CAPER 1
OMB Control No: 2506-0117 (exp. 09/30/2021)
ATTACHMENT 2
ATTACHMENT 2
CAPER 2
OMB Control No: 2506-0117 (exp. 09/30/2021)
CR-05 - Goals and Outcomes
Progress the jurisdiction has made in carrying out its strategic plan and its action plan. 91.520(a) This could be an overview that includes major initiatives and highlights that were proposed and executed throughout the program year.
Torrance became a direct grantee for HOME funds in FY 2023-24. The FY 2023-24 Strategic Plan outlined the following priority needs:
• Expand Affordable Housing Opportunities
• Provide Vital Homeless Services
• Planning and Administration
• Expand Fair Housing Choice and Access
The three goals outlined in the FY 2023-24 Action Plan derived from the Strategic Plan were to: Expand Affordable Housing Opportunities, Planning and Administration, and Provide Vital Homeless Services. The City continued to expand affordable housing opportunities by operating the Housing Choice Voucher Program through the City’s Public Housing Agency (PHA). The PHA entered into 88 new contracts in FY 2023-24, including new admissions, port-ins, and existing tenant moves. Additionally, the PHA began to administer an allocation of 7 Stability Vouchers in FY 2023-24. The Stability Vouchers assist households experiencing or at risk of homelessness, those fleeing or attempting to flee domestic violence, dating violence, sexual assault, stalking, human trafficking. The City provided vital homeless services through the City’s Homeless Street Outreach Team and 40 unit Temporary Housing Program: 3290 Temporary Housing Village (3290) for people experiencing homelessness.
In program year 2023-24, the City did not expend HOME funds. As stated in the Strategic Plan, due to the high cost of land and property in the Torrance area, the City anticipates using the FY 2023-24 allocation in combination with the FY 2024-25 allocation to fund a future affordable housing project.
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.
CAPER 3
OMB Control No: 2506-0117 (exp. 09/30/2021)
Goal Category Source /
Amount
Indicator Unit of
Measure
Expected
–
Strategic
Plan
Actual –
Strategic
Plan
Percent
Complete
Expected
–
Program
Year
Actual –
Program
Year
Percent
Complete
Expand
Affordable
Housing
Opportunities
Affordable
Housing
HOME:
$
Public service
activities for
Low/Moderate
Income Housing
Benefit
Households
Assisted 10 0
0.00%
Expand Fair
Housing Choice
and Access
Fair Housing
Education
CDBG: $
/
HOME:
$
Public service
activities for
Low/Moderate
Income Housing
Benefit
Households
Assisted 1000 0
0.00%
Planning and
Administration Administration
CDBG: $
/
HOME:
$
Other Other 1 0
0.00% 1 0
0.00%
Provide Vital
Homeless
Services
Homeless Other Other 0 0
Special Needs
ADA
Improvements
Non-Homeless
Special Needs CDBG: $
Public Facility or
Infrastructure
Activities other than
Low/Moderate
Income Housing
Benefit
Persons
Assisted 30541 0
0.00%
Table 1 - Accomplishments – Program Year & Strategic Plan to Date
CAPER 4
OMB Control No: 2506-0117 (exp. 09/30/2021)
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.
No HOME funds were utilized during the performance period. The data table above shows Special Needs ADA Improvements, which are funded through CDBG. The City was not a direct recipient of CDBG funding in FY 2023-24, therefore no funds were expended towards this goal. Because the City did not utilize HOME funds in FY 2023-24, the 10 projected households served will be carried over to a future project.
CAPER 5
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 0 0
Black or African American 0 0
Asian 0 0
American Indian or American Native 0 0
Native Hawaiian or Other Pacific Islander 0 0
Total 0 0
Hispanic 0 0
Not Hispanic 0 0
Table 2 – Table of assistance to racial and ethnic populations by source of funds
Narrative
During the reporting period, the City was only a direct grantee for HOME. No HOME funds were expended during the reporting period. Therefore, no families were assisted during FY 2023-2024. The City anticipates utilizing the HOME funds for a future affordable housing project.
