HomeMy WebLinkAbout2009/11/17 Item 14
CITY COUNCIL
AGENDA STATEMENT
SUBMITTED BY:
~('f:. CITY OF
.~ (HUlA VISTA
NOVEMBER 17, 2009, ItemJL
PUBLIC HEARING TO PRESENT THE 2008/2009
CONSOLIDATED ANNUAL PERFORiV1ANCE
EV ALUA TION REPORT (CAPER), FOR AND TO SOLICIT
INPUT ON FUNDING PRIORITIES OF THE COMMUNITY
DEVELOPMENT BLOCK GRANT (CDBG), HOME
INVESTMENT PARTNERSHIPS PROGRAM (HOME), AND
EMERGENCY SHELTER GRANT (ESG) FOR THE
2010/2011 PROGRAM YEAR
DEPUTY CITY MANAGE~EVELOPMENT SERVICES
DIRECTOR
CITYMANAGE~
4/STHS VOTE: YES D NO ~
:r.;:,.
ITEM TITLE:
REVIEWED BY:
SUMMARY
The purpose of the public hearing is to present the year-end (2008-2009) Consolidated
Annual Performance Report (CAPER) for the City's HUD grant programs, which include
Community Development Block Grant (CDBG), HOME Investment Partnerships
(HOME) and Emergency Shelter Grant (ESG), and to solicit public input on funding
priorities for the coming grant year (2010/2011).
ENVIRONMENTAL REVIEW
This item does not include a site specific project and therefore is not subject to National
Environmental Protection Act or California Environmental Quality Act review.
RECOMMENDATION
Council accept the year end report, conduct the Public Hearing to solicit input from the
community, and provide staff with any changes in funding priorities.
BOARDS/COMMISSION RECOMMENDATION
Not applicable.
DISCUSSION
The CDBG, HOME and ESG grants are used to benefit lower income persons by
providing affordable housing opportunities and community development projects and
programs. The City is awarded approximately $3,000,000 annually in combined grant
funds. At this time, we have not received the allocation amount for fiscal year 20 I 0-
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NOVEMBER 17, 2009, Item~
Page20f3
2011, but the City estimates the combined grants to remain about the same. For fiscal
year 2010/11, the City's Section 108 debt service payment will be $735,000. This
amount is automatically taken otl the top of the CDBG annual entitlement, leaving
approximately $2,265,000.00 for projects, programs and administration.
Performance Evaluation:
HUD requires that the City report its performance with regard to CDBG, HOME, and
ESG grants. The City reports its performance using the HUD Consolidated Annual
Performance Report (CAPER), which was provided to HUD at the conclusion of the
2008/2009 fiscal year. CAPER requires and documents specific financial and
performance information for the CDBG, HOME, and ESG grants. 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 is included with this report as Attachment No. I and the remaining portions of
CAPER are on file due to its large size.
A review of CAPER shows that the City:
. Expended fund grants in a timely manner;
. Funded only HUD eligible projects;
. Provided detailed accomplishment data for all grant-funded projects; and,
. Maintained its administration and public service expenditures within the
mandated caps.
Annual Process:
This public hearing represents the first public hearing for the current fiscal year, and is
being held to review last year's performance, and to solicit input on low income housing
and community development needs and funding priorities. The existing Consolidated
Plan identities eight funding priorities divided into two categories: Housing and Non-
Housing as detailed below:
. Housing:
o Production of Affordable Housing
o Affordable Housing Opportunities (First Time Homebuyers, Rental Assistance)
o Maintain/Preserve Affordable Housing (Rehabilitation)
. Non-Housing:
o Infrastructure Improvements
o Public Facilities
o Public Services
o Accessibility/ADA Improvements
o Economic Development
Funding applications for the three grant programs (CDBG, HOME, and ESG) will be
available to all interested organizations and city departments in late November, with
applications due 45 days later. Staff will review all applications to determine eligibility
during the months of January and February. Staff will then return to Council in March to
present proposed allocations to projects.
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NOVEMBER 17, 2009, ItemJ.!L
Page 3 of3
Public Services Category: The City receives several requests for public services each
fiscal year that exceed the amount available to fund projects. Based on the 15 percent
cap of the annual grant, the City may allocate up to an estimated $299,0 I 0 for public
service programs contingent upon funding levels from HUD.
Last year Staff established additional rating criteria in response to the current economic
state, developing a funding plan which best met the needs of our community. The
funding methodology consisted of a three-tier approach, classifying each of the activities
in thc following three categories:
. Tier I: Basic/Esscntial Needs (Food, Housing, Emergency Services)
. Tier II: Special Needs (At-Risk Youth, Family Violence, Special Needs/Disabled)
. Tier Ill: Other (Transportation Services, Case Management, Recreation (non
disabled, non emergency services)
Staff anticipates using the same methodology described above for fiscal 2010-201 1.
DECISION MAKER CONFLICT
Staff has revicwed the decision contemplated by this action and has determincd that it is
not site specific and consequently the 500 foot rule found in California Code of
Regulations section I 8704.2(a)(l ) is not applicable to this decision.
FISCAL IMPACT
Current
There are no ongoing fiscal impacts as the program is revenue offset by the grant funds.
Ongoing
There are no ongoing fiscal impacts as the program is revenue offset by the grant funds.
ATTACHMENTS
Attachment 1: CAPER Narrative
Prepared by: Jose Dorado, Project Coordinator 11
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Attachment 1
~ ~ ft..
~
-.-___ ~.-.c
~..--- ~ ---~
......~~~
01Y OF
mUlA VISTA
2008/2009 Consolidated
Annual Performance Evaluation
Report (CAPER)
on the
Department of Housing and Urban
Development Grant Programs
CDBG, HOME, and ESG
Prepared by:
Jose Dorado, Project Coordinator II
City Of Chula Vista
Development Services Department
Housing Division
276 Fourth Avenue,.Chula Vista, CA 91910
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TABLE OF CONTENTS
Executive Summary....... ..... ........................................ ..........................1
General Questions.....,....,.....,...,.....",............,...,......,...,...........,........... 2
Performance Measurements................... ,...............................................2
Managing the Process ..................................................,......................20
Citizen Participation............,.........,..................,............................,..... 21
Institutional Structure..............,..............:....,.................,..,..,........,..... 23
Monitoring.............,..................,........................,............................... 23
Lead-based Paint,......,...............,..............................,........................ 27
Housing Needs..........,.....................................................,......,........... 28
Specific Housing Objectives.,....,....,.....,............,...........,..,................... 28
Public Housing Strategy..........................................,........................... 29
Barriers to Affordable Housing..,.....,.........,...............,.,...,................,..,. 31
HOMEI American Dream Down Payment Initiative (ADDI) ........................32
Homeless Needs......,.............................,.........,...............,................. 34
Specific Homeless Prevention Elements ...,....,.....................,..................36
Emergency Shelter Grants (ESG).............,..............,..................,.......... 37
Community Development... ............. ,.......,............................... ............ 42
Antipoverfy Strategy........................................,................................. 47
Non-homeless Special Needs................. '...................... ....................... 48
Specific HOPWA Objectives......................,.................,.......................,.48
Tables:
Table I: Performance Measurement....... .................................................................3
Aooendices:
Appendix A -IDIS Reports
. PR03 - CDBG Activity Summary for Grantee
. PR06 - CDBG Summary of Consolidated Plan Projects for Report Year)
. PR23 - CDBG Summary of Accomplishments
. PR26 - CDBG Financial Summary
. PR22 - HOME Status of HOME Activities
. PR25 - HOME Status of CHDO Funds
. PR27 - HOME Summary of Grants
. PR33 - HOME Matching Liability
. PR19 - ESG Program for Grantee Statistics
. PR20 - ESG Grantee Activity Summary
Appendix B -HUD Forms:
. Form HUD 40107 HOME Program Annual Performance Report
. Form HUD 40107-A HOME Match Report
Appendix C - Public Notice/Proof of Publication
. Notice of Public Review Period
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Fourth Program Year CAPER
The CPMP Fourth Consolidated Annual Performance and Evaluation Report
indudes 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.
r~~~1i:~~i1$1~Mlf~.~1~fj1~'JJi~1~Iill0]~~1k~I~fl~~~~~jr~,s1~f'~~~~
Executive Summary
This module is optional but encouraged. If you choose to complete
it, provide a brief overview that includes major initiatives and
h'ighlights that were proposed and executed throughout the first
year.
This Consolidated Annual Performance Report (CAPER), covering the period
from July 1, 2008 to June 30, 2009, represents the fourth of the five-year
period in the 2005-2010 City of Chula Vista Consolidated Plan.
