Reporting for Period:
July 1, 2021, through June 30, 2022
City of Merced
2021 Consolidated Annual Performance and Evaluation Report City of Merced Housing Division
DEVELOPMENT SERVICES DEPARTMENT
MERCED, CALIFORNIA
DRAFT REPORT
Presented for City Council Approval
September 19, 2022
For Submission to HUD by September 28, 2022
2021 CAPER 1
OMB Control No: 2506-0117 (exp. 09/30/2021)
Table of Contents
CR-05 - Goals and Outcomes ..................................................................................................................................................................................... 2 CR-10 - Racial and Ethnic composition of families assisted ..................................................................................................................................... 17 CR-15 - Resources and Investments 91.520(a) ........................................................................................................................................................ 19 CR-20 - Affordable Housing 91.520(b) ..................................................................................................................................................................... 26 CR-25 - Homeless and Other Special Needs 91.220(d, e); 91.320(d, e); 91.520(c) ................................................................................................. 31 CR-30 - Public Housing 91.220(h); 91.320(j) ............................................................................................................................................................ 38 CR-35 - Other Actions 91.220(j)-(k); 91.320(i)-(j) ..................................................................................................................................................... 41 CR-40 - Monitoring 91.220 and 91.230 .................................................................................................................................................................... 49 CR-45 - CDBG 91.520(c) ........................................................................................................................................................................................... 59 CR-50 - HOME 91.520(d) .......................................................................................................................................................................................... 61 CR-58 – Section 3 ..................................................................................................................................................................................................... 64 Attachments ............................................................................................................................................................................................................. 67
1. City Council Resolution 2022-_____ ................................................................................................................................................................ 67
2. PR26 - CDBG/CDBG-CV Financial Summary Reports ........................................................................................................................................ 68
3. Annual Performance Report (APR) and HOME Match Report ......................................................................................................................... 80
4. CDBG and HOME Fiscal, Activity, and Accomplishment Reports ..................................................................................................................... 85
5. CAPER Public Notices, Website Postings, Public Comment Summary, Public Input Meeting Information ................................................... 277
2021 CAPER 2
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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 City of Merced has prepared the 2021 Consolidated Annual Performance and Evaluation Report (CAPER) for the period of July 1, 2021, through June 30, 2022. The 2021 CAPER describes a general assessment of the City's progress in carrying out projects and programs during the 2021 Program Year with the use of CDBG, HOME, and CDBG-CV funds, provided by the U. S. Department of Housing and Urban Development (HUD), primarily to benefit Low and Moderate Income persons (LMI) and/or LMI areas within the City limits.
The CDBG award for the 2021-22 program year was $1,132,674, with approximately $233,833.99 in Program Income received during the program year. Carryover from previous years also contributed to the continued efforts of ongoing projects and programs. Overall, a total of $3,410,839.35 in CDBG funds was spent during the snapshot period of July 1, 2021, to June 30, 2022.
The HOME award for the 2021-22 program year was $548,734, with approximately $682,426.32 in Program Income. Carryover from previous years also contributed to the continued efforts of ongoing projects and programs, and the 2021-22 HOME expenditures were $163,191.41.
Funds from the remaining 2021 HOME allocation, prior carryover, and accumulated program income at this time are set aside for construction of affordable rental housing projects, HOME CHDO projects, and to complete a project on E. Main Street with Habitat for Humanity of Stanislaus County's "Brush With Kindness" homeowner rehabilitation program. HOME funding for the Gateway Terrace II affordable housing project will be defunded.
The City of Merced allocated CDBG funds during the 2021-22 program year to multiple permanent supportive housing and social service agencies in order to meet the housing and community priorities and goals set forth for the 2020-2024 Strategic Plan period. Additionally, the City set aside CDBG funding for public infrastructure projects in expectation of being able to achieve its infrastructure goals and CDBG funds to implement a program to maintain homeless encampments on State-owned properties.
At the start of the 2021-22 program year, the City was nearly a year behind in implementing 2020-21 CDBG programs. Having only received 2020 Annual Plan HUD approval of funding and project activities during the span of March to May of 2021, City staff were still drafting and executing 2020 contracts with subrecipients while concurrently holding public hearings for approval of the 2021 Annual Plan, which was approved by City Council on July 6, 2021, and HUD on October 27, 2021, and while preparing the 2020-21 CAPER for its September 2021 submittal. With most 2021 CAPER 3
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2020 projects not fully implemented by June 30, 2021, the delays experienced with the 2020-24 Consolidated Plan/2020 Annual Plan were devastating to the City’s normal annual CDBG timeline, and then subsequently, severely affected the City’s ability to also expeditiously implement its 2021 programs. Adding to those complications, the City unexpectedly received large payoffs of CDBG, HOME, and LMI Asset Fund resources midway through the 2020-21 program year, which meant very large prior-year resource balances heading into the 2021 program year.
However, the City is slowly recovering - two 2021 contracts are currently being drafted, and once executed, the City will be completely caught up to its normal annual timeline for 2022, albeit still with large CDBG balances to expend during the year to meet timeliness requirements.
Comparison of the proposed versus actual outcomes for each outcome measure submitted with the consolidated plan and explain, if applicable, why progress was not made toward meeting goals and objectives. 91.520(g) Categories, priority levels, funding sources and amounts, outcomes/objectives, goal outcome indicators, units of measure, targets, actual outcomes/outputs, and percentage completed for each of the grantee’s program year goals.
Goal Category Source /
Amount
Indicator Unit of
Measure
Expected
–
Strategic
Plan
Actual –
Strategic
Plan
Percent
Complete
Expected
–
Program
Year
Actual –
Program
Year
Percent
Complete
1A Improve
Public
Infrastructure &
Facilities
Non-Housing
Community
Development
CDBG: $
Public Facility or
Infrastructure
Activities other
than
Low/Moderate
Income Housing
Benefit
Persons
Assisted
20000 11440 57.20% 19955 11440 57.33%
1A Improve
Public
Infrastructure &
Facilities
Non-Housing
Community
Development
CDBG: $
Public Facility or
Infrastructure
Activities for
Low/Moderate
Income Housing
Benefit
Households
Assisted 0 0 20 0 0.00%
2021 CAPER 4
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2A Increase
Owner
Occupied
Rehab
Opportunities
Affordable
Housing
CDBG: $ /
HOME: $0
/ HSA LMI
Asset
Fund: $0
Homeowner
Housing
Rehabilitated
Household
Housing
Unit
15 0 0.00%
2B Increase
Affordable
Housing
Opportunities
Affordable
Housing
CDBG: $0 /
HOME: $ /
HSA LMI
Asset
Fund:
$700507
Rental units
constructed
Household
Housing
Unit
200 0 0.00% 200 0 0.00%
2B Increase
Affordable
Housing
Opportunities
Affordable
Housing
CDBG: $0 /
HOME: $ /
HSA LMI
Asset
Fund:
$700507
Rental units
rehabilitated
Household
Housing
Unit
8 1 12.50% 5 1 20.00%
2B Increase
Affordable
Housing
Opportunities
Affordable
Housing
CDBG: $0 /
HOME: $ /
HSA LMI
Asset
Fund:
$700507
Homeowner
Housing Added
Household
Housing
Unit
1 0 0.00%
2B Increase
Affordable
Housing
Opportunities
Affordable
Housing
CDBG: $0 /
HOME: $ /
HSA LMI
Asset
Fund:
$700507
Housing for
Homeless added
Household
Housing
Unit
30 0 0.00%
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2C Provide
Assistance for
Supportive
Housing
Affordable
Housing
CDBG: $ /
HOME: $
Housing for
Homeless added
Household
Housing
Unit
15 1 6.67% 3 1 33.33%
3A Provide Vital
Services for LMI
Families
Non-Homeless
Special Needs CDBG: $
Public service
activities other
than
Low/Moderate
Income Housing
Benefit
Persons
Assisted 2800 4571 163.25% 3850 4571 118.73%
3A Provide Vital
Services for LMI
Families
Non-Homeless
Special Needs CDBG: $
Public service
activities for
Low/Moderate
Income Housing
Benefit
Households
Assisted
395 29 7.34% 26 29 111.54%
3A Provide Vital
Services for LMI
Families
Non-Homeless
Special Needs CDBG: $ Homelessness
Prevention
Persons
Assisted
155 99 63.87% 105 99 94.29%
4A Provide
Homeless
Prevention &
Support
Services
Homeless CDBG: $ Homeless Person
Overnight Shelter
Persons
Assisted
400 13 3.25%
4A Provide
Homeless
Prevention &
Support
Services
Homeless CDBG: $ Other Other 1600 706 44.13% 682 706 103.52% 2021 CAPER 6
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5 Enhance Fair
Housing
Knowledge and
Resources
Non-Homeless
Special Needs HOME: $
Public service
activities other
than
Low/Moderate
Income Housing
Benefit
Persons
Assisted 425 350 82.35% 85 220 258.82%
Table 1 - Accomplishments – Program Year & Strategic Plan to Date
Assess how the jurisdiction’s use of funds, particularly CDBG, addresses the priorities and specific objectives identified in the plan, giving special attention to the highest priority activities identified.
The City of Merced’s 2020-2024 Consolidated/Strategic Plan identifies four Priority Needs, with associated goals, that will be addressed during the 5-year period it covers (July 1, 2020 – June 30, 2025):
1. Expand and Improve Public Infrastructure and Facilities Associated Goals: 1A - Improve Public Infrastructure & Facilities
2. Preserve and Develop Affordable Housing
Associated Goals: 2A - Increase Owner Occupied Rehab Opportunities; 2B - Increase Affordable Housing Opportunities; and, 2C - Provide 2021 CAPER 7
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Assistance for Supportive Housing
3. Public Services and Quality of Life Improvements
Associated Goals: 3A - Provide Vital Services for LMI Families; and, 5 - Enhance Fair Housing Knowledge and Resources
4. Homelessness Housing and Support Services
Associated Goals: 4A - Provide Homeless Prevention & Support Services During the 2021 Program Year, the second year of the Consolidated Plan, the City of Merced focused on the below-listed goals to address the above needs, particularly focusing on the need for affordable housing and expenditure of CDBG funds. No projects were directed towards Goal 2A for the 2021 program year.
• Goal 1A – Improve Public Infrastructure & Facilities
• Goal 2B – Increase Affordable Housing Opportunities
• Goal 2C – Provide Assistance for Supportive Housing
• Goal 3A – Provide Vital Services for LMI Families
• Goal 4A – Provide Homeless Prevention & Support Services • Goal 5 – Enhance Fair Housing Knowledge and Resources Program Year 2021 Use of Funds Towards Goals:
Direct and Indirect Administrative funds for both CDBG and HOME are spread amongst all goals each year in managing the overall program.
Goal 1A. Improve Public Infrastructure and Facilities:
The 2021 Annual Plan set aside a total of $1,917,333 of CDBG funding for six separate public infrastructure projects with the City Engineering Division, including the design and contractor bidding process, to use the large amount of CDBG program that had been received the prior program year. However, due to Engineering staffing constraints and a large number of projects already in progress that had experienced COVID- related delays of their own, combined with Housing Division staffing constraints in light of the continuing push to recover from the accumulated 2021 CAPER 8
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COVID-related delays, no CDBG infrastructure projects were started during the program year. As such, all but one of these projects will not move forward to implementation. The S. Canal Street/W. Childs Avenue project will be implemented during the 2022-23 program year, with supplemented 2022 funding. The remaining CDBG funds will be reprogrammed to new 2022 CDBG projects and activities.
Additionally, the Childs and B Street Neighborhood facility, the community building for this affordable housing complex, was completed during the 2021 program year. The final building to be completed in the development received its Certificate of Occupancy on 7/28/2022, and tenants will be moving into the units soon.
Goal 2B. Increase Affordable Housing Opportunities:
The 2021 Annual Plan set aside $719,292 of CHDO HOME, which can be used towards rehabilitation or new construction of rental units.
Additionally, $3,083,927 of formula HOME funds for affordable rental units was set aside specifically for new affordable rental housing construction. The City is currently in discussions with an affordable housing developer for construction of a new 156-unit apartment complex.
The developer is considering partnering with the Community Housing Development Organization (CHDO) provider, Central Valley Coalition for Affordable Housing, for the project, for a combined potential of $3.8 million towards this potential project. No funding commitments have been made thus far.
Goal 2B is also addressed with the acquisition with rehabilitation projects discussed in 2C below.
Goal 2C. Provide Assistance for Supportive Housing:
The Housing Division implemented two acquisition with rehabilitation programs totaling $990,000 of CDBG funding that proposed to purchase single family and duplex units, rehabilitate them, then rent to case-managed formerly homeless and/or low-income tenants, thereby creating more supportive and affordable units in the City of Merced. At the end of the program year, each organization (Sierra Saving Grace Homeless Project and the Merced Rescue Mission) had properties in escrow at varying stages of the purchase process. As such, contracts for these programs will extend to the Fall of 2022.
The two projects also address Goal 2B above, by creating and providing more affordable rental unit options for low-income tenants.
2021 CAPER 9
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(Continued - 1)
Goal 3A. Provide Vital Services for LMI Families:
The 2021 Annual Plan set aside $56,412 of CDBG funds for Harvest Time, a non-profit organization that distributes food to homeless and LMI individuals and families both in the City of Merced, for food distribution program operation costs (staffing, insurance, and electric utilities), as well as costs to construct additional dry storage space within their existing leased warehouse building. By June 2022, $17,404.24 has been expended for operation costs, and Harvest Time distributed food to 610 LMI households and approximately 368 homeless individuals during the program year. Prior year (2020) funding was also provided to Harvest Time for purchase and installation of new walk-in cold storage units to replace their failing 30-year-old units. However, at the start of the 2021 program year, again because of COVID-related delays, costs for the 2020 project had increased substantially since their initial price quote, and the 2020 grant would no longer cover the purchase and installation costs of the units. As such, $20,000 of the 2021 program funding has been diverted away from the additional storage and towards the cost increase for the units. The contractor has submitted the necessary building permit plans, and the permit is in the plan check process.
Approximately $32,000 remains to be drawn for the units, with the remaining balance of the 2021 grant for operating costs.
Sierra Saving Grace Homeless Project (SSG) successfully implemented Rental, Mortgage, and Utility Assistance activities with $20,000 of CDBG funding, assisting 24 households and benefitting 60 individuals by the end of the program year. Due to the large amount of CARES Act Coronavirus rental/mortgage/utility assistance that is still available in the community (see separate discussion below), including the separate CDBG-CV (Coronavirus) program that SSG administers, assistance was provided to the participants, but not as expeditiously as in non-COVID years previous. Additionally, because they are managing both programs, SSG had not submitted a request for reimbursement to the City before the end of the 2021 program year. Thus, the reports at the end of this report do not show any funds drawn down. Their CDBG program will still have a small amount of funds remaining into the 2022 program year and will use this before closing out the 2021 program.
The 2021 plan set aside a total of $33,480 of CDBG funding to support the life skills education and housing deposit program of the Alliance for Community Transformation (ACT) emergency shelter for victims of domestic violence (Valley Crisis Center). As with other programs, the ACT program was affected by the accumulated COVID-related delays, and the program will continue into the 2022 program year. In the last CAPER, it was reported that their 2020 program funding of $10,800 would be expended during the 2021 program year; however, because of the severe delays involved with the approval of the 2020 Annual Plan, ACT was not able to implement the program in time. Their 2021-22 contract was amended to increase their 2021 project by the same amount (a 29% increase to the 2021 contract), made possible by a larger than expected amount of CDBG program income received during the 2021 year and one project that did not move forward, which is discussed below in Goal 2021 CAPER 10
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4A. We expect all 2021 program funds for ACT to be expended by March of 2023, and demographic and drawdown data will be reflected in the 2022 CAPER.
(Continued - 2)
Lifeline Community Development Corporation (Lifeline CDC) carried out their Empower Loughborough Community program during the 2021 program year without a contract in place that would have allowed reimbursement of eligible costs during the program year. Once a 2021 program year contract is executed, reimbursement of 2021 eligible expenses will happen quickly, by approximately October of 2022, and accomplishments for the 2021 program will be reported in the 2022 CAPER. Additionally, throughout the 2021 program year, Housing staff was working with Lifeline CDC with reimbursement of eligible expenses and closeout of the Lifeline 2019-21 program (two year contract funded with 2019 CDBG), which was affected by the pandemic for almost a year by shutting down their ability to carry out the program as originally intended. The initial two-year contract was extended twice to allow more time to fully expend the funding. Over the two years, Lifeline was able to assist approximately 2,600 households in the Loughborough Community with employment education and child educational material support through its community center. Those accomplishments are not reflected in this CAPER, as the 2019 program was from the previous ConPlan period.
Like Lifeline CDC, the Symple Equazion Symple Soul Work Readiness Program was implemented during the 2021 program year, but the contract was not able to be executed by the end of the program year. Eligible expenses include job program supplies, training expenses, instruction staff costs, and post-completion job-seeking expenses. The program provided a hands-on food service work readiness program, but providing real- time food service work in the Symple Soul food truck. The Symple Equazion 2020 project, Aim High POWER Academy, which assisted 12 Aim High Transitional Shelter participants with shelter and life skills training, was reimbursed program costs and closed out after the end of the 2021 program year ended. Therefore, drawdown of funds and demographic data for both projects will be reflected in the 2022 CAPER next year.
Due to the closely interactive nature of public service programs with residents, these projects, though implemented, still were affected by the pandemic. The Housing Division is continuing to work diligently towards getting these projects current with contracts, reimbursing eligible expenses, receiving beneficiary reporting on clients served, and closing out the programs during the 2022 program year.
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(Continued - 3)
Goal 4A. Provide Homeless Prevention and Support Services:
The Harvest Time project for purchase and installation of replacement cold storage units and operational cost support, as explained above in Goal 3A, also provided prepared meals to homeless individuals, delivered directly to local homeless encampments by Harvest Time volunteers.
Approximately 368 homeless individuals were provided this nutritional support in this manner. Due to the nature of this aspect of their project, Harvest Time did not collect ethnicity data on the individuals assisted.
The 2021 Annual Action Plan included a project by the City of Merced for Homeless Encampment Maintenance and Sanitation and proposed to utilize $60,000 of CDBG funds. The project would have provided curbside refuse containers and weekly refuse pickup by the Public Works Department, with the purpose of encouraging both a more sanitary environment for the homeless in their own spaces as well as providing a means to control and maintain the outward appearances of the encampments themselves. The City was also in discussions with a separate service provider to bring a shower facility trailer to the encampment residents for warm showers and personal hygiene. The latter activity would have received the bulk of the funding that had been set aside for the project. However, the program with the service provider was not implemented during the year and will not move forward.
$38,000 of CDBG funding was set aside in the 2021 Annual Plan to help fund a portion of staffing costs of the Merced County Human Services Agency, the administrative body that functions as the City and County Continuum of Care (CoC) Collaborative Applicant, whose purpose is the coordination, data tracking, and funding of regional homeless prevention and supportive service management programs countywide - more particularly within the City limits of Merced, where almost two-thirds (64.9%) of the countywide homeless population resides. City Housing and Merced County Human Services Agency staff worked together to draft and fully execute both the 2020 and 2021 program year contracts. The 2020 program implementation had also been severely affected by COVID-19 related delays involved with the 2020 Annual Plan approval.
However, due to the length of time it had been from the end of the 2020 program year, the County no longer had any eligible expenses to submit for that particular contract, which will now be de-funded. For 2021, the City Housing Division did not fully utilize all of its set-aside indirect CDBG administration funding (Project #2 in the 2021 Annual Plan); therefore, the CoC 2021 contract was increased by $38,000 to be able to assist the CoC Collaborative Applicant with additional eligible costs, for a total of $76,000. Accomplishments reported for this project is the number of sheltered and unsheltered homeless individuals counted in the City of Merced during January 2021 Homeless Point In Time count. 2021 CAPER 12
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No drawdown of funds occurred by the end of the 2021 program year, however, and will be reflected in the next CAPER. (Continued - 4)
Goal 5. Enhance Fair Housing Knowledge and Resources:
Fair Housing Services was provided by Project Sentinel, Inc. with $30,000 of HOME funding in the 2021 program year. The Project Sentinel Fair Housing Center was able to assist 18 residents through eight case investigations, 102 residents through information and referral calls, as well as many others through outreach efforts. Additionally, their Tenant-Landlord Department provided counseling on rental rights and responsibilities to 20 Merced City households (100 individuals). Between all services, Project Sentinel successfully assisted a total of 220 Merced City residents with fair housing services. Other outreach efforts included distribution of over 5,000 informational brochures on common fair housing topics to residents throughout the City, at locations such as fairs, schools, and to other community organizations to then share with their clients. The conditions of the pandemic continued into PY 2021-22 with varying levels of tenant eviction protections under the law and Emergency Rental Assistance Program with fair housing problems, especially for persons with disabilities and very low-income, encountering discriminatory treatment. Project Sentinel staff continued to provide services remotely via email, phone, and mail due to COVID-19 restrictions. However, midway through the program year, their staff was able to conduct more in-person outreach events, which created more awareness of fair housing services. As a result of these in-person events, Project Sentinel experienced an increase in calls for assistance and requests for educational presentations.
CARES Act Coronavirus Community Development Block Grant (CDBG-CV) Funds In Spring of 2020, a new coronavirus known as SARS-CoV-2 was first detected in Wuhan, Hubei Province, Peoples Republic of China, causing outbreaks of the coronavirus disease COVID-19 that spread globally. The first case was reported in the United States in January 2020. In March 2020, the World Health Organization declared the coronavirus outbreak a pandemic and a national emergency was declared. During the same time, the State of California declared a state of emergency, shutting down large gathering places and limiting the movement of residents.
Locally, the City and County of Merced both declared a local state of emergency on March 13, 2020.
Congress passed the Coronavirus Aid, Relief, and Economic Security (CARES) Act in response to the crisis, and it was signed into law by the President on March 27, 2020. The CARES Act was an over $2 trillion economic relief package that provided direct economic assistance for American workers, families, and small businesses, and preserves jobs for industries. As part of the CARES Act, additional assistance was 2021 CAPER 13
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provided for HUD grantees, and the City received CARES Act allocation of CDBG funds (CDBG-CV funds) in Rounds 1 and 3. The City amended its 2019 Annual Action Plan with each round to include each CDBG-CV distribution and allocate the funding to programs that addressed the immediate community needs, which were identified during a public input process. The City has received a total of $1,193,573, of CDBG-CV funds, and repurposed $125,239 of regular CDBG funds to be used towards combating the local effects of the pandemic.
Since the 2019 plan was part of the prior Consolidated Plan (2015-2019), which had slightly different strategic and annual goals, the CDBG-CV projects address different, but similar, ConPlan goals than the 2021 projects discussed above. All CDBG-CV projects address Goal #2 Support Services of the 2019 Annual Action Plan. Under this goal, the City implemented four programs that continue to address community COVID needs through the pandemic, while addressing the prior ConPlan identified priority needs of: Public Services, Homeless Services (prevention), and Job Creation and Retention. The trends in community need that have been consistent over the last two ConPlan periods have been amplified by the effects of COVID-19, especially the needs of very low- to low-income residents who are at risk of homelessness and who regularly experience food insecurity. It is generally these low-income residents who are typically the workers employed by the types of businesses, such as restaurants/bars and personal service (gyms, hair and nail salons, etc.), that were the first to be affected by State-mandated closures and among the last to re-open.
CDBG-CV Continued - 1
The four CDBG-CV programs are:
1. Merced County Food Bank; COVID-19 Nutrition Program (Implemented January 2021) Activity: Food Bank Assistance (operation costs)
Total Project Funding (combined Rounds 1 and 3): $200,000 Drawn: $200,000 Accomplishments: Expected: 35,000 persons (Round 1 only) Actual by 6/30/22: 72,137 persons (total served from both Rounds) Current Project Status: This project is complete. This project assisted all residents of the City of Merced who needed COVID related food supplements. The project provided the Merced County Food Bank (MCFB) crucial funding during turbulent times throughout the pandemic.
Pre-pandemic, MCFB served 12,000-15,000 people per month through normal distribution channels (churches, food pantries, etc.) and 150- 200 people per day who received food boxes directly from the MCFB location. By the end of 2021, those numbers increased to 15,000- 2021 CAPER 14
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19,000 people per month and over 1200 people per day on-site. During the grant period, MCFG provided the community an additional 300,000 pounds of food, which is a 55% increase year over year. Without CDBG-CV funding to hire additional staff and purchase more food for distribution, MCFB would not have been able to serve the additional demand for food resources, and the community would have faced significant consequences as a result.
2. United Way of Merced County; Workplace Stabilization Program (Implemented August 2021) Activity: a) For-Profit Small Business Assistance (SBA); and b) Microenterprise Assistance Total Project Funding (Round 1 only): $500,000 Drawn to Date: $49,398.47 Accomplishments: Expected: 50 businesses assisted Actual by 6/30/22: 4 businesses assisted (3 SBA, 1 Microenterprise) Current Project Status: This project is continuing. United Way began accepting applications for assistance from businesses in October of 2021 for reimbursement of eligible expenses dating to the start of mandated business shutdowns (March 2020). By March 2022, United Way had recorded 96 started applications by businesses needing assistance, which is more than the program is expected to be able to serve. As of August 2022, United Way has 13 approved applications pending reimbursement, 7 applications received and under review, 3 applications fully submitted and not yet reviewed, and 78 applications started in the online application system but not finished or submitted. A total of 25 applications have been reviewed and denied for various reasons, and 6 have been voluntarily withdrawn by the businesses. With United Way providing a maximum of $7500 per business, there will be enough funds to reimburse 56 businesses ($420,000 still available to draw). The grant provided 10% ($50,000) for United Way direct staffing and related program operations costs, of which $19,397 has been reimbursed to United Way.
2021 CAPER 15
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CDBG-CV Continued - 2
3. Salvation Army; Merced Social Services Program (Implemented January 2021) Activity: Subsistence Payments/Rental, Mortgage, and Utility Assistance Total Project Funding (combined Rounds 1 and 3): $302,648 Drawn to Date: $48,906 Accomplishments: Expected: 45 households Actual by August 2022: 40 households Current Project Status: This project is continuing. This program provides rental, mortgage principle and interest, and electric/gas utility payments assistance to landlords/mortgagors/providers for a maximum of six consecutive months, including the payoff of arrears with the first assistance payment. The Salvation Army is required to coordinate with Sierra Saving Grace (below) to ensure that participants are not using both programs. After their contract with the City was executed in January of 2021, Salvation Army began assisting Merced City residents who have lost income due to COVID-related reasons in earnest in July 2021, after getting a slow start due to a change in command at the Merced Corps office. Since then, they have assisted 40 households with rental, mortgage, and electric/gas utility payment assistance.
The City currently is processing another request for reimbursement of assistance in the amount of $33,792, and Salvation Army is preparing another to submit. As the pandemic continues with new cases and continuing loss of income, this assistance continues to provide Merced residents with vitally needed help to keep their housing and utilities in good standing.
