FISCAL YEAR 2021 - 2022
CONSOLIDATED ANNUAL PERFORMANCE EVALUATION REPORT
(CAPER)
ENGINEERING DEPARTMENT
CDBG PROGRAM
68700 AVENIDA LALO GUERRERO
CATHEDRAL CITY, CA 92234
(760) 770-0349
CR-05 - Goals and Outcomes
Progress the jurisdiction has made in carrying out its strategic plan and its action plan.
91.520(a)
This could be an overview that includes major initiatives and highlights that were proposed and executed throughout the program year.
The Consolidated Plan is carried out through Annual Action Plans that provide a concise summary of the actions, activities, and the specific federal and non-federal resources that will be used each year to address the priority needs and specific goals identified by the Consolidated Plan. The City evaluates and reports on accomplishments and progress toward its Consolidated Plan goals in the Consolidated Annual Performance and Evaluation Report (CAPER).
The CAPER is an e valuation of the City of Cathedral City’s (City) use of CDBG funds allocated to sub - recipients (local agencies) to carry out one or more of its National Objectives: 1) Benefits to low and moderate-income persons; 2) Aid in the prevention and elimination of slums or blight; and 3) Meeting a particular urgent need because existing conditions pose a serious and immediate threat to the health or welfare of the community where other financial resources are not available to meet such needs. The CAPER also include s financial information describing the amount of CDBG funding invested in activities and projects, descriptions of households assisted through the use of CDBG funds, actions taken to affirmatively further fair housing, and other community -based information correlating to the status of grant-funded projects administered by the City that impact local housing and community development needs.
The City prepared its FY 202 1-2022 CAPER as required by the U.S. Department of Housing and Urban Development (HUD), whic h summarizes the City's allocated and reimbursable funding. The CAPER also describes and documents the Program's annual accomplishments from July 1, 2021, thru June 30, 2022.
In FY 2021-2022, the City received $656,357 of CDBG Funding as the City’s Entitlement Award. CDBG funds were apportioned for community programs and services benefitting low- and moderate-income residents.
The City Council approved the City's Action Plan, which described the programs, services, and projects the City proposed to undertake. The Program included activities that furthered fair housing choice, promoted health and wellness for the senior community, and provided homeless services for individuals and families, as well as increased economic development and accessibility through public improvements. The City spent $517,500 in CDBG-CV funds remaining from previous years funding. These funds were used for public service and economic development.
Comparison of the proposed versus actual outcomes for each outcome measure submitted with the consolidated plan and explain, if applicable, why progress was not made toward meeting goals and objectives. 91.520(g)
Categories, priority levels, funding sources and amounts, outcomes/objectives, goal outcome indicators, units of measure, targets, actual outcomes/outputs, and percentage completed for each of the grantee’s program year goals.
Goal Category Source
/
Amoun
t
Indicator Unit of
Measure
Expect
ed
Strategi
c Plan
Actual
–
Strateg
ic Plan
Percent
Comple
te
Expect
ed –
Progra
m Year
Actual –
Program
Year
Percent
Comple
te
Construct
or upgrade
public
facilities
and
infrastructu
re
Non-
Housing
Communit
y
Developme
nt
CDBG:
$484,1
66 Public Facility
or
Infrastructure
Activities
other than
Low/Moderat
e Income
Housing
Benefit
Househol
d
Assisted –
Low/mod
area
1500
9870+
650 =
10,520
Over
100 % 800 650 81%
Expand
Economic
Opportuniti
es
Non-
Housing
Communit
y
Developme
nt
CDBG:
$8500
CDBG-
CV3:
$138,5
00 Business
Assisted jobs
created/retain
ed
Jobs 100 36
36% 25 22 + 14 =
36 Over
100%
Increase
Fair
Housing
AFH Goal CDBG:
$18000
Public service
activities for
Low/Moderat
e Income
Housing
Benefit
Househol
ds
Assisted
1050
3200 +
230 =
3430
Over
100% 200 230 Over
100%
Support
special
needs
programs
and
services
Non-
Homeless
Special
Needs
CDBG:
$15,00
0 Public service
activities –
Disable
Children
Persons
Assisted 200
169 +
115 =
284
Over
100% 40 115 Over
100%
Support
special
needs
programs
and
services
Non-
Homeless
Special
Needs
CDBG:
$20,00
0 Public service
activities -
LGBTQ
Persons
Assisted 150
125
+40 =
165
Over
100 44 44 100%
Support
special
needs
programs
and
services
Non-
Homeless
Special
Needs
CDBG-
CV:
$193,0
00 Public services
– Seniors,
Youth,
others,…
Persons
Assisted 1500
3649 +
963 =
4612
Over
100% 300
304 +
54+605=9
63 Over
100%
Homeless
programs Homeless
CDBG:
$51,50
00 Public Service
– Homeless
Persons
Assisted 2500
2779+
776
+483=
3038
Over
100% 500 2779 Over
100%
Goal Category Source
/
Amoun
t
Indicator Unit of
Measure
Expect
ed
Strategi
c Plan
Actual
–
Strateg
ic Plan
Percent
Comple
te
Expect
ed –
Progra
m Year
Actual –
Program
Year
Percent
Comple
te
/CDBG-
CV
$51,50
00 Table 1 - Accomplishments – Program Year & Strategic Plan to Date
Assess how the jurisdiction’s use of funds, particularly CDBG, addresses the priorities and specific objectives identified in the plan, giving special attention to the highest priority activities identified.
The primary goals of the City's Community Development Block Grant (CDBG) Program are to rehabilitate public infrastructure, further fair housing, provide needed public services, and expand economic opportunities t hroughout the City. CDBG funding is distributed Citywide for programs and services benefitting low- and moderate -income residents. For public improvements, projects are determined based on the HUD Office of Planning and Development’s ( CPD) low moderate income summary data (LMISD) for Cathedral City. The HUD LMISD geographic information system (GIS) Map provides statistical information for each Census Tract and Block Group to determine if the proposed area(s) are low and moderate-income. These Census Tracts are carefully evaluated for project feasibility.
Fair Housing: For FY 2021-2022, Cathedral City utilized CDBG funding for fair housing services to further suitable housing choices. Inland Fair Housing and Mediation Board (IFHMB) continues to be a supporting agency that offers appropriate housing mediation and counseling services to residents of the City.
Throughout the program year, IFHMB provided landlord- tenant mediation services and anti - discrimination services to many residents. IFHMB also provided mobility counseling services by providing public workshops focused on home financing and related assistance to help families obtain homeownership.