This annual performance report describes activities that were undertaken
during FY 2008-09, 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 Emergency Shelter Grant (ESG) Programs. For Fiscal
Year 2008-2009 grant funds available for CDBG, HOME, ADDI, and ESG
programs totaled $2,968,527.
The HUD-funded activities covered in this report primarily benefited low-
income and moderate incom'e residents and lower-income communities
within the jurisdiction, and addressed affordable housing, homeless, and
non-housing community development needs. These activities met the
following objectives: (1) created suitable living environments; (2) provided
decent affordable housing; and (3) created economic opportunities.
Outcomes included: (1) availability or improved accessibility of
infrastructure, public facilities, housing, or shelter to low- and moderate-
income people, including persons with disabilities; (2) new or improved
affordability through creation or maintenance of affordable housing; and (3)
sustainability resulting from improved communities or neighborhoods,
making them livable or viable by providing benefit to low- and moderate-
income persons or by removing slums or blighted areas.
City Of Chula Vista
Fourth Program Year CAPER
1
Version 2.0
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General Questions
1. Assessment of the one-year goals and objectives:
a. Describe the accomplishments in attaining the goals and
objectives for the reporting period.
b. Provide a breakdown of the CPD formula grant funds spent on
grant activities for each goal and objective.
c, If applicable, explain why progress was not made towards
meeting the goals and objectives.
The following is a summary of the accomplishments, breakdown of CDP
formula grant funds spent for each goai and activity made during the
reporting period under each objective identified in the 2005-2010
Consolidated Plan. The City of Chula Vista also incorporated performance
measurements into the (CAPER).
Performance Measurements
The City of Chula Vista funded the projects listed in Table 1 as a means to
achieve the specific priorities and objectives established in the Consolidated
Plan for 2005-2010 as well as the annual goals for FY 2008-09. 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:
. Obiectives: 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 2008-2009 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 S stem develo ed bv HUD as follows:
Outc,OI1'1e/Obj'ective' Availability / IAff d b'l't S t' b"'t
Cd '.-- A 'b"'t or a I I Y us ama I I Y
o es :,:,\,. ".. ".,,", ccessl I I Y
Decent Housin DH-l DH-2 !DH-3
Suitable Living
Environment
Economic 0
SL-l
EO-l
SL-2
EO-2
SL-3
IEO-3
City Of Chula Vista
Fourth Program Year CAPER
2
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Housing Objectives .c..
.""i
Production.of Affordable Housing
Homebuyer Assistane Program
Community Housing Improvement Loan
Program
SBCS Tenant Based Rental Assistance Program
City Tenant Based Rental Assistance Program
Castle Park Code Enforcement
Administration of Rehabilitation Loan Program
Administratlon of the Homebuyer Program
~
Administration of the Rental Assistance Program
Homeless Objectives ...
"'"
I
CD
Ecumenical CounCIl -Interfaith Shelter
SoB C.S. - Thursday's Meal
S.B C.S. - Casa Nueva Vida
Special Ne~ds-ObJectlveS-_~--
Progralil
Recrealion- Therapeutics Program
Chula Vista Veterans Home Support Foundation
PublIc I'aciiliies ... ........ ,,_:
2008 ADA Curb Cut Program
2007 ADA Curb Cut Program
2006 ADA Curb Cut Program
Labor Council ADA Ramps
Chula Vista Family Health Center HVAC
Parll Lighting
Otay Hecreation Center
Eucalyptus Park
Bay Boulevard Park Improvements
Family Health Centers of San Diego HVAC
Emerson Street Drainage
270
5-Year Goals and Accoillpllshrriim13 '"
various
759
701
663
719
579
578
DH-2
OH-2
DH-2
01-1-2
DH-2
OH-2
DH-2
OH-2
DH.2
577
_5wYeai Goahs and Accompilsh~Eilll9.
743
744
SL.l
SL-l
,S-Year G~iilii imd Ac~ffipl1shmeritB,
758
718
641
658
757
559
557
653
652
757
558
5L-l
SL.l
SL-l
51.-1
SL-l
SL-l
SL-l
5L-l
SL.l
SL-l
51.-1
'.~
HOME Number of new Housing Units created
Number of Households receiving
HOME assisti\l1ce
Number of Households recetving
CDBG rehabilitation assistance
Numb",! of Households receiving rental
HOME assistance
Number of Households receiving rental
HOME assistance
eDBG Number of Housing Units Inspected
Number of Households receiving
CDBe rehabilitation assistance
Number of Households receiving
eDBG assistance i.,
Number of Households receiving rental
eDBG Msistance ;
.-!
"...
eDBG Number of new Units
CDBG Number of new Units
COBG' Number of new Units
CDBG Number of new UI)lIs
COBG Number of Improved Public FaciHties
COBG ~umber of Improved Public Facilities
CDBG Number of Improved Public Facilities
CDBG Number of Improved Public Facilities
COBG Number of Improved Public Facilities
CDBG Number of Improved Public Facililies
CDBG Number of Improved Public Facilities
. -120
100
l'
'100.
.-
'100 .
)00
10 FacUlt.
..10'
',,'
o
20
o
o
o
o
100
o
1,872
o
o
o
,-
not lunded
20
f~599-
31
210
358
6
6
o
o
o
not funded
o
o
o
o
nol funded
.320'
.11
o
11
o
425
o
42
J
41
o
16
16
309
o
16
16
. 553. 519"'
c' '1
nol funded
300
244
____...n__
350
not funded
not.funded
350
o
o
o
o
o
309
309
2,815
35
2,429
351
12 .
o
4
o
4
not funded not funded
o
o
o
o
nol funded not funded
o 0
o
126
92
8
26
not funded
20
o
o
866
34
176
501
Number of Homeless Persons receiving
COBG Improved services
Number of Homeless Persons receiving
CDBG improved services
SL.l NUlTlber of Homeless PelSOI\S receiving
767 and 768 ESG Improved services
-----5:Y~~a,~~a~dActompl1sh~i;~-:.. - .~-- -' - .- ..-.-----.~-
745 SL-l cose; receiving improved services
747 SL-l COBG receiving improved services
746 SL-l eDBG receiving improved services
351.
1,539
98
181'
1,260
,,4
o
o
1
o
1.
o
o
o
o
1
1.
2,869
133
78
2.606
20
'16
'16
2,258
14
48
'1.286
924
5,303
164
2,820
2.319
22
6
4
1
4
1
1
1
1
1
1
1
Table' I: Performance Measurement for Open Projects DuringProgramYear (cont.)
First Avenue Sheet POTiec!
2006 Sidewalk Project
. '" . ~.
General Public,SerVi,es.9bjectives
Chula Vist<l Commullily Collabomtive Family
Besource Center
Lulhem Social Servtce - Praiecl Hand
S.B C.S.-Family Violence Treatment Pro~ram
Yo~ili:SeNtce;;obj~:2tlve5 .;-'o;:-~-O-:". ~q,:
Parl{s and Recrealion - WizKidz Program
......
.j>.
I
CO
KidCare Express Hl MedIcal Unit
South Bay Fillllily YMCA - Youth Prevention
and Diversion
S.B.C.S. - Youth Services for Hlgh-Risl\ Youth
Chula Vista Beacon Center - Youth Prevention
and Diversion
Boys and Girls Club - Youth Prevention and
Di\-etsion
Chula Vista PAL - Youth Prevenllon and
Diversion
ElderlySeiVices ObJectlves:'
A.P,S -Adult Day Health Care
Lutheran Social Services - Caring Neighbor
. ,
. <,.'-
Other Objectlves ,
.-:'
COBG Program Adminislration
!-IOME Progralll Administration
ESG-OB Program Administration
FaiI Housill!J Counseling Services
Regional Task Force on the Homeless
P,nalysls fer IllIpediments to Fair H()usin~l
Section 108 Payments
Number of Persons receiving improved
CDBG services
Number of Persons receiving improved
CDBG services
SL-l Number of Persons receiving improved
756 COBG services
;?5'=Y~~ G~~ '~hd"A~&;;~ihh~~~~"-~- ~T -.0:
732
SL-l
651
SU
""
-0'.
.,~
".
;.~~Year Goals 8~d'~mpibhrp.ents.:
~__ . .0. . -. _ _.._ _ _. _
752
SU
755
SL-1
707 SL-l
740 $L-l
770 SL-l
751 5L-1
748 SL-l
7t19 SL-1
750 SL-1
'/.
.'.
1;,'
'.,5~YearGoale anoAccomp1l:shmentS.'
741
SL-l
742
SL-l
~. -i"'~.", 'l.~<.o ~. '~\:! " '".