CAPER 6
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 0 0
HOME public - federal 510,196 0
Table 3 - Resources Made Available
Narrative
Due the amount of the first year HOME allocation, the City did not expend HOME funds in FY 2023-24.
The City intends to utilize FY 2023-24 funding for a future affordable housing project which will be carried over to future program years.
Identify the geographic distribution and location of investments Target Area Planned Percentage of
Allocation
Actual Percentage of
Allocation
Narrative Description
City-wide 100 100 City-wide
Table 4 – Identify the geographic distribution and location of investments
Narrative
The City's administration of the HOME program funds is City-wide. No project has been funded/identified in a particular geographic area. The City plans to design affordable housing projects for the low-moderate income population as opposed to focused on a targeted geographic area within the City.
CAPER 7
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.
N/A, no HOME funds were expended in FY 2023-24. The City leveraged State and private grant funds for the operating costs of the City’s 40-unit Temporary Housing Village as well as the Street Outreach Staffing costs.
Fiscal Year Summary – HOME Match
1. Excess match from prior Federal fiscal year 0
2. Match contributed during current Federal fiscal year 0
3. Total match available for current Federal fiscal year (Line 1 plus Line 2) 0
4. Match liability for current Federal fiscal year 0
5. Excess match carried over to next Federal fiscal year (Line 3 minus Line 4) 0 Table 5 – Fiscal Year Summary - HOME Match Report
CAPER 8
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
N/A 0 0 0 0 0 0 0 0
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
$
0 0 0 0 0
Table 7 – Program Income
CAPER 9
OMB Control No: 2506-0117 (exp. 09/30/2021)
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
CAPER 10
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
CAPER 11
OMB Control No: 2506-0117 (exp. 09/30/2021)
CR-20 - Affordable Housing 91.520(b)
Evaluation of the jurisdiction's progress in providing affordable housing, including the number and types of families served, the number of extremely low-income, low-income, moderate-income, and middle-income persons served.
One-Year Goal Actual
Number of Homeless households to be
provided affordable housing units 0 0
Number of Non-Homeless households to be
provided affordable housing units 0 0
Number of Special-Needs households to be
provided affordable housing units 0 0
Total 0 0
Table 11 – Number of Households
One-Year Goal Actual
Number of households supported through
Rental Assistance 0 0
Number of households supported through
The Production of New Units 0 0
Number of households supported through
Rehab of Existing Units 0 0
Number of households supported through
Acquisition of Existing Units 0 0
Total 0 0
Table 12 – Number of Households Supported
Discuss the difference between goals and outcomes and problems encountered in meeting these goals.
In FY 2023-24, the City did not expend any HOME funds. No goals were identified in the FY 2023-24 Action Plan for number of households supported due to the fact that the City planned to utilize the affordable housing funding for a future project. This project did not commence in FY 2023-24.
Discuss how these outcomes will impact future annual action plans.
CAPER 12
OMB Control No: 2506-0117 (exp. 09/30/2021)
Future action plans will include outcomes associated with carryover funds from FY 2023-24.
Include the number of extremely low-income, low-income, and moderate-income persons served by each activity where information on income by family size is required to determine the eligibility of the activity.
Number of Households Served CDBG Actual HOME Actual
Extremely Low-income 0 0
Low-income 0 0
Moderate-income 0 0
Total 0 0
Table 13 – Number of Households Served
Narrative Information
In FY 2023-24, the City did not expend HOME funds. No metrics related to number of households served were identified in the FY 2023-24 Action Plan because the City planned to utilize the affordable housing funding for a future project.
CAPER 13
OMB Control No: 2506-0117 (exp. 09/30/2021)
CR-25 - Homeless and Other Special Needs 91.220(d, e); 91.320(d, e); 91.520(c) Evaluate the jurisdiction’s progress in meeting its specific objectives for reducing and ending homelessness through:
Reaching out to homeless persons (especially unsheltered persons) and assessing their individual needs
The City of Torrance has two homeless Outreach Coordinators. The Outreach Coordinators provide outreach, case management, and housing navigation services to people experiencing homelessness in the City of Torrance. The City is no longer contracting with Mental Health America Los Angeles for mental heath outreach. The City is collaborating with the Los Angeles County Homeless Outreach & Mobile Engagement (HOME) team for joint outreach with mental health services. The HOME Team provides street based specialty mental health care to those experiencing chronic unsheltered homelessness coupled with severe mental illness.
In FY 2023-24, the Homeless Outreach Team conducted 588 outreach visits and provided ongoing supportive services to 47 individuals.
Addressing the emergency shelter and transitional housing needs of homeless persons The City of Torrance continued to operate a 40-unit temporary housing program in FY 2023-24. The temporary housing program assisted 33 unduplicated clients. 3290 provides non-congregate shelter beds for people experiencing homelessness within the City of Torrance. Program participants are assisted with housing navigation, enrollment in mainstream benefits, on-site medical services, document readiness, and case management.
Helping low-income individuals and families avoid becoming homeless, especially extremely low-income individuals and families and those who are: likely to become homeless after being discharged from publicly funded institutions and systems of care (such as health care facilities, mental health facilities, foster care and other youth facilities, and corrections programs and institutions); and, receiving assistance from public or private agencies that address housing, health, social services, employment, education, or youth needs The City continued to collaborate with the South Bay Cities Council of Government for Client Aide funds.
Client Aide funding assists eligible households with short term rental arrears, security deposits, and other monetary resources to prevent homelessness. Approximately 15 households were assisted through Client Aide in FY 2023-24. Due to the processing time for LAHSA Problem Solving Funds, the City did not make Problem Solving requests in FY 2023-24.
Helping homeless persons (especially chronically homeless individuals and families, families CAPER 14
OMB Control No: 2506-0117 (exp. 09/30/2021)
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
As stated above, the City has invested in a temporary housing community, as well as outreach services to help homeless persons make the transition to permanent housing. The Outreach Coordinators as well as the case managers at 3290 work with clients to develop a housing plan and become document ready.
This process enables people experiencing homelessness to shorten the time that they are experiencing homelessness. 47 households were assisted through the Outreach program and 33 unduplicated clients were assisted at 3290.
The City of Torrance continued to administer the Emergency Housing Voucher program which connects people experiencing homelessness to permanent housing through housing vouchers. All 33 of the City’s Emergency Housing Vouchers are leased. This program bypasses the long waiting list times typical of the traditional housing choice voucher program to prioritize immediate solutions for people experiencing homelessness. In FY 2023-24, the City’s Public Housing Agency began the administration of the Stability Voucher Program. The Stability Vouchers assist households experiencing or at risk of homelessness, those fleeing or attempting to flee domestic violence, dating violence, sexual assault, stalking, human trafficking, and veterans and families that include a veteran family member that meets one of the proceeding criteria. In FY 2023-24, 4 out of the 7 allocated vouchers leased. In FY 2023-24 the City of Torrance PHA continued to operate the VASH program with 10 households under contract at the end of the fiscal year. Both the Stability Vouchers and VASH vouchers are coupled with ongoing supportive services to prevent individuals and families who were recently homeless from becoming homeless again.
CAPER 15
OMB Control No: 2506-0117 (exp. 09/30/2021)
CR-30 - Public Housing 91.220(h); 91.320(j)
Actions taken to address the needs of public housing
There are no public housing units in the City. Torrance is one of four independent SPA 8 cities that has its own Public Housing Authority (PHA) administering tenant-based voucher programs.
As identified in the Consolidated Plan, voucher holders face barriers to leasing such as lack of affordable rental units, lack of security deposits, and low credit scores.