Homeless Services: O
ne of the challenges for Riverside County and many of the cities in the Coachella Valley is the homeless epidemic. To reduce the number of homeless in Cathedral City, the City contracted with the Coachella Valley Rescue Mission (CVRM) to conduct outreach and provide emergency services such as overnight shelter, showers, clean clothes, and rehabilitation to homeless individuals and families.
The success of CVRM's efforts was partially attributed to the help and partnership with the Cathedral City Police Department and Code Compliance Staff.
CVRM offered food and shelter to 32 first time homeless individuals that said they were from Cathedral City. These individuals spent an average of 30 days in our emergency shelter where they received, a bed, clean clothes, three meals, medical and behavioral health screening, and transportation to off campus appointments. After 30 days they are given the opportunity to transition into CVRMs long term programs, where they work with workforce development and our staff to begin looking for long term housing and jobs. CVRM is building a laundry facility to use as a training opportunity to our residents, for future employment in casinos, hotels, restaurants, and nursing homes. Every Monday CVRM mobile
shower trailers are stationed in Cathedral City to assist the homeless with hygiene as well as offering connection to various services.
Public Services
The City also allocated CDBG Program funding to local non -profit agencies that provide programs and services that benefit low- and moderate -income residents including children, seniors, youth, disabled, LGBTQ, and others. Some of the previous year CDBG-CV funding was also programmed for senior services that promote healthier and active lifestyles.
Disable Children Services : Angel View Outreach was launched in 2012 to assist local children with disabilities. Services are provided at no cost to families raising children with disabilities. Nearly all clients are low-income, on Medi-Cal.
Outreach services include:
• Resources and referrals; help completing applications and accessing services • Mileage reimbursement to access specialty pediatric care • Mini-grants for medical equipment, services/supplies not covered by Medi-Cal • Case management, provided by our bilingual staff
• Individualized Education Plan (IEP) advocacy and support • Activity sponsorships for programs that accept children with disabilities • Support groups for parents who are raising children with disabilities
Client diagnoses include acquired head injuries, autism, cerebral palsy, fetal alcohol syndrome, mental retardation, muscular dystrophy, multiple sclerosis, seizure disorders, spastic quadriplegia, spina bifida, cancer, Fragile X syndrome and others.
The agency participated in the following Outreach events:
1- Suicide Awareness & Prevention Strategies
2- Padres con GANAS DATA Made Easy
3- Community Outreach Branch Benefits Cal Training
4- Parents and Local Education Agencies Working Together for Successful IEP 5- Community Partners Meeting
6- Completing & Funding a Special Needs Trust
7- How to Advocate for your IEP Child
8- Riverside Court Law Library Resource Fair
9- IE-CHI Legislative Forum
10- Riverside County Health Coalition Meeting
11- Social Emotional Learning & Whole Child Education
12- Understanding and Managing Challenging Behaviors
13- Parent workshop: Understanding Adolescent Development 14- Turning 5: Understanding the Kindergarten IEP
15- Coachella Valley Resource
16- Mecca/OHS FRC Service Provider Monthly Updates
17- Child Abuse: Identifying, Responding, and Preventing 18- Facebook Live @ DRD Adaptive Sports & Rec
19- Mecca/OHS FRC Service Provider Monthly Updates
20- Outreach and Engagement
21- Social Emotional Dev. & its Impact on Learning in the Early Childhood 22- Unite Us Information Session- Los Angeles County
23- Teacher-Child Interactions to Nurture Language Development (RTS} 24- Conflict Resolution for Behavioral Health Professionals 25- Inland Empire Fatherhood Summit
26- Making Sense of IEPs
27- Mecca/OHS FRC Service Provider Monthly Updates
28- Spring Forward event - DSUSD
29- Diving Deeper into IEPs
Youth Services: Assistance League Coachella Valley provided clothing and hygiene supplies to disadvantaged students in the City of Cathedral City during the 2021 -2022 school year. The students attended the following Cathedral City elementary schools: Agua Caliente, Cathedral City, Landau, Rio Vista and Sunny Sands . Students in need were identified by school administrators, teachers and community liaisons employed by Palm Springs Unified School District (PSUSD). Names of students were redacted for privacy purposes. Clothing and supplies were distributed to 304 students. Family income was verified.
Senior Services: Cathedral City Senior Center (CCSC) expanded two senior nutrition services, the weekly CCSC Food Bank and the daily warm Congregate Lunch Program. The CCSC Food Bank began in 1998 and provided over 5000 pounds of food annually to more than 400 low -income, unhoused, under-served, or food-insecure families in 2021. Our well- established shopping style model focuses on independence, dignity, and individual preference while providing free groceries for struggling seniors and their families.
In addition, CCSC prepares bags of emergency groceries to be handed out to walk -ins on an as -needed basis. Two types of bags are prepared, one for individuals who have access to a kitchen and one fo r individuals who do not. City funding helps CCSC expand access and serve additional clients by purchasing fresh, nutritious grocery items. In 2022, CCSC doubled its hours and is on track to provide 40,000 lbs. of food to twice as many residents as in 2021.
The second nutrition and hunger -based program provided by CCSC is part of a greater effort through Meals on Wheels (MOW) to provide nutritious, ready -to-eat meals for seniors in need in takeout and
Congregate dining. The MOW program provides lo w-income seniors and persons with disabilities with daily meals and relief from hunger. Utilizing volunteers and staff, CCSC provides an average of 265 meals each month and over 3,100 meals to 43 unduplicated clients annually. CCSC purchases ready-made meals and frozen and weekend meals from Mizell Center in Palm Springs and stages the meals at CCSC for client pick up or delivery, depending on the client's needs. No senior is turned away because of an inability to pay.
Providing social service, health, insurance referrals, information, resources, and community referrals, from a CCSC, a trusted source in Cathedral City (served 200). Free medical mobility, health supplies, and household goods (served 300). Seniors remain active and plugged into the community through CCSC volunteer work opportunities, helping to provide essential services and member services upon reopening.
Volunteer jobs help seniors stay active and independent longer. More than 100 volunteers offer over 2,000 hours of volunteer service per quarter at CCSC. CCSC provides pandemic-response services online, by phone, in a grab-and-go curbside setting, in-person, and limited delivery. In addition to offering testing and boosters through the first and second quarters, CCSC hosted the next round of b oosters in Quarter Four at the end of April, serving more than 250 people.
CCSC keeps hand sanitizer supplies, gloves, and face masks and places them at popular touchpoints throughout the Center for volunteers, grab -and-go lunch, and food bank participant s. We package bundles of masks and pocket sanitizers in sandwich baggies for public distribution. Also, we provided extra bleach wipes and tissues. We made a few automated robocalls with important news. CCSC Edmundo & Herlinda Carrillo Equity in Aging Initiative—In quarter four, our outreach worker was full-time and spent half her day in community settings where Spanish speakers live, work, and gather.