4. Sierra Saving Grace; COVID Emergency Assistance Program (Implemented January 2021) Activity: Matrix Code 05Q; Subsistence Payments/Rental, Mortgage, and Utility Assistance Total Project Funding (combined Rounds 1 and 3): $316,164 Drawn to Date: $167,413 Accomplishments: Expected: 50 households Actual by August 2022: 43 households Current Project Status: This project is continuing. This program provides rental, mortgage principle and interest, and electric/gas utility payments assistance to landlords/mortgagors/providers for a maximum of six consecutive months, including the payoff of arrears with the first assistance payment. Sierra Saving Grace is required to coordinate with the Salvation Army (above) to ensure that participants are not 2021 CAPER 16
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using both programs. After their contract with the City was executed in January of 2021, Sierra Saving Grace immediately began assisting Merced City residents who had lost income due to COVID-related reasons. Since then, they have assisted 43 households with rental, mortgage, and electric/gas utility payment assistance, for a total of $167,413 reimbursed to date. As the pandemic continues with new cases and continuing loss of income, this assistance continues to provide Merced residents with vitally needed help to keep their housing and utilities in good standing. Sierra Saving Grace also administers the non-COVID CDBG subsistence payments program listed and described elsewhere in this report.
Timely Expenditure of CDBG funds:
Unfortunately, because of one CDBG project not being able to be implemented during the 2021-22 year and others needing to be extended into the 2022 program year, this has meant that the City did not meet its normal timeliness obligations with regards to the timely expenditure of 2021 CDBG funds by its yearly May 2nd deadline.
However, a HUD Memorandum dated October 21, 2021, entitled, Community Development Block Grant (CDBG) Entitlement Program, Restarting the Corrective Actions Process for Untimely Expenditure, provides grantees like the City of Merced, and other jurisdictions experiencing expenditure challenges since the start of the pandemic, a temporary revision to its corrective action process, in order to help address the ongoing, overlapping effects that the City has experienced due to the pandemic and the administrative burdens the additional CARES Act CDBG- CV funding issued during the 2020-21 program year has created.
2021 CAPER 17
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 HOME
White 185 0
Black or African American 76 0
Asian 8 0
American Indian or American Native 3 0
Native Hawaiian or Other Pacific Islander 0 0
Total 272 0
Hispanic 66 0
Not Hispanic 206 0
Table 2 – Table of assistance to racial and ethnic populations by source of funds
Narrative
Please note that the above numbers do not reflect the 401 individuals assisted with CDBG funds who identify as "Other Multi-Racial,” 3 individuals who identify as “American Indian/Alaskan Native and White,” 2 individuals who identify as “Asian and White,” and 2 individuals who identify as “Black/African American and White.”
Of the programs that were implemented and closed out prior to the end of the Fiscal Year, the Housing Division and its public service partners was able to provide funding to assist or benefit approximately 2406 individuals through Public Service funding (not including Acquisition and Rehabilitation or administrative fund projects). The City provided HOME administrative funding to Project Sentinel, Inc., for fair housing services, which assisted a total of 220 individuals with housing discrimination case investigation, tenant/landlord counseling, and information and referrals, and to the Merced City and County Continuum of Care, which provided assistance to approximately 482 Point-In-Time (P.I.T.) homeless individuals, both sheltered (258) and unsheltered (224), that were residing in the City of Merced at the start of the program year (counted Thursday, January 28, 2021). Some of these individuals were assisted through CDBG funding to two Acquisition programs, as well as by Harvest Time’s food distribution program that delivered meals directly to homeless encampments throughout the City.
The populated data is not reflective of projects that were not implemented and/or closed out this fiscal year, projects currently underway or nearing completion, or other non-HUD funded housing projects.
These accomplishments will be reported in the 2022 CAPER next year.
Most notable of the unfinished programs is Harvest Time's replacement walk-in freezer/refrigerator 2021 CAPER 18
OMB Control No: 2506-0117 (exp. 09/30/2021)
unit, which still has not yet been installed pending approval of a building permit, which has needed several plans and specifications corrections, and Alliance for Community Transformations that planned to provide job and life skills training to shelter residents. Also delayed were the Lifeline CDC and Symple Equazion Symple Soul employment training programs, as well as the two acquisition programs (Merced Rescue Mission and Sierra Saving Grace Homeless Project) that were still affected by the delays that occurred over the previous (2020) program year due to the Coronavirus pandemic and related outreach restart, and late program implementation. Although both were able to finalize closings on their delayed 2020 projects early in the 2021 program year, both 2021 acquisitions were unable to close escrow on residential properties by year end, although both opened escrows in the Spring. Therefore, both 2021 acquisition programs will continue into the first three to four months of the 2022 program year. The 2022 CAPER, due next year, will reflect the accomplishments of all these delayed 2021 programs, as the City continues to work to get fully caught up on the accumulated pandemic program delays.
2021 CAPER 19
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 3,409,269 3,410,839
HOME public - federal 3,858,092 163,191
Other public - local 700,507 0
Table 3 - Resources Made Available
Narrative
The City of Merced received $1,132,674 in 2021 Community Development Block Grant (CDBG) and $548,734 in 2021 HOME Investment Partnership (HOME) formula funds. Through the repayment of existing rehabilitation and first time homebuyer loans of CDBG and HOME funds, approximately $233,833.99 in CDBG funds and $682,426.32 in HOME funds were received as Program Income.
The City has taken no action to hinder the implementation of the 2021 Annual Action Plan and has strived to implement related projects and programs that work toward achieving its goals and objectives.
However, like 2020 programs, some programs funded with 2021 funding have been unintentionally hindered by the accumulated year-to-year delays of Coronavirus pandemic, including the remaining “catch-up” work by Housing staff, and with respect to formula CDBG subsistence payments program, by the availability of other rental assistance funding still being available in the community. Additionally, the acquisition and rehab programs have been hindered by both the COVID-related implementation delays and a highly competitive housing market over the last two years.
Additional information provided in this report include approved Certificates of Consistency that were submitted by non-profit agencies applying for separate Federal funding. By approving these certificates, the City of Merced confirmed that the goals of the agencies, such as the Housing Authority of the County of Merced and Merced County Continuum of Care, are consistent with the City of Merced's goals and needs, as identified in the 2020-2024 Consolidated Plan.
Identify the geographic distribution and location of investments Target Area Planned
Percentage of
Allocation
Actual
Percentage of
Allocation
Narrative Description
City Wide 30 21.7
The City allocated 70% of its CDBG funds
towards low-income Eligible Census Tract areas
of the City.
Table 4 – Identify the geographic distribution and location of investments
2021 CAPER 20
OMB Control No: 2506-0117 (exp. 09/30/2021)
Narrative
For the 2021-22 program year, Merced anticipated that at least 70 percent of its CDBG funds would be spent reaching the 80 percent Area Median Income (AMI) disadvantaged census tracts. Additionally, as stated in the Strategic Plan, certain racially and/or ethnically concentrated areas of poverty were identified as having greater needs in the City. These census tracts are scattered throughout the community.
During the 2021 Program Year, the City was able to successfully direct 78.3% of its CDBG funding towards projects specifically located in these areas. The remaining CDBG funds were directed towards programs that would generally benefit extremely low- to moderate-income families, such as rental assistance programs, but where the specific locations of assistance - the addresses of the beneficiaries themselves - are located throughout the city.
Each year, a number of Merced's subrecipients provide services and housing to residents living in the targeted eligible census tracts, including Harvest Time (food distribution center) and Lifeline CDC (employment training) for the 2021 program year. The City's planned infrastructure projects for sidewalk, curb, and gutter improvements were also directed towards projects within these areas – however, they did not move forward during the program year.
Some of the remaining funds were targeted to the general population; however, because Merced is a relatively smaller community and low-income populations are distributed throughout, the City of Merced believes that those activities outside these census tracts will still serve low-income populations.
CDBG income-eligible Census Tracts now occupy most of the total census tracts in the City: Tracts 10.03,
10.04, a portion of 10.05, 13.01, 13.02, 14.01, 15.02, 15.03, 16.01, and portion of tract 17.00.
Of the beneficiaries assisted with CDBG funding during the 2021 program year, a total of 98.26% were extremely low- to moderate-income residents of the City. Although HUD requires a minimum percentage of 70% assist LMI residents, the City always strives to reach a 100% goal. The City was especially successful in reaching a large percentage of extremely low-income population – almost 80% to this population sector. Finally, a non-LMI percentage of 1.74% can certainly be explained by the pandemic and other economic uncertainties of the last year, where some months, especially as nationwide inflation and food costs increase, even above-moderate or borderline-income families are struggling.
2021 CAPER 21
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.
The City is dedicated to leveraging its funds towards increasing the number of affordable housing units available to City residents. During program year 2021, the 119-unit Childs and B Affordable Housing Project "unofficially" finished construction (official Certificate of Occupancy issued 8/18/22). By the time this report is submitted to HUD at the end of September, it is likely that tenants will have moved in and would be enjoying their new homes.
During the Spring of 2021, Development Services staff received Council and Resident direction and feedback regarding options for how to spend the rest of The Grove program income funds that were received by the City in January of 2021 (as reported in last year’s CAPER and the 2021 Annual Plan). Concurrently, the Housing Division was also working on and seeking public input to its 2021 Annual Action Plan, where the balance of the CDBG program income funds proposed to go towards several important public infrastructure projects and the rest of the HOME and LMI Asset Funds to helping fund affordable housing projects Council approved the 2021 Annual Action Plan on July 6, 2021, and HUD approved on October 27, 2021.
The City is currently in discussion with several affordable housing developers to begin the early stages of leveraging its remaining and future CDBG, HOME, CA Permanent Local Housing Allocation (PLHA), and American Rescue Plan Act (ARPA) U.S. Treasury funding allocations towards new affordable housing projects. Additionally, following a public process and approval of a HOME-ARP allocation plan, the City may also have HOME-ARP funds to dedicate towards affordable rental units for qualified populations, depending on the results of agency consultation and the public’s input.
Additionally, the City leveraged some of its CDBG administrative funds to the City and County of Merced Continuum of Care program’s Collaborative Applicant, for the administrative costs of overseeing homeless funding and programs for the nearly two-thirds of the County’s homeless that reside in the City. Without the City and County funding the Merced CoC, neither the County nor the City would be in compliance with HUD rules and regulations for homeless programs.
The City is also in various stages of leveraging its Housing Successor Agency properties towards the affordable housing needs of the community, by disposing those properties to affordable housing developers, namely: Fuller Center for Housing of Merced County, Certified Containers 2021 CAPER 22
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915, and Linc Housing.
All Participating Jurisdictions (PJs) receiving HOME funds, like the City of Merced, must contribute or match no less than 25 cents for each dollar of HOME funds spent on affordable housing. As PJs draw funds from HOME, they incur a match liability, which must be satisfied by the end each federal fiscal year. This being said, the HOME statute provides for a reduction of the matching contribution requirement under three conditions: 1) fiscal distress; 2) severe fiscal distress; and 3) for Presidentially declared major disasters covered under the Stafford Act.
When a local jurisdiction meets both distress criteria in 24 CFR 92.222, it is determined to be in severe fiscal distress and receives a 100% reduction of match. Individual poverty rate and per capita income (PCI) are based on data obtained from the latest American Community Survey (ACS) estimates from Census data. In 2021, for a jurisdiction to qualify as distressed based on the poverty criterion, its percentage persons in poverty must have been at least 17.96% , and to qualify as distressed based on the PCI criterion, its average PCI must have been less than $24,306. With a 2021 estimated poverty rate of 29.75% and a PCI of $20,363, the City of Merced’s match is reduced 100 percent.
Fiscal Year Summary – HOME Match
1. Excess match from prior Federal fiscal year 25,393,312
2. Match contributed during current Federal fiscal year 0
3. Total match available for current Federal fiscal year (Line 1 plus Line 2) 25,393,312
4. Match liability for current Federal fiscal year 0
5. Excess match carried over to next Federal fiscal year (Line 3 minus Line 4) 25,393,312 Table 5 – Fiscal Year Summary - HOME Match Report
2021 CAPER 23
OMB Control No: 2506-0117 (exp. 09/30/2021)
Match Contribution for the Federal Fiscal Year
Project No. or
Other ID
Date of
Contribution
Cash
(non-Federal
sources)
Foregone
Taxes, Fees,
Charges
Appraised
Land/Real
Property
Required
Infrastructure
Site
Preparation,
Construction
Materials,
Donated labor
Bond
Financing
Total Match
Table 6 – Match Contribution for the Federal Fiscal Year
HOME MBE/WBE report
Program Income – Enter the program amounts for the reporting period Balance on hand at
begin-ning of reporting
period
$
Amount received during
reporting period
$
Total amount expended
during reporting period
$
Amount expended for
TBRA
$
Balance on hand at end
of reporting period
$
2,009,540 681,792 88,260 0 2,603,072
Table 7 – Program Income
2021 CAPER 24
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Minority Business Enterprises and Women Business Enterprises – Indicate the number and dollar value of contracts for HOME projects completed during the reporting period Total Minority Business Enterprises White Non-
Hispanic Alaskan
Native or
American
Indian
Asian or
Pacific
Islander
Black Non-
Hispanic
Hispanic
Contracts
Dollar
Amount 0 0 0 0 0 0
Number 0 0 0 0 0 0
Sub-Contracts
Number 0 0 0 0 0 0
Dollar
Amount 0 0 0 0 0 0
Total Women
Business
Enterprises
Male
Contracts
Dollar
Amount 0 0 0
Number 0 0 0
Sub-Contracts
Number 0 0 0
Dollar
Amount 0 0 0
Table 8 - Minority Business and Women Business Enterprises
Minority Owners of Rental Property – Indicate the number of HOME assisted rental property owners and the total amount of HOME funds in these rental properties assisted Total Minority Property Owners White Non-
Hispanic Alaskan
Native or
American
Indian
Asian or
Pacific
Islander
Black Non-
Hispanic
Hispanic
Number 0 0 0 0 0 0
Dollar
Amount 0 0 0 0 0 0
Table 9 – Minority Owners of Rental Property
2021 CAPER 25
OMB Control No: 2506-0117 (exp. 09/30/2021)
Relocation and Real Property Acquisition – Indicate the number of persons displaced, the cost of relocation payments, the number of parcels acquired, and the cost of acquisition Parcels Acquired 0 0
Businesses Displaced 0 0
Nonprofit Organizations
Displaced 0 0
Households Temporarily
Relocated, not Displaced 0 0
Households
Displaced
Total Minority Property Enterprises White Non-
Hispanic Alaskan
Native or
American
Indian
Asian or
Pacific
Islander
Black Non-
Hispanic
Hispanic
Number 0 0 0 0 0 0
Cost 0 0 0 0 0 0
Table 10 – Relocation and Real Property Acquisition
2021 CAPER 26
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 695 468
Number of Non-Homeless households to be
provided affordable housing units 12 29
Number of Special-Needs households to be
provided affordable housing units 85 10
Total 792 507
Table 11 – Number of Households
One-Year Goal Actual
Number of households supported through
Rental Assistance 26 29
Number of households supported through
The Production of New Units 200 0
Number of households supported through
Rehab of Existing Units 5 1
Number of households supported through
Acquisition of Existing Units 3 1
Total 234 31
Table 12 – Number of Households Supported
Discuss the difference between goals and outcomes and problems encountered in meeting these goals.
1. Provision of Affordable Housing:
a. Number of Homeless households:
The City’s “Homeless Encampment Maintenance and Sanitation” project did not move forward (-200) Sierra Saving Grace acquired/began rehab on a 2-unit duplex (2020 funds); garage to be an additional unit (+1)
The Merced Rescue Mission acquired/began rehab on a 1-unit home (2020 funds) (no change) Gateway Terrace II project will no longer use HUD funding (-10) 2021 CAPER 27
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Continuum of Care assisted sheltered and unsheltered individuals/households (no change).
Symple Equazion completed its 2020 project for transitional shelter support and staffing costs; not previously included in this category (+12)
Childs and B affordable housing project will report 30 permanent supportive units for homeless next CAPER (-30)
b. Number of Non-Homeless households:
Sierra Saving Grace completed 2020 and began 2021 rental, mortgage, and utility assistance program, assisting 29 households (+17).
Sierra Saving Grace and the Salvation Army assisted a total of 81 households with CDBG-CV rental, mortgage, and utility assistance. The -CV assistance is not reflected in the above table. c. Number of Special-Needs households:
The Alliance for Community Transformations was provided shelter support and life skills training to 10 households; remainder to be reported next CAPER
2. Households Supported Through Project Types:
a. Rental/Mortgage and Rental Deposit Assistance:
Sierra Saving Grace – CDBG program (remainder of 2020 and 2021 CDBG): 29 households Alliance for Community Transformations – CDBG: 0 deposits disbursed (Not reported in above table: CDBG-CV programs - Sierra Saving Grace and Salvation Army: 81 households)
b. Production of New Units:
The Childs and B Street Affordable Housing Project completed a total of 119 new affordable rental housing units after the end of the program year; accomplishments and demographics to be reported in next CAPER.
c. Rehab of Existing Units:
Sierra Saving Grace Homeless Project – Acquisition with Rehab: A 2-unit property was purchased with 2020 funds, to be expanded to 3 units during rehab. Rehab was not completed by year-end, and accomplishments/demographic data will be reported in the next CAPER.
Merced Rescue Mission – Acquisition with Rehab: a 1-unit property was purchased with 2020 funds, with minor rehab/repairs only, and occupied by an income-qualified tenant, for a total of 1 household.
Rehabilitation projects using 2021 funds will be reported in next year’s CAPER d. Acquisition of Existing Units:
2021 CAPER 28
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Sierra Saving Grace Homeless Project: The property has been acquired but is unoccupied pending ongoing rehab work; will be reported in next CAPER.
Merced Rescue Mission: 1 household
Acquisition projects using 2021 funds will be reported in next year’s CAPER Discuss how these outcomes will impact future annual action plans.
1. Provision of Affordable Housing:
• Homeless: a) the accomplishments of the future Gateway Terrace II project will not be reported in future CAPERs and/or Annual Plans; b) the accomplishments of Sierra Saving Grace and Merced Rescue Mission’s 2021 acquisition/rehab projects to add permanent supportive housing for formerly homeless will be reported in next year’s CAPER; c) any new projects using 2021 HOME or CDBG funds to benefit homeless households will be reported in next year’s CAPER. • Non-homeless: a) Any remaining households assisted with 2021 funding by Sierra Saving Grace for rental/deposit assistance will be reported on next year’s CAPER; b) further CDBG-CV rental/mortgage assistance accomplishments for both Sierra Saving Grace and the Salvation Army will be reported in next year’s CAPER.
• Special Needs: a) the remaining accomplishments for the Alliance for Community Transformations 2021 program will be reported on next year’s CAPER.
2. By Project Type:
• Rental Assistance: please see above
• Production of New Units: please see above
• Rehab of Existing Units: a) please see above; b) we will see the restart of Habitat for Humanity’s Homeowner-Occupied Rehabilitation program during the 2022 program year – therefore, these number should improve for next year’s CAPER; c) with award of California HCD funds for homeowner rehab projects, and the provision of 2022 admin funds to Self-Help Enterprises to administer the program, these numbers will also be reflected here next year. • Acquisition of Existing Units: please see above
2021 CAPER 29
OMB Control No: 2506-0117 (exp. 09/30/2021)
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 18 0
Low-income 8 0
Moderate-income 4 0
Total 30 0
Table 13 – Number of Households Served
Narrative Information
In the table above, HUD requires only those figures for affordable housing rental units (none), acquisition with rehab (Merced Rescue Mission), homeownership assistance (none), and rental assistance programs (Sierra Saving Grace CDBG program only) be included.
Based upon the various public service and other programs funded through CDBG and HOME for which income by family size is required, a total of 30 extremely low-, low-, and moderate-income households were assisted with housing and/or benefitted in some way regarding housing-related needs, specifically including closed-out acquisition with rehab activities (1 household) and CDBG rental, mortgage, and utility assistance (29 households) by the end of the program year. Sierra Saving Grace’s acquisition with rehab purchase was not occupied by the end of the program year; therefore, no demographic and income data has been collected (will be recorded on next year’s CAPER after the activity is closed out).
CDBG funds were used for activities benefitting low/mod persons and were in compliance with certifications that require no less than 70% of CDBG funding during the specified period on activities that benefit low/mod person. During the 2021-2022 program year, 98.26% of CDBG/CDBG-CV funding was directed towards LMI households and persons.
Additionally, included in the Attachments is the PR23 reports for both CDBG and HOME, which reflect Matrix Code, Accomplishment Type, Beneficiaries by Income Category, which include census for persons, and Units.
Not reflected in this table are CDBG & HOME projects still underway, projects that will close escrow and/or be closed out after June 30, 2022, CDBG activities that benefit residents living in Low/Mod Areas of the City, all CDBG-CV projects (food distribution, business/microenterprise assistance, and rental/mortgage/utility assistance), and fair housing services. Some of this additional data is provided below:
Additional Low-Mod Accomplishments - HOME
2021 CAPER 30
OMB Control No: 2506-0117 (exp. 09/30/2021)
Project Sentinel (Fair Housing Services): 6 Extremely Low (0-30% AMI); 2 Low-Mod (31-50% AMI) Additional Low-Mod Accomplishments - CDBG
Harvest Time (Food Distribution): 493 Extremely Low (0-30% AMI); 96 Low-Mod (31-50% AMI); 11 Moderate (51-80% AMI); 10 Non-Low Moderate (81-100% AMI) Symple Equazion (Aim HIGH Shelter): 12 Extremely Low (0-30% AMI) Alliance for Community Transformations (employment training): 10 Extremely Low (0-30% AMI) Other Low-Mod Accomplishments - CDBG-CV
Sierra Saving Grace (rental/mortgage/utility): 33 Extremely Low (0-30% AMI); 7 Low-mod (31-50% AMI) Salvation Army (rental/mortgage/utility): 21 Extremely Low (0-30% AMI); 14 Low-Mod (31-50% AMI); 4 Moderate (51-80% AMI); 1 Non-Low Moderate (81-100% AMI) United Way (Businesses/Microenterprise) - employees: 14 Extremely Low (0-30% AMI); 2 Low-Mod (31- 50% AMI)
Merced County Food Bank (food bank): estimated 72,137 households (income data not tracked)
2021 CAPER 31
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
The City relies on its partnerships developed through the Continuum of Care and non-profit organizations (CDBG-funded Public Service activities) to reach out directly to homeless individuals in need of these services.
Among others, the following standout positive outcomes helped to direct resources towards homeless programs and activities:
• The CDBG-funded Neighborhood Facility at the Childs and B Affordable Housing Project was completed by the end of the program year, with the HOME-funded individual apartment structures and the facility receiving their Certificate of Occupancies on August 18, 2022, after the end of the program year. The project utilized $2,400,000 of 2020 CDBG funds towards the Neighborhood Facility, that will offer classes to the general public, and used $1,374,000 of HOME funds towards construction of the 119 residential units, 30 of which are permanent supportive units for formerly homeless. The facility completion is recorded in accomplishments in this CAPER, and demographic data for the units will be reported in next year’s CAPER. • Though the effects of the 2020 Annual Plan approval delays continue, the Merced Rescue Mission and Sierra Saving Grace Homeless Project's acquisition with rehabilitation programs were able to successfully close escrow on properties using 2020 funding, implement new 2021 programs, then find and have new acquisition properties under escrow using 2021 funds by the end of the program year. Both programs’ acquired and rehabbed homes will be offered to either case-managed formerly homeless or to very- to moderate-income families and individuals. • A total of sixty (72) individuals in 29 households received emergency rental, mortgage, or utility payment assistance through Sierra Saving Grace's CDBG assistance program to prevent homelessness (non-COVID).
• The City of Merced provided the City and County Continuum of Care Collaborative Applicant (Merced County Human Services Agency) administrative funding support in managing homeless support and homeless prevention programs to benefit homeless who reside within the City Limits, both sheltered and unsheltered.
Additionally, the City of Merced participates in the Merced City and County Continuum of Care’s Coordinated Entry (CE) system, which is linked to a wide range of public & private agencies through street outreach within the CoC jurisdiction, so that people sleeping on the streets are prioritized for assistance in the same way as all other homeless persons.
The Vulnerability Index - Service Prioritization Decision Assistance Tool (VI-SPDAT) is used to help 2021 CAPER 32
OMB Control No: 2506-0117 (exp. 09/30/2021)
determine chronicity and medical vulnerability. Outreach workers administer VI-SPDAT on the streets, in encampments, and remote areas that identify the best type of support and housing interventions that fit their needs, including Permanent Supportive Housing (PSH) with a Housing First approach and Rapid Rehousing (RRH).
CoC advertises the CE process in ways that include: 1) leaving business cards of outreach workers; 2) leaving flyers that describe the process and include contact information; 3) leaving information at service sites; 4) leaving information at public locations; 5) educating mainstream service providers; 6) at events that attract homeless persons; 7) navigation center; 8) 2-1-1 help line; and 9) meal programs at centers and parks.
Addressing the emergency shelter and transitional housing needs of homeless persons The City of Merced participates in the Merced City and County Continuum of Care which is linked to a wide range of public & private agencies working together to address emergency and transitional housing needs of homeless persons. This past year, the City of Merced collaborated with the following organizations to provide immediate shelter to chronically homeless individuals or individuals at-risk of becoming homeless:
• Sierra Saving Grace - Rental and Utility Payment Assistance • Alliance for Community Transformations – Valley Crisis Center (victims of domestic violence) • Merced County - COC Collaborative Applicant
The City worked with Sierra Saving Grace to assist 24 households with rental and utility payment assistance to help them pay their late rent or mortgage and utility bills. This helped these families avoid eviction or foreclosure and/or gas and electricity shut-off due to nonpayment, which would have resulted in loss of their basic means to cook meals or heat and cool their homes, crucial in summer temperatures that regularly reach over 100 degrees for days at a time.
Additionally, the City continue to work with both the Merced Rescue Mission and Sierra Saving Grace under separate programs using 2021 program funds to acquire and rehab homes to use for permanent supportive housing units within the community.
In March of 2021, Merced County opened the Navigation Center, a 15,000 square-foot, 75 bed facility that serves as a low-barrier, 24/7 emergency shelter and temporary living facility option for individuals and acts as an initial step in transitioning individuals out of homelessness and connecting them with local services. Onsite supportive services are provided, and each client is assigned a case manager, whose goal is to link them to permanent supportive and affordable housing as quickly as possible, while concurrently working on barriers to sustainability, such as lack of income or behavioral health challenges. The Merced County Rescue Mission, who is contracted by the County to manage the facility, established a Navigation Center Advisory Committee to work with partners, including businesses and organizations in the community, as a component of its policy to ensure community involvement and 2021 CAPER 33
OMB Control No: 2506-0117 (exp. 09/30/2021)
coordination to maximize the program's positive impact on the surrounding neighborhood. The average anticipated length of stay is six months.
The County's Navigation Center will also partner with the property management company of the Childs Court/Childs and B Street Apartments nearby to coordinate the permanent housing of up to 30 Navigation Center clients. In this way, it allows for a more comprehensive case management plan of the client/resident and a chance for greater success in that endeavor.
The Merced Rescue Mission has seen additional success this year in opening their “Village of Hope” campus, located at 129 W. Cone Avenue, just outside the Merced city limit boundary. Phase I of the new campus opened for residents on Friday, March 4, 2022, and provided buildings with residential units for MRM’s Hope Respite Care, Hope for Veterans, and Hope for Families programs. A future Phase II, which will be the faith-based side of the campus, will provide a building for the Hope for Men and Women program and space for a computer lab, classrooms, a chapel, and offices.
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 County-wide Continuum of Care's homeless prevention strategy was implemented to help identify specific risk factors based on fact-finding with general assistance, mainstream, and prevention assistance providers that include loss of income, history of residential instability, sudden death or illness, utility shutoffs, etc.
A strategic step of the prevention strategy focuses on shelter diversion by stabilizing the households in current housing or by temporarily sharing housing with other family members or friends until the household is ready to obtain and maintain permanent housing.
Steps also include links to temporary or ongoing support and case management, if needed. Temporary support may include one-time or short-term rental and/or utility assistance and participation in employment services. Ongoing supports may include mainstream resources and job training. Case management, if desired by the household, may be short-term.
The overall goal of the homeless prevention strategy is to stabilize the household and prepare a plan if another housing crisis occurs.
In addition, the Merced County Rescue Mission operates a Respite Care program that focuses on helping homeless persons discharged from local hospital and healthcare facilities. The Respite Care program offers such persons a safe and supportive environment, as well as meals and oversight of medical 2021 CAPER 34
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treatment, while helping them explore long-term housing options through case management.
In 2019, the City funded LifeLine Community Development Corp.'s "Empower Loughborough Community" program. Though it got a late start in implementation due to the pandemic-related delays and having to re-invent its methods of interacting with residents of the Loughborough area community because of social distancing, the program continued to be implemented over the last two years and applied for and implemented its 2021 program to build and expand the program to other nearby apartment complex communities nearby. The program focuses on residents living in Census Tract 10.03, a Qualified Census Tract that has a large percentage of low-income families and higher crime, by providing them with job skills, mentorship, personal finance training, and childcare, that will eventually enable them to lift themselves out of systemic poverty.
While categorized as a Neighborhood Cleanup activity, Restore Merced's "Restore Jobs" transitional employment program initially got its start from 2018 and 2019 CDBG funds, providing homeless or formerly incarcerated men with jobs, mentorship, and case management during their work in cleaning up certain LMI Census Tracts in the City, removing over 60 tons of trash and bulky debris within the 2019 program year alone. Beginning at the end of the 2019 program year, the City began contracting independently with Restore Merced using its Solid Waste Enterprise Funds through its Public Works Department to maintain its downtown and creek areas, enabling the organization to continue employing these individuals. Since its inception, Restore Merced has consistently seen its former employees successfully progress to mainstream jobs and positive lives.
The City also supports the existing transitional shelter programs by the Alliance for Community Transformations (ACT) and by Symple Equazion. The City continues to work with these organizations, as both have applied for and were awarded 2021 CDBG funding. Both programs will continue into the 2022 program year.
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
By supporting the Merced City and County Continuum of Care, helping homeless persons includes:
• Focusing more intensely on chronically homeless individuals and families through street outreach, and engagement into areas and encampments where chronically homeless persons are known to live;
• Engaging chronically homeless households through the Coordinated Entry System, to help link them to the appropriate permanent supportive housing provider and level of supportive services;
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• Increasing resources to provide bridge housing for chronically homeless households who need a short-term stay while awaiting permanent housing availability that includes low-barrier shelter and vouchered stays in motels;
• Connecting chronically homeless households to mainstream resources, including Medi-Cal and behavioral health services while awaiting PSH placement; • Connecting chronically homeless households to community resources such as food, transportation, money management, housing counseling services, etc., to ensure they maintain their housing; and,
• Emphasizing a consumer-driven mindset that is choice-based.
The Coordinated Entry System (CES) plays a critical role in providing the right intervention for each homeless family to effectively house them within 30 days. CES helps families avoid entering shelters by offering assistance to help them remain in their housing or live with friends and families for a short period of time in order to gain time to move into permanent housing. If emergency shelter is needed, rapid rehousing assistance and supportive services are provided to help ensure a stay of no more than 30 days. Services are provided within a housing first and low-barrier environment. Assistance is flexible, so that families with lower barriers receive modest financial assistance and those with higher barriers receive moderate assistance.
The Continuum of Care has also developed more effective coordination between prevention efforts and mainstream benefits and programs.
Merced County Regional Homeless Plan
On June 17, 2019, the City Council provided staff direction on a conceptual Regional Homeless Plan that would bring coordination of jurisdictions County-wide to address concerns associated with homelessness and the homeless population. Since then, the Regional Homeless Plan has received next- step approval by Merced County, but has been sidelined since then by the Coronavirus pandemic.
The concept first began with State Assemblyman Adam Gray's ability to obtain funds for facility improvements in the County and grew from conceptual meetings between regional leaders to potential fruition of the concept, with CA Governor Gavin Newsom's willingness to support regional solutions for homelessness in the State budget. The County's conceptual plan also includes the County's Continuum of Care program and business owners within the County.
The County Regional Homeless Plan includes a housing-first concept that increases low-barrier temporary and permanent housing under the following purposes and principles: 1) establish and enlist measurable objectives; 2) strategic and efficient use of State and Federal funds across jurisdictions; 3) create client-focused best practices that serve the individual, not just the program. Key objectives of the Plan include outreach and engagement and development and expansion of housing resources and opportunities (Housing First, Navigation Center, interim housing, permanent housing, and long-term supportive housing).
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System Support and Proposed Actions: 1) Identify and categorize all available funding for services across agencies; 2) Develop multi-agency teams to engage individuals experiencing homelessness; 3) Develop a housing inventory or registry program to aid in expediting placements using vouchers; 4) Update the Coordinated Entry System (CES) and Homeless Management Information System (HMIS) to enhance assessment tools and collect data more effectively; 5) Implement a Homeless Court aimed at addressing chronic cases; and, 6) Enhance case management efforts to achieve independence.
Potential facilities within the City of Merced include: 1) Navigation Center to provide 96-192 beds and supportive services; and, 2) Enterprise Center to provide intervention services. Constructed and operated by the County of Merced, the estimated capital investment will be approximately $5,735,000, with an estimated annual operating budget of $2,500,000, and will result in an increase of approximately 92-192 beds within the city limits. Other facilities planned in nearby incorporated and unincorporated communities within the county will add another estimated 101-129 beds within the countywide region over time.
Homeless Court Program
In March of 2020, the Merced City Council approved a Homeless Court Memorandum of Understanding among the County of Merced District Attorney's Office, County of Merced Public Defender's Office, Public Defender Firm Ciummo and Associates, the Superior Court of California/Merced County, and the City of Merced to establish the Homeless Court Program (HCP), a collaborative court that will provide homeless and formerly homeless individuals an opportunity to resolve outstanding eligible pre- and post-judgement criminal cases and/or infractions, in the interest of promoting public and individual safety and self-sufficiency. The HCP will address the unique needs of the homeless population's legal challenges, which hinder an individual's ability to re-establish themselves into society. The HCP is designed to reward eligible individuals who have made significant progress in improving their situation through participation in a treatment program with access to additional community and court resources.
Examples of eligible program service activities include behavior health and recovery services, employment or employment training services, individual counseling, chemical dependency meetings, or other like activity approved by the Homeless Court Coordinator. Eligible cases for the HCP include both infraction and misdemeanor traffic and criminal fines.
The City Manager and City Attorney's Office staff provide staff support to the Homeless Court on behalf of the City of Merced, and until a more permanent option is identified, Merced County provides the coordinator duties by facilitating and implementing the administrative functions of the program.
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2022 Certificate of Consistency - Merced City and County Continuum of Care
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CR-30 - Public Housing 91.220(h); 91.320(j)
Actions taken to address the needs of public housing
The Housing Authority of Merced County (HAMC) is the public housing agency serving those needs within the City of Merced. HAMC is independent of the City of Merced, and the City retains no control or decision-making over its funding, voucher programs, or implementation of programs. HAMC owns multiple public housing properties in Merced. The City does not own any public housing.
The City of Merced continues to work closely with non-profit organizations who, in association, work closely with HAMC to provide assistance to low-income families in the development of housing projects in Merced. In this connection, the City and HAMC each strive to address the public housing needs of the community. The Housing Authority provides and manages the Housing Choice Voucher program, formerly known as Section 8. As of the 2022-2023 PHA Plan fiscal year, the waiting list for this program is 2,379 families countywide. Of that number, 1,195 are families with children.
On January 10, 2022, the Authority selected 1,200 applicants from the previous existing waiting list (previously over 3,556 families) for housing. However, due to the lack of available units and the community’s low vacancy rate, many of these families still experience difficulty finding and securing housing.
The success of the HAMC assistance within the City of Merced continues to hinge on the shortage of available units, and the lack of affordable, decent housing is a major issue in Merced County as a whole.
Developing enough affordable housing in the jurisdiction to meet the need is a huge challenge for stakeholders seeking to improve the quality of life for a large sector of our population.
The newly completed Childs and B Affordable Housing Project will use HAMC-issued vouchers, and the City is in discussions with other affordable housing developers to partner with in creating more affordable rental units within the next two to five years, at minimum, with voucher assistance from HAMC.
Actions taken to encourage public housing residents to become more involved in management and participate in homeownership
The Housing Authority of Merced County (HAMC) encourages residents to participate in policy, procedure, and program implementation and development through its Board, particularly focusing on self-sufficiency and enhancing the quality of one's own life. HAMC connects residents and participants to services, activities, and other organizations that promote that vision. There are community and network center partnerships for residents to utilize, including public computer centers. On the HAMC website, residents can locate relevant services and service providers in dedicated resident and resident services sections. Additionally, HAMC distributes information via webpage and mail-outs to participants about the status of its programs and residents for current and future participants, relevant news, information on training and employment opportunities, and other community resources available. Public housing 2021 CAPER 39
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residents also participate in the development of the HAMC five-year and annual plans. The HAMC distributes a survey to prioritize residents’ needs and schedule short- and long-term improvements.
Actions taken to provide assistance to troubled PHAs
The Housing Authority of Merced County (HAMC) is not designated as “troubled.” 2021 CAPER 40
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2022 Certificate of Consistency - Merced County 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) City of Merced Housing staff continues to move forward to meet the daily challenges and has worked to educate sub-grantees, identify challenged areas, establish community partnerships, and improve upon outdated processes to create an efficient, effective program.
It can be difficult for very low to moderate-income first-time homebuyers to acquire enough savings to pay for down payment and other costs. To address this problem, the Housing Program continues to service existing First Time Homebuyer Program (FTHB), a special low-interest, deferred-payment loans funded by the HOME program, Neighborhood Stabilization Program (NSP), and previous-year CalHome funds.
After two years of previous application attempts with no award, the City successfully applied for (November 2021) and was awarded $2.5 million of new 2021 CalHome Program funding from the State of California Housing and Community Development (HCD) on April 19, 2022. This amount will be split towards the following activities and amounts: 1) homeowner occupied rehabilitation - $1,375,000; and 2) first time homebuyer for mortgage assistance - $1,125,000. The City learned from previous failed applications and, this year, enlisted the partnership of Self-Help Enterprises for their expertise in both applying for and managing the programs post-award, in order to score more points towards a successful award. We expect to have the program on-line and assisting Merced residents by late fall of 2022, after HCD’s final execution of a Standard Agreement and after a Subrecipient Agreement with Self-Help Enterprises using the City’s 2022 CDBG administrative funds is fully executed. Since 2017, we have maintained a waiting list of potential applicants who we have determined to be preliminarily income- qualified and Self-Help Enterprises will contact these residents in listed order when they are ready to begin the program.
Additionally, we still expect to be able to fund a handful of new loans during the 2022-2023 program year from a small pool of program income that has accumulated over time from payments received on existing loans that we continue to administer.
In February 2020, the City received a $310,000 State award of SB2 Planning Grant Program funds that will fund planning activities directed at accelerating the production of new housing units in the City. Our application to the State proposed to direct these funds towards several activities, including updating the Accessory Dwelling Units (ADU) Ordinance, developing off-the-shelf ADU plans to streamline permitting processes, and development of the SB2 20-year Plan to strategize use of future SB2 annual allocations towards activities that reduce the cost and policy barriers for residents. This work is ongoing. 2021 CAPER 42
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In June 2021, the City received an award of $300,000 by the CA HCD Local Early Action Planning Grants Program (LEAP) that will assist us in examining and updating ordinances and policies that may have historically and unintentionally served to limit the development of affordable housing. This work also continues to make progress.
For the upcoming 2022 program year, the City will restart its Homeowner Rehabilitation program with Habitat for Humanity, Stanislaus County to benefit low-income homeowners. These homeowners, while able to pay their mortgages and taxes, are not able to afford large or even small-scale repairs to maintain the home itself over time. The program removes the financial barriers of those repairs by providing a low-interest loan that is forgivable after 15 years of continued owner occupancy.
Actions taken to address obstacles to meeting underserved needs. 91.220(k); 91.320(j) The 2021 Annual Action Plan identified the lack of funding resources that fully address all the needs of target-income residents as one of the primary obstacles in meeting underserved needs. One way to combat this is to encourage programs that produce the most widespread benefit, and another is to partner with other agencies and non-profit organizations to pool resources that attain the same or similar goals. Another identified obstacle is the location of services for those that need access to them.
The City of Merced Housing Division has partnered with the Merced County Human Services Agency as Collaborative Applicant to develop and implement the Continuum of Care program within the City of Merced and County of Merced jurisdictional lines. Almost two-thirds of Merced County’s homeless reside within the city limits. Through the Annual Plan, the City of Merced continues to provide CDBG administrative funds to support staff costs of the Merced County Human Services Agency’s Collaborative Applicant role. Several positive activities spearheaded by the Continuum of Care can be found throughout this document and past year's performance reports.
In 2011, the City and County of Merced took a lead role in providing resources to the homeless in Merced and the County outlying areas and smaller communities by adopting the 10-Year Strategy to End Homelessness. The plan discussed the extent of homelessness in Merced County, recommended best practices, identified potential local resources, described solutions, and ultimately rendered area organizations eligible for federal Continuum of Care grant funding. Additionally, the City intends to support and complement the goals of a County of Merced Community Regional Homeless Plan (still in draft form) by striving to fund any of the following activities each year through public services and housing provider partnerships, as funding availability, non-profit organization capacity, and community need allows:
• Rental and utility assistance/homeless prevention
• Security deposit assistance/support for rapid re-housing programs • Owner occupied rehabilitation
• Housing navigation services
• Homeless program operating cost support
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• Health services
• Mental health services
• Legal aid services to homeless and low-income persons • Services for victims of domestic violence
• Permanent supportive housing
• Employment training
• Programs to address barriers to employment, such as self-sufficiency skills and personal finance education
• Childcare services, including parenting skills classes • Food bank operating costs
• Construction of affordable housing units
• Provide “set-aside” units within housing projects for homeless and special needs • Fair housing services
As the Housing Division does not have the staff capacity to provide these services, the City relies heavily on existing and new non-profit organizations as subrecipients to carry out these activities.
In Spring of 2021, the City accepted funding requests from nine (9) public service and other programs that proposed activities that included rental and utility assistance, special needs groups assistance, food distribution services, and work readiness training. The requests totaled less than the City's 15% public service cap, and the City approved all of those requests. This year's programs helped to address some of the activities identified above.
Actions taken to reduce lead-based paint hazards. 91.220(k); 91.320(j) Since a majority of housing units in the City of Merced were built before 1978, the City requires lead- paint testing for all acquisition and rehabilitation projects. If lead-based paint is detected within the project area, the Housing Division requires that the problem is abated prior to the final reimbursement, closeout of the project, and occupancy of the unit. As required by Federal and State funding sources, housing rehabilitation programs must comply with the Residential Lead-Based Paint Hazard Reduction Act of 1992 (Title X) and subsequent changes made since its enactment.
As part of its procedures, the City requirements include:
• Notification of potential lead-based paint hazards
• Identification
• Treatment, if necessary
The City works with its Acquisition with Rehabilitation and Homeowner Occupied Rehab subrecipient partners to abate properties that are identified as potentially containing lead-based paint by requiring testing for every project. The practice of automatic testing for all relevant projects was fully implemented in the 2019 Annual Plan for all contracts and programs, no matter the age of the structure 2021 CAPER 44
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involved.
This past year, Habitat for Humanity of Stanislaus County (HFHS) did not start any Lead-Based Paint abatement projects for existing residential units in Merced, due to a HUD-required cease of the program related to deficiencies discovered in the environmental review procedures carried out for the project.
For the upcoming 2022 program year, however, deficiencies corrected, the City will restart this program and the partnership with Habitat for Humanity to assist homeowners and abate properties of lead paint hazards.
Actions taken to reduce the number of poverty-level families. 91.220(k); 91.320(j) The City's anti-poverty strategy is based on funding and supporting a range of housing, employment, and family service opportunities aimed at enabling those in poverty to move into or increase their skills in the workforce. Also, the City, in cooperative efforts, continues to work with the Continuum of Care and its partnering cities and non-profit agencies to identify resources available to reduce the number of persons living below the poverty level and address the needs of the community.
We continue to encourage job and life skills training and the provision of connections to employment agencies, and for the 2021-2022 program year, the City awarded funding to three programs that propose to provide these elements (Lifeline CDC, Alliance for Community Transformations, and Symple Equazion). Because of the accumulated delays since the 2020 program year, not all contracts for these programs were in place by the end of the 2021 program year, though the organizations implemented the programs themselves. We will process reimbursements for eligible expenses as these contracts are fully executed.
Actions taken to develop institutional structure. 91.220(k); 91.320(j) The City continues to support and encourage an institution-wide - even inter-agency - cooperation and partnership with developers, non-profit organizations, and other organizations through the provision of financial and/or technical assistance in working towards the shared goal of providing affordable housing opportunities to extremely low-, very-low, low- and moderate-income households. As we continue these relationships, we are constantly evaluating and striving to improve on their effectiveness in addressing the community's housing issues. The City continues to find ways to provide support by way of multi-agency partnerships, technical assistance, funding support, expedited permit processing, fee deferrals, land write-downs, and incentives and concessions that meet or exceed State density bonus law as appropriate.
The City’s partnership with The Richman Group and Central Valley Coalition for Affordable Housing to fund, entitle, design, permit, and build a 119-unit 25% permanent supportive affordable housing complex located at the northwest corner of Childs Avenue and B Street in the City saw the successful final completion of construction for the project between May – July of 2022, after breaking ground in January of 2021.
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In October 2021, nearly two years after HUD’s January 2020 environmental monitoring found deficiencies in environmental review of selected projects, the City received final HUD decision on issuance of an Authority to Use Grant Funds for Gateway Terrace II, a 50-unit 20% permanent supportive affordable housing complex that is intended to house 10 of the City's homeless veterans. As a result, the project may not use any of the City’s CDBG or HOME and must repay pre-development expenses that had already been reimbursed to the developer. The City is in the process of switching funding to local funds (Housing Successor Agency’s LMI Asset Funds) and preparing to repay HUD with this local funding source. HUD is also requiring repayment of funds for three other projects with local funds.
The City believes this setback strengthens our resolve to be diligent and thorough in our approach to working with developers, monitoring the progress of projects at all stages, and remaining compliant with all HUD rules, laws, and authorities. The City is currently updating its environmental, monitoring, and other policies and procedures to reflect HUD requirements.
The Housing Division also continues to work with the all City departments, particularly Code Enforcement, Police/Fire, and Building, to identify substandard housing and encourage the owners to contact the Housing Division. If the homeowner is living in a non-compliant residence, Housing staff will contact Habitat for Humanity to see if the homeowner is eligible for the Homeowner Rehabilitation Program. If the property owner is not living on-site and would like to sell the substandard unit, we assist the property owner in connecting with a local non-profit organization to purchase and rehabilitate the unit, thereby transforming the unit from market rate to affordable, permanent supportive housing.
Whether by homeowner rehab or acquisition and rehab, these measures to identify and improve these units in this way also improves and stabilizes the neighborhoods in which they are located and improves the lives of the residents in them.
Lastly, the City continues to encourage the creation of housing units for households earning 30% or less of Median Family Income, with emphasis on housing for families, single-occupant units, transitional facilities, and housing units serving temporary needs.
Actions taken to enhance coordination between public and private housing and social service agencies. 91.220(k); 91.320(j)
The City continues to hold community meetings to enhance coordination between housing providers, government agencies, and other key stakeholders in the City and County.
We have also continued to participate in and fund the Continuum of Care (CoC), joining other governmental agencies, service providers, and community member in sharing information on existing programs, identifying areas for improvement in the coordination of services, and exchanging knowledge of best practices to better understand and address the community’s needs as a whole. The Continuum of Care holds quarterly board meetings to provide a platform for agencies to coordinate services and exchange information. Board Members of the Continuum of Care include public housing authorities, 2021 CAPER 46
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service providers, community stakeholders, and people who have experienced homelessness themselves. These meetings are held to address unmet needs and ensure that resources are leveraged and not duplicated.
The Merced County Human Services Agency became the Collaborative Applicant in 2017 and still oversees the CoC. A staff member is designated to serve on the Board as a liaison between the department and homeless clients/service providers experiencing barriers in receiving assistance. The County has had a significant presence in the Project Homeless Connect events held each year pre- COVID-19. At these events, the needs of at-risk individuals and people experiencing homelessness were assessed on-the-spot to get them connected to services immediately. These linkages increased the community’s efforts to avoid discharge into homelessness, as well as to serve the existing homeless population. It is our hope that these beneficial events will resume.
In addition to the actions listed above, the City will continue to enhance coordination and work with the Housing Authority of Merced County, housing and service providers, and faith-based organizations to identify services, housing, and other needs. Also, besides the Merced Rescue Mission and Sierra Saving Grace with their City-funded acquisition programs, other public agencies that we will continue to collaborate with include the Central Valley Coalition for Affordable Housing and Habitat for Humanity Stanislaus. These and other such relationships are extremely important in providing safe, affordable housing to residents in need.
Identify actions taken to overcome the effects of any impediments identified in the jurisdictions analysis of impediments to fair housing choice. 91.520(a) Insufficient supply of affordable rental housing:
The City of Merced has identified the provision of affordable housing as a priority in the City’s Housing Element, as well as the Analysis of Impediments to Fair Housing Choice, and it is a need expressed continually by the residents of our community. The City continually works to be able to provide these crucial housing units.
While the City is not a direct provider of affordable housing, it does assist developers and non-profit organizations with affordable housing funding. In 2018, the City of Merced entered into partnership agreements with affordable housing developer The Richman Group, LLC, Central Valley Coalition for Affordable Housing, and Merced County, to seek funding for, entitle, design, permit, and construct a new 119-unit permanent supportive (30 units) and affordable housing (89 units) apartment complex.
With the exceptional boosts of a June 2019 award of $13.9 million from the State of California's Strategic Growth Council, and the February 2020 award of $27 million in State Tax Credits, the apartment complex broke ground in January 2021 and completed construction on all buildings between May-July 2022.
With the large amount of CDBG, HOME, and LMI Asset Funds received from the Grove Apartments 2021 CAPER 47
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payoff in January 2021, the City has these additional funds that can be used to further alleviate the impediments to housing choice that the affordable housing crisis continues to present. The City has been in discussions with several affordable housing providers after publishing an RFQ (Request for Qualifications) in April 2021 to begin recruiting suitable partners with which to collaborate with.
Including 2021, each year the City pursues acquisition and rehabilitation of existing affordable rental units in collaboration with non-profit organizations and leverages other City monies to assist with financing new construction.
Since Fall 2020, the City has hosted multiple virtual and in-person meetings to discuss potential changes to current ordinances and policies that may be unintentionally causing barriers to housing construction and affordability. As a result, staff and City Council has proactively looked for ways to increase the number of affordable units, whether by creating workable, custom-fit policies unique to Merced, by seeking funding opportunities and creative subsidy layering strategies, or a combination of all. In April of 2022, the City Council adopted Resolution 2022-15 approving a Regional Housing Needs Allocation Unit Production Plan, intent on developing an interim mechanism for an accountability process requiring the production of affordable units as part of new market rate developments. The plan is tailored to Merced’s desire to maintain a balance between the number of units needed and the profit margin needs of the builders themselves.
Unfair Lending Practices:
While we were not able to implement homebuyer education classes in 2020 or 2021, this remains a goal for future Annual Plan funding. These classes will give residents the knowledge they need to help them recognize any unfair lending practices in their future home purchase transactions.
Continual - Fair Housing Education Efforts
Project Sentinel's fair housing program served 18 residents through the eight case investigations that were performed, 102 residents through information and referral calls, and a total of 100 residents (20 households) through their Tenant-Landlord Department by providing counseling on rental rights and responsibilities. Additional residents were reached through distribution of over 5,000 brochures that provided fair housing information at events such as community fairs, schools, and through other community organizations. In total, Project Sentinel directly served 220 people through their Merced Fair Housing program during the 2021-22 reporting period.
In June of 2020, as part of Housing staff and TDA Consulting, Inc.'s work on the 2020-2024 Consolidated Plan and 2020 Update to the Analysis of Impediments for Fair Housing Choice, Housing staff met with Project Sentinel via conference call to discuss the housing complaints that Project Sentinel receives in serving the tenants, landlords, and other individuals living in Merced, and how we can address the fair housing impediments stated by residents who participated in the online Needs Assessment Survey conducted February-March of 2020. As the survey revealed that a large percentage of residents did not 2021 CAPER 48
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know their housing rights and laws, it was agreed that an aggressive focus on outreach and fair housing rights education was needed. City Housing staff is committed to furthering those efforts throughout the remainder of this Consolidated Plan period.
As part of that effort, the City of Merced has set up a Fair Housing Resources and Services webpage on its website, providing multi-language downloadable resources to immigrants, families with children, and veterans, among others, and provides the website and direct contact information for Project Sentinel, to better connect residents who need assistance and counseling to our fair housing partner. 2021 CAPER 49
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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 arrival, resurgence, and continuance of the Coronavirus pandemic to our area beginning in March of 2020 and lingering onward has presented an enormous hurdle for our staff, in addition to staffing constraints. As a result, we were unable to perform on-site monitoring of our public service projects through site checks or office visits, but we continued to communicate with each subrecipient by email, online meetings, and telephone calls to make sure they were able to continue with their programs as much as possible under the circumstances. Loan servicing has continued in-house, even while the Housing Division remained short one staff person for most of the 2021 program year. There were no problems that needed mitigation as a result of these adjusted monitoring efforts.
Monitoring remains an area that our division can improve upon, especially with new subrecipients and as new Housing staff comes on board and increases their knowledge of programs and procedures.
Multi-Family Housing Program Monitoring
City Housing staff normally conducts site visits and audits annually to multi-family housing subrecipients to review record keeping, upkeep of facility, and ensure that eligibility requirements are being maintained. If discrepancies are found, the subrecipient will be informed during the on-site visit, provided a formal letter, and provided 30-days to correct any findings and/or work with staff for a reasonable timeline in achieving compliance for those items. Once compliance has been achieved, the sub-recipient receives a clearance letter from the City. The City Council is informed of any unresolved problems during the budget process. These same procedures will be followed with non-housing sub- recipients. Before each monitoring, the City allows each subrecipient reasonable time to prepare for the monitoring and understand requirements.
Single-Family Housing Program Monitoring
Normally, homes rehabilitated or purchased with CDBG or HOME funds for use as rental properties for moderate to low-income families are monitored annually by staff. The owner is provided a letter requesting information and income verification of the renter. Given a small staff, City of Merced Housing visitations to all sites is not feasible; instead, staff ensures that a minimum of one or two sites per owner is visited. If discrepancies are found, the subrecipient and/or on-site manager will be informed during the on-site tour, provided a formal letter, and provided 30-days to correct the problem; and/or work with staff for a reasonable timeline.
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Public Service/Other Activity Monitoring
The City Housing Division has established monitoring procedures for its subrecipients to ensure compliance with all CDBG and HOME requirements and objectives. Those procedures include written contracts and invoicing before funds are distributed; workshops with applicants and new sub-recipients to ensure an understanding of reporting requirements; clear timelines for measured success; reporting forms that include hours, task, client demographic information, and income range; and, clear provision of information on HUD's cost and other principles. Reports are required with each invoice, and year-end evaluations are required. All sub-recipients normally receive one on-site visit during 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.
Staff made a concerted effort to reach out to the community for comments and input about the CAPER for fiscal year 2021-22. The public was notified of the CAPER’s availability through notifications in two newspapers, website postings, at a public meeting, and the City Council approval meeting.
The availability of the FY 2021-22 CAPER for public review and a request for comments was publicly noticed in the following ways:
• August 4, 2022 - Notices were posted at the Merced Civic Center and on the City Clerk and Housing Division Public Notices webpages.
• August 4, 2022 - A Public Notice was published in the Merced Sun-Star daily and online newspaper.
• August 4, 2022 - A Public Notice was published in the Merced County Times weekly and online newspaper.
• August 9, 2022 – A Public Meeting to solicit public input was held in the Sam Pipes Meeting Room, 1st Floor City Hall, from 5:30-6:30 p.m.
• August 22 to September 6, 2022 - A 16-day Public Review and Comment Period was held (extended by one day to allow for the Labor Day federal holiday); Draft CAPER posted on City website and available for viewing in the Housing Division office. • September 19, 2022 – Public Meeting at City Hall to request Council action to approve the CAPER.
During the program year, no Substantial Amendments were needed. Technical Amendments during the year were as follows:
• Harvest Time – redirect $20,000 of project funding from construction of mezzanine storage within the existing warehouse to the increase of purchase and installation costs of the cold storage units. No change to Activity or Project total.
2021 CAPER 51
OMB Control No: 2506-0117 (exp. 09/30/2021)
• Alliance for Community Transformations – using available 2021-22 program income and public service funding from another approved homeless project that did not move forward (Homeless Encampment Maintenance), increase the 2021-22 project funding by $10,800 (new total of $44,280), to compensate for the loss of 2020 funding due to Coronavirus delays. No change to public service funding cap or intended beneficiaries (homeless). • City and County Continuum of Care Collaborative Applicant – using 2021-22 Indirect Administration Cost funds that were not used during the program year, increase the 2021 CoC Collaborative Applicant agreement by $38,000 of CDBG funds (new total of $76,000), to compensate for the loss of 2020 administrative funding due to Coronavirus delays. No change to administrative totals within the 20% CDBG Admin cap.
2021 CAPER 52
OMB Control No: 2506-0117 (exp. 09/30/2021)
2021 CAPER 53
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2021 CAPER 54
OMB Control No: 2506-0117 (exp. 09/30/2021)
2021 CAPER 55
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2021 CAPER 56
OMB Control No: 2506-0117 (exp. 09/30/2021)
2021 CAPER 57
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2021 CAPER 58
OMB Control No: 2506-0117 (exp. 09/30/2021)
2021 CAPER 59
OMB Control No: 2506-0117 (exp. 09/30/2021)
CR-45 - CDBG 91.520(c)
Specify the nature of, and reasons for, any changes in the jurisdiction’s program objectives and indications of how the jurisdiction would change its programs as a result of its experiences.
Priorities identified in the 2021 Annual Action Plan were implemented and remained unchanged through the program year.
The City takes a proactive approach and continually evaluates programs, projects, and activities to ensure they are meeting targeted goals, as well as keeping in line with current levels of funding. As a result of our experience, difficult and strategic recommendations are made to City Council. For example, when funding is not moving quickly, an alternate priority-need project or program is recommended.
Council gives the City Manager the authority to redirect funds based upon certain criteria or timelines.
CDBG timeliness expenditure ratios are monitored each month, as are HOME commitment and expenditure deadlines. Staff also directs funding toward core programs established during previous years and identified within the 2020-2024 Consolidated Plan.
The City of Merced continues to use CDBG funds toward eligible housing projects, projects that increase and support the suitable living environment of residents, ADA improvements and new or replacement public infrastructure, and social services. The reallocation of funding occurs throughout the year for both CDBG and HOME, and staff reviews and meets with project managers on a regular basis.
The City’s Citizen Participation Plan (CPP) allows minor and technical amendments to be reviewed and authorized by the City Manager. Substantial amendments are defined by the CPP as a change that affects more than 75% of the allocation of funding in any project and/or the total distribution.
Substantial amendments require public notices be published in local newspapers and a 30-day public review and comment period. No public hearing is required by the CPP, but the City encourages resident's participation in all phases, including at City Council meetings.
In April of 2020, coinciding with Council allocation of First-Round CARES Act CDBG-CV funding, the City amended its Citizen Participation Plan to include procedures and flexibilities for citizen participation and comment during times of Federal or other disaster emergency declarations. No changes to the Citizen Participation Plan were necessary during the 2021 program year.
The Goals and Objectives established in the 2020-2024 Consolidated Plan and 2021 Annual Action Plan did not change during the 2021 program year.
Does this Jurisdiction have any open Brownfields Economic Development Initiative (BEDI) grants?
No
2021 CAPER 60
OMB Control No: 2506-0117 (exp. 09/30/2021)
[BEDI grantees] Describe accomplishments and program outcomes during the last year.
2021 CAPER 61
OMB Control No: 2506-0117 (exp. 09/30/2021)
CR-50 - HOME 91.520(d)
Include the results of on-site inspections of affordable rental housing assisted under the program to determine compliance with housing codes and other applicable regulations Please list those projects that should have been inspected on-site this program year based upon the schedule in §92.504(d). Indicate which of these were inspected and a summary of issues that were detected during the inspection. For those that were not inspected, please indicate the reason and how you will remedy the situation.
The arrival and continuing stay since of the Coronavirus pandemic to our area in February and March of 2020 has presented an enormous hurdle for our staff with regards to monitoring of all our programs, especially the ability to safely perform on-site visits between City staff, site managers, and residents of the units.
Staff is in continual contact with subrecipients that manage these developments, and as a result of those communications, we are confident that there are no problems that would cause non-compliance with housing codes or other applicable regulations.
With the local effect of the pandemic easing and leveling and a full staff of three, the Housing Division will resume on-site monitoring during the upcoming 2022 program year.
Multi-Family Housing Program Monitoring
City Housing staff normally conducts site visits annually to multi-family housing sub-recipients to review record keeping, the upkeep of facility, and to ensure eligibility requirements are being maintained. A City inspector is part of this tour, and if discrepancies are found, the subrecipient is informed during the on-site tour, provided a formal letter, and provided 30-days to correct the finding and/or work with staff for a reasonable timeline.
Annual audits are required by these sub-recipients for their programs. If discrepancies in this area are found, the sub-recipient is informed immediately, and a formal letter is mailed. The sub-recipient is given 30 days to correct the problem or provide a timeline for correction. The City will work with the organization to ensure the requirements are understood and that compliance is re-attained. Once compliance has been achieved, the sub-recipient receives a clearance letter from the City. The City Council is informed of any unresolved problems during the budget process. These same procedures will be followed with non-housing sub-recipients.
Since October of 2020, the City has enlisted the services of RSG, Inc. for multi-family rental project monitoring, including monitoring for income-eligibility and tenant file inspections. RSG’s services are professional, knowledgeable, and efficient, and the City intends to keep using their services for large- scale rental housing monitoring. Housing staff still participates in on-site monitoring for unit inspections. 2021 CAPER 62
OMB Control No: 2506-0117 (exp. 09/30/2021)
Single-Family Housing Program Monitoring
Homes rehabilitated or purchased with HOME funds for use as rental properties for moderate- to low- income families are normally monitored annually by Housing staff. The owner is provided a letter requesting information and income verification of the renter.
Provide an assessment of the jurisdiction's affirmative marketing actions for HOME units.
92.351(b)
The City of Merced continues to follow the Affirmative Marketing Policy as outlined in the Consolidated Plan and monitors compliance with the Policy by the City and participating property owners on an annual basis.
The City of Merced Housing Division is responsible for implementing the Affirmative Marketing Policy and evaluating its effectiveness concurrently with the HOME Program:
• The Housing Division shall inform the public about the Affirmative Marketing Policy through handouts and application forms, periodic advertisements in general circulation newspapers, and regularly scheduled public meetings.
• The City shall, at times, display informational posters in the Merced City Hall Lobby, which is open to the public. All graphic presentations concerning the HOME Program shall display the HUD Equal Housing Opportunity logo or slogan.
• The owners of buildings selected for rehabilitation shall likewise be informed about the City’s Affirmative Marketing Policy at the time that an application is submitted to the Housing Division. • The City shall also provide tenants and rental property owners with copies of the “Landlord- Tenant Fact Sheet” produced by the State Department of Consumer Affairs. • The City shall continue its practice of providing general information and telephone reference numbers to persons contacting the Housing Division with questions regarding affirmative marketing, federal fair housing, tenant’s rights, assisted housing, and correction of substandard conditions in tenant-occupied dwellings.
This year, the City continued the services of the Fair Housing Services provider (Project Sentinel) for all Merced residents. Some of the services provided by Project Sentinel include seminars, educational pamphlets, and counselors to assist renters with any fair housing questions or problems.
Refer to IDIS reports to describe the amount and use of program income for projects, including the number of projects and owner and tenant characteristics As mentioned elsewhere in this report, the City received a large loan payoff of HOME and Section 108 Loan Guarantee funds from The Grove Apartments in January 2021. The City used a $2,400,000 portion of the $3,877,751 of CDBG funds received in that transaction towards the Childs and B Street Affordable Housing Project via a Substantial Amendment process during the 2020-21 program year. The remaining 2021 CAPER 63
OMB Control No: 2506-0117 (exp. 09/30/2021)
CDBG funds were allocated through the 2021 Annual Plan to several public improvement projects that did were unfortunately not able to be implemented during the 2021 program year, including one project that will be implemented during the upcoming 2022 program year (S. Canal Street and W. Childs Avenue project). These funds will carry over to 2022, and a portion will supplement the Canal and Childs street and sidewalk improvement project. The remaining CDBG funds will be used towards acquisition and rehabilitation of a small multi-family residential unit property.
Like 2021, the remaining HOME funds left from The Grove Apartments loan payoff will be used towards new affordable housing projects during the 2022 program year, as will the remaining LMI Asset Funds.
Describe other actions taken to foster and maintain affordable housing. 91.220(k) (STATES ONLY: Including the coordination of LIHTC with the development of affordable housing).
91.320(j)
The HOME program objectives continue with promoting, maintaining, and providing affordable housing by working with affordable housing developers and nonprofit organizations.
Staff continues to work with Habitat for Humanity Stanislaus to assist homeowners with rehabilitation of their properties; Sierra Saving Grace and Merced Rescue Mission with the acquisition of properties to increase the number of permanent supportive and affordable housing units within the community; and, Central Valley Coalition for Affordable Housing with development of larger multifamily residential projects as our CHDO partner.
Additionally, in April 2021, the City published an RFQ (Request for Qualifications) to recruit affordable housing developers as potential partners in expending the program income that was received as a part of The Grove Apartments loan payoff in January of 2021. The RFQ attracted several excellent affordable housing developers, whom we are in discussions with on several viable future and progressing projects in the City of Merced. Funds expected to be used for these future projects include HOME funds, as well as the potential for HOME-ARP, 2021 American Rescue Plan Act U.S. Treasury funds, and CA HCD Permanent Local Housing Allocation funds be used, as well.
In addition, in April through May 2021, an RFP (Request for Proposal) was published to enlist proposals from affordable housing providers for disposition of properties owned by the City as Housing Successor Agency to the former Redevelopment Agency. As a result, three developers – Fuller Center for Housing of Merced County, Linc Housing, and Certified Containers 915 – will receive transfer of ownership of these properties exclusively for development of affordable housing. Disposition of these properties is at varying stages with each of these developers.
2021 CAPER 64
OMB Control No: 2506-0117 (exp. 09/30/2021)
CR-58 – Section 3
Identify the number of individuals assisted and the types of assistance provided
Total Labor Hours CDBG HOME ESG HOPWA HTF
Total Number of Activities 1 0 0 0 0
Total Labor Hours 428
Total Section 3 Worker Hours 123
Total Targeted Section 3 Worker Hours 107
Table 14 – 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.
2021 CAPER 65
OMB Control No: 2506-0117 (exp. 09/30/2021)
Other.
Table 15 – Qualitative Efforts - Number of Activities by Program
Narrative
As an entitlement jurisdiction that receives annual formula grants of CDBG and HOME and special allocations such the 2020 CARES Act Coronavirus CDBG (CDBG-CV) and the American Rescue Plan HOME (HOME-ARP) funding, the City of Merced is required to comply with Section 3 regulations.
The current benchmarks the City must meet are:
• 25 percent of all labor hours must be performed by a Section 3 worker; and, • 5 percent of labor hours must be performed by Targeted Section 3 workers For the 2021 program year, which is the first year of CAPER reporting required by the 2020 Final Rule, the City of Merced has surpassed the Section 3 Worker and Targeted Worker benchmarks, through construction and completion of the Neighborhood Facility at the Childs and B Street Affordable Housing project, with percentages of 28.7% and 25%, respectively. The Childs and B project was partially subsidized with public housing vouchers issued by the Merced County Housing Authority.
If the City had not been able to meet the above benchmarks in this or in any year, Qualitative Effort reporting using the above table would have been necessary. Section 3 requirements do not apply to public service projects, as they do not include housing rehab, construction, or other public construction above $200,000. Therefore, public service projects would not be included on the table.
What is Section 3?
Section 3 is a provision of the Housing and Urban Development Act of 1968, since amended and expanded, for the purpose of ensuring that employment and other economic opportunities generated by certain HUD financial assistance shall, to the greatest extent feasible, and consistent with existing federal, state, and local laws and regulations, be directed to low- and very low-income persons, particularly those who are recipients of governmental assistance for housing and to business concerns which provide economic opportunities to low- and very low-income persons. The HUD Act of 1968 was enacted as a result of civil unrest in the 1960’s, to which nationwide high unemployment was a contributing cause.
Training or employment opportunities resulting from public housing development or operating assistance including administration, management, clerical support, and construction, as well as those that arise in connection to a HUD-funded housing rehabilitation, housing construction, or other public construction project that exceeds $200,000, are subject to compliance with Section 3. Additionally, contracting opportunities arising from public housing and other Section 3 projects are required to be given to business concerns that provide economic opportunities to low- and very-low persons. 2021 CAPER 66
OMB Control No: 2506-0117 (exp. 09/30/2021)
A Final Rule to the Section 3 regulations took effect on November 30, 2020, and creates more effective incentives for employers to retain and invest in their targeted workers, streamline reporting by aligning them with typical business practices, provide for program-specific oversight, and clarify the obligations of entities covered by Section 3. This Final Rule requires certain benchmarks to be met, which are updated by the Secretary of HUD every three years.
Terminology:
• A Section 3 worker is a worker whose income for the previous or annualized calendar year is below the income limit established by HUD, employed by a Section 3 business concern, or a YouthBuild program participant, and the Final Rule prioritizes the hiring of Targeted Section 3 workers. • A YouthBui ld program is one that receives assistance under the Workforce Innovation and Opportunity Act.
• For CDBG and HOME -assisted projects, a Targeted Section 3 worker is defined as a worker employed by a Section 3 business concern; or, worker who within the past five years is currently or when hired is living within a 1 -mile radius of a Section 3 project site or area encircling the project site that contains a population of 5,000 people, per the most recent Census; or, a YouthBuild participant. Under projects ful ly or p artially assisted with Public Housing Financing Assistance, the definition of a Targeted worker is slightly different. The two varying definitions apply when there is a mix of the two types of funding in a project. • Section 3 Business Concerns are those that are at least 51 percent owned and controlled by low- or very-low persons; those where Section 3 workers perform over 75 percent of the labor hours over a 3-month period; or, are at least 51 percent owned and controlled by current public housing or Section 8-assisted housing residents.
2021 CAPER 67
OMB Control No: 2506-0117 (exp. 09/30/2021)
Attachments
1. City Council Resolution 2022-_____
This attachment will be updated after Council Approval and prior to submission of the CAPER to HUD
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2. PR26 - CDBG/CDBG-CV Financial Summary Reports
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3. Annual Performance Report (APR) and HOME Match Report
2021 CAPER 81
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4. CDBG and HOME Fiscal, Activity, and Accomplishment Reports
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OMB Control No: 2506-0117 (exp. 09/30/2021)
2021 CAPER 192
OMB Control No: 2506-0117 (exp. 09/30/2021)
2021 CAPER 193
OMB Control No: 2506-0117 (exp. 09/30/2021)
2021 CAPER 194
OMB Control No: 2506-0117 (exp. 09/30/2021)
2021 CAPER 195
OMB Control No: 2506-0117 (exp. 09/30/2021)
2021 CAPER 196
OMB Control No: 2506-0117 (exp. 09/30/2021)
2021 CAPER 197
OMB Control No: 2506-0117 (exp. 09/30/2021)
2021 CAPER 198
OMB Control No: 2506-0117 (exp. 09/30/2021)
2021 CAPER 199
OMB Control No: 2506-0117 (exp. 09/30/2021)
2021 CAPER 200
OMB Control No: 2506-0117 (exp. 09/30/2021)
2021 CAPER 201
OMB Control No: 2506-0117 (exp. 09/30/2021)
2021 CAPER 202
OMB Control No: 2506-0117 (exp. 09/30/2021)
2021 CAPER 203
OMB Control No: 2506-0117 (exp. 09/30/2021)
2021 CAPER 204
OMB Control No: 2506-0117 (exp. 09/30/2021)
2021 CAPER 205
OMB Control No: 2506-0117 (exp. 09/30/2021)
2021 CAPER 206
OMB Control No: 2506-0117 (exp. 09/30/2021)
2021 CAPER 207
OMB Control No: 2506-0117 (exp. 09/30/2021)
2021 CAPER 208
OMB Control No: 2506-0117 (exp. 09/30/2021)
2021 CAPER 209
OMB Control No: 2506-0117 (exp. 09/30/2021)
2021 CAPER 210
OMB Control No: 2506-0117 (exp. 09/30/2021)
2021 CAPER 211
OMB Control No: 2506-0117 (exp. 09/30/2021)
2021 CAPER 212
OMB Control No: 2506-0117 (exp. 09/30/2021)
2021 CAPER 213
OMB Control No: 2506-0117 (exp. 09/30/2021)
2021 CAPER 214
OMB Control No: 2506-0117 (exp. 09/30/2021)
2021 CAPER 215
OMB Control No: 2506-0117 (exp. 09/30/2021)
2021 CAPER 216
OMB Control No: 2506-0117 (exp. 09/30/2021)
2021 CAPER 217
OMB Control No: 2506-0117 (exp. 09/30/2021)
2021 CAPER 218
OMB Control No: 2506-0117 (exp. 09/30/2021)
2021 CAPER 219
OMB Control No: 2506-0117 (exp. 09/30/2021)
2021 CAPER 220
OMB Control No: 2506-0117 (exp. 09/30/2021)
2021 CAPER 221
OMB Control No: 2506-0117 (exp. 09/30/2021)
2021 CAPER 222
OMB Control No: 2506-0117 (exp. 09/30/2021)
2021 CAPER 223
OMB Control No: 2506-0117 (exp. 09/30/2021)
2021 CAPER 224
OMB Control No: 2506-0117 (exp. 09/30/2021)
2021 CAPER 225
OMB Control No: 2506-0117 (exp. 09/30/2021)
2021 CAPER 226
OMB Control No: 2506-0117 (exp. 09/30/2021)
2021 CAPER 227
OMB Control No: 2506-0117 (exp. 09/30/2021)
2021 CAPER 228
OMB Control No: 2506-0117 (exp. 09/30/2021)
2021 CAPER 229
OMB Control No: 2506-0117 (exp. 09/30/2021)
2021 CAPER 230
OMB Control No: 2506-0117 (exp. 09/30/2021)
2021 CAPER 231
OMB Control No: 2506-0117 (exp. 09/30/2021)
2021 CAPER 232
OMB Control No: 2506-0117 (exp. 09/30/2021)
2021 CAPER 233
OMB Control No: 2506-0117 (exp. 09/30/2021)
2021 CAPER 234
OMB Control No: 2506-0117 (exp. 09/30/2021)
2021 CAPER 235
OMB Control No: 2506-0117 (exp. 09/30/2021)
2021 CAPER 236
OMB Control No: 2506-0117 (exp. 09/30/2021)
2021 CAPER 237
OMB Control No: 2506-0117 (exp. 09/30/2021)
2021 CAPER 238
OMB Control No: 2506-0117 (exp. 09/30/2021)
2021 CAPER 239
OMB Control No: 2506-0117 (exp. 09/30/2021)
2021 CAPER 240
OMB Control No: 2506-0117 (exp. 09/30/2021)
2021 CAPER 241
OMB Control No: 2506-0117 (exp. 09/30/2021)
2021 CAPER 242
OMB Control No: 2506-0117 (exp. 09/30/2021)
2021 CAPER 243
OMB Control No: 2506-0117 (exp. 09/30/2021)
2021 CAPER 244
OMB Control No: 2506-0117 (exp. 09/30/2021)
2021 CAPER 245
OMB Control No: 2506-0117 (exp. 09/30/2021)
2021 CAPER 246
OMB Control No: 2506-0117 (exp. 09/30/2021)
2021 CAPER 247
OMB Control No: 2506-0117 (exp. 09/30/2021)
2021 CAPER 248
OMB Control No: 2506-0117 (exp. 09/30/2021)
2021 CAPER 249
OMB Control No: 2506-0117 (exp. 09/30/2021)
2021 CAPER 250
OMB Control No: 2506-0117 (exp. 09/30/2021)
2021 CAPER 251
OMB Control No: 2506-0117 (exp. 09/30/2021)
2021 CAPER 252
OMB Control No: 2506-0117 (exp. 09/30/2021)
2021 CAPER 253
OMB Control No: 2506-0117 (exp. 09/30/2021)
2021 CAPER 254
OMB Control No: 2506-0117 (exp. 09/30/2021)
2021 CAPER 255
OMB Control No: 2506-0117 (exp. 09/30/2021)
2021 CAPER 256
OMB Control No: 2506-0117 (exp. 09/30/2021)
2021 CAPER 257
OMB Control No: 2506-0117 (exp. 09/30/2021)
2021 CAPER 258
OMB Control No: 2506-0117 (exp. 09/30/2021)
2021 CAPER 259
OMB Control No: 2506-0117 (exp. 09/30/2021)
2021 CAPER 260
OMB Control No: 2506-0117 (exp. 09/30/2021)
2021 CAPER 261
OMB Control No: 2506-0117 (exp. 09/30/2021)
2021 CAPER 262
OMB Control No: 2506-0117 (exp. 09/30/2021)
2021 CAPER 263
OMB Control No: 2506-0117 (exp. 09/30/2021)
2021 CAPER 264
OMB Control No: 2506-0117 (exp. 09/30/2021)
2021 CAPER 265
OMB Control No: 2506-0117 (exp. 09/30/2021)
2021 CAPER 266
OMB Control No: 2506-0117 (exp. 09/30/2021)
2021 CAPER 267
OMB Control No: 2506-0117 (exp. 09/30/2021)
2021 CAPER 268
OMB Control No: 2506-0117 (exp. 09/30/2021)
2021 CAPER 269
OMB Control No: 2506-0117 (exp. 09/30/2021)
2021 CAPER 270
OMB Control No: 2506-0117 (exp. 09/30/2021)
2021 CAPER 271
OMB Control No: 2506-0117 (exp. 09/30/2021)
2021 CAPER 272
OMB Control No: 2506-0117 (exp. 09/30/2021)
2021 CAPER 273
OMB Control No: 2506-0117 (exp. 09/30/2021)
2021 CAPER 274
OMB Control No: 2506-0117 (exp. 09/30/2021)
2021 CAPER 275
OMB Control No: 2506-0117 (exp. 09/30/2021)
2021 CAPER 276
OMB Control No: 2506-0117 (exp. 09/30/2021)
2021 CAPER 277
OMB Control No: 2506-0117 (exp. 09/30/2021)
5. CAPER Public Notices, Website Postings, Public Comment Summary, Public Input Meeting Information
Public Notices
2021 CAPER 278
OMB Control No: 2506-0117 (exp. 09/30/2021)
2021 CAPER 279
OMB Control No: 2506-0117 (exp. 09/30/2021)
2021 CAPER 280
OMB Control No: 2506-0117 (exp. 09/30/2021)
2021 CAPER 281
OMB Control No: 2506-0117 (exp. 09/30/2021)
2021 CAPER 282
OMB Control No: 2506-0117 (exp. 09/30/2021)
2021 CAPER 283
OMB Control No: 2506-0117 (exp. 09/30/2021)
2021 CAPER 284
OMB Control No: 2506-0117 (exp. 09/30/2021)
Public Input
2021 CAPER 285
OMB Control No: 2506-0117 (exp. 09/30/2021)
City Council Meeting Presentation
(To be inserted following Council meeting)
2021 CAPER 286
OMB Control No: 2506-0117 (exp. 09/30/2021)
Public Input Meeting Sign In Sheet
2021 CAPER 287
OMB Control No: 2506-0117 (exp. 09/30/2021)
Public Input Meeting Presentation
2021 CAPER 288
OMB Control No: 2506-0117 (exp. 09/30/2021)
2021 CAPER 289
OMB Control No: 2506-0117 (exp. 09/30/2021)
2021 CAPER 290
OMB Control No: 2506-0117 (exp. 09/30/2021)
2021 CAPER 291
OMB Control No: 2506-0117 (exp. 09/30/2021)
Website Postings
2021 CAPER 292
OMB Control No: 2506-0117 (exp. 09/30/2021)
2021 CAPER 293
OMB Control No: 2506-0117 (exp. 09/30/2021)
2021 CAPER 294
OMB Control No: 2506-0117 (exp. 09/30/2021)
2021 CAPER 295
OMB Control No: 2506-0117 (exp. 09/30/2021)
2021 CAPER 296
OMB Control No: 2506-0117 (exp. 09/30/2021)
2021 CAPER 297
OMB Control No: 2506-0117 (exp. 09/30/2021)
2021 CAPER 298
OMB Control No: 2506-0117 (exp. 09/30/2021)
2021 CAPER 299
OMB Control No: 2506-0117 (exp. 09/30/2021)