In FY 2023-24, the PHA maintained the payment standard at above 100% of the Fair Market Rent in an effort to increase the number of units that assisted tenants would qualify for. The PHA also continued to allow housing assistance payment contracts for under one year, increasing the number of potential landlords that the PHA could contract with. The PHA entered into 88 new contracts in FY 2023-24, including new admissions, port-ins, and existing tenant moves.
In Fall 2023, the California State legislature implemented several new laws that reduced barriers to leasing for voucher holders in 2024. The PHA continued to educate current voucher and applicants on their housing rights. AB 12 limits security deposits to one months' rent for most landlords. This new law will assist voucher holders who wish to relocate to another unit. SB 267 prohibits rental property owners from using an assisted person’s credit history as part of the application process without offering the applicant the option to provide alternative evidence of a verifiable legal means to pay their portion of the rent. The continued implementation and PHA education of these new laws will address the needs of tenant-based voucher holders/applicants.
Actions taken to encourage public housing residents to become more involved in management and participate in homeownership
The City of Torrance does not operate a public housing program. For the Housing Choice Voucher Program, the PHA convened the annual Resident Advisory Board to solicit feedback from program participants on the creation of the PHA Annual Plan. The PHA refers participants who are interested in homeownership programs to the Los Angeles County Development Authority.
Actions taken to provide assistance to troubled PHAs
N/A, Torrance is not a troubled PHA.
CAPER 16
OMB Control No: 2506-0117 (exp. 09/30/2021)
CR-35 - Other Actions 91.220(j)-(k); 91.320(i)-(j)
Actions taken to remove or ameliorate the negative effects of public policies that serve as barriers to affordable housing such as land use controls, tax policies affecting land, zoning ordinances, building codes, fees and charges, growth limitations, and policies affecting the return on residential investment. 91.220 (j); 91.320 (i) In FY 2023-24, the Torrance City Council adopted the Housing Corridor Overlay. This overlay presents a new option for property owners to pursue residential development on properties currently zoned for industrial or commercial use. As an overlay, the existing zoning of a property remains unchanged, allowing existing permitted uses to continue. This action will provide increased options for affordable housing development. The City has also implemented measures per California SB 35 which allow qualified multifamily infill projects to go through a simplified and expedited housing approval process.
Actions taken to address obstacles to meeting underserved needs. 91.220(k); 91.320(j) The City continued to look for non-traditional ways to develop affordable housing units and meet community development needs. These strategies will continue into future funding years. To meet the current affordable housing need, the City encouraged participants in the City’s Temporary Housing Program to complete the Universal Housing Application (UHA). The UHA is a product of the Los Angeles Homeless Services Authority, the lead agency of the Los Angeles County CoC. The UHA is an online system that creates a centralized digital application for housing resources. The UHA allows LAHSA to digitally submit housing applications and refrain from using individual paper applications.
Actions taken to reduce lead-based paint hazards. 91.220(k); 91.320(j) The City of Torrance complied with HUD Lead Based Paint Regulations, which requires all federally assisted housing programs, including rehabilitation, homeownership, and tenant-based subsidy systems, to address lead hazards. The Housing Authority continued to inspect all assisted units biennially to ensure that any lead-based paint hazards were addressed. In FY 2023-24, the City worked with the Los Angeles County Public Health Department on the Lead Free Homes LA Program. This program (sponsored by LA County) provided lead paint hazard remediation services to eligible homeowners, property owners, and tenants across LA County to eliminate lead paint hazards in residences. A section of the City of Torrance was included in this effort in 2024.
Actions taken to reduce the number of poverty-level families. 91.220(k); 91.320(j) The City and its partners supported a diverse range of programs and services funded through multiple sources to help low to moderate-income families. The City's anti-poverty strategy as outlined in the Action Plan focuses on:
CAPER 17
OMB Control No: 2506-0117 (exp. 09/30/2021)
1. Assist families and individuals access resources that may help them move into self-sufficiency (stable and affordable housing, neighborhood-based sources, after-school programs, job training);
2. Prevent poverty through assistance to City of Torrance’s youth, building communities, and supporting affordable housing initiatives;
3. Alleviate poverty by improving family and individual economic opportunities that lead to a sustainable living wage.
Special services were provided to Torrance seniors through the City’s Community Services Department in the form of health, exercise classes, legal aid, and nutritious meals. In addition, referrals were made to the Los Angeles County Department of Public Social Services for financial assistance to a variety of disabled persons including cooking, cleaning, personal care and transportation.
