CAPER 1
OMB Control No: 2506-0117 (exp. 09/30/2021)
CAPER 2
OMB Control No: 2506-0117 (exp. 09/30/2021)
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.
This Consolidated Annual Evaluation and Report (CAPER) summarizes the progress made in carrying out specific objectives and priorities identified in the Consolidated Plan for the 2022-2026 Consolidated Plan and the 2023-24 Annual Action Plan. 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. The City evaluates and reports on accomplishments and progress toward its Consolidated Plan goals in the CAPER.
The CAPER is an evaluation 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 includes financial information describing the amount of CDBG funding invested in activities and projects, descriptions of households assisted using 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 2023-2024 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, 2023, through June 30, 2024.
In FY 2023-2024, the City's Entitlement Award was $569,557 in CDBG Funding. CDBG funds were apportioned for community programs and services benefiting 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, as well as increased economic development and accessibility through public improvements. According to the PR-26 reports the City expended a total of $684,733.28 in CDBG funds, of the total prior year fund expenditures totaled $263,902.39 for PY 2021; $115,939.90 in PY 2022-23 and $304,891.09 in PY 2023 CDBG funds. There is a balance of $14,756.15 that can be allocated to an eligible CDBG-CV activity. The City anticipates allocating these funds for use during PY 2024-2025.
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
CAPER 3
OMB Control No: 2506-0117 (exp. 09/30/2021)
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 goal.
NEED TO UPDATE
Category
Outcome
Expected -
Strategic
Plan
Outcome
Actual -
Strategic
Plan
Outcome
Expected -
Program
Year
Percent
Complete
573 0
900 0
2 Non-Housing
Community
4000 0 2740 0.00%
3 Non-Housing
Community
4 0
4 0
20 0
5 200 0 801 0.00%
Accomplishments Associated With a Single Strategic Plan Goal Goal Funding Source
& Amount Outcome Indicator Outcome Unit of
Measure
Percent
Complete
Outcome
Actual -
Program
Year
Support special
needs programs
and services
1 Non-Homeless
Special
Needs<BR/>Non-
CDBG: $ Public service activities other
than Low /Moderate Income
Persons Assisted 0.00%
Other Other 0.00%
0 Expand Economic
Opportunities
CDBG: $ Jobs created/retained Jobs 0.00%
Construct or
upgrade public
CDBG: $ Public Facility or Infrastructure
Activities other than
Persons Assisted 0.00%
Housing 4 Affordable
Housing
CDBG: $ Homeow ner Housing Added Household
Housing Unit
0.00%
Homeow ner Housing
Rehabilitated
Household
Housing Unit
0.00%
0 Accomplishments Associated With More Than One Strategic Plan Goal No data returned for this view. This might be because the applied filter excludes all data.
Accomplishments N ot Associated With a Strategic Plan Goal Project Name Activity Name CARES
Act Goal Outcome Indicator Outcome Unit of
Measure
Outcome Actual -
Program Year
Administration and
Fair Housing
CDBG: $ Other Other 0.00%
3115Public Improvements: Via De Anza Sidew alk
Improvements
Via De Anza Sidew alk Improvements Public Facility or Infrastructure Activities other than Low /Moderate Income Housing Benefit
Persons Assisted
Goal Category Source
/
Amount
Indicator Unit of
Measure
Expected
–
Strategic
Plan
Actual –
Strategic
Plan
Percent
Complete
Expected
–
Program
Year
Administration
and Fair
Housing
Activities
CDBG:
$ Other Other 200 100 % 200
Construct or
upgrade public
facilities and
infrast
Non-Housing
Community
Development
CDBG:
$
Public Facility or
Infrastructure Activities
other than
Low/Moderate Income
Housing Benefit
Persons
Assisted 4000 3000
75.00% 2000
Expand
Economic
Opportunities
Non-Housing
Community
Development
CDBG:
$ Jobs created/retained Jobs 4 0
0.00%
Housing Affordable
Housing
CDBG:
$
Homeowner Housing
Added
Household
Housing
Unit
4 0
0.00%
Housing Affordable
Housing
CDBG:
$
Homeowner Housing
Rehabilitated
Household
Housing
Unit
20 0
0.00%
CAPER 4
OMB Control No: 2506-0117 (exp. 09/30/2021)
Support special
needs programs
and services
Non-
Homeless
Special Needs
Non-Housing
Community
Development
CDBG:
$
Public service activities
other than
Low/Moderate Income
Housing Benefit
Persons
Assisted 600 689
114.83% 800
Support special
needs programs
and services
Non-
Homeless
Special Needs
Non-Housing
Community
Development
CDBG:
$
Homeless Person
Overnight Shelter
Persons
Assisted 42 42
100.00% 32
Support special
needs programs
and services
Non-
Homeless
Special Needs
Non-Housing
Community
Development
CDBG:
$
Overnight/Emergency
Shelter/Transitional
Housing Beds added
Beds 0 0 0
Support special
needs programs
and services
Non-
Homeless
Special Needs
Non-Housing
Community
Development
CDBG:
$ Other Other 900 0
0.00%
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.
