FISCAL YEAR 2022 - 2023
CONSOLIDATED ANNUAL PERFORMANCE EVALUATION REPORT
(CAPER)
ENGINEERING DEPARTMENT
CDBG PROGRAM
68700 AVENIDA LALO GUERRERO
CATHEDRAL CITY, CA 92234
(760) 770-0349
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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 Ac tion Plans that provide a concise summary of the actions, activities, and specific federal and non-federa l 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 Conso lidated Plan goals in the Consolidated Annual Performance and Evaluation Report (CAPER).
The CAPER is an evaluation of the City of Cathedra l 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 a nd 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 reso urces are not available to meet such needs. The CAPER also includes 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 communi ty-based information correlating to the status of grant-funded projects administered by the City th at impact local housing and community development needs.
The City prepared its FY 2022-2023 CAPER as required by the U.S. Department of Housing and Urban Development (HUD), which summarizes the City's allocated and reimbursable funding. The CAPER also describes and documents the Program's annual accomplishments from July 1, 2022, thru June 30, 2023.
In FY 2022-2023, the City received $615,619 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 $18,500 in CDBG-CV funds remaining from previous years funding. These funds were used for public services.
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)
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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 /
Amount Indicator Unit of
Measure
Expected
Strategic
Plan
Actual
Strategic
Plan
Percent
Complete
Expected
Program
Year
Actual
Program
Year
Percent
Complete
Construct or
upgrade public
facilities and
infrastructure
Non-Housing
Community
Development
CDBG:
$387,119
Public Facility
or
Infrastructure
Activities other
than
Low/Moderate
Income
Housing
Benefit
Household
Assisted –
Low/mod
area
1500
9870+ 650
+650 =
11,170
Over
100 % 800 650 80%
Construct or
upgrade public
facilities and
infrastructure
Non-Housing
Community
Development
CDBG:
$15,000
Public Facility
or
Infrastructure
Activities for
Low/Moderate
Income
Housing
Benefit
Household
Assisted –
Low/mod
area
40 1 2.50% 10 1 10% Increase Fair
Housing AFH Goal CDBG:
$18000
Public service
activities for
Low/Moderate
Income
Housing
Benefit
Households
Assisted 1050
3200 +
230+173 =
3603
Over
100% 800 173 Over
100%
Support
special needs
programs and
services
Non-
Homeless
Special
Needs
CDBG:
$13,000
Public service
activities –
Assistance
League
Persons
Assisted 200
169 +
115+388 =
672
Over
100% 350 388 Over
100%
Support
special needs
programs and
services
Non-
Homeless
Special
Needs
CDBG:
$26,000
Public service
activities –
Boys & Girls
Club,
Cathedral City
High School
Band
Boosters
Persons
Assisted 150 125 +40 +
200 = 365
Over
100% 150 200 100%
Support
special needs
programs and
services
Non-
Homeless
Special
Needs
CDBG-CV:
$18,500
Public services
– Seniors,
others, Persons
Assisted 1500
3649 +
963+1,900+
55 = 6,567
Over
100% 110 1,000+900=
1,900
Over
100%
Homeless
programs Homeless CDBG:
$51,5000
Public Service
– Homeless
Persons
Assisted 2500
2779+ 776
+483 +70=
4,108
Over
100% 903 986 Over
100%
Table 1 - Accomplishments – Program Year & Strategic Plan to Date
Assess how the jurisdiction’s use of funds, particul arly 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 Developm ent Block Grant (CDBG) Program are to rehabilitate public infrastructure, further fair housing, prov ide needed public services, and expand economic
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opportunities throughout 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 Developm ent’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 2022-2023, 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 la ndlord-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: One 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 the Coachella Valley Rescue Mission (CVRM) to con duct outreach and provide emergency services such as overnight shelter, showers, clean clothes, and re habilitation to homeless individuals and families. The success of CVRM's efforts was partia lly attributed to the help and partnership with the Cathedral City Police Department and Code Compliance Staff.
CVRM offered food and shelter to 70 first time homeless individuals that said they were from Cathedral City. These individuals spent an average of 30 days in the 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 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 Wednesday 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 lo cal non-profit agencies that provide programs and services that benefit low-and moderate-income resi dents 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.
