reasons for those that are not on target. City Of Chula Vista Second Program Year CAPER Page 24 5-30 Major goals 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 goals 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 Pai7t 1. Describe actions taken during the lost 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 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 aloan/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 for 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. City Of Chula Vista Second Program Year CAPER Page 25 5-31 {~ousi7~ /Veea~s Describe Actions taken during the last year to foster and maintain affordable housing. The following actions were taken during FY 2011-2012 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. • 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. As a result of the City's Balanced Communities program, 24 affordable housing units (14 low income below 80% AMI, at 60 rents), and 14 moderate units were added to the City of Chula Vista affordable housing portfolio. • Continued the Community Housing Improvement Program (CHIP). The purpose of this program is to assist low income households rehabilitate their existing home. Both single- familyand mobile homes are eligible to receive assistance. • Continued the City's Acquisition/Rehabilitation/Rental program using HOME funds leveraged with Neighborhood Stabilization Program funds. • Completion of the HOME funded Landings II project that includes 143 (11 HOME funded) affordable rental units for low income families. • Continued the City's First Time Homebuyer Program and added a rehabilitation component for energy efficiency upgrades. ~'peci~c ~ousi7~ ~~c dues 1. Evaluate progress in meeting specific objective of providing affordable housing, including the number of extremely low-income, low-income, and moderate-income renter City Of Chula Vista Second Program Year CAPER Page 26 5-32 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 rental 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. ~ud~c T/ousi~~ ~'t~ate~~ 1. Describe actions taken during the last year to improve public housing and resident 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. The Housing Authority of the County of San Diego (HACSD) operates four conventional public housing developments in Chula 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 low income family units • Town Centre Manor-59 low income senior/disabled units • L Street Manor-161ow 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 late June 2010 and was completed by August 2011. HACSD continues to pursue Resident Opportunities and Self-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. The ROSS grant ended July 2, 2011. City Of Chula Vista Second Program Year CAPER Page 27 5-33 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 affordable housing complexes. In July 2006, 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 remained open and staffed by UCSD staff in through June 30, 2011, at the conclusion of the 2007 ROSS Family Grant. HACSD continues to offer scholarships to Public Housing residents who are attending a 2- year or 4-year college or vocational training. For 2011-2012 school year, eight students were awarded a total of $6,500 in Scholarships. ~a~~iews to ~f~~v~da,6~e ~ousi~~ 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. The Housing Element is part of the comprehensive general 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 City Of Chula Vista Second Program Year CAPER Page 28 5-34 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 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. T/Dih'e ~~uestrreKt ~a~t~re~s~~is ~ct ~ffll/~l~J 1. 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 1 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. City Of Chula Vista Second Program Year CAPER Page 29 5-35 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 Port 111 of HUD Form 40107 to report contractr and subcontracts with Minority Business Enterprises (MBEs) and Women's Business Enterprises /WBEsJ. Please refer to Appendix B for Minority Business Enterprises and Women's business Enterprises reporting. 4. Assessments a. Detail results of on-site inspections of rental housing. b. Describe the HOME jurisdiction's affirmative marketing actions. c. Describe outreach to minority and women owned businesses. On-site inspections of rental housing: During FY 2011-12, 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, Consultants and Staff conducted on-site file reviews and unit inspections to ensure compliance with the Housing Quality Standards and Local City Code requirements. During FY 2011-12, 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 2011-12, 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. City Of Chula Vista Second Program Year CAPER Page 30 5-36 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 all bid packages and published notices soliciting contractors for work on HUD-funded community development projects, as well as statements in the Notices of Funding Availability for 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 contrails using CDBG or HOME funds. Subrecipient training workshops also cover the requirements of Section 3 for those receiving federal funds. ~o~re~css /(~eea~s 1. Identify actions token 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 2011-12, 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 2011-2012 totaled $10,000 and resulted in 300 unduplicated persons served. • South Bay Community Services-Casa Nueva Vida I was awarded $83,621 through the Emergency Solutions Grant program (formerly known as Emergency Shelter Grant), 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 Second Program Year CAPER Page 31 5-37 • The Regional Task Force on the Homeless was awarded $3,000 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 case managed homeless guests for 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 2011-2012 totaled $10,350 and resulted in 28 unduplicated persons served. • Lutheran Social Services Project Hand was awarded $27,830 to provide food and basic essential items to City families and individuals including the homeless and resulted in 2,763 unduplicated persons served. 2. Identify 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 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. • Participation in the South Bay Homeless Advocacy Coalition • Assisting with Certifications of Consistency far Super Nofa Applications. City Of Chula Vista Second Program Year CAPER Page 32 5-38 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 2011: 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 is approximately $400,000. ~'~ieci~c ~a~re~css ~~erte7tio7 ~~ehre7ts 1. 