CDBG funds were used to address the priorities and specific objectives identified in the 2022-026 Consolidated Plan and the 2023-2024 Annual Action Plan. Even though the reported goals are higher than what is being reported in this CAPER for the public infrastructure improvements, the City is achieving their goals and will report the total accomplishments for the public infrastructure improvements for the Via De Anza Sidewalk Improvement project for Phase I, II, and II when Phase III is completed. Improvements included the removal of existing asphalt pavement, shaping, moisturizing, and compacting existing base material and asphalt paving, sidewalk gap closures, concrete driveway approaches, ADA compliant sidewalk ramps, and curb and gutter gap closures, as well as removal and
CAPER 5
OMB Control No: 2506-0117 (exp. 09/30/2021)
reconstruction of garden walls.
In an effort to further fair housing the City used CDBG funds for fair housing activities that are subject to the 20% Administrative Cap to the Inland Fair Housing and Mediation Board (IFHMB) therefore, accomplishments are not shown in IDIS. However, during this report year, INHMB assisted one hundred-forty-four (144) residents of Cathedral City with landlord-tenant related issues. Of the one hundred-forty-four (144) persons assisted with landlord-tenant related issues, fifty-six (56) were assisted with eviction related concerns, twenty-seven (27) with rights and responsibilities, thirty-two (32) with rent increase, twenty-five (25) with repair concerns, and four (4) with security deposit. They also assisted twenty-eighty (28) residents with fair housing issues. Of the twenty-eighty (28) persons assisted with fair housing education and enforcement, ten (10) were alleging discrimination based on disability, (6) arbitrary discrimination, one (1) marital status, three (3) age, six (6) religion, and two (2) source of income discrimination.
The Coachella Valley Rescue Mission (CVRM) conducted outreach and provided emergency overnight shelter, showers, clean clothes, and supportive services to homeless individuals and families. CVRM assisted 70 homeless individuals in Cathedral City during the 2022 program year that were not reported until the 2023 program year. The Assistance League also assisted 388 low income homeless youth during the 2022 program year that are being reported in the 2023 program year towards the Consolidated Plan goals.
CAPER 6
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 FAIR
HOUSING T OT A L% by Race
White 430 163 593 94.13%
Black or African American 7 1 8 1.27%
Asian 5 3 8 1.27%
American Indian or American Native 11 0 11 1.75%
Native Hawaiian or Other Pacific 5 1 6 0.95%
Other 0 4 4 0.63%
100.00%
Total 458 172 630
Hispanic 381 97 478 75.87%
Not Hispanic 77 75 152 24.13%
Table 2 – Table of assistance to racial and ethnic populations by source of funds
Narrative
The racial and ethnic composition of families assisted table only represents those assisted through subrecipient activities. CDBG subrecipient activities served a total of 630, with 75.87% of participants being of Hispanic origin. The composition of the 630 clients served by CDBG funded activities in 2022 and for the Fair Housing Activities in 2023, 94.13% white, 1.27% Black or African American, 1.27% Asian, 1.75% American Indian or Alaskan Native, .95% Native Hawaiian or Other Pacific Islander, and .63% reporting other.
According to a recent American Community Survey (ACS) estimate, Cathedral City's demographic make- up for racial and ethnicity is as such: 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 throughout the jurisdiction. As a result, low- and moderate-income individuals and families, regardless of their race and
CAPER 7
OMB Control No: 2506-0117 (exp. 09/30/2021)
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.
Refer to IDIS Report PR 23 - CDBG Summary of Accomplishments.
CAPER 8
OMB Control No: 2506-0117 (exp. 09/30/2021)
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 965,348.25 684,733.28
Table 3 - Resources Made Available
Narrative
According to the PR-26 report, Cathedral City expended $684,733.28. Of the total CDBG expenditures, $304,891.09 was from the FY 2023-2024 CDBG allocation. The remainder was from CDBG funds from prior program years. Most of the standard CDBG funds were used for the Via Di Anza Sidewalk Improvement project for Phase I, II, and III. The remaining program funds were used for fair housing activities and program administration.