Youth Services: Assistance League Coachella Valley provided clothing and hygiene supplies to disadvantaged students in the Ci ty of Cathedral City during the 2022-2023 school year. The students
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attended the following Cathedral Ci ty elementary schools: Agua Calie nte, Cathedral City, Landau, Rio Vista, and Sunny Sands Elementary. Students in need were identified by school administrators, teachers and community liaisons employed by Palm Springs Un ified School District (PSUSD). Names of students were redacted for privacy purposes. Clothing and su pplies were distributed to 388 students. Recipients received school shirts, shoes, socks, underwear, and hygiene kits which included a brush, comb, toothbrush, toothpaste, dental floss, shampoo/body wash, and bar soap. Deodorant was also included in kits for students in grades 4 and above. Family income was verified.
The Boys & Girls club helped support 5 low/moderate income qualified Cathedral City teen residents through job workforce development opportunities. This allowed the trained teen workers to deliver an educational enhancement program to 95 other Cathedral City income qualified youth. These teens acted as tutors throughout the year to help prevent Summer learning loss. The Boys & Girls Club accomplished this by focusing on training such as CPR/First Aid, Social Emotional Wellness, and even their Summer Feeding/Food Handlers Card. Family income was verified. The agency participated in Community Fundraising experiences with “Ross Dress for Less” and “Palm Springs Corvette Club.” Their Community Service Projects/Events involved the following:
1. Cathedral City’s Spook-tacular
2. Ballon Festival
3. Fields of Valor
4. Halloween Trunk or Treat
5. Festival of Thanks
6. Holiday Toy Give-away
The Cathedral City High School Instrumental Music Pr ogram has been able to offer the opportunity for students of the CCHS Band program to receive 1-on-1 tutoring by professional music educators from across Southern California with little to no cost to the families, providing families with resources that would not be available under normal circumstances. 55 students have benefited from these weekly training sessions. Recipients interact with musicians from various musical backgrounds because it is imperative for the music students of CCHS to be exposed to the mindsets and career choices of successful real-world musicians. Twelve music tutors work with the Cathedral Ci ty High School Instrumental Music Program students, offering professional assistance in their areas of expertise. Examples of these tutors include a professional trumpet player who travels weekly from Pasadena, a professional saxophonist who travels to the valley from Rancho Cucamonga, and se veral local professional musicians from various musical backgrounds who remain active in the field and regularly preform in many functions throughout the area. By providing these exceptional opportunities, the Cathedral City High School Instrumental Music Program fosters a nurturing environment where students can flourish and realize their full musical potential. We are dedicated to equipping them with the knowledge, skills, and inspiration necessary to embark on successful musical careers or lifelong musical pursuits.
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Senior Services: The Cathedral City Senior Center (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. That number has grown to 200+ individuals a nd household customers of our weekly food bank.
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 for people who are unhoused.
Another 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 low-income seniors and persons with disabilities with daily meals and relief from hunger. Utilizing volunteers and staff, CCSC provides an average of 1300 meals each month to 32 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.
In 2023, Cathedral City Senior Center once again ut ilized CDBG funds to serve low-income Cathedral City residents with nutrition, social services, isolatio n reduction, and access to health resources, like vaccinations. The senior center offered bilingual serv ices and even operates as a community center for Cathedral City. This is a safe place for adults of al l ages from across Coachella Valley to find assistance, food, friendship, and fun. Throughout FY 2022-2023, CSCC has helped over 115,000 individuals, with 3,000 repeat visitors and 600 regular (weekly) visitors.
Cathedral City Senior Center (CCSC) is successfully transitioning to a valley-wide community center for active living by successfully implementing two agency strategic priorities approved by the board for 2023:
1) Hispanic outreach through the Edmundo & Herlinda Carrillo Equity in Aging initiative, and 2) increased participation and programming diversity. Executive leadership dedicated resources, including staffing, to a) develop new on-site comprehensive programming an d services to meet the needs of Cathedral City residents, b) develop off-site services that reach into Cathedral City neighborhoods, and c) offer programs and services in Spanish. As a result of these priorities, the senior center recorded historic growth in one- time and repeat participants in the first half of FY 2023, particularly Cathedral City's low-income residents in need of assistance. CBDG funding of $18,500 cont ributed to the $153,000 spent on them in the first half of 2023.
Providing social service, health, insurance referrals, information, re sources, and community referrals, from a CCSC, a trusted source in Cathedral City (ser ved 200). Free medical mobility, health supplies, and household goods (served 300). Seniors remain acti ve 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 indepe ndent longer. More than 125 volunteers offer over 2,500 hours of volunteer service per quarter at CCSC.