The Center has increased its Hispanic membership by 20% and its Spanish -language offerings by 25%.
CCSC provides access to onsite senior services and resources. Spanish language options (some available through the help of a translator) include assistance with immigration, access to Medicare and MediCal, IHSS, VA benefits, utility bill assistance, senior housi ng, etc. Despite the long pandemic and extended earned income suppression, CCSC provided scholarships and sliding-scale fees so that no one has yet been turned away. CCSC has established the agency's first donor circle, The Cactus Club, to create monthly giving to sustain the agency. 75 Cactus Club members help the agency to grow financially and in a sustainable way. CCSC served holiday meals on Thanksgiving and Christmas. Also, CCSC offers more than 25 programs weekly and significantly increased social services resources LGBTQ related Services: As a part of The Transgender Health and Wellness Center’s mission to increase equity for marginalized people in our community we have continued our mental health outreach program, with an emphasis on those who have experienced domestic or interpersonal violence. During the program period we hired and trained our Director of Outreach and began connecting people to necessary mental health resources. Our primary form of outreach was via our website and social media. Both methods allowed transgender, gender non-conforming, and intersex (TGI) people to access information on our program as well as get connected directly to our office to speak directly to our team.
For the performance period between August 1, 2021, and April 30, 2022, we helped a total of 44
individuals get connected to necessary resources. Of those 44 individuals, 22 where white, 19 were Hispanic/Latinx, and 3 were black/African American. All these individuals reached out to us initially via email or phone.
Transportation Services for Elderly and Disable : Desert Access served 54 clients during this period, of which 20 were new to the organization. The remainder were existing clients but first time under this program. A total of 451 one way rides were provided during the program period. Only 5 of the clients identified as disabled; the remainder were elderly that no longer were able to drive safely due to age or lived in assisted living that prevented driving.
Public Improvements
In FY 2021 -2022, the City also allocated CDBG funding for the City low -income area infrastructure and Public Facilities in Via De Anza Street - Phase I. The proposed street improvements included the removal of existing asphalt pavement, shaping, moisturizing, and compacting existing base material and asphalt paving (AC), sidewalk gap closures, concrete driveway approaches, ADA compliant sidewalk ramps, and curb and gutter gap closures, removal and construction of garden w alls, lowering and raising utilities to final grade, pavement striping, and markings from Dinah Shore Drive to Olancha Road along the east side in the City of Cathedral City.
Expand Economic Opportunity:
Childcare Business Assistance: During the Fiscal Year 2021-2022, WeeCare worked towards accomplishing several goals that were set for BOOST’s program year. This program was designed to support 25 microenterprise childcare providers in Cathedral City. WeeCare's Childcare Business and Technical Assistance Program supports family childcare (FCC) providers in operating a sustainable business by supplying them with WeeCare software and support free of charge. Through this program, 25 licensed family childcare providers in Cathedral City receive business and technical assistance, generously funded in partnership with the City and WeeCare. These FCC providers qualify as micro enterprises as they employ less than five employees per location. Providers are considered LMI employers who can serve additional LMI persons. By supporting 25 childcare providers, WeeCare also helped service Cathedral City families.
This program addressed the LMJ national objective in Cathedral City. A few of the goals outlined at the beginning of the 2021-2022 program year included:
● Outreach to existing 68 licensed childcare providers to educate and inform all eligible providers of their eligibility to the WeeCare platform and support services ● Supporting new LMI individuals and providing business and technical assistance through the childcare licensing process to help identify and establish new childcare providers with in Cathedral City
● Supporting 25 microenterprise childcare providers with business and technical support ● Reducing childcare providers administrative workload by an average of 10 hours per week
● Increasing the childcare providers business capacity and increase their enrollments with LMI eligible families
To roll out the program, WeeCare conducted phone, text, and email outreach to all the licensed childcare providers in Cathedral City to inform them of the BOOST program eligibility and onboard them onto the WeeCare platform to begin receiving business and technical assistance. In its first program year, WeeCare’s BOOST program reached successfully reach 56 of the eligible providers throughout the City and WeeCare enrolled 18 licensed childcare providers who already had existing childcare provider licenses who received immediately business and technical support services for their existing childcare business. In turn the program, also helped to support an additional 232 LMI eligible children and families with communication, family education, and support services such as tuition, curriculum and billing support for both the families and providers. In addition to the 18 existing LMI eligible childcare providers with existing businesses in Cathedral City, WeeCare assisted 22 new LMI eligible persons to start a new childcare business. Number of LMI persons assisted: 40 LMI Childcare Providers and 232 LMI families.
Employment Search Services : During the Fiscal Year 2021 -2022, WeeCare worked towards accomplishing several goals that were set for Back2Work program year. This program was designed to support LMI unemployed families in Cathedral City with access to backup childcare credits to search for work, fill out applications, attend interviews, and anything else needed to secure employment. This program addressed the national objective of benefitting LMJ in Cathedral City. The program supported 14 persons seeking employment.
CAPER 9
OMB Control No: 2506-0117 (exp. 09/30/2021)
CR-10 - Racial and Ethnic composition of families assisted Describe the families assisted (including the racial and ethnic status of families assisted).
91.520(a)
CDBG
White 4197
Black or African American 76
Asian 103
American Indian or American Native 30
Native Hawaiian or Other Pacific Islander 81
Total 4,487
Hispanic 3217
Not Hispanic 1270
Table 2 – Table of assistance to racial and ethnic populations
Narrative
According to a recent American Community Survey (ACS) estimate , Cathedral City's demographic make- up for racial and ethnicity is: 76.9% of the population is White; of this 76.9% percent, 59.4% is Hispanic or Latino; 3.3% is Black or African American; 4.8% is Asian; 0.7% is American Indian or Alaskan Native; and,
0.1% is Native Hawaiian or Other Pacific Islander. The remaining 14.8% of the City's population is two or more races and/or some other race.
The City is made up of five (5) electoral districts, each with an elected representative. Each district has an equal distribution and mixture of demographics. The City's demographic distribution is spread throughout different areas of the community. The low- and moderate -income areas of the City are also not concentrated or located in a specific location of the City; funding is equitably spread througho ut the jurisdiction. As a result, low- and moderate-income individuals and families, regardless of their race and ethnicity, are equally served and assisted through CDBG programs and services. Other programs and services, not CDBG funded, are also made available to the community. The only qualifying requirement is that these individuals and families are verified as low- and moderate-income residents.