Identify the geographic distribution and location of investments Target Area Planned Percentage
of Allocation
Actual Percentage of
Allocation
Narrative Description
Census Tract 010600
Census Tract 044702
Census Tract 044906
Census Tract 044915 65
Via Di Anza Sidewalk
Improvements
Census Tract 044916
Census Tract 044923
Census Tract 044924
Census Tract 045000
Citywide 35
Table 4 – Identify the geographic distribution and location of investments
Narrative
The City is comprised of a total of twenty (20) Census Tracts; 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.
CAPER 9
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.
Although no matching is required for the Community Development Block Grant Program, the City and its public service organizations have benefited from contributions from a great variety of organizations and foundations. The City’s investment of CDBG funding leverages other resources and the City supports applications for funding from other resources for affordable housing, supportive services, community development, and related activities.
Homeless Program: Coachella Valley Rescue Mission (CVRM) collaborates 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.
Cathedral City: The City has $ 14,756.15 left from previous CDBG-CV funding and will use these funds on eligible programs. The City uses CDBG funds to leverage other funding sources for public improvements and services. The City will continue to leverage CDBG funding with matured assessment district funding, other Federal or State grants, gas tax, Measure A, and assistance from CVAG to complete some public improvements and meet its strategic goals. The City may also use CDBG with Road Maintenance and Rehabilitation Account (RMRA)/SB-1 Program funds to increase the scope of improvements in low- and moderate-income areas.
One of the primary objectives for the City is to improve the 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 City proactively seeks funding to promote these outcomes.
CAPER 10
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 11
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, thus, 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.
The City of Cathedral City did not have an affordable housing program in 2023. However, the City 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.
Because the City does not have an active 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, thus, 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
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 0 0
Low-income 0 0
Moderate-income 0 0
Total 0 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 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
CAPER 12
OMB Control No: 2506-0117 (exp. 09/30/2021)
may provide such services [and other resources] with their collaboration of the Continuum of Care (CoC).
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 existing public parking spaces to accommodate persons with disabilities. The City’s most recent Consolidated Plan identified the Latino population as the group with the most housing problems and most severe housing need in Cathedral City. The language barrier was identified as a challenge impacting this group. The City uses CDBG funds for fair housing activities, offering its assistance in English and Spanish to better reach and serve this population. Fair housing activities include landlord/tenant mediation, education, and other assistance to further fair housing choice. In FY 2023-2024, Cathedral City allocated $20,000 in CDBG funds to fair housing activities. Cathedral City funds their fair housing activities through CDBG administration funds.
CAPER 13
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 2023-2024, the City coordinated with the Coachella Valley Rescue Mission (CVRM) to refer persons to their Emergency Services Program to reduce the amount 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 CVRM efforts to reduce 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 monitor 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 In FY 2022-2023, the City contracted with the Coachella Valley Rescue 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 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 monitor 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.
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
CAPER 14
OMB Control No: 2506-0117 (exp. 09/30/2021)
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. The City relies upon and connects such individuals to the programs and services provided by the County of Riverside.
In past years, the City contracted 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 Ministries (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) FY2021-2022 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.
Cathedral City partners with the County of Riverside COC and adheres to their Institutional Discharge Policy. In accordance with State of California discharge laws, the COC and appoints a Discharge Planning Committee to implement the coordination between housing and supportive services for persons discharged from institutional settings to prevent discharge into homelessness. The discharge housing needs are identified along with community supportive services such as mental health services or substance abuse support.
CAPER 15
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 to 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.
In past years the City contracted 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 homeless issue. 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.
CAPER 16
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, have an appropriate number of bedrooms for the household, and have reasonable rent 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 in moving 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 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 corporation that serves the San Bernardino County and parts of Riverside and Imperial Counties. IFHMB resolves 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 presentations to discuss mobility counseling and first-time home buyer opportunities to Cathedral City residents. The goals of the workshops are 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.
CAPER 17
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 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 constraints (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 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 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 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 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 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 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
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of the City’s Redevelopment Agency, Staff is diligently seeking funding opportunities and partnering with 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 rehabilitation.
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 hazards 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 outreach 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: 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 Time 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 poisoning based on the age of the housing stock in the area and other potential factors.
Fair Housing Council Lead-based 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:
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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 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 information 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 is responsible for 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 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 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 based on income. The Authority administers the Section 8 Rental Assistance Program. They also own and operate 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,
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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 of services to those in need.
The 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 childcare, education, employment training, health, human services, homelessness, 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 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 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) The AFH identified "reduce the number of fair housing complaints based on disability as a significant goal." The City annually contracts Inland Fair Housing and Mediation Board (IFHMB) as a Subrecipient to gather such information and resolve many 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 conducted 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 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 specific 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 compliance with requirements of the programs involved, including minority business outreach and the comprehensive planning requirements
The City’s CDBG program is audited by HUD and the State under the Single Audit Act on an as -needed basis based on risk assessments. This audit verifies that the City meets all statutory requirements and that information reported is correct and complete.