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 participants. The center also
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provides routine vaccinations (flu, COVID, Monkey pox). They package bundles of masks and pocket sanitizers in sandwich baggies for public distribution. Also, providing extra bleach wipes and tissues. Their free medical mobility, health supplies, and household goods-serving has served 444 individuals.
The Center has increased its Hispanic membership by 40% and its Spanish-language offerings by 40%. In the first two quarters of FY 2023, CCSC had many accomplishments which includes:
New program director
Spanish-full-time speaking associate
Contracted with Jewish Family Services for assessments. The agency's new founding COO is updating and creating new agency-wide policies and infrastructure from HR to creating and maintaining culture for a much larger agency that is dedicated to creating a new concept of community centers promoting aging well.
CCSC provides access to onsite senior services a nd 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 ho using, 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. More than 100 Cactus Club members help the agency to grow financially and in a sustainable way.
CCSC participated in the following Activities:
1. Lifesaving nutrition through weekly food banks, pantries, prepared emergency groceries packs, limited grocery store gift cards, warm and nutritious lunches, as well as frozen weekend dinners.
2. Social service, health, insurance referrals, information, resources, and community referrals from CCSC and their wellness organization partners. CCSC is a trusted resource for adults in Cathedral City.
3. Isolation-prevention through the most comprehensive on-site programming and services designed to connect, educate, inform, and entertain, providing seniors with food, fun, and friendship.
4. Free medical mobility, health supplies, and household goods.
5. Seniors remain active and plugged into the community through CCSC volunteer work opportunities, helping to provide essential services and member services upon reopening.
Public Improvements
In FY 2022-2023, the City also allo cated CDBG funding for the City low- income area infrastructure and Public Facilities in Via De Anza Street - Phase II. 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 drivew ay approaches, ADA compliant sidewalk ramps, and curb and gutter gap closures, removal and constructi on 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
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in the City of Cathedral City.
CAPER 8
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 1958
Black or African American 28
Asian 58
American Indian or American Native 21
Native Hawaiian or Other Pacific Islander 7
Total 2071
Hispanic 1219
Not Hispanic 739
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: 60.1% of the population is White; of this 60.1% percent, 58.9% is Hispanic or Latino; 2.5% is Black or African American; 6.6% is Asia n; 1.6% is American Indian or Alaskan Native; and,
0.2% is Native Hawaiian or Other Pacific Islander. The remaining 12.5% 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 mo derate-income areas of the City are also not concentrated or located in a specific location of the City; funding is equitably spread throughout the jurisdiction. As a result, low- and moderate-income i ndividuals 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 $613,659 $596,019
CDBG-CV3 public - federal $31,757 $18,500
Table 3 - Resources Made Available
CAPER 9
OMB Control No: 2506-0117 (exp. 09/30/2021)
Narrative
The City is comprised of a total of twenty (20) Ce nsus Tracts; eight (8) of which have very low-, and moderate-income residents. These eight (8) areas qua lify 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 facilit y 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 2022-2023, the City also allocated CDBG funding for the City low-income area infrastructure and Public
Facilities in Via De Anza Street - Phase II. 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.
Census
Tract
044916
CAPER 10
OMB Control No: 2506-0117 (exp. 09/30/2021)
Target
Area
Planned
Percentage
of Allocation
Actual
Percentage
of Allocation
Narrative Description
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 percentage 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 11
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 fr om its food bank partners. The 2023 budget nearly quadrupled and the balance sheet (savings) tripled over the past three challenging years. CCSC received multiple grant award, including a $20,000 Community Impact Award from the Inland Empire Comm unity Foundation, $25,000 Berger Foundation, $20,000 Margot Fund, $20,000 Dreyfus Foundation, $10,000 Bighorn Cares, and other grant funding to expand efforts. Th e 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 and the second gala, A Night to Remember. Both events sold out. The agency raised $750,000 from individual contributions and foundation grant support and receives a $50,000 allocation from the City of Cathedral City to care for the City's most vulnerable residents, focusing on their nutritional and social service’s needs.
Homeless Program: Coachella Valley Rescue Mission (CVRM) has been in the Coachella Valley since 1971. We collaborate with Cities, Counties, and State to fund the Rapid Rehousing Department, Emergency Shelter Beds, and Outreach Programs. Dese rt Aids Project has assisted CVRM’s Outreach Team with 16 that need medical or referrals based on their needs. CVRM coordinates each of the nine Coachella Valley Cities with their Quality of Life Officers. These officers work alongside the CVRM Outreach team to help the homeless by bringing clients to the Command Centers and the Mission in the case of women and children who suffer from domestic abuse or are homeless. SAC Healthcare provided medical assistance to 20 homeless with vaccines, testing, and referrals. Their donor base along with local foundations continue to support CVRM. Desert Aids Pr oject, SAC Healthcare, the local Quality of Life Officers, and local Churches all partner with CVRM to help us succeed.
Cathedral City: The 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 from CVAG to complete some public improvements a nd meet its strategic goals. The City may also use CDBG funding combined with Road Maintenance a nd 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 im prove the public infrastructure in low and moderate- income areas. As part of these efforts, the City al so 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
CAPER 12
OMB Control No: 2506-0117 (exp. 09/30/2021)
allow other residents to utilize these facilities. According to an article published by the American Planning Association (APA), residents living in low and mode rate-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 recreati onal 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 13
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 does not have an affordable housing program. However, the City partnered with the County of Riverside (County) to oversee and dist ribute affordable housing funds in Cathedral City as part of the County's Permanent Local Housing Allocation (PLHA) Program.
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
CAPER 14
OMB Control No: 2506-0117 (exp. 09/30/2021)
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 address a few programs 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. Th is 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 housing. These programs are administered by local public housing agencies (PHAs) authorized under State law to operate housing programs within an area or jurisdiction. Th e 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 portion 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 38 0
Low-income 17 0
Moderate-income 13 0
Total 51 0
Table 7 – Number of Households Served
Narrative Information
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
CAPER 15
OMB Control No: 2506-0117 (exp. 09/30/2021)
for such programs and services to meet the need s 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 familie s 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 2022-2023, CVRM was a CDBG subrecipient of the City to provide such se rvices through the CVRM Emergency Services Program. The City contracted CV RM 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 shel ter 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 no t, the City made it a priority to retrofit and reconstruct any new public ramps and driveway approa ches to comply with ADA standards allow better mobility for persons with disabilities. These improvem ents include making cha nges to existing public parking spaces to accommodate persons with disabilities.
CAPER 16
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 2022-2023, the City entered into a contract wi th the Coachella Valley Resc ue Mission (CVRM) as a subrecipient to administer their Emergency Services Program to reduce the amount of homelessness in the City. CVRM's Emergency Services Program offe rs resources and shelter services to homeless individuals and families through prevention outreach services.
In addition to allocating resources to CVRM for th e 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 O fficers gather case management information and monitors mobility and relocation of homeless encampme nt 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 CV RM'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 Emerge ncy Shelter Grants (ESG). ESG funding provides additional financial assistance for emergency sh elter needs 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 ne eds 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 70 first time homeless individuals that said they were from Cathedral City. These individuals spent an average of 30 days in the 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 o pportunity to transition into CVRMs long term programs, where they work with workforce development and 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 Wednesday CVRM mobile trailers are stationed in Cathedral City to assist the homeless with a connection to services.
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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 of Cathedral City does not currently have a specific program dedicated to assisting individuals and families on the verge of becoming homeless. Th e City relies upon and connects such individuals to the programs and services provided by the County of Riverside.
For Fiscal Year 2022-2023 the City co llaborated with the Coachella Va lley Rescue Mission (CVRM) for homelessness.
The CVRM’s outreach team conducted 24 “Command Cent er Events” in Cathedral City at the Calvary Christian Ministries. Every Monday, CVRM’s Command Ce nters coordinate outreach to Cathedral City’s homeless where over 678 items are distributed, incl uding food, water, and hygiene products. Every Wednesday, the CVRM Command Center mobile trailers are in Cathedral City to assist the homeless with a connection to services and sh owers. Through 204 outreach trips, 40,296 items were distributed, 559 individuals were served, and 86 showers were available.
Additionally, CVRM’s outreach team offers a consistent presence to assist the homeless in Cathedral City from the street to CVRM’s emergency shelter where they began their journey to self-sufficiency. Through CVRM’s 30-day emergency shelter, 28 first time homeless individuals who spent an average of 30 days in their emergency shelter where they received a bed, clean clothes, three meals, a medical and behavioral health screening and transportation to off campus appointments. At the emergency shelter, case management begins upon entry. Here, they are assessed for mental and physical health, which includes TB testing. Clients are then referred to social serv ices, and document retrieva l begins, such as Social Security card, medical, Medicare, birth certificate and identification, or a driver’s license. After the first 30 days, individuals are given the opportunity to transition into CVRMs long term programs where they work with workforce development and staff to begin searching for housing and employment.
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 to assi st 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
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services with their partnership and membership with the local non-profit agencies participating in its Board subcommittees.
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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 Riversid e County Housing Authority administers affordable housing and public housing programs. The County al so 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 nu mber of bedrooms for the household, and have reasonable rents limits. The Housing Authority susp ended 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 prog ram is to integrate and facilitate 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 corp oration that serves the San Bernardino County and parts of Riverside and Imperial Counties. IFHMB re solve issues related to housing discrimination, homeownership sustainability, rental complaints, a nd 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 resi dents. 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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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 housing 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 co nstraints (public policy) upon the maintenance, improvement, or development of housing for all income levels and for persons with disabilities, including land use controls, building codes and their enforcemen t, site improvements, fees and other exactions required of developers, and local processing and perm it 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 provides 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 th e cost-benefit analysis for the development does not allow for an immediate return on their investment fo r such affordable housing projects. Another barrier for a developer is subsidizing construction costs a nd securing funding from financial 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 affordab le 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 housing 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 affo rdable 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 o ffer 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 hazards in housing occupied by low- income families with children. This program is fu nded 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. T h i s o f f i c e a l s o p r o v i d e s t r e a t m e n t f o r t h o s e 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 temporar y relocation of families living in homes with lead- based paint. OIH provides community outreach programs to educate County residents on the risks of lead poisoning to create awareness about the harmful e ffects and health risks regarding lead-based paint hazards.
Lead Hazard Inspections for County Programs: Use of lead-based paint was common and available 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 Ti me Homebuyers with the cost of lead-based paint removal if the home does have lead paint.
Childhood Lead Poisoning Prevention Program: The Office of Industrial Hygiene also administers the CLPPP to test and identify children at risk of lead po isoning based on the age of the housing stock in the area and other potential factors.
Fair Housing Council Lead-bas ed 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: OIH 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 Riversid e, Banning and Hemet, and the Community Action
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Partnership of Riverside County. The OIH sub-grants outreach services to the Center for Community Action 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 a nd disseminate information to the community regarding programs and services that may benefit poverty-level families. Additionally, the City's public facilities such as the Cathedral City Senior Center, Cathedral Ci ty 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 followi ng federal regulations. In administering the CDBG Program, the City contracted sub- recipients for senior, homeless, youth services, 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 al l debt financing; 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 Re port (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 provid es residents throughout the County with rental assistance to eligible resident s 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 former ly homeless individuals that are committed to assisting in facilitating the continuum of care plan ning process throughout the County. This coalition
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assesses the need for affordable housing and homeless services countywide to provide a seamless delivery 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. DP SS assists residents on many leve ls, including childcare, education, employment training, health, human services, homeless and housing.
Non-profit Organizations play a vital role in the co mmunity 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, Boys & Girls Club, Cathedral City High School Band Boosters, and the Coachella Valley Rescue Mission (CVRM). Subrecipient agreements were executed to ensure that these organizations provided the resources needed in the community.
Private participants may include lending institutions 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 particip ate in low-income housing to be able to provide more housing choices for residents.
Identify actions taken to overcome the effe cts 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 housing complaints based on disability." The City annually contracts Inland Fair Hous ing and Mediation Board (IFHMB) as a Subrecipient to gather such information and resolve much of th ese complaints. Many of these comp laints 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 conducted a city-wide assessment of it s 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 process. 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 spec ific to accessibility for people with disabilities.
Some of the City CDBG funding is focused on ADA related infrastructure improvements.
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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 comp liance 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 ho w the City manages its CDBG Program. The Manual includes information for achieving minority busine ss 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 on-going monitoring of its sub-recipients per their annual contract. The on-going monitoring is conducted to ensure sub-recipients are maintaining the records needed to support their awarded funding and ensure any discrepancies ar e 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 re visions made to its CDBG Community Participation Plan (CPP) to coincide with the community particip ation 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 Consolidated Annual Performance and Evaluation Reports (CAPER). The CPP provides th e 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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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 Consolidat ed 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 partners wi th 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 changes 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 technolo gy to gather community information 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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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.