The City’s Public Housing Agency continued to pull names from the Housing Choice Voucher waiting list, adding to the number of families receiving assistance. By providing affordable housing resources, households are able to focus on enrollment in mainstream benefits, education, and job training.
Actions taken to develop institutional structure. 91.220(k); 91.320(j) The City Council reviews, holds hearings, approves the funding priorities, and approves the submission of the Action Plan to HUD. These hearings took place during the FY 2023-24 funding year. While the Community Development Department has the major responsibility for the Action Plan budgeting, project formulation, and program implementation, other City departments, government agencies, social service agencies, and Torrance residents play an important role. There are several inter-departmental programs, primarily in the area of neighborhood quality of life that are composed of a wide variety of City agencies
Additionally, the City continued to actively collaborate with the South Bay Cities Council of Governments (SBCCOG), particularly in the homeless response network. The SBCCOG is an organization that is a key element of the institutional structure. In the Continuum of Care (CoC), the City’s Public Housing Agency continued collaborating with the Los Angeles Homeless Services Authority (LAHSA) in an effort to further integrate into the CoC. This process included adding the PHA’s forms and requirements into the Universal Housing Application, which will enable a streamlined integration into the CoC.
Actions taken to enhance coordination between public and private housing and social service agencies. 91.220(k); 91.320(j)
The City continued to coordinate with Harbor Interfaith Services, the lead agency in SPA 8, to fill gaps in the social services landscape. This includes the contract with Harbor Interfaith Services for the administration of the City’s Temporary Housing Program.
In FY 2023-24, the City’s collaboration with the Los Angeles Homeless Services Authority continued and CAPER 18
OMB Control No: 2506-0117 (exp. 09/30/2021)
expanded. The City served as a deployment site for LAHSA’s 2024 Homeless Count. Additionally, the City’s Public Housing Agency began the administration of the Stability Voucher Program. The Stability Voucher holders are referred directly from LAHSA, with LAHSA provided intensive case management services (ICMS) through Mental Health America Los Angeles. The City collaborated with LAHSA in the application process and participated in biweekly check-ins with LAHSA Staff to ensure program success.
Through the City’s PHA, the City continued to work with the other housing agencies in the area including LACDA, HACLA, City of Redondo Beach Housing Authority, City of Hawthorne Housing Authority, and the City of Inglewood Housing Authority.
Identify actions taken to overcome the effects of any impediments identified in the jurisdictions analysis of impediments to fair housing choice. 91.520(a) The City was not a direct grantee of CDBG funding in FY 2023-24. The City’s analysis of impediments to fair housing choice is in development, anticipated to be completed in November 2024. In the meantime, the City has contracted with the Housing Rights Center for fair housing services within Torrance. City of Torrance residents received fair housing services through the Los Angeles County Development Authority’s contract with the Housing Rights Center in FY 2023-24.
CAPER 19
OMB Control No: 2506-0117 (exp. 09/30/2021)
CR-40 - Monitoring 91.220 and 91.230
Describe the standards and procedures used to monitor activities carried out in furtherance of the plan and used to ensure long-term compliance with requirements of the programs involved, including minority business outreach and the comprehensive planning requirements
The City did not utilize any HOME funds in FY 2023-24. The City will monitor future activities to ensure long term compliance including determining that activities meet the eligibility of HOME costs, HOME property standards, and cost reasonableness regulations.
