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HomeMy WebLinkAboutAgenda Report - September 7, 2016 G-02 PHAGENDA ITEM (3 z CITY OF LODI COUNCIL COMMUNICATION TM AGENDA TITLE: Public Hearing to Consider Adopting Resolution Approving the 2015/16 Community Development Block Grant (CDBG) Consolidated Annual Performance and Evaluation Report (CAPER) MEETING DATE: September 7, 2016 PREPARED BY: Community Development Director RECOMMENDED ACTION: Public hearing to consider adoption of a resolution approving the 2015/16 Community Development Block Grant (CDBG) Consolidated Annual Performance and Evaluation Report (CAPER). BACKGROUND INFORMATION: A public hearing is required as part of the federal requirements of the Community Development Block Grant (CDBG) program. The 2015/16 CAPER (Exhibit A) describes the programs and activities accomplished during that program year, in which the City received $613,405 in federal CDBG funds. In the second year of implementing its five year Consolidated Plan, the City has made progress towards reaching each of its goals. Goals were met through the program outcomes and by conducting program planning for future projects and activities. The City's strategic plan identified two priority areas and eight main goals. The two priorities are 1) building a healthy community and 2) expanding economic development activities. This past year's activities resulted in meeting many of the established goals, including: 1) improving access to social services; 2) improving accessibility; 3) constructing/upgrading public facilities; 4) addressing slum, blight and nuisance conditions; 5) building capacity and leadership in marginalized communities; and 6) securing additional funding. The public review and comment period for the CAPER document will begin no later than August 24, 2016 and will end September 7, 2016. The City Council will consider approval and adoption of the 2015/16 CAPER and provide an opportunity for public comment for all of those actions at this public hearing. FISCAL IMPACT: The CAPER and the Annual Action Plan amendment documents are being completed as an administrative activity that is funded through the City's CDBG administrative allocation from HUD. FUNDING AVAILABLE: Not applicable wabauer Community Development Director ssijw APPROVED: uer, Pity Manager EXHIBIT A 2015-16 Consolidated Annual Performance and Evaluation Report CDBG Consolidated Annual Performance and Evaluation Report i 4 Y� y6� i �W •♦ T '11 �r .� 16 _ Table of Contents CR -05 - Goals and Outcomes........................................................................................................................ 2 CR -10 - Racial and Ethnic Composition of Families Assisted......................................................................14 CR -15 - Resources and Investments 91.520(a)...........................................................................................16 CR -20 - Affordable Housing 91.520(b)........................................................................................................19 CR -25 - Homeless and Other Special Needs 91.220(d, e); 91.320(d, e); 91.520(c) ....................................20 CR -30 - Public Housing 91.220(h); 91.320(J)...............................................................................................23 CR -35 - Other Actions 91.220(1)-(k); 91.320(i)-(1)........................................................................................25 CR -40 - Monitoring 91.220 and 91.230.......................................................................................................29 CR -45 - CDBG 91.520(c).............................................................................................................................. 30 CR -05 - Goals and Outcomes Progress the jurisdiction has made in carrying out its strategic plan and its action plan. 91.520(a) In the City of Lodi's second year of implementing its five year Consolidated Plan (2014-2018), the City has made progress towards reaching each of its goals. Goals were met through the achievements of current projects and by conducting program planning for future projects. The City's strategic plan identifies two priority areas and eight main goals. The two priorities are 1) building a healthy community and 2) expanding economic development activities. This year's activities resulted in addressing many of the eight established goals, including: 1) improving access to social services; 2) improving accessibility; 3) constructing/upgrading public facilities; 4) addressing slum, blight and nuisance conditions; 5) building capacity and leadership in marginalized communities; and 6) securing additional