5~Ye~ -Goai~ and AcCompllshmenti ,
,"
763 and 704
765
769
808 and 733
762
809
799 and 760
NIA
NIA
NIA
NIA
NIA
NtA
NIA
Number of Persons benefitting from new I
COBG infrastructure
'Numberof Persons benefitting from new'"
CDBG infrastructure . i:'
...1-' ~.
.~.
:~-:-::~
Number of Persons rer.elvrn~ improved
COBG services
Number of Persons lecei"i 19 improved
COBG services
Number of Persons receiving improved
CDBG services
Number of Persons receiving Improved
COBG serJices
Number of Persons recei\~ng impro'ved
COBG services
Number of Persons receiving improved
CDBG sl)rvices
Number of Persons receiving improved
COBG services
,.
Number of Etderly receiving Improved
CDRG services
Number of Elderly receIVing Improved
COBG services
CDBG N/A - Adminislration Activity
HOME N/A - Administration Activity
ESG N/A - Administr<ltion AclivHy
CDBG N/A - Administration Activity
COBG N/A - Administration Activity
CDBG N/A - Adlllinislration Activity
COBG N/A - Scheduled Loan Repayment
~,o {o_ ;.~
100
I~ , ~<--
i:: ~~~;~~:d ~:~
'500
;';,L{i: ;l
f:~tl~<'''::
,,-.; ,....,
r"
,-~.,
r!-;-'i<~~
i":, 10-500 .',-~'
~"c6mOine~ :',';
r' "
, -~l
L..
j~
,
i;';
[-..
,
.'
~, j'; c.
."500
: -'.': . :.-;:\ ~;'
, " ,,500.
k .'comblned
,
':'
;-~:" :~", -
N/A
NIA
NIA
NIA
NIA
N/A
-',:
0 0 0
0 30,508 0
'. ...
:p47 2,812.: ..611'_.,.
54 850 165
596 1,121 not funded
:'t--.
497
_.~ '-i~29T":; "
446
~,qD9'
841
. ".--~._._--
2,271: -. 0
78 65 60
1,027 941 916
1.263 1,031
190
not funded nol funded not fLlllded
not fllrlded nol funded not funded
2
2
'179
....,.
'39'.
_... _ _'.121....'
45
42
134
79 not funded
'<-- ,-.
. \:~
2
12,344( 12,344
O. 30,508
.2,557 7,127
<-
319. 1;388
1,(';11: 3,328
n__
627 2.411
.3,422 8,999
58" 261
2,160;'. 5;044
484. ....-. 2,778
523" 713
123 " 123
65 .- 65
6' ~12
222
561
39
160;,0
256
"
6')'.
..
275
'-j'
, <.-.
HOUSING
Three funding Priorities are summarized below along with their
corresponding accomplishments:
Prioritv 1: Maintain and preserve the City's aging housing"
stock 1,500 Housing Units (300 housing units per year).
Prior Year Accomplishments
Note: Accomplishment was met by prior year funding:
Program funding to the Code Enforcement Program and Housing
Inspection programs were not provided for program year 2008-2009
as number of units assisted (1,500) were met or exceeded in 2007-
2008 with the following CDBG funded programs:
Communitv Preservation Prooram - Through this program, the City
conducts proactive code enforcement sweeps in order to identify and
rehabilitate blighted areas in the neighborhoods.
Housino Inspection Prooram - The Housing Inspection Program is the
City's action taken to address continuous complaints from residents
about serious life, health and safety violations in multi-family housing
units located within low/moderate income areas. This program
proactively identifies blighted and deteriorated buildings which contain
a minimum of three units and ensures the rehabilitation of housing
that does not meet minimum Building and Housing Code standards.
Please refer to Performance Measurement for Open Projects Table 1
Current Year 2008-2009 Accomplishments:
In FY 2008-09 CDBG funding was provided to the following housing
improvement programs:
Accomplishment 1: City of Chula Vista Community Housing
Improvement Program (CHIP). During FY 2008-09, the CHIP
program assisted 26 households with home
improvement. Eleven grants, six loans, and nine loan/grant
combinations were provided. Of the 26 households, there
were 14 Hispanic, 11 White, and one Asian. In addition, 11
households were extremely- low-income (0-30 percent AMI), 12 were
very- low-income (31-50 percent AMI), and 3 were low-income (51-80
percent AMI), 12 were headed by females, 20 were elderly, and 11
were disabled. Three of the households were located within the
Redevelopment Area. Expenditures in FY 2008-2009 totaled $245,544
(CDBG funds).
Fourth Program Year CAPER
5
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Accomplishment 2: Lutheran Social Services Caring Neighbor:
During FY 2008-09, the Caring Neighbors program assisted 62
. households with minor home repairs. A total of $15,878.77 (CDBG
funds) was expended.
Prioritv.2: Provide Affordable .Housing Opportunities to Low
and Moderate Income Households 250 Households (50
households annually)
In FY 2008-09 HOM E funding was provided to the following affordable
housing opportunities programs:
Accomplishment 1: City of Chula Vista Tenant-Based Rental
Assistance (TBRA). HOME funds .were allocated in 2006 for
implementation of a TBRA program that would assist up to 20 low-
income families or individuals residing in the City. The program
provides a priority preference for persons displaced by mobilehome
park closure, tenants displaced as a result of condo conversion
residing within the City. In FY 2008-09, this program provided rental
assistance to 11 households. No supplemental funding was added to
the City TBRA in FY 2008-09. Expenditures in FY 2008-09 totaled
$67,148 (HOME funds) and the program continued through June 30,
2010.
Accomplishment 2: South Bay Community Services Tenant
Based Rental Assistance (SBCS TBRA). HOME funds were
allocated in 2007 for implementation of a TBRA program that would
assist up to 25 low-income families that coming out of transitional
housing and ready for permanent housing. The program is a
collaborative effort between the City and South Bay Community
Services. In FY 2006-07, the program provided rental assistance to 15
households. No supplemental funding was added in FY 2008-2009.
Expenditures in FY 2008-09 totaled $174,068 (HOME funds). The
program concluded in June 30, 2009.
In FY 2008-09 HOME and CDBG funding was provided to the following
home buyer programs:
Accomplishment 3: City of Chula Vista and Community
HousingWorks City of Chula Vista First Time Homebuyer
Assistance Program. During FY 2008-09,Community HousingWorks
provided eight homeowners with City of Chula Vista homebuyer
assistance. In addition, these eight homeowners were also assisted
through the City's ADDI Program. A total of $492,590 in HOME funds
were utilized to assist the eight low-income households in the
purchase of their first homes. In addition, $9,000 in CDBG Housing.
Services funds was provided to Community HousingWorks, the City's
first time home buyer program Contractor to support the following
City Of Chula Vista
Fourth Program Year CAPER
6
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activities: loan processing and underwriting HOME program first time
homebuyers.
Accomplishment 4: Community HousingWorks (CHW)-
home buyer assistance pre and post purchase counseling &
education. During FY 2008-09, the City first-time Homebuyer
Education and Counseling Program held 5 courses in the City of Chula
Vista and provided benefits to 269 current residents, of which 212
(79%) were persons earning at or below 80% of the AMI. 242 current
Chula Vista residents received pos,t purchase counseling. Of the 242
persons served, 145 (60%) were persons earning at or below 80% of
the AMI. Although no CDBG or HOME funds were expended, City
provided inkind support including the use of City facilities.
Accomplishment 5: 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 2008-2009
totaled $14,583 in CDBG funds, City of Chula Vista staff also assisted
persons who faced fair housing discrimination and tenant landlord
issues.
Prioritv 3: Assist non-profit corporations to develop affordable
housing for very low and low income households (5-year goal:
20 Housing Units (5 Housing units annually)
HOMEICDBG Funds
During FY 2008-09, an open Notice of Funding Availability (NOFA)
process was made available for disbursement of HOME and CDBG
affordable housing development funds. The open NOFA process
encourages more housing proposals and expedites funding of housing
proposals. In addition, HOME funds are available for Community
Housing Development Organizations (CHDOs) to meet HUD's 15% set
aside requirements. Although ,no funds were expended for CHDOs
during 2008-2009, the City is well within HUD's CHDO reservation
requirements (as of June 30, 2009 percentage reserved was 36.2).
The following multi-family housing projects were allocated funding or
underway during FY 2008-09:
Accomplishment 1: The landings. New construction of Landings I
a 92 multi-family rental housing project -in Eastern Chula Vista
community of Windingwalk ($1,155,000 HOME funds) for large
families. All three bedroom units come with a two car garage.