CR-15 - Resources and Investments 91.520(a)
Identify the resources made available
Source of Funds Source Resources Made
Available
Amount Expended
During Program Year
CDBG public - federal $656,357 $596,019
CDBG-CV3 public - federal $530,365 $517,500
Table 3 - Resources Made Available
CAPER 10
OMB Control No: 2506-0117 (exp. 09/30/2021)
Narrative
The City is comprised of a total of twenty (20) Census Trac ts; eight (8) of which have very low, low, and moderate income residents. These eight (8) areas qualify for CDBG funding and assistance as defined by the national objective of eliminating slums and blighted areas.
It is the City's goal to complete a public improvement or public facility project in each of these Census Tracts. As each Annual Action Plan is prepared, the City will propose public improvements in a Census Tract that has not received CDBG funding; thus, promoting equal distribution of program funding.
Identify the geographic distribution and location of investments Target
Area
Planned
Percentage
of Allocation
Actual
Percentage
of Allocation
Narrative Description
Census
Tract
044907
Census
Tract
010600
Census
Tract
044702
Census
Tract
044906
Census
Tract
044915 100% 100%
In FY 2021-2022, the City also allocated CDBG funding for the City low-income area infrastructure and Public
Facilities in Via De Anza Street - Phase I. The proposed street improvements include the removal of existing
asphalt pavement, shaping, moisturizing, and compacting existing base material and asphalt paving (AC), sidewalk gap closures, concrete driveway approaches, ADA
compliant sidewalk ramps, and curb and gutter gap
closures, removal and construction of garden walls,
lowering and raising utilities to final grade, pavement striping, and markings from Dinah Shore Drive to Olancha Road along the east side in the City of Cathedral City.
CAPER 11
OMB Control No: 2506-0117 (exp. 09/30/2021)
Target
Area
Planned
Percentage
of Allocation
Actual
Percentage
of Allocation
Narrative Description
Census
Tract
044916
Census
Tract
044923
Census
Tract
044924
Census
Tract
045000
Citywide
Table 4 – Identify the geographic distribution and location of investments
Narrative
Geographic Distribution of Funds:
A substantial percent of CDBG funds is used in low-income areas for infrastructure and public facilities in order to revitalize all low -income areas of the City. Each year different parts of the City that are low - income are revitalized through infrastructure activities.
CAPER 12
OMB Control No: 2506-0117 (exp. 09/30/2021)
Leveraging
Explain how federal funds leveraged additional resources (private, state and local funds), including a description of how matching requirements were satisfied, as well as how any publicly owned land or property located within the jurisdiction that were used to address the needs identified in the plan.
Senior Program: Cathedral City Senior Center (CCSC) partners with FIND Food Bank to purchase fresh, frozen, and shelf -stable foods and receives over $130,000 worth of donated food from Trader Joe's, Grocery Outlet, Paner a Bread, Grocery Outlet, Krispy Kreme, McDonald's, and Starbucks #16509 in Cathedral City. The 2023 budget nearly tripled, and the balance sheet (savings) doubled over the past three challenging years. CCSC received a $20,000 Community Impact Award from th e Inland Empire Community Foundation, $25,000 Berger Foundation, $20,000 Margot Fund, $20,000 Dreyfus Foundation, $5,000 Bighorn Cares, and other new grant funding to expand our efforts. The entire staff and board came together with the expertise of event planners, Momentous Events, led by Frank Goldstin, to create the agency's first gala in many years, the successful Club 40 celebration! The sold -out event raised over $100,000.
LGBTQ Program: As this was our first cycle implementing this particular outreach program, our ability to leverage external and community resources were relatively low. We spent this period internally organizing and training staff, as well as preparing ourselves for the next phase. During the next phase of our program, we are planning for a greater use of community resources as we expand our outreach program. We will begin by partnering with local bars and restaurants as well as LGBTQ+ school programs, such as Gay Straight Alliances. Enmeshing ourselves within these community gathering spaces will allow our organization to expand our reach to those who may not organically come across our con tent via web searches or social media. In addition, we are currently seeking funding for our Healing Rainbows program, with the intention of providing LGBTQ+ youth and their families with free mental health care. This in turn will work to improve family dy namics as a means of diverting LGBTQ+ youth from becoming homeless, and as a result participating in high-risk activities, such as sex work that leads to these youths being victims of both assault and domestic violence. By seeking to help families while they are still whole, we hope to tackle the root cause of homelessness among LGBTQ+ people.
Homeless Program: C
oachella Valley Rescue Mission (CVRM) has been in the Coachella Valley since 1971.
We collaborate with Cities, Counties, and State to fund our Rapid Rehousing Department, Emergency Shelter Beds, and our Outreach Programs. Our donor base along with local foundations continue to support CVRM. Desert Aids Project, SAC Healthcare, the local Quality of Life Officers, and local Churches all partner with CVRM to help us succeed.
Cathedral City: T
he City has some CDBG-CV3 left from previous funding and will spend these funds on HUD allowed programs. The CDBG Entitlement Program does not require matching funds. However, the City does use CDBG funds to leverage other funding mechanisms to complete public improvements and expand its programs and services. For instance, the City will continue to leverage CDBG funding combined with matured assessment district funding, other Federal grant funding, gas tax, Measure A, and assistance
CAPER 13
OMB Control No: 2506-0117 (exp. 09/30/2021)
from CVAG to complete some public improvements and meet its strategic goals. The City may also use CDBG funding combined with Road Maintenance and Rehabilitation Account (RMRA)/SB -1 Program funding to increase the scope of improvements in low- and moderate-income areas.
One of the primary objectives for the City is to improve t he public infrastructure in low and moderate- income areas. As part of these efforts, the City also plans to develop more open -space areas into parks and recreational areas in income -qualified Census Tracts. The improvement of these areas and the development of parks create a community benefit for the income-qualified communities and attract and allow other residents to utilize these facilities. According to an article published by the American Planning Association (APA), residents living in low and moderate-income communities who participate in outdoor recreational activities tend to reduce the stressors that impact these communities. The same article further notes that the development of such recreational facilities leads to healthier communities and reduced crime. The City recognizes and agrees with these facts and proactively seeks funding to promote these outcomes.
CAPER 14
OMB Control No: 2506-0117 (exp. 09/30/2021)
CR-20 - Affordable Housing 91.520(b)
Evaluation of the jurisdiction's progress in providing affordable housing, including the number and types of families served, the number of extremely low-income, low-income, moderate-income, and middle-income persons served.