funding. Additionally, the City took steps to foster fair/quality housing to residents of all income levels. Social Service Activities: More specifically, the City of Lodi allocated CDBG funds during the 2015-16 program year to multiple social service agencies to meet these priorities and goals; including Salvation Army, Second Harvest Food Bank of San Joaquin County, Emergency Food Bank of Stockton/San Joaquin, San Joaquin Fair Housing Association, the City's LodiGRIP Program, Community Partnership for Families of San Joaquin, and One - Eighty Adolescent and Family Services. • Using CDBG funds, sub -recipient Salvation Army provided tutoring and mentoring to 52 youth between the ages of 5 and 13. Existing after-school programs in Lodi are impacted and have long waiting lists. Thus, Salvation Army's program brings an added resource for Lodi youth. This program is designed to help enable students to reach their highest level of achievement and avoid risky behavioral activities, by collaborating with their teachers, parents, and schools. Additionally, this program not only serves as a valuable resource to children in local schools, but to the families that reside in Hope Harbor Shelter, a transitional and emergency shelter facility. • Sub -recipient Second Harvest Food Bank exceeded its program goal serving 1,151 residents. This represents unduplicated visits by individuals and their family members. However, many families visit the food bank and its nonprofit partners repeatedly throughout the year. The number of service units (instances of individuals receiving services repeatedly) was 8,714. In total, approximately 134,000 lbs. of supplemental groceries, including fresh fruits and vegetables, were provided to Lodi residents. • The Emergency Food Bank's Mobile Farmer's Market met its 2015-16 goals when it served 981 unduplicated Lodi residents during the program year. Many residents return each month to learn new recipes and obtain fresh produce. A total of over 31,606 pounds of food was distributed throughout the year in the Lodi alone. 21 Page • San Joaquin Fair Housing Association provided fair housing assistance, including completing 26 cases for an estimated 50 residents and their household members, providing intake and resources to 135 residents, and conducting fair housing tests at three Lodi locations. The program goals are to ensure fair housing, and to teach and defend tenant and landlord rights and responsibilities regarding providing and maintaining adequate and safe housing. They help mediate conflicts between tenants and landlords and provide educational opportunities. They provided information flyers to Lodi's code enforcement officer and conducted outreach at two local community fairs. • During 2015-16, LodiGRIP staff assisted several at -risk youth and their families. The program is mostly funded by City General Funds with some funds from CDBG. The LodiGRIP Program's mission is to reduce serious youth violence by working directly with gang -involved or potentially gang -involved youth that are at high risk of violence, either as victims or perpetrators. On six occasions during the 2015-16 program year, groups of 13 to 17 year old youths were taken through the Juvenile Diversion Program (JDP) at Mule Creek State Prison. The JDP participants and their families received follow-up contact from supporting social services agencies and several of the youth participated in peer -counseling sessions. From their participation in JDP, several of those at -risk youth have committed to step away from gang -related activities and to stop hanging with the gang crowd. Of those JDP participants, several have come together to create a peer mentorship program to assist LodiGRIP's efforts in turning youth away from at -risk behavior. This has also allowed the youth to develop leadership skills among their peers and adults. CDBG 2015-16 program funds helped support a special speaker at one of the peer - counseling sessions and tattoo removal. The tattoo removal assists former gang members to step away further from that lifestyle and disconnect from that culture. • Community Partnership for Families of San Joaquin exceeded its goals to serve 25 persons. In total, 34 Lodi youth and some of their family members received screening, case -management, and group counseling. Some of these youth participated in several group counseling sessions, youth mentoring activities, and positive social events for a total of 833 service units. • One -Eighty Adolescent and Family Services served reached its goal by serving 39 youth and family members. First, youth are provided a mental health screening, and then those considered "at -risk" participate in the evidence -based