The City understands that all efforts using federal, state, and local resources to carry out its Annual Action Plan must be conducted in accordance with established laws, regulations, sound management, and accounting practices. The following procedures have been established for monitoring activities:
• Ongoing, internal reviews of progress reports and expenditures. • Regular internal meetings to coordinate staff efforts in regard to performance and compliance. • Periodic reports to appropriate City officials and other stakeholders. • Full review of audit statements and other documentation from any future subrecipient's prior to disbursement of funds.
• On-site visits of all future subrecipients to ensure compliance with federal regulations; technical assistance is provided where necessary.
• Project and financial data on CDBG-funded activities will be maintained using the HUD software IDIS (Integrated Disbursement Information System). Use of this system will allow HUD staff easy access to local data for review and progress evaluation. • Timely submission of the Consolidated Annual Performance and Evaluation Report (CAPER).
The Community Development Department oversees the CDBG and HOME funded programs for the City. The Department ensures that all of the CDBG and HOME funded programs are implemented in compliance with federal regulations and local policy. This would include ensuring compliance with Davis Bacon, environmental review, fair housing, minority and women owned business enterprises, Section 3 affirmative marketing through on-going monitoring of programs and services assisted with CDBG and HOME funds.
The Department will coordinate with other internal departments (i.e. Public Works Department), as well as external agencies (ex. Housing Rights Center), when receiving CDBG funds to operate the various projects and programs. However, each program is administered or coordinated by the appropriate staff in each department and supervised by the Director of that department.
CAPER 20
OMB Control No: 2506-0117 (exp. 09/30/2021)
The lead department for the Con Plan preparation and yearly reporting is the Community Development Department under the supervision of the City Manager.
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.
A notice advertising the CAPER was published in the Daily Breeze on September 6, 2024. This notice informed the public of the opportunity to view/comment on the Plan for 15 days. The CAPER was available for viewing on the City of Torrance website, City Clerk's Office, and Bartlett Senior Center. All comments received are included in the Appendix. No comments were received.
CAPER 21
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.
N/A, the City was not a direct grantee for CDBG funding in FY 2023-24.
Does this Jurisdiction have any open Brownfields Economic Development Initiative (BEDI) grants?
No
[BEDI grantees] Describe accomplishments and program outcomes during the last year.
CAPER 22
OMB Control No: 2506-0117 (exp. 09/30/2021)
CR-50 - HOME 24 CFR 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 24 CFR §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.
N/A, the City did not develop affordable rental housing in FY 2023-24.
Provide an assessment of the jurisdiction's affirmative marketing actions for HOME units. 24 CFR 91.520(e) and 24 CFR 92.351(a)
N/A, no HOME units were developed/rented in FY 2023-24.
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 N/A, no HOME funds were utilized in this program year.
Describe other actions taken to foster and maintain affordable housing. 24 CFR 91.220(k) (STATES ONLY: Including the coordination of LIHTC with the development of affordable housing). 24 CFR 91.320(j)
The City continued to operate the assisted voucher programs through the PHA to maintain the existing affordable housing stock. As stated previously, the City adopted the Housing Corridor Overlay during the program year. This overlay presents a new option for property owners to pursue residential development on properties currently zoned for industrial or commercial use. As an overlay, the existing zoning of a property remains unchanged, allowing existing permitted uses to continue. This action will provide increased options for affordable housing development.
CAPER 23
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 0 0 0 0 0
Total Labor Hours
Total Section 3 Worker Hours
Total Targeted Section 3 Worker Hours
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.
CAPER 24
OMB Control No: 2506-0117 (exp. 09/30/2021)
Other.
Table 15 – Qualitative Efforts - Number of Activities by Program
Narrative
The City did not utilize any HOME funds in FY 2023-24, therefore there were no Section 3 activities.
CAPER 25
OMB Control No: 2506-0117 (exp. 09/30/2021)
Attachment
CAPER Proof of Publication
CAPER 26
OMB Control No: 2506-0117 (exp. 09/30/2021)
CAPER 27
OMB Control No: 2506-0117 (exp. 09/30/2021)
Appendix: Public Comments