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 Program. 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.
CDBG subrecipients and contractors are also monitored from written reports submitted to the City.
Monitoring of the CDBG program is consistent with program regulations. Monitoring consists of both desk and on -site reviews. The onsite monitoring is conducte d 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.
To monitor its own compliance, staff:
• Composed the Consolidated Annual Performance and Evaluation Report (CAPER) to note accomplishments;
• Provided HUD officials with documents to fulfill their monitoring requirements; • Provided financial and performance reports to City management; • Utilized the City’s Finance Department to review expenditures and maintain records; • Utilized the City’s Purchasing policy to solicit bids and acquire services; • Conducted desk monitoring of all public service projects; and • Is being reviewed as part of the City’s overall audit compliance 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.
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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 Consolidated 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 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).
The FY 2023-2024 CAPER was made available for public review and comment for 15 days in accordance with HUD regulations. The CAPER was available on the City website, and City Engineering Department offices. In addition, the CAPER was presented to the City Council for approval at a public Council Meeting on September 11, 2024 . The public had the opportunity to provide comments by email, in person, or through Zoom.
The public comments received during the comment period are provided as Attachment 5.
There were a total of XXXX written comments submitted…………………….
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, benefiting low- and moderate-income residents. The City partners 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 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 technology to gather community information and reach its
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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.
Cathedral City received CDBG-CV funds in response to the Covid-19 pandemic. The City used the funds primarily for public services and economic assistance programs. This allowed the City to serve a wide range of constituents, business owners, homeless, as well as the elderly disabled. According to the PR- 26 report, the City expended $912,450.85 to date and has a balance of $14,756.15 to allocate to an eligible CDBG-CV activity.
The City anticipates using future allocations for public facility projects and fair housing activities.
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-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, benefiting low- and moderate-income residents. The City partners 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 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 technology 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.
Cathedral City received CDBG-CV funds in response to the Covid-19 pandemic. The City used the funds primarily for public services and economic assistance programs. This allowed the City to serve a wide range of constituents, business owners, homeless, as well as the elderly disabled. In FY 2021-2022, The City launched a successful employment program through its partnership with Wee Care and lent significant support to homeless service providers and the local senior center. According to the PR-26 report, the City expended $912,450.85 to date and has a balance of $14,756.15 to allocate to an eligible CDBG-CV activity.
The City anticipates using future allocations for public facility projects and fair housing activities.
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
Total Number of Activities 0 0 0 0 0
Total Labor Hours
Total Section 3 Worker Hours
Total Targeted Section 3 Worker Hours
Table 8 – Total Labor Hours
Qualitative Efforts - Number of Activities by Program CDBG HOME ESG HOPWA HTF Outreach efforts to generate job applicants who are Public Housing Targeted Workers
Outreach efforts to generate job applicants who are Other Funding Targeted Workers.
Direct, on-the job training (including apprenticeships).
Indirect training such as arranging for, contracting for, or paying tuition for, off-site training.
Technical assistance to help Section 3 workers compete for jobs (e.g., resume assistance, coaching).
Outreach efforts to identify and secure bids from Section 3 business concerns.
Technical assistance to help Section 3 business concerns understand and bid on contracts.
Division of contracts into smaller jobs to facilitate participation by Section 3 business concerns.
Provided or connected residents with assistance in seeking employment including: drafting resumes,preparing for interviews, finding job opportunities, connecting residents to job placement services.
Held one or more job fairs.
Provided or connected residents with supportive services that can provide direct services or referrals.
Provided or connected residents with supportive services that provide one or more of the following: work readiness health screenings, interview clothing, uniforms, test fees, transportation.
Assisted residents with finding child care.
Assisted residents to apply for, or attend community college or a four year educational institution.
Assisted residents to apply for, or attend vocational/technical training.
Assisted residents to obtain financial literacy training and/or coaching.
Bonding assistance, guaranties, or other efforts to support viable bids from Section 3 business concerns.
Provided or connected residents with training on computer use or online technologies.
Promoting the use of a business registry designed to create opportunities for disadvantaged and small businesses.
Outreach, engagement, or referrals with the state one-stop system, as designed in Section 121(e)(2) of the Workforce Innovation and Opportunity Act.
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Other.
Table 9 – Qualitative Efforts - Number of Activities by Program
Narrative
UPDATE 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.
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Attachment
PR-01
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Attachment
PR-03
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t
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PR-05
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PR-26
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Public Participation and Notice
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PUBLISHER’s AFFIDAVIT
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Cover Page
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CR-10