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 through coordinated case management. In addition, the County continues to promote a "Work first" model, which links individuals to appropriate resources for securing employment and foster career building. Housing Authorities in the region play a pivotal role in assisting individuals with housing challenges by providing rental assistance, first-time homebuyer programs, and housing rehab programs. 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. Several 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 Ciry Of Chula Vista Second Program Year CAPER Page 33 5-39 2008/2009 action plan year; however, services continued into fy 2011/2012. 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 program is scheduled to end August 2012. F~re~e~c~ ~'a~ tioKS ~i~a~rts ~~s~~ 1. Identify actions to address emergency shelter and transitional housing needs of homeless individuals and families (including significontsubpopulationssucp os those living on the streets). 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 476 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 smooth transition from emergency to transitional housing. During this reporting period, transitional housing helped provide 160 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 Vear Table 1 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. City Of Chula Vista Second Program Year CAPER Page 34 5-40 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 management, childcare, and bus vouchers. During FY 2011- 12 $83,621 in ESG funds were allocated to provide essential services, and to support operations. In order to achieve the ESG goals, outreach to alt populations is critical. Outreach to special needs populations includes street outreach and canvassing, testing and counseling services, and walk-in services at several locations for 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 11375(oJ(IJ, including cash resources, grants, and staff salaries, as well as in-kind contributions such as the value of a building or lease, donated materials, or volunteer time. The City's ESG grant is small ($87,827 in FY 2011-12), 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 Bay Community Services. The ESG contract matched with eligible ESG dollars totaling $99,907, through the following sources: • Fundraising $ 54,919 • Housing Opportunities Foundation $25,000 • Lowes Hotel $5,000 • San Diego Foundation $15,488 4. State Method of Distribution a. States must describe their method of distribution and how it rated and selected its local government agencies and private nonprofit organizations acting as subrecipients. Not Applicable 5. Activity and Beneficiary Data City Of Chula Vista Second Program Year CAPER Page 35 5-41 a. Completion of attached Emergency Solutions Grant Program Performance Chart or other reports showing ESG expenditures by type of activity. Also describe any problems in collecting, reporting, and evaluating the reliability of this information. 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. r~~~rfs~F.c~~ Budget Category (CAP) $87,827 ssential Services (30% CAP) $15,186 Operating Costs (10% cap fo operation staff costs (excep maintenance and security) $68,435 dministration of the Grant (5%) $4,391 otal $87,827 b. Homeless Discharge Coordination 6. Homeless Discharge Coordination a. As part of the developing and implementing a homeless distharge 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 develop 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 Poster 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; • Health plans (if not already covered by Medi-Cal); City Of Chula Vista Second Program Year CAPER Page 36 5-42 • 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; • Housing 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 final 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 or 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 2-1-1 San Diego social service line to ensure regular updates. 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 City Of Chula Vista Second Program Year CAPER Page 37 5-43 Department. Services are summarized in the SD County Sheriff's Health & Mental Health Services Discharge Plan -form 1266. 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. C~o/irtiru~iti~ ~eue~op~reKt 1. 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 funds, including the number and types of households served. c. Indicate the extent to which CDBG funds were used for activities that benefited extremely low-income, low-income, and moderate-income persons. As indicated in Table I, Performance Measurement Table, the City met the goals and objectives identified in the 2011-12 Annual Action and is on target to meet the goals and objectives of the 2010-2015 Consolidated Plan. This is the case for Housing Needs as well as Community Development Needs. Please refer to IDIS Report PR03 for detailed beneficiary data which includes types of households served and specific income and race/ethnicity data. 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 2011-12. 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 for 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 Neighborhood Stabilization Program. 3. Assessment of Efforts in Carrying Out Planned Actions a. Indicate how grantee pursued all resources indicated in the Consolidated Plan. City Of Chula Vista Second Program Year CAPER Page 38 5-44 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 Ciry 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 support applications by other entities. In addition, the City did not hinder Consolidated Plan implementation by action or willful inaction. All 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 national 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 2011-12. 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; location 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 file a written appeal of that determination with the City. Alow-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 Second Program Year CAPER Page 39 5-45 b. Describe steps taken to identify households, businesses, farms or nonprofit organizations who occupied properties subject to the Uniform Relocation Actor Section 104(dJ 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. All 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 available 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 will 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 lost, 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 available. 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 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 replacement housing. A relocation plan is prepared to conduct relocation activities. 6. Low/Mod Job Activities -for economic development activities undertaken where jobs were made available but not taken 6ylow- ormoderate-income persons City Of Chula Vista Second Program Year CAPER Page 40 5-46 a. Describe actions taken by grantee and businesses to ensure first consideration was or will be given to low/mod persons. 6. List by job title of all the permanent jobs created/retained and those that were made available to low/mod persons. c. If any of jobs claimed os being available to low/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. In FY 2011-12 No Economic Development (EDJ Activities were undertaken with HUD funds in response to a request from HUD. However, the City of Chula Vista used non-HUD funds to support ED activities including small business services and overseeing the City's Enterprise Zone. 7. 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 low- and moderate-income. All activities that were deemed eligible to meet this national objective are validated through data collection to ensure that at least 51% of the beneficiaries are low or moderate income; or ADA improvement projects, therefore the nature of the project provides validation using Census Data. 8. 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. 6. Detail the amount repaid on each float funded activity. 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 6y parcel. 8a. Community Housing improvement Program repayments $14,509, and Section 108 Loan Repayments totaled $245,331.00. Sb. Not applicable 8c. Not applicable 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 /D/S,• b. The program year(s) in which the expenditure(s) for the disallowed adivity(iesJ was reported; c. The amount returned to line-of-credit or program account; and City Of Chula Vista Second Program Year CAPER Page 41 5-47 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 principal6alance 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 ore deferred or forgivable, 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 CDBG funds and that are available for sale as of the end of the reporting period. 10a. Not applicable. There are nofloat-funded activities. lOb. Outstanding CDBG-funded loans include housing rehabilitation loans are $531,058.03. Terms of deferred loans vary by project and funding amount. There are $259,735.02 in outstanding HOME Rehabilitation Loans. 10c. Please refer to the response under lOb. above. lOd. Not applicable. No CDBG loans have gone into default during FY 2011-12. No balances were forgiven or written off during the reporting period. SOe. Not applicable. No properties owned by the City or its subrecipients and funded by CDBG are currently available for sale. 11. 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 disbursed 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. City Of Chula Vista Second Program Year CAPER Page 42 5-48 During FY 2011-12, two residential units were deemed eligible to receive rehabilitation assistance under Community Housing Improvement Program (CHIP). $11,077.60 in expenditures were incurred in FY 2011-2012. In addition, $14,420 was committed to an income eligible applicant. 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. 13. 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 received HUD approval for a neighborhood revitalization strategy, reports that are required as part of the EZ/EC process shall suffice for purposes of reporting progress. The City of Chula Vista does not have a Neighborhood Revitalization Area approved by the Department of Housing Development. Antipoverty Strategy 1. 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 legal assistance, child care, health care; transportation, housing, education, and services for the elderly and disabled who are on fixed incomes. Programs that serve the people who are homeless and/or are at-risk of homelessness Nllirrffllr~F~FSSSPFC%f~ NFF~s Non-homeless Special Needs *Please also refer to the Non-homeless Special Needs Table in the Needs.xls 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). City Of Chula Vista Second Program Year CAPER Page 43 5-49 Please refer to the HOME TBRA activities described in the General Section under the Housing section. Sp~~~~ ~f~Pk/~f 1~6~t~~ 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 be viewed in the City of San Diego's FY 2011-2012 Consolidated Annual Performance Report. ~t~ie~ /Va~~atiae Include any CAPER information that was not covered by narratives in any other section. Not applicable. City Of Chula Vista Second Program Year CAPER Page 44 5-50 Attachment 2 CONSOLIDATED PLAN 2010-2015 Priority Needs Given the findings listed above, 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. Targeted groups: Extremely and very low income households and special needs households; Low and moderate income households. Basis forpriority: 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 groups: All low income owners and owners with special needs. Moderate income households. Basis for priority: 1) Aging housing stock, presence of mobile homes and housing stock with lead- based paint hazards (as many as 7,000 housing units). 3. Homeownership opportunities. Targeted groups: 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. 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. Targeted activities: Street and sidewalk improvements in low income areas, flood prevention and drainage improvements CITY OF CHULA VISTA 2010-2015 CONSOLIDATED PLAN Attachment No. 2 5-51 2. Community Enhancement Targeted Rrouos: Facilities serving youth, park, recreational and neighborhood facilities, facilities serving other special needs populations, health and child care facilities, graffiti removal. 3. Special Needs and Homeless Priorities: Targeted >?roups/activities: Public Services. The city serves special needs and homeless populations by funding public services at the federally mandated 15 percent of CDBG cap. 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, elderly persons, graffiti removal). ADA Improvements. Accessibility needs for the physically disabled. Transitional and Homeless Housin¢ and Services. Services that serve persons that are homeless or on the verge of becoming homeless. 4. Economic Development priorities. Targeted activities: job Training opportunities to assist low/moderate income persons in obtaining full-time employment. Resources: No resources will be allocated in 2013-2014. Due to a reduction in federal grant funds and apre-commitment of 2013-2014 Community Development Block Grant funds to the Third Avenue Streetscape Project. CITY OF CHULA VISTA 2010-2015 CONSOLIDATED PLAN 5-52