Construction of Landings I started in January 2008 and was compieted
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in January 2009. All 92 units are restricted to households earning at
or below 60% of the Area Median Income (AMI) for 55 years. In FY
2008-2009 Expenditures totaled $1,100,000 (HOME funds). 5 ADA
accessible Section 504 units were added as a result of this project.
Accomplishment 2: Windingwalk. New construction of Landings
II a 143 multi-family rental housing project in Eastern Chula Vista
community of Windingwalk ($2,400,000 HOME funds) for large families
all three bedroom units with a two car garage. Construction of
Landings II .is scheduled to begin in the winter of 2009 and scheduled
to be completed by winter 2010. All 143 units are restricted to
households earning at or below 60% of the Area Median Income (AMI)
for 55 years. There were no expenditures during 2008-2009.
Low and Moderate Income Housinq Fund
Accomplishment 3: Los Vecinos. New Construction of award
winning Los Vecinos 42-unit multi-family rental housing project in
Western Chula Vista $5,680,000 in Redevelopment Low Moderate
Income Housing Fund for families with 1, 2, and 3 bedroom units was
completed in December 2008. All 42 units are restricted to households
earning at or below 60% of the Area Median Income for 55 years.
Expenditures totaled $5,680,000 from the City's Low and Moderate
Income Housing fund. The final 10% retention payment was made on
May 19, 2009.
HOMELESS
Priority: Continue to support programs offering transitional
housing opportunities for homeless families and individuals
Accomplishment 1: South Bay Community Services Casa Nueva
'Vida. During FY 2008-09, ESG funds were distributed in one contract,
as follows: South Bay Community Services in Chula Vista received
$83,949 for shelter operations and Essential Services. All contracts
were committed by July 1, 2008 and will be fully expended in
accordance with ESG critical deadlines cited at 24 CFR 576.35. ESG
expenditures in FY 2008-09 totalled $83,769. The Casa Nueva Vida
program served an average of351 homeless persons.
Accomplishment 2: South Bay Community Services Thursday's Meals
During FY 2008-2009, CDBG funds provided nutritious and nourishing
meals to 300 unduplicated low and moderate income homeless and
needy people in the City of Chula Vista at various sites throughout
Chula Vista. CDBG expenditures in FY 2008-2009 resulted in meals to
501 unduplicated homeless persons and totaled $10,000.
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Accomplishment 3: Lutheran Social Services Project Hand.
During FY 2008-2009, 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
2008-2009 resulted in 1611 unduplicated clients served including
homeless persons and totaled $6,518.
Accomplishment 4: Ecumenical Council of San Diego Interfaith
Shelter Network. During FY 2008-2009, CDBG funds provided
nighttime shelter to 12-15 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 2008-
2009 resulted in 14 unduplicated homeless persons served and
expenditures totaled $10,264.
Community Development
Two funding Priorities are summarized below along with their
corresponding accomplishments:
Priority 1: Provide Public Facilities-Continue to improve the
quality of existing community facilities to serve the needs of
lower and moderate income households
Accomplishment 1: Otay Recreation Center Classroom Addition
Improvements included the addition of new classrooms which resulted
in the increase of services to the area residents and participants which
are all low income persons. FY 2008-2009 resulted in 1926 persons
served and expenditures totaled $54,100.
Accomplishment 2: Family Health Centers of San Diego CIP
Project. This project provided funding for needed Heating Ventilation
and Air Conditioning system (HVAC) ductwork and related
improvements at the new Chula Vista Family Health Center at 251
Landis Avenue Chula Vista, CA 91910. Expenditures in FY 2008-09
totaled $27,500 (CDBG funds). The project was completed September
30, 2008. A total of 537 persons received services at the Family
Health Center.
Priority 2: Provide for needed infrastructure improvements in
lower and moderate income target areas
Accomplishment 1: City of Chula Vista American with Disability Act
(ADA) curb cut improvements. This project provided for the
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construction of ADA compliant curb ramps in the low/moderate income
areas of the City. In 2008/09 the design of the new ramps were
completed. A portion of the funds were also provided to a non-profit
organization San Diego Imperial County Labor Council for ADA curb cut
project. CDSG expenditures in FY 2008-2009 totaled $295,693 and
resulted in 20 ADA Curb Ramps. A total of 15 ramps have been
completed within the last four years, exceeding the City's goal of 9.
Accomplishment 2:, City of Chula Vista First Avenue Street.
Improvement Project. Design and construction of new sidewalks were
completed along First Avenue in the Castle Park Area, This area is in
Census Tract 13102 with 68.5% of the residents being low moderate
income. CDSG expenditures in FY 2008-2009 totaled $800,000.
Accomplishment 3: Emerson Street Drainage. Project includes
drainage improvements along Emerson Street in Census Tract
0131.02, which is a low to moderate income area (68.5%). A total of
$69,598 was expended during program year 2008. Project has been
completed and activity is pending final draw.
Accomplishment 4: Section 108 Castle Park Area
Improvements. A scheduled loan payment of $287,032 was issued
for a $9.5million 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.
Accomplishment 5: Norman Park Horseshoe. CDSG funds' were
used for the purchase of new horseshow pits and to rebuild and/or
expand the trash enclosure to encourage recycling and allow for green
waste disposal. The project is located at the corner of F Street and Del
Mar Avenue (census tract 12302 block group 01). CDSG expenditures
during 2008-2009 were $0.00. Project was completed in 2007-2008
with total expenditures of $9,541.91.
Accomplishment 6: Hilltop Park Lighting Improvements. This
project will provided lighting for a walking trail pathway and the
parking lot. This area is located in census tract 13301. The added
lighting increased security and visibility of the area. CDSG
expenditures through 2008-2009 include $145,382.32.
The following are a list of projects capital improvement projects that
a're currently underway and Community Development Slock Grant
funds were drawn during fiscal year 2008-2009. Most projects are
nearing completion. However, projects not completed in fiscal year
2009-2010 may be reprogrammed to shovel ready projects.
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.. .' .Total Amount
... .. . Drawn
.
" . Funded .. I,. (va riousfisca
" .' -,.' ,'. .; " '. ;U'
ID15 Project Descriotion Amount " vea rs) " ,:. " Balance
Castle Park District
488 Formation $50 000.26 $9 141.26 $40859.00
489 North Broadwav Basin $381 949.00 $326846.37 $55 102.65
Park Lighting <1;154799.32
559 Imorovements $145,382.32 $9.417.00
Bay Boulevard
652 ImDrovements $20 500.00 $5 500.50 $14999.50
6531 Eucalvotus Park $85 200,00 $80 388.84 $4 811.16
Non-Housing Community Development Needs
Prioritv: Continue to fund public services at the federally
mandated 15% cap.
Special Needs Services
Accomplishment 1: Charles Cheneweth Foundation Community
Access Program. Provide individuals challenged by severe and
profound disabilities with events and activities while providing
extensive care and transportation services in order to venture out into
their community. CDBG expenditures in FY 2008-2009 totaled
$9,139.51 and resulted in 98 unduplicated disabled persons served.
Accomplishment 2: 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 2008-2009 totaled
$3,500 and resulted in 1,260 unduplicated disabled persons served.
Accomplishment 3: City of Chula Vista - Recreation Community
Re-entry. The program provide children, teens and adults with
developmental or physical disabilities .with the opportunity to enjoy
recreational fieldtrips in their community. They will enhance their
social skills, communication, safety awareness,. leisure awareness and
most importantly their independence when out in the community.
CDBG expenditures in FY 2008-2009 totaled $17,936 and resulted in
181 unduplicated disabled persons served.
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General Public Services
Accomplishment 1: Chula Vista Community Collaborative-
Family Resource Center Self Sufficiency Program, The purpose
of the CDBG funded program is to provide Chula Vista Community
residents, with advocacy. services, .. referral services, and support
services to increase a family's ability to lead productive and self
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 2008-2009 totaled
$35,000 and resulted in 319 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 2008-2009 totaled $34,000 and resulted in 627
unduplicated persons served.
Accomplishment 3: City of Chula Vista - Recreation WizKidz
Program. Provide after-school activities for elementary school
children. The program will operate at Otay Recreation Center Monday
through Friday throughout the school year. The program will also offer
scheduled and supervised activities designed to be educational and
healthful. CDBG expenditures in FY 2008-2009 totaled $4,679,73 and
resulted in 58 unduplicated persons served,
Accomplishment 4: 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 Vista families get the healthcare they need, when
they need it. CDBG expenditures in FY 2008-2009 totaled $27,000
and resulted in 2160 unduplicated persons served,
Accomplishment 5: Chula Vista Beacon Center-Youth
Prevention and Diversion. Provide a bilingual, culturally appropriate
Prevention and Diversion Program for at-risk children, youth, and
families in the community that includes prevention, intervention, and
supportive services, The services shall include the following
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components: Provide preparation workshops to Chula Vista youth
seeking employment opportunities. Assist at risk youth with one-on-
one mentioning needed to seek employment, job searches,
employment applications, resumes and other activities to facilitate
employment opportunities, outreach the program to Chula Vista youth
..whoare working age, and provide services for youth referred to the
Prevention and Diversion Program for at Risk Youth by the several
agencies. CDBG expenditures in FY 2008-2009 totaled $7,783 and
resulted in 123 unduplicated persons served.
Accomplishment 6: 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 2008-2009 totaled $39,550 and resulted in 523
unduplicated persons served.
Accomplishment 7: 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 2008-2009 totaled $11,000 and
resulted in 160 unduplicated persons served.
Accomplishment 8: Chula Vista Police Activities league.
Provide Scholarships to income eligible participants of the Chula Vista
Police Activities League's Youth Prevention and Diversion program for
At Risk Youth who are enrolling at Southwestern Community College
located in Chula Vista. CDBG expenditures in FY 2008-2009 totaled
$5,000 and resulted in 6 unduplicated persons served.
Accomplishment 9: South Bay YMCA Youth Prevention and
Diversion. Provide a range of recreational and educational activities
year around, including before, during, and after school to assist youth
in developing healthy lifestyles and productive lives including the
following activities: Aquatics, Day Camping, Family Life, Health
Enhancement, Child Care, Leadership Development, Social Services,
and Sports and Skill Development. CDBG expenditures in FY 2008-
2009 totaled $29,854 and resulted in 484 unduplicated persons
served.
Accomplishment 10: Chula Vista Boys and Girls Club Youth
Prevention and Diversion. Provided a bilingual, culturally
appropriate Prevention and Diversion Program for at-risk children,
youth, and families that includes prevention, intervention, and
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supportive services. Services included the following components: 9
weeks of summer day camp for youth that leads to improved social
skills, active skills, self esteem, and lifetime skills. CDBG expenditures
in FY 2008-2009 totaled $14,411.91 and resulted in 68 unduplicated
persons served.
Note: Lutheran Social Services Caring Neighbors Program, Lutheran
Social Service Project Hand, and Thursday's Meals are reported in the
Housing and Homeless Priority.
2. Describe the manner in which the recipient would change its
program as a result of its experiences.
The City continues to provide a high level of customer service to its
Subrecipients and to Chula Vista residents accessing programs funded
by the Department of Housing and Urban Development. The City
grant administrators monitor projects to ensure federal funds are
being spent on a timeline basis and meet the regulatory requirements.
3. Affirmatively Furthering Fair Housing:
a. Provide a summary of impediments to fair housing choice.
b. Identify actions taken to overcome effects of impediments
identified.
The February 2005 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:
'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.
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The following are some of the strategies recommended in the February
2005 AI report to Impediments over the five-year period: 1) improved
and targeted fair housing education and outreach; 2) counseling on
maintaining good credit and financial management; 3) expansion of a
variety of housing sizes and types to accommodate persons with
disabilities and seniors; 4) regional pooling of funds for development of
lists of Americans with Disabilities Act compliant apartments; 5)
required lead-based paint testing for home buyer 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 2008-2009 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). Please refer to Appendix A for a list of actions
taken in FY 2008-09 to address impediments identified in the AI.
In Fiscal Year 2008-2009 planning began to update the existing 2005-
2010 San Diego Regional Analysis of Impediments to Fair Housing
Choice. A contract was awarded to Veronica Tam and Associates to
update the existing AI for 2010-2015.
Lastly in Fiscal Year 2008-2009 the City of Chula Vista issued a
Request for Proposals/Qualification for Fair Housing Services 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 S570.601(a),
which sets forth the City's responsibility to affirmatively further fair
housing in the City of Chula Vista. The contract was awarded to South
Bay Community Services (SBCS). SBCS is a non-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 a
sub-contractor for the County of San Diego to provide fair housing
services to parts of the South Bay region serving residents of Lincoln
Acres, Coronado, Imperial Beach, and to Section 8 and Public Housing
participants in the County's jurisdiction. They are a long standing
contractor and subrecipient of the City of Chula Vista having worked
on a variety of projects and programs. SBCS is qualified and
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dedicated to meeting the fair housing requirements for Chula Vista. In
June 2009, SBCS met with owners of City's thirty (30) mobile home
park to discuss fair housing issues and provided the owners with
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.
4. Describe Other Actions in Strategic Plan or Action Plan taken to
address obstacles to meeting underserved needs.
The City is continuing in its effort to remove obstacles to meeting
under-served needs throughout the community. Chula Vista has made
a commitment to budget CDBG funds at the maximum allowable for
public service activities to offer citizens much needed programs and
services in the area of literacy, job training, youth activities, senior
services, violence prevention, 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 2008-09, Chula Vista allocated $296,065 close to the
maximum allowable for public service activities. Of the $296,065,
$281,514.79 was disbursed. The remaining funds will be re-allocated
to new eligible projects.
The main obstacle to meeting all the identified community needs is
lack of funding. A total of $358,245 of requests for public improvement
and public services for CDBG projects were received during the 2008-
2009 CDBG application period.
Affordable rental housing needs are primarily addressed through the
City's NOFA process, a process that was opened for the receipt of
proposals at any time during the year. The Open NOFA encourages a
maximum number of affordable housing proposals.
5. Leveraging Resources
a. Identify progress in obtaining "other" public and private
. resources to address needs.
b. 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
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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
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 (SHP): SHP provides grants to improve
the quality of existing shelters and transitional housing, and increases
the availability of transitional housing facilities for the homeless. SHP
is the primary program supporting transitional housing for the
homeless. The County's, (that includes Chula Vista service providers)
2008 Continuum of Care application totaled approximately $5.3 million
in funding. SHP grant totaled approximately $5.3 million.
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 ioan. The County's program includes the City of Chula Vista.
Certificates were provided to 2 low- and moderate-income households
in FY 2008-09, 1 of which was issued to a household at or below 80%
of the regional median income.
State Programs
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.
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Low-Income Housing Tax Credits (LIHTC): Federal and State tax
credits are used by developers of multi-family housing in return for
reserving a portion of. the development for moderate-, low-, and very
low-income households at affordable rents. These Federal and State
tax credits are allocated by the State based on a priority scoring
system. Over the years, several non-profit organizations, assisted with
City Program funds, have received LIHTC funds. City 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 programs and monitor .progress toward statewide goals for
children, transition age youth, adults, older adults and families. The
Act addresses a broad continuum of revention, 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 2008, City of Chula Vista submitted an
application for $1,000,000 in Cal-Home Mortgage Assistance grant.
City received notification on September 30, 2008 that the grant
application was unsuccessful. The City will continue to submit grant
applications to leverage its HOME and CPD funds.
The California Housing Finance Agency (CaIHFA): CalHFA 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, CalHFA was chartered as the State's affordable
housing bank to make below market-rate loans through the sale of
tax-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
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Landings I affordable housing project received MHP funds during fiscal
year 2008-2009.
State of California Emergency Housing Assistance Program (EHAP):
This program funds emergency shelters, transitional housing, and
services for homeless individuals and families. EHAP funds operating
costs and support services through grants. Capital development
funding is structured as forgivable loans.
Local Programs
Redevelopment Low-Income Housing Set Aside Funds: City of Chula
Vista leverages available federal funds with City redevelopment low-
income housing set-aside funds. The City of Chula Vista
Redevelopment Agency, created in accordance with California
Community Redevelopment Law, the City has two primary project
areas which consist of smaller sub-areas: Merged Bayfront/ Town
Center I and Merged Chula Vista Project Area. The Redevelopment
Agency has established a Low- 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's Vista Redevelopment and Housing
(City RH). City RH administers the occupancy requirements as they
relate to eligible income and rent requirements for units developed
under these programs. In conformance with State Density Bonus Law,
these programs establish provisions by which densities may exceed
those set by the 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.
Inclusionary Housing
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 (LISC): LISC helps resident-led,
community-based development organizations transform distressed
communities and neighborhoods into healthy ones. By providing
capital, technical expertise, training and information, LISC supports
the development of local leadership and the creation of affo"rdable
housing, commercial, industrial and community facilities, businesses
and jobs. .
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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 is small ($88,169 in FY 2008-09);
therefore, it is matched far in excess of the required minimum amount
(100%). South Bay Community Services Casa Nueva Vida program
annual program costs are about $265,358 in operations annually.
South Bay Community Service's eligible match contribution is
$129,315 which exceeds the $1 to $1 match requirement for ESG.
CDBG Match: CDBG grant funds do not require matching funds.
However, funding applications included funds that are leveraged.
Managing the Process
1. Describe actions taken during the last year to ensure compliance
with program and comprehensive planning requirements.
Monitoring for the City of Chula Vista is directed toward programmatic,
financial and regulatory performance. The primary objects are to
ensure that all sub-recipients:
.
Comply with pertinent regulations governing their
administrative, financial, programmatic operations;
Achieve thei'r performance objectives within schedule and
budget; and,
Assess 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.
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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.
Ouring FY 2008-2009, the City COSG Program met the COSG
expenditure standard by the deadline of April 30, 2009. On April 6,
2009, the City's balance of unexpended funds equaled 1.17
(unadjusted) and 1.38 adjusted for the current program year, meeting
the HUO-required COSG cap requirement of 1.5.
Ouring FY 2008-09, the City HOME Program met the two-year
commitment and five-year expenditure requirements by the deadline
of July 31, 2009.
Ouring FY 2008-2009, 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 HUO, 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, 2008.
COSG housing and community development projects implemented
during FY 2008-09 addressed the needs and objectives set out in the
2005-2010 Consolidated Plan. COSG funds were distributed between
activities supporting: community development, housing development,
residential rehabilitation, public services, and administration. Based on
the Financial Summary Report, 100% of the COBG expenditures,
excluding planning and administration, were used for activities that
benefited low- and moderate-income persons during FY 2008-09. The
COBG regulations require that at least 70% of annual expenditures
benefit lower-income people.
Citizen Participation
1. Provide a summary of citizen comments.
A Notice was published in the Star News on September 4, 2009, to
announce the availability of the FY 2008-2009 City of Chula Vista
Consolidated Annual Performance and Evaluation Reports (CAPER) for
public review and allow a 15-day period (September 7, 2009 though
September 22, 2009) to receive comments. The CAPER, including the
IDIS List of Activities Report, Grantee Performance Report (GPR),
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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 2009 Public Hearing to start off
the 2010-2011 CPD Program Application Period. At this City Council
public hearing provides the public with an opportunity to review and
discuss FY 2008-09 accomplishments. No public comments were
received during the 15-day public comment period.
2. In addition, the performance report provided to citizens must
identify the Federal funds made available for furthering the
objectives of the Consolidated Plan. For each formula grant
program, the grantee shall identify the total amount of funds
available (including estimated program income), the total amount
of funds committed during the reporting period, the total amount
expended during the reporting period, and the geographic
distribution and location of expenditures. Jurisdictions are
encouraged to include maps in describing the geographic
distribution and location of investment (including areas of
minority concentration). The geographic distribution and
expenditure requirement may also be satisfied by specifying the
census tracts where expenditures were concentrated.
CDBG:
The CDBG entitlement for FY 2006-07 was $1,973,771. In addition,
FY 2008-09 $287,032.73 CDBG program income was received. The
total amount of funds committed for all CDBG activities in FY 2008-
09, including prior year carryover funds, was $2,527,336.85 as of
July 1, 2008. The total expenditures for FY 2008-09 were
$3,416,027.59. Of the $3,416,027.59 expended in FY 2008-09,
$211,601.88 was from program income. Therefore, net
expenditures for FY 2008-09 were $3,204,425.70. FY 2008-09
sources of program income from the CDBG Program include: City of
Chula Vista Rehabilitation Program ($287,032.73). 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 $906,587 in HOME funds to the City for FY 2008-09.
During FY 2008-09 HOME there was no program income received.
Approximately 10% of the HOME entitlement ($89,949) was
allocated to administer the program. The remaining $816,638 was
allocated for production of affordable housing. The total amount of
funds committed for all HOME activities in FY 2008-09, including
prior year carryover funds, was $3,238,796.50 as of July 1, 2009.
The total expenditures for FY 2008-09 were $1,248,648.32. The
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City of Chula Vista allocated $7,048 in ADDI funds to the City for FY
2008-09. HOME and ADD I funds-are distributed throughout the City
of Chula Vista. 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 2008-09, City of Chula Vista received $88,169 in ESG
funding, of which $4,400 was allocated for ESG program
administration. No program income was generated under the -ESG
Program. The total amount of funds committed for all ESG activities
in FY 2008-09, including available prior year carryover funds, was
$88,169 as of July 1, 2008. The total expenditures for FY 2008-09
were $88,169. ESG funds were distributed to a sole subrecipient
South Bay Community Services for short term transitional housing
operations and essential services in Chula Vista.
Institutional Structure
1. Describe actions taken during the 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 intergovernmentai activities
that include the Regional Task Force on the Homeless, Regional
Continuum of Care Council, San Diego Association of Governments,
Plan to End Chronic Homelessness, South Bay Homeless Advocacy
Coalition, Mortgage Credit Certificate Program, Fair Housing
Resources Board, Regional Assessment of Impediments to Fair
Housing Choice, and coordination of the interagency CDBG/HOME
Coordinators.
Monitoring
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
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provides information related to project implementation,
procurement and contracting, applicable regulations, and financial
management. Project managers are made aware of local, State,
and federal regulations that apply to these programs and are
provided with a copy of HUD's training materials including Playing
by the Rules. In addition, City grant administrators provide ongoing
technical assistance to subrecipients of all entitlement programs
throughout the year. All contracts funded by CDBG, HOME, and
ESG specify monitoring, inspecting, and reporting requirements.
Monitoring requirements vary by funding source. Each year, the
City monitors a select number of projects that are identified based
on high-risk and special circumstances.
During FY 2008-09, 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, on site 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 2008-09, City staff monitored various CDBG, HOME, and
ESG Subrecipient projects. The monitored projects were funded
through the following programs, in whole or in part: CDBG (16),
HOME (15), ESG (1) and Density Bonus (2). 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.
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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 quaiity of life for residents in the targeted communities. In
addition, over the years, the City NOFA process has funded several
projects that further the development of affordable housing. Such
projects included acquisition, rehabilitation, and new construction
of housing partially financed with loans under the HOME Program.
The City's NOFA projects have made visible improvements to
various communities in the City's jurisdiction as well as surrounding
areas.
All affordable housing projects are high encouraged to enroll in the
City's successful Crime Free Prevention Program.
b. Describe progress in meeting priority needs and specific
objectives and help make community's vision of the future a
reality.
Progress is steady in meeting the priority needs and objectives
outlined in the five-year COnsolidated 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.
Progress is being made in meeting the priority needs and objectives
outlined in the five-year Consolidated Plan. Please refer to the
activities described previously in the Performance Measurement
Table on Page 1 and under the Housing section on Page 3.
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
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ensure slower moving projects are completed timely and do not
affect the City expenditure requirements (i.e. 1.5 April 30th test).
e. Describe how activities and strategies made an impact on
identified needs.
The focus onhousjng affordability and the revitalization of the
redevelopment areas has made an impact on identified needs.
Housing development projects, homeownership assistance
programs, infrastructure improvements, and construction and
improvement of neighborhood facilities have improved the lives of
residents in the targeted communities and have created a better
living environment in areas that are predominately low-income.
f. Identify indicators that would best describe the results.
The HUD indicators that would best describe the results of the
City's entitlement-funded activities include the number of persons
assisted, amount of money leveraged, number of affordable units,
years of affordability, number of households previously living in .
subsidized housing and number of beds created. The City tracks
these indicators in HUD's Integrated Disbursement and Information
System (IDIS), as well as other HUD-defined indicators, by activity.
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.
h. Identify whether major goals are on target and discuss reasons
for those that are not on target.
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.
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lead-based Paint
1. Describe actions taken during the last year to evaluate and reduce
lead-based paint hazards.
The City of Chula Vista has a two-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 a loan/grant program to assist
homeowners alleviate lead-based paint hazards through the
Community Housing Improvement Program (CHIP); however, the
City utilizes Low and Moderate Income Housing Funds 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.
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r8~Q9~JJ~rG~~~:;t;ili;f~~~~?~;!;t::iflJ~li~~?,~~}J~~~~!f:~J1EWftffit::il~{~~;],~~~j!~.f~~i7~~~JE~JI~~~~~i~~'~~.~;1
Housing Needs
1. Describe Actions taken during the last year to foster and
maintain affordable housing.
The following actions were taken during FY 2008-2009 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.
. Continued the Community Housing Improvement Program
(CHIP). The purpose of this program is to assist low income
households rehabilitate their existing home. Both single-family
and mobile homes are eligible to receive assistance.
. Completed the Landings I project in January 2009. This
included 92 extremely low and very low-income rental units for
large families.
. Continued the City Administered Tenant-Based Rental
Assistance Program (TBRA), assisting 11 households utilizing
$67,148 in HOME funds. Program participants were provided
with an additional 24-months of rental assistance.
. Continued the South Bay Community Services Tenant-Based
Rental Assistance Program (TBRA), assisting 15 households
utilizing $174,067.50 in HOME funds. Program ended June 30,
2009.
. Allocated and appropriated HOME funds to the Landing II 143-
unit (11 HOME funded) affordable housing project for low
income families.
Specific Housing Objectives
1. Evaluate progress in meeting specific objective of providing
affordable housing, including the number of extremely low-
income, low-income, and moderate-income renter and owner
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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.
Public Housing Strategy
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 - 16 low income family units
Improvements to the Public Housing stock were carried out in FY
2008-09 with funding from the HUD Capital Fund. Among these
improvements, included upgrades in lighting and flooring, installation
of air conditioning and security doors, repairs to water damaged units,
and fumigation.
Public Housing and Resident Initiatives: In 2002, the HACSD
established a Public Housing Resident Advisory Board (RAB) for the
four conventional Public Housing developments. The RAB meets twice
a year to discuss program issues and recommendations for the Agency
and Capital Plans. The RAB, comprised of Public Housing and Section 8
Housing Choice Voucher Program participants, has a revolving
membership. Applications to become a member of the RAB are
included with annual eligibil(ty packets. In addition to the RAB
meetings, a special Capital Plan meeting open to all. Public Housing
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residents is held once a year and a Public Housing team meets weekly
to discuss Public Housing issues. In 2003, the Housing Authority was
awarded a $100,000 Resident Opportunities and Self-Sufficiency
(ROSS) Elderly Grant. The program was designed to provide seniors
and persons with disabilities with education and access to information
that will improve their ability to obtain needed support services that
foster dignity and promote independent living. The recipients of the
ROSS-Elderly Grant were the Public Housing residents at TownCentre
Manor located in Chula Vista. The ROSS Elderly grant expended a total
of $87,022.74 before the grant term expired on March 6, 2006. The
HACSD applied for a new ROSS Elderly grant in August 2007 in order
to continue funding services for the residents at TownCentre Manor.
In 2005, the HACSD was awarded its first Resident Opportunities and
Self-Sufficiency (ROSS) Family grant. 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
current grant will expire in July 2008. In July 2007, the HACSD applied
for a new ROSS grant to continue the educational programs started
under the 2005 grant and to hire an Education and Employment
Coordinator. If awarded, the Education and Employment Coordinator
would work with families to increase their earnings, would coordinate
Life Skills workshops, and would teach skills such as budgeting,
financial literacy, and the importance of satisfactory credit scores.
In 2004, the HACSD in collaboration with ACCESS Inc., an organization
funded through the Work Force Investment Act, opened a 12-station
computer literacy center at its Dorothy Street Public Housing complex.
The computer-learning center continues to provide on-site literacy
instruction to adults 'and youth residing in the County's Public Housing
and other County-funded 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 opened the center on a limited basis
in order to tutor students.
In 2003-2007, HACSD continued to apply for other funds to assist
residents including the Resident Opportunities and Self-Sufficiency
(ROSS) Family Grant. In addition, the HACSD also offers scholarships
to Public Housing residents who are attending a 2-year or 4-year
college or vocational training, For 2008-2009 school year, $13,750 in
scholarships were awarded to 15 students.
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Barriers to Affordable Housing
1. Describe actions taken during the last year to eliminate barriers to
affordable housing.
The most evident market constraints on the provision of adequate and
affordable housing are land costs, construction costs, and access to
financing. The City and individual cities have little influence over
market constraints, but can provide incentives or assistance to
overcome the impacts of market constraints. Major governmental
constraints to affordable housing development include land use policies
governed by the General Plan; zoning and development codes and
development and planning fees imposed by the City; and growth
management policies. Periodic community and subregional 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 a full-cost recovery system with the
intention that the developer (rather than the City) bears the cost of
processing required applications. The costs of these permits are often
passed on to the consumer in the form. of higher housing prices.
However, the City has taken steps to reduce the costs of processing
residential building permits.
The 2005-2010 Housing Element for the City of Chula Vista contains
an inventory of vacant residential sites. The Element shows that there
are adequate residential sites designated at appropriate densities to
accommodate the City's share of the regional housing need. Policy 1 of
the Housing Element avows the City's commitment to facilitate
affordable housing development by continuing to identify adequate
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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.
HOME/ American Dream Down Payment Initiative (ADDI)
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 2008-2009 the City exhausted the amount of
ADD! and HOME funds available for various affordable housing activities. The
Department of Housing and Urban Development is ending the ADD! program
in 2009.
2. HOME Match Report
a. Use HOME Match Report HUD-40107-A to report on match
contributions for the period covered by the Consolidated Plan program
year.
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Please refer to Appendix B.
3. HOME MBE and WBE Report
a. Use Part III of HUD Form 40107 to report contracts and subcontracts
with Minority Business Enterprises (MBEs) and Women's Business
Enterprises (WBEs).
The City does not have any activity to report under the Minority
Business Enterprises and Women's business Enterprises requirement.
Please refer to Appendix C.
4. Assessments
a. Detail resuits of on-site inspections o(rental housing.
b. Describe the KaME jurisdiction's affirmative marketing actions.
c. Describe outreach to minority and women owned businesses.
On-site inspections of rental housing: During FY 2008-09, affordable
rental projects were monitored by review of Semi-Annuai Affordable
Housing Reports (SAAH) that include project accomplishments,
information on the number of families assisted, proof of current
insurance coverage, annual audits, management reports, compliance
with rent restrictions, and property maintenance documents that are
. submitted to the department annually. In addition, staff conducted on-
site file reviews and unit inspections to ensure compliance with the
Housing Quality Standards and Local City Code requirements.
During FY 2008-09, 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 2008-09, 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.
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During FY 2008-09, 4 Affirmative Fair Housing Marketing Program
plans were submitted to the South Bay Community Services and none
were submitted to the City of Chula Vista.
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 contracts using CDBG or HOME funds.
Subrecipient training workshops also cover the requirements of
Section 3 for those receiving federal funds..
Homeless Needs
1. Identify actions taken to address needs of homeless persons.
For. the last few years, the City has allocated Community Development
Block Grant (CDBG) funds to South Bay Community Services (SBCS)
for youth and family support services and housing services. Located
in Chula Vista, SBCS offers assistance to persons who are "near
homeless" through coordination of available services and financial
resources and counseling in such matters as financial management
and family support.
For FY 2008-09, Chula Vista continued to support services geared
toward the addressing the needs of the homeless population including:
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. South Bay Community Services-Thursday's Meals was
provided $10,000 of CDBG funds for hot meal service.
. South Bay Community Services-Casa Nueva Vida I was
awarded $83,769 through the Emergency Shelter Grant
program, to support the operation of the Casa Nueva Vida which
provides services in' Chula Vista. These services aim at
homeless families, most of them victims of domestic violence.
They aim to develop a comprehensive strength-based family
assessment, after which together they develop a treatment plan
so the clients can work to re-establish self-sufficiency and end
their homelessness. Funds are used for operating and essential
costs including child care and bus vouchers.
. The Regional Task Force on the Homeless was given $1,000
to help support homeless research, distribution of homeless
information, and homeless referral services. The RTFH operates
a unique (HUD mandated) Homeless Management Information
Systems that allows services agencies to track homeless client
information through a central database.
. Interfaith Shelter Network was awarded $10,350 to operate
eight south bay congregations provide nighttime shelter to 12-
15 case managed homeless guests 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.
. Lutheran Social Services was awarded $7,380 to provide food
and items to City families and individuals including the
homeless.
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
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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'Tegion, 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 for Super Nofa
Applications.
3. Identify new Federal resources obtained from Homeless
SuperNOFA.
The following federal resources were obtained from the Homeless Super NOFA
2008: Renewal of the following SHP projects that serve Chula Vista
residents: Casas de Trancision, FOCUS (partially funds Chuia Vista project),
and Trolley Trestle Transitional Housing Program. Total SHP Super Nofa
funding $492,128.00.
Specific Homeless Prevention Elements
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,
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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.
Emergency Shelter Grants (ESG)
1. Identify actions to address emergency shelter and transitional
housing needs of homeless individuals and families (including
significant subpopulations such as those living on the streets).
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
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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 Year 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.
The goal of the ESG program is to fund services that address various
causes of homelessness, including lack of supportive services,
insufficent income, and lack of affordable housing. During this
reporting period, the goal was to serve an estimated 90 persons. The
goal was exceeded, as 144 persons were served during the reporting
period. 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 2008-09 $83,769 in ESG funds
were allocated to provide essential services, and to support operations.
In order to achieve the ESG goals, outreach to all populations is
critical. Outreach to special needs populations includes street outreach
and canvassing, testing and counseling services, and walk-in services
at several locations 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.
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,~",-._._.'
3. Matching Resources
a. Provide specific sources and amounts of new funding
used to meet match as required by 42 USC 11375(a)(l),
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 ($83,769 in FY 2008-09), 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 is matched by applicant donations, other federal, state and
local funds, as well as private and foundation donations totaling
$1,096,937.
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
a. Completion of attached Emergency Shelter Grant Program
Performance Chart or other reports showing ESGP expenditures
by type of activity. Also describe any problems in collecting,
reporting, and evaluating the reliability of this information.
Table IV: ESG Funding Cap Compliance
Budget Category (CAP) $88,169
Essential Services $17 800
ODerating Costs $65 969
Administration of the Grant $4,400
Total $88 169
The ESG Program did not experience any problems in collecting,
reporting, and evaluating the reliability of beneficiary data. ESG
Program staff continuously monitors contractor performance
through the monthly claims process, through quarterly reports, and
by conducting periodic site visits.
b. Homeless Discharge Coordination
6. Homeless Discharge Coordination
a. As part of the developing and implementing a homeless discharge
coordination policy, ESG homeless prevention funds may be used to
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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 Foster Care System discharge planning
protocol is in development and includes, the following information
and/or steps:
. Written information' about the youth's dependency case,
including family and placement histories and the whereabouts of
any siblings who are under the jurisdiction of the juvenile court;
. Anticipated termination date of court jurisdiction;
. Health plans (if not already covered by Medi-Cal);
. Legal document portfolio that includes: Social Security Card,
Certified Birth Certificate, Driver's License and/or DMV
identification card, copies of parent(s) death certificate(s), and
proof of citizenship/residence status;
. 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.
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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 for 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 Department. Services
are summarized in the SD County Sheriff's Health & 'Mental Health
Services Discharge Plan - form J266.
The SD County Sheriff's Department has designated staff positions as
homeless liaisons, mental health specialists, and an American with
Disabilities Coordinator to assist with individual discharge plans for
inmates who have received health or mental health services while in
custody.
The Mental health Psychiatric Security units of the jail (licensed by the
State Department of Mental Health) operate under the purview of the
state level discharge plan. A multi-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.
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r~~~f@f!~gJ~lt~~~~~~1~BN~~~f~~11}L~~%~~~~~~~1:~t~~1t~~~~
Community Development
*Please also refer to the Commun(ty pevel.op~e[1t Table in the Needs.xls w~rkbook.
1. As'sessment of Relationship of COBG Funds to Goals and
Objectives
a. Assess use of COBG 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 COBG funds, including the number
and types of households served.
c. Indicate the extent to which COBG funds were used for
activities that benefited extremely low-income, low-income,
and moderate-income persons.
Please refer to Table I, Performance Measurement Table.
Based on the Financial Summary Report, 100% of the CDBG
expenditures, excluding planning and administration, were used for
activities that benefited low- and moderate income persons during FY
2008-09. 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
However, the City received additional funding
Neighborhood Stabilization Program.
the last year.
through the
3. Assessment of Efforts in Carrying Out Planned Actions
a. Indicate how grantee pursued all resources indicated in the
Consolidated Plan.
b. Indicate how grantee provided certifications of consistency in a
fair and impartial manner.
c. Indicate how grantee did not hinder Consolidated Plan
implementation by action or willful inaction.
The City of Chula Vista pursued all resources that were indicated that
it would pursue in the Consolidated Plan. The City of Chula Vista
provided requested certifications of consistency with HUD programs, in
a fair and impartial manner, for which the City indicated it would
support applications by other entities. In addition, the City did not
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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 CDSG funds were expended on projects that met at least one of the
three CDSG National Objectives. Sased on the Financial Summary
Report, 100% of the CDSG expenditures, excluding planning and
administration; were used for activities that benefited low- and
moderate-income persons during FY 2008-09. The CDSG 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. A low-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.
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b. Describe steps taken to identify households, businesses, farms
or nonprofit organizations who occupied properties subject to
the Uniform Relocation Act or Section 104(d) of the Housing
and Community Development Act of 1974, as amended, and
whether or not they were displaced, and the nature of their
needs and preferences.
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
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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 by
low- or moderate-income persons
a. Describe actions taken by grantee and businesses to ensure
first consideration was or will be given to low/mod persons.
b. 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 as 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.
No economic development activities were undertaken in FY 2008-2009
involved the creation of jobs to meet the COBG National Objective or
lower-income benefit, In FY 2008-09 No Economic Development
Activities were undertaken with HUO funds in response to a request
from HUO.
7. Low/Mod Limited Clientele Activities - for activities not falling
within one of the categories of presumed limiteil clientele low
and moderate income benefit
a. Describe how the nature, location, or other information
demonstrates the activities benefit a limited clientele at least
510/0 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.
b. 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
by parcel.
8a. Program Income was returned to the CDBG Community Housing
Improvement Program Revolving Loan fund.
The following describes FY 2008-08 CDBG program income:
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. FY 2008-09 CDBG Program Income totaled $287.032.77.
. FY 2008-09 sources of program income from the CDBG Program
include: Community Housing Improvement Program ($287,032.77);
8b. Not applicable
8e. Please refer to the response under 8a. above.
8d. Not applicable. The City of Chula Vista did not sell any CDBG-
funded properties owned by the City during the reporting period.
9. Prior period adjustments - where reimbursement was made this
reporting period for expenditures (made in previous reporting
periods) that have been disallowed, provide the following
information:
a. The activity name and number as shown in IDI5;
b. The program year(s) in which the expenditure(s) for the
disallowed activity(ies) was reported;
c. The amount returned to line-of-credit or program account; and
d. Total amount to be reimbursed and the time period over which
the reimbursement is to be made, if the reimbursement is made
with multi-year payments.
No CDBG reimbursements were made this reporting period for
previous reporting period expenditures which were disallowed.
10. Loans and other receivables
a. List the principal balance for each float-funded activity
outstanding as of the end of the reporting period and the
date(s) by which the funds are expected to be received.
b. List the total number of other loans outstanding and the
principal balance owed as .of the end of the reporting period.
c. List separately the total number of outstanding loans that are
deferred or 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.
lOa. Not applicable. There are no float-funded activities.
lOb. Outstanding CDBG-funded loans include housing
rehabilitation loans. There are 46 deferred loans outstanding,
the balance of these loans totals $514,203.83 as of June 30,
2009; Terms of deferred loans vary by project and funding
amount.
lOco Please refer to the response under lOb. above.
.
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.~_ ,__. ~~_.~__...."'''''-."1......_.'~'-.'L~.'.
lOd. Not applicable. No CDBG loans have gone into default
during FY 2008-09 where the balance was forgiven or written off
during the reporting period.
lOe. 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 CDSG funds involved in the program.
c. Detail other public and private funds involved in the project.
During FY 2008-09, eight residential units were rehabilitated under
Community Housing Improvement Program (CHIP), including one
singie-family unit and seven mobilehomes. CDBG funds spent
during FY 2008-09 totaled $112,922.12. 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.
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
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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
.
.
[1~~~~Jll~~!~~&~~~ft~;&~~~~~~~~~~~~~~f!~(c~-wrtl~~it~}~\17a~~i"~J~@
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).
Please refer to the HOM E TBRA activities described in the General
Section under the Housing section.
Specific HOPWA Objectives
Not applicable: The largest city in the San Diego area receives the
HOPWA formula allocation to serve the needs of persons living with
HIV/AIDS and their families. City of San Diego is the entitlement
jurisdiction for the Housing Opportunities for Persons with AIDS
(HOPWA) program, and by agreement contracts with the County of
San Diego to administer the HOPWA program for the entire San Diego
Region. Relevant information pertaining to the HOPWA Program can
be viewed in the City of San Diego's FY 2008-2009 Annual
Performance Report.
~t[rl~f~I~~i~~~?~~~~~~~1si'~'tX;~~t~~~~~fk1~~ili~~;~1~
include any CAPER information that was not covered by narratives in any
other section.
Not applicable.
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Appendix "A"
IDIS Reports
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Appendix "B"
HUD HOME Forms
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Appendix "e"
Proof of Publication
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