One-Year Goal Actual
Number of Homeless households to be
provided affordable housing units 0 0
Number of Non-Homeless households to be
provided affordable housing units 0 0
Number of Special-Needs households to be
provided affordable housing units 0 0
Total 0 0
Table 5 – Number of Households
One-Year Goal Actual
Number of households supported through
Rental Assistance 0 0
Number of households supported through
The Production of New Units 0 0
Number of households supported through
Rehab of Existing Units 0 0
Number of households supported through
Acquisition of Existing Units 0 0
Total 0 0
Table 6 – Number of Households Supported
Discuss the difference between goals and outcomes and problems encountered in meeting these goals.
The City of Cathedral City did not have an affordable housing program this year since COVID has increased for Public Service and Homeless programs . However, the City recently partnered with the County of Riverside (County) to oversee and distribute affordable housing funds in Cathedral City as part of the County's Permanent Local Housing Allocation (PLHA) Program.
CAPER 15
OMB Control No: 2506-0117 (exp. 09/30/2021)
Because the City does not have an affordable housing program, the City refers potential applicants to the County for assistance through their housing authority. The City also connects such benefits with the County’s Continuum of Care (CoC). The CoC is made up of various non-profit and public organizations that provide the necessary resources for combatting homelessness and, therefore, has connections to regional agencies that offer affordable housing programs and services. The CoC's mission is to one day end homelessness by quickly responding to each homeless issue through a concerted regional approach.
Discuss how these outcomes will impact future annual action plans.
In the next Consolidated Plan, the City plans to use CDBG funds for homeowner housing rehab and emergency rehab in Cathedral City. Since the amount of CDBG funds are not adequate to fund all needs during a program year, we must ad dress a few program each year. In the past we have spent funds on infrastructure activities, but we will address housing in the next Consolidated plan.
The Housing Authority of the Riverside County also owns and manages rental units within its jurisdiction.
These units are occupied by families participating in the Affordable Public Housing Program. Families participating in this program pay rent according to their incomes. Approximately 30% of their adjusted gross income is applied toward rents and utilities. This program allows families to select from only the limited available units. The low rents charged by the Housing Authority are subsidized by HUD. Once a family moves from the location, they can no longer receive assistance.
The Section 8 rental voucher program, known as the Housing Choice Voucher Program, provides rental assistance to help very low -income families afford decent, safe, and sanitary rental hou sing. These programs are administered by local public housing agencies (PHAs) authorized under State law to operate housing programs within an area or jurisdiction. The PHA accepts the application for rental assistance, selects the applicant for admission, and issues the selected family a rental voucher confirming the family’s eligibility for assistance. The family must then find and lease a dwelling unit suitable to the family's needs and desires in the private rental market. The PHA pays the owner a porti on of the rent (a housing assistance payment (HAP)) on behalf of the family.
Include the number of extremely low-income, low-income, and moderate-income persons served by each activity where information on income by family size is required to determine the eligibility of the activity.
Number of Households Served CDBG Actual HOME Actual
Extremely Low-income 2779 0
Low-income 28 0
Moderate-income 22 0
Total 2829 0
Table 7 – Number of Households Served
Narrative Information
CAPER 16
OMB Control No: 2506-0117 (exp. 09/30/2021)
As stated, the City does not offer affordable housing programs. Affordable housing services are provided by the Housing Authority of Riverside County. The City has always partnered with the County of Riverside for such programs and services to meet the needs of the community. In the event the County cannot provide the specific assistance needed, the City will refer individuals and families to the Continuum of Care (CoC).
For emergency situations where individuals and families are on the verge of homelessness, the City will coordinate such situations with the Coachella Valley Rescue Mission (CVRM) for overnight shelter. CVRM may provide such services [and other resources] with their collaboration of the Continuum of Care (CoC).
In FY 2021-2022, CVRM was a CDBG subrecipient of the City to provide such services through the CVRM Emergency Services Program. The City contracted CVRM to carry out homeless outreach efforts which may link individuals and families to affordable housing programs. In this effort, CVRM also purchased two trailers to be placed outside the emergency shelter and would provide 50 showers a day. The shower complex would allow showers without entering the mass shelter to help prevent the spread of COVID-19.
Furthermore, partnering with local agencies and non -profit organizations to meet the need of the community is an ongoing objective for the City, as well as, addressing worst case needs. For instance, for all public improvement projects, income qualified or not, the City made it a priority to retrofit and reconstruct any new public ramps and driveway approaches to comply with ADA standards allow better mobility for persons with disabilities. These improvements include making changes to exis ting public parking spaces to accommodate persons with disabilities.
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OMB Control No: 2506-0117 (exp. 09/30/2021)
CR-25 - Homeless and Other Special Needs 91.220(d, e); 91.320(d, e); 91.520(c) Evaluate the jurisdiction’s progress in meeting its specific objectives for reducing and ending homelessness through:
Reaching out to homeless persons (especially unsheltered persons) and assessing their individual needs
In FY 2021-2022, the City entered into a contract with the Coachella Valley Rescue Mission (CVRM) as a subrecipient to administer their Emergen cy Services Program to reduce the number of homelessness in the City. CVRM's Emergency Services Program offers resources and shelter services to homeless individuals and families through prevention outreach services.
In addition to allocating resources to CVRM for the reduction of homelessness, the Cathedral City Police Department has full-time “Homeless Liaison Officers” positions assigned to managing the City's homeless population and ongoing issues. The Homeless Liaison Officers gather case management information and monitors mobility and relocation of homeless encampment sites. These efforts involve reaching out to homeless individuals and assessing their individual needs to provide the necessary assistance. These Officers also provide support to homeless individuals that seek help by connecting them to local programs and services specific to their situations. One of CVRM's contractual obligations in the agreement is to coordinate and collaborate with the Cathedral City Police Department for all homeless-related issues.
Addressing the emergency shelter and transitional housing needs of homeless persons The County of Riverside and CalWorks receive Emergency Shelter Grants (ESG). ESG funding provides additional financial assistance for emergency shelter need s throughout the County. The County of Riverside's Continuum of Care (CoC) partners and collaborates with non-profit organizations, social service providers, and local agencies to meet priority needs for homeless programs. Many of these agencies receive federal and state funding to assist their efforts and provide the necessary programs and services to offer emergency shelter and transitional housing.
CVRM offered food and shelter to 32 first time homeless individuals that said they were from Cathedral City. These individuals spent an average of 30 days in our emergency shelter where they received, a bed, clean clothes, three meals, medical and behavioral health screening and transportation to off campus appointments. After 30 days they are given the opportunity to transition into CVRMs long term programs, where they work with workforce development and our staff to begin looking for long term housing and jobs.). CVRM is building a laundry facility to use as a training opportunity to our residents, for future employment in casinos, hotels, restaurants and nursing homes. Every Monday CVRM mobile trailers are stationed in Cathedral City to assist the homeless with a connection to services.
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OMB Control No: 2506-0117 (exp. 09/30/2021)
Helping low-income individuals and families avoid becoming homeless, especially extremely low-income individuals and families and those who are: likely to become homeless after being discharged from publicly funded institutions and systems of care (such as health care facilities, mental health facilities, foster care and other youth facilities, and corrections programs and institutions); and, receiving assistance from public or private agencies that address housing, health, social services, employment, education, or youth needs The City o f Cathedral City does not currently have a specific program dedicated to assisting individuals and families on the verge of becoming homeless. The City relies upon and connects such individuals to the programs and services provided by the County of Riverside.
For Fiscal Year 2021-2022 the City contract with the Coachella Valley Association of Governments to work with Path of Life Ministries (POLM) to offer their CV Housing First Program for the City to assist with the evolving homeless issue. Path of Life M inistries (POLM) is a dynamic group of community -minded individuals serving our City since 1998. POLM has become a premier non -profit agency committed to serving the greater Riverside homeless, challenged youth and family population with the goal of rescuing, restoring, and rebuilding lives in our community.
This program integrates outreach, progressive engagement, and crisis stabilization housing with case management and wrap around services. Outreach was regularly conducted in partnership with law enforcement officers as part of the CV200 initiative filling a unique role in Coachella Valley's homelessness response network by targeting the hardest-to-help people living on the streets in Coachella Valley. CVAG provided referrals and resources included , but are not limited to, behavioral health providers, help obtaining documentation needed to access housing and benefits, visits to DMV and Social Security Office, employment referral, help finding/applying for housing, housing placement referral, health & hygiene kits, resource cards, reunification support, transportation, legal services, water/food, and wellness check.
Clients were placed in Crisis Stabilization Units for up to 90 days, during which time they received intensive case management and housing navigation. Case Managers assisted clients with linkages to services such as medical and behavioral health providers, and helped to acquire vital documents, public benefits, and other essential needs. Case Managers met weekly with clients to check in with progress on individual case plans and determine the best available options for permanent housing or referrals to other housing resources.
The City also contracted with the Transgender Health and Wellness Center (TGHWC) for FY202 1-2022 to assist transgender persons who are on the verge of suicide or self-harm. As a part of this Program, TGHWC will also provide the necessary support services and resources these clients need for independent living.
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OMB Control No: 2506-0117 (exp. 09/30/2021)
Helping homeless persons (especially chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth) make the transition to permanent housing and independent living, including shortening the period of time that individuals and families experience homelessness, facilitating access for homeless individuals and families to affordable housing units, and preventing individuals and families who were recently homeless from becoming homeless again
The City does not currently offer programs t o assist individuals and families in transitioning into permanent housing and independent living. The City relies upon and connects such individuals to the programs and services provided by the County of Riverside Continuum of Care (CoC). The CoC offers such services with their partnership and membership with the local non -profit agencies participating in its Board subcommittees.
As mentioned above, for Fiscal Year 2021-2022 the City contract with the Coachella Valley Association of Governments to work with Path of Life Ministries (POLM) to offer their CV Housing First Program for the City to assist with the evolving homeless iss ue. This program integrates outreach, progressive engagement, and crisis stabilization housing with case management and wrap around services. Outreach was regularly conducted in partnership with law enforcement officers as part of the CV200 initiative filling a unique role in Coachella Valley's homelessness response network by targeting the hardest -to-help people living on the streets in Coachella Valley. CVAG provided referrals and resources included, but are not limited to, behavioral health providers, help obtaining documentation needed to access housing and benefits, visits to DMV and Social Security Office, employment referral, help finding/applying for housing, housing placement referral, health & hygiene kits, resource cards, reunification support, transportation, legal services, water/food, and wellness check. Clients were placed in Crisis Stabilization Units for up to 90 days, during which time they received intensive case management and housing navigation. Case Managers assisted clients with linkages to services such as medical and behavioral health providers, and helped to acquire vital documents, public benefits, and other essential needs. Case Managers met weekly with clients to check in with progress on individual case plans and determine the best available options for permanent housing or referrals to other housing resources.
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OMB Control No: 2506-0117 (exp. 09/30/2021)
CR-30 - Public Housing 91.220(h); 91.320(j)
Actions taken to address the needs of public housing
Because the City does not have a public housing program, the City will continue to partner with the County of Riverside to offer such programs. The Riverside County Housing Authority administers affordable housing and public housing programs. The County also has a Section 8 voucher program offered to residents in local cities and unincorporated areas of Riverside County. Residents can reside in units (apartments or homes) that are program eligible and live within the county where they wish. The selected unit must meet living standards, appropriate number of bedrooms for the household, and have reasonable rents limits. The Housing Authority suspended the ability for new participants except for elderly persons 75 years and older, families of military personnel, and those with situations that are in immediate need of assistance.
In addition, the County's Family Self-Sufficiency (FSS) Program assists Section 8 residents to move toward economic independence from all sources of government assistance. The Homeownership Program assists eligible Section 8 participants that are also part of the FSS. The County continues outreach efforts to extend the program to residents. The goal of this program is to integrate and faci litate the transition of residents from public housing to self-sufficiency. Community service and self-sufficiency requirements are intended to assist public housing participants with improving their socio -economic situation towards upward mobility.
Actions taken to encourage public housing residents to become more involved in management and participate in homeownership
Each year, the City allocates and contracts funding for fair housing services to the Inland Fair Housing and Mediation Board (IFHMB). IFHMB is non-profit corporation that serves the San Bernardino County and parts of Riverside and Imperial Counties. IFHMB resolve issues related to housing discrimination, homeownership sustainability, rental complaints, and court disputes through provisions of resource recommendation, education and mediation.
One of the City's goals described in its Assessment of Fair Housing (AFH) is to offer mobility counseling to educate and assist residents with opportunities to relocate and/or purchase homes in areas that may offer opportunities to better their current situation and get out of low and moderate-income status. During the previous year, IFHMB hosted several workshops and presentation to discuss mobility counseling and first- time home buyer opportunities to Cathedral City residents. The goal of the workshops is to increase participation through the City's partnership with the County of Riverside and their public housing clientele.
Actions taken to provide assistance to troubled PHAs
Cathedral City does not have a Housing Authority.
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OMB Control No: 2506-0117 (exp. 09/30/2021)
CR-35 - Other Actions 91.220(j)-(k); 91.320(i)-(j)
Actions taken to remove or ameliorate the negative effects of public policies that serve as barriers to affordable housing such as land use controls, tax policies affecting land, zoning ordinances, building codes, fees and charges, growth limitations, and policies affecting the return on residential investment. 91.220 (j); 91.320 (i) Public policy by the jurisdiction and surrounding jurisdictions influences the amount of hous ing developed, its type, form, location, and ultimate price. Land use controls, site improvement requirements, building codes, fees, and other local programs intended to improve the overall housing quality may have the unintended consequence of serving as a barrier to affordable housing and residential investment.
The State of California requires the City of Cathedral City, through its Housing Element, to provide an analysis of potential and actual governmental constraints (public policy) upon the maintenan ce, improvement, or development of housing for all income levels and for persons with disabilities, including land use controls, building codes and their enforcement, site improvements, fees and other exactions required of developers, and local processing and permit procedures. State law requires that the Housing Element be updated every four to eight years. The Housing Element, upon each update, is reviewed by the California Department of Housing and Community Development (HCD) for consistency with state law.
Based on the review of the jurisdiction's most recent Housing Element, the City does not have any adverse public policies on affordable housing and residential investment.
The City's Housing Element and the General Plan require that the City have a certain amount of affordable housing for various income level residents. The City provide s density bonuses that waive some development requirements for a certain percentage of affordable housing in their development projects.
One of the barriers to affordable housing is that the cost -benefit analysis for the development does not allow for an immediate return on their investment for such affordable housing projects. Another barrier for a developer is subsidizing construction costs and securing funding from fina ncial institutions for affordable housing projects. The City will continue to work and collaborate with interested developers to provide more affordable housing in Cathedral City.
Actions taken to address obstacles to meeting underserved needs. 91.220(k); 91.320(j) This subpopulation includes the elderly, large families, single parents, and persons with HIV/AIDS, mental and physical disabilities. Securing decent and affordable housing for these groups, along with a lack of state and federal financial assistance, makes providing services challenging . Households that own their homes have difficulties maintaining them because of housing costs and relatively low wages.
The City of Cathedral City recognizes the need to rehabilitate the existing ho using stock. The elderly populations, along with lower-income households, cannot maintain their homes because of their limited income. Although the City has not administered a housing rehabilitation program since the dissolvement of the City’s Redevelopment Agency, Staff is diligently seeking funding opportunities and partnering with
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the County of Riverside to foster and maintain affordable housing and provide such services to qualified residents. The City plans to set aside CDBG funds in the next Consolidated Plan for housing rehab.
Actions taken to reduce lead-based paint hazards. 91.220(k); 91.320(j) The City does not directly provide program funding for the reduction of lead-based paint hazards in older homes. The City relies on the County of Riverside to offer the following programs on its behalf to reduce lead-based paint hazards.
California State Law states that Senate Bill 460 grants authority to local health departments to require the enforcement and prosecution of persons who refuse to abate lead h azards in housing occupied by low - income families with children. This program is funded under the Senate bill, which further allowed changes to State health and housing laws making the creation of lead hazards a crime.
Lead-Based Paint Hazard Control Program: Riverside County Office of Industrial Hygiene (OIH) administers this program. The program is intended to evaluate and control lead hazards in low-income housing units through inspection and testing samples. This office also provides treatment for those affected by lead- based paint in the home. These activities are primarily for homes that were constructed prior to 1979 and will assist families with the temporary relocation of families living in homes with lead -based paint. OIH provides community outreac h programs to educate County residents on the risks of lead poisoning to create awareness about the harmful effects and health risks regarding lead-based paint hazards.
Lead Hazard Inspections for County Programs: Us
e of lead-based paint was common and ava ilable until
the 1970s. Lead-based paint was banned in 1978 and has been a goal of Riverside County to eliminate all hazards since the paint ban took place. Most of these programs to assist families with the actual reduction of lead-based paint have disappeared due to the economic downturn. Homeowners are responsible for reducing lead hazards, but the County continues to provide educational assistance and medical care. The HOME Investment Partnership Program assists First Time Homebuyers with the cost of le ad-based paint removal if the home does have lead paint.
Childhood Lead Poisoning Prevention Program: T
he Office of Industrial Hygiene also administers the
CLPPP to test and identify children at risk of lead poisoning based on the age of the housing stock in the area and other potential factors.
Fair Housing Council Lead-b ased Awareness Hazard Program: The Fair Housing Council of Riverside County administers a lead -based paint prevention program throughout the County. Their services include education, outreach, information, training, and referrals.
Lead Hazard Control Outreach : O IH has a Memorandum of Understanding with the following agencies:
Riverside County Economic Development Agency, Housing Authority of Riverside County, Desert Alliance for Community Empowerment; Cities of Riverside, Banning and Hemet, and the Community Action Partnership of Riverside County. The OIH sub-grants outreach services to the Center for Community Action
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OMB Control No: 2506-0117 (exp. 09/30/2021)
and Environmental Justice and Fair Housing Council of Riverside County. These partners assist in the dissemination of information and promote lead-based hazard programs to their clients.
Actions taken to reduce the number of poverty-level families. 91.220(k); 91.320(j) One of the City's goals identified in the Assessment of Fair Housing (AFH) is to increase integration to create opportunities for low and moderate -income residents. Geographically, the low -mod areas are spread evenly throughout the City, and there are no concentration areas of poverty within the City. This makes it easier for the City to host workshops and disseminate informat ion to the community regarding programs and services that may benefit poverty-level families. Additionally, the City's public facilities such as the senior center, library, and Boys and Girls Club offer various information and resources that can assist such families.
Actions taken to develop institutional structure. 91.220(k); 91.320(j) The City of Cathedral City’s institutional structure for administering services and programs from City departments are as follows:
Engineering Department has the lead responsibility in administering and implementing the Consolidated Plan, Annual Action Plan, and all documents following federal regulations. In administering the CDBG Program, the City contracted sub -recipients for senior, homeless, and fair housing programs. The sub - recipients were required to have an executed agreement for the services and amount of funding provided before issuing payments.
Finance Department is
responsible for financial management and maintenance of a general ledger; production of financial reports; administration of all debt financin g; collection and posting of revenues; payment and accounting of obligations; purchasing of goods and services; payroll; and assistance in the preparation of the Comprehensive Annual Financial Report (CAFR). This Division is responsible for approving the CDBG drawdown in the HUD IDIS.
Actions taken to enhance coordination between public and private housing and social service agencies. 91.220(k); 91.320(j)
The Housing Authority of Riverside County provides residents throughout the County with rental assistance to eligible residents based on income. The Authority administers the Section 8 Rental Assistance Program. They also own and operate the affordable housing projects throughout the County and collaborate with local jurisdictions with rehabilitating and upgrading multi-family housing units.
The County of Riverside Continuum of Care (CoC) is comprised of representatives from public, private, and nonprofit agencies, including homeless and formerly homeless individuals that are committed to assisting in facilitating the continuum of care planning process throughout the County. This coalition assesses the need for affordable housing and homeless services countywide to provide a seamless delivery
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of services to those in need.
Department of Public and Social Services (DPSS) administers programs under the anti- poverty umbrella for the County of Riverside. The main goal for residents is to move them towards self-sufficiency and move low-income families from poverty. DPSS assists residents on many levels, including ch ildcare, education, employment training, health, human services, homeless and housing.
Nonprofit Organizations play a vital role in the community by assisting the City to implement the goals and objectives stated in the Consolidated Plan and Annual Action Plan. The City partnered with five (5) local organizations that received funding to support the community through their programs and services.
These organizations include Inland Fair Housing and Mediation Board, the Cathedral City Senior Center, Angel View, Coachella Valley Rescue Mission (CVRM), and the Transgender Health & Wellness Center.
Subrecipient agreements were executed to ensure that these organizations provided the resources needed in the community.
Private participants may include lending instit utions such as banks. Private lending sources provide low - cost loans for affordable housing and rehabilitation projects. Developers are the primary providers of the available housing stock and are encouraged to participate in low -income housing to be able to provide more housing choices for residents.
Identify actions taken to overcome the effects of any impediments identified in the jurisdictions analysis of impediments to fair housing choice. 91.520(a) Another AFH Goal is to "reduce the number of fair ho using complaints based on disability." The City annually contracts Inland Fair Housing and Mediation Board (IFHMB) as a Subrecipient to gather such information and resolve much of these complaints. Many of these complaints are from private property owners such as apartment complexes and rental homes that need to be retrofitted for disabled residents.
IFHMB also hosts several workshops for landlords and tenants to educate and provide relevant information and their fair housing rights.
The City has also condu cted a city-wide assessment of its facilities to determine which facilities need to be retrofitted to meet current ADA Standards. The City has made continuous strides toward making such improvements, not only internally but throughout its development proce ss. The City has also modified and updated its design standards and requirements to adhere to the new ADA Standards. Combining these efforts will help reduce the number of complaints specific to accessibility for people with disabilities.
Some of the City CDBG funding is focused on ADA related infrastructure improvements.
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OMB Control No: 2506-0117 (exp. 09/30/2021)
CR-40 - Monitoring 91.220 and 91.230
Describe the standards and procedures used to monitor activities carried out in furtherance of the plan and used to ensure long -term compliance with requirements of the programs involved, including minority business outreach and the comprehensive planning requirements The City's Policy and Procedures Manual establishes the framework guiding the operation of the City's Community Development Block Grant (CDBG) Program. The Manual provides an approach for making decisions, ensuring the program is operated in a fair and consistent manner, as well as providing all program participants with an understanding of how the City manages its CDBG Pro gram. The Manual includes information for achieving minority business and comprehensive planning requirements. This Manual is also a reference tool for training and guiding City Staff through the CDBG processes that include compliance, monitoring, and internal controls for approvals.
In addition, CDBG Staff conducts onsite monitoring of its sub -recipients per their annual contract. The onsite monitoring is conducted to ensure sub -recipients are maintaining the records needed to support their awarded funding and ensure any discrepancies are caught and corrected, specifically, by the first quarter of the program year.
Citizen Participation Plan 91.105(d); 91.115(d)
Describe the efforts to provide citizens with reasonable notice and an opportunity to comment on performance reports.
In 2016, the Cathedral City ’s City Council adopted revisions made to its CDBG Community Participation Plan (CPP) to coincide with the community participation for the Assessment of Fair Housing (AFH). The Community Participation Plan ( CPP) includes specific language and instructions for the availability and citizen participation in the City's Assessment of Fair Housing (AFH), Consolidated Plan (Con Plan), Annual Action Plans (AAP), Substantial and Administrative Amendments, and Consolid ated Annual Performance and Evaluation Reports (CAPER). The CPP provides the amount of time given to the community for each document and compliance to the requirements of the Community Development Block Grant (CDBG) Entitlement Program and U.S. Department of Housing and Urban Development (HUD) for such plans and reports. The City's CPP was approved by City Council and has been submitted to HUD.
In 2020, the City's CPP was revised again to include language pertaining to the Coronavirus pandemic and the applicable waivers. More specifically, the revised CPP includes guidance on fast-tracking the approval of all Annual Action Plans moving forward subject to a pandemic. A copy of the revised CPP was submitted to HUD for their records along with its corresponding City Council action (M.O. 2020-100).
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OMB Control No: 2506-0117 (exp. 09/30/2021)
CR-45 - CDBG 91.520(c)
Specify the nature of, and reasons for, any changes in the jurisdiction’s program objectives and indications of how the jurisdiction would change its programs as a result of its experiences.
The City continues to adhere to the goals described in the Five -Year Consolidated Plan (Con Plan). The goals in the Con Plan are strategically and geographically distributed throughout the City, benefitting low- and moderate-income residents. The City partn ers with local and regional agencies to provide various programs and services to meet its Con Plan goals. Any changes to the City's CDBG program objectives will be made in an emergency or if a partnering agency no longer provides adequate services. Such ch anges may be described in the City's Annual Action Plan (AAP) or through a Substantial Amendment where any changes in priorities are recommended to the City Council for approval.
Based on experience, the City is embracing technology to gather community inf ormation and reach its intended target population for the CDBG Program. In the upcoming years, the City will begin utilizing online tools and surveys to gather the necessary input to prepare its Action Plan and annual reports.
Does this Jurisdiction have any open Brownfields Economic Development Initiative (BEDI) grants?
No
[BEDI grantees] Describe accomplishments and program outcomes during the last year.
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OMB Control No: 2506-0117 (exp. 09/30/2021)
CR-58 – Section 3
Identify the number of individuals assisted and the types of assistance provided
Total Labor Hours CDBG HOME ESG HOPWA HTF
0 0
Table 8 – Total Labor Hours
Qualitative Efforts - Number of Activities by Program CDBG HOME ESG HOPWA HTF The contractor and sub-contractor had no new
position available as part of infrastructure project
0 Table 9 – Qualitative Efforts - Number of Activities by Program
Narrative
The infrastructure contractor had no new positions available during the CDBG project. The contractor has permanent employees that work on projects and move to different sites as necessary.