Why Try Program. As part of the program, youth participate in 16-18 week skills building and therapeutic sessions, and attend 1 to 3 individual sessions. The organization works in conjunction with the Lodi Unified School District's teachers and administers to identify and support students in -need. Public Facilities Activities: Also, during program year 2015-16, the City of Lodi made progress towards its goal to make public facility improvements. During the previous 2014-15 program year, the City completed various projects across the City that addressed American's with Disability Act (ADA) -compliant improvements. These improvements help make public services and cultural programs available to all of Lodi's population, including aging or 31 Page disabled residents who need wheelchair accessibility. Improvements included: 10 new wheelchair accessible spots and a ramp at the south entrance of Hutchins Street Square, a community center for arts, services, and events; five new wheel chair accessible parking spots and a new path of travel to the sidewalk at two public parking lots on Church Street that residents use to access Lodi's downtown area; one pool chair lift to allow wheel chair and handicap accessibility at the Hutchins Street Square pool, which has many aquatic fitness classes for seniors and disabled individuals; lastly, 23 new parking spaces with two wheel chair accessible spaces at the LOEL Senior Center so that more residents and seniors could access the community garden and center. During 2015-16, Lodi made progress on the following: • 13.14 City Hall Annex: Construction was completed, improving office space for Fire Administration and for the Parks, Recreation and Cultural Services Department. The City underwent a HUD audit for this project, which concluded in August 2016. The project's labor compliance review was recently completed and final payment is being released. • 13.11/15.16 Kofu Park Improvements: Request for bids was released in Summer 2016 and contract was signed. Construction began in August, and is anticipated to finish in Fall 2016. • 14.11 Alley Drainage Improvements: Request for bids was released in Summer 2016 and contract was signed in June. Construction began in August, and is anticipated to finish in Fall 2016. Additionally, to provide sufficient funds for this project, funding from the 14.14 Lodi Library project that was cancelled, was reallocated to the Alley Drainage Improvement project. • 15.02 Hutchins Street Square North Entrance ADA Improvements: The City completed its design and engineering for this project during program year 2015-16. Due to the upcoming holiday performances on the grounds of Hutchins Street Square, construction is anticipated to begin after the New Year in Spring 2017. • 15.05 Cherokee Lane: A contract was awarded in July, and construction is anticipated to begin Fall 2016. • 15.14 Grace and Mercy ADA Improvements: This project completed a CASp inspection to determine exactly what barriers to accessibility exist at the site and they are in the process of finalizing the scope of work. The City added $12,278 in additional funds to this project from previous year projects that had leftover funds. Construction is anticipated to begin during the 16-17 program year. • 15.03 Zupo Field ADA Bleachers / 15.06 Church Street Parking Lot ADA: In order to commit sufficient funding to other existing projects and to keep those projects moving forward, these projects were cancelled and their funds were re -allocated to 15.05 Cherokee Lane Project and 13.11 Kofu Park projects. The City also has the goal of making improvements to public facilities. During program year 2015-16, the City finalized plans, completed environmental review, and put out a bid for the 15.04 Blakely Park Restroom Demolition project. A contract was awarded in July. Construction began in August and is anticipated to be completed by Fall 2016. One of the City's other goals is to preserve existing affordable housing, including improving the 41 Page condition of the City's existing housing stock that benefit low-income residents. During 2014-15 program year, the Housing Authority of San Joaquin County replaced all windows and sliding glass doors with dual pane and energy efficient ones in a six -unit affordable housing complex. A second phase of these improvements is anticipated to begin during the 2016-17 program year (15.08 Housing Authority). This project completed its environmental review during 2015-16 program year and bids will be solicited in Fall 2016. The units are owned by the Housing Authority of the County of San Joaquin and are unsubsidized but offered to renters at below market rates. As a result of these improvements, renters will have lower utility bills and may better be able to afford their rent. The City's Graffiti Abatement program has helped reduce blight by cleaning up tagged properties in targeted low-income areas. The City's program cleans up these sites within a day or two, or within the same day in some instances, which benefits not only the property but prevents secondary tags. The program runs year-round. Graffiti abatement has helped preserve neighborhood property values and maintain housing stock in the City. During program year 2015-16, the City removed 1,537 instances of graffiti in low -moderate income census areas. This is an increase of approximately 300 instances of graffiti cleaned -up compared to the previous year. Other: The City has developed a relationship with Small Business Development Center at San Joaquin Delta College to help 25 low-income individuals start/grow their business. Due to changes in management with the organization, the project has been delayed. The project is expected to begin in 2016-17. The City will be meeting with the Small Business Development Center to finalize plans for implementing this program before the end of the 2016 calendar year. 51 Page 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) Goal Category Source / Indicator Unit of Expected Actual — Percent Expected Actual — Percent Amount Measure — Strategic Complete — Program Complete Strategic Plan" Program Year Plan Year Non -Housing Public service activities Access to Community CDBG: $ other than Low/Moderate Persons 7,5002 2,273 3,710 2,273 30.30% Social Services Assisted Development Income Housing Benefit Non -Housing Public service activities for Access to Community CDBG: $ Low/Moderate Income Households 5002 0 0.00% Social Services Assisted Development Housing Benefit Non -Housing Public service activities Address Blight Community CDBG: $ other than Low/Moderate Persons 3 90,000 18,585 18,000 3 18,585 103.25% and Nuisance Assisted Development Income Housing Benefit Non -Housing Public service activities for Address Blight Households See Community CDBG: $ Low/Moderate Income 1,250 0 0.00% 4 and Nuisance Assisted Note Development Housing Benefit Build Capacity Planning and Public service activities for Households See and Capacity CDBG: $ Low/Moderate Income 100 0 0.00% 4 Assisted Note Leadership Building Housing Benefit Construct or Public Facility or Non -Housing Upgrade Infrastructure Activities Persons See Community CDBG: $ 0 0 4 0 0% Public other than Low/Moderate Assisted Note Development Facilities Income Housing Benefit 61 Page Construct or Public Facility or Non -Housing Upgrade Infrastructure Activities Households See Community CDBG: $ 100 0 0.00% 4 Public for Low/Moderate Assisted Note Development Facilities Income Housing Benefit CDBG: $ Expand Public service activities for Economic / Households See Financial Low/Moderate Income 800 0 0.00% Development HOME: Assisted Note Opportunities Housing Benefit $ CDBG: $ Expand Economic Financial Jobs created/retained Jobs 0 0 8 04 0.00% Development HOME: Opportunities $ Public Facility or Non -Housing Improve Infrastructure Activities Persons 4 Community CDBG: $ 1250 0 0.00% 1200 0 0.00% Accessibility other than Low/Moderate Assisted Development Income Housing Benefit CDBG: $ Preserve Affordable / Public service activities for Existing Housing Section Households 4 Low/Moderate Income 0 0 31 0 0.00% Affordable Public 108: $ / Assisted Housing Benefit Housing Housing HOME: CDBG: $ Preserve Affordable / Housing Code Household Existing Housing Section See Enforcement/Foreclosed Housing 4 0 0.00% Affordable Public 108: $ / Note Property Care Unit Housing Housing HOME: 71 Page Table Notes: (1) This table was generated from HUD's online system. The numbers in this column are not cumulative for the entire 2014-2018 Consolidated Plan period. Instead, they only include the last program year 2015-16. Thus, it is a comparison of a five year goal to a one year accomplishment. (2) The strategic plan goal incorrectly labeled this goal as 500 households, when social services activities should be reported as people instead of households. Lodi has adjusted the table above to reflect the corrected goal of 7,500 people; however, because this table is 81 Page Section Produce New Household Affordable 108: $ / Homeowner Housing See Affordable Housing 4 0 0.00% 4 Housing HOME: Added Note Housing Unit $ Section Produce New Household Affordable 108: $ / Homeowner Housing See Affordable Housing 4 0 0.00% 4 Housing HOME: Rehabilitated Note Housing Unit $ Section Produce New Affordable 108: $ / Direct Financial Assistance Households Affordable 4 0 0.00% 5 OQ 0.00% Housing HOME: to Homebuyers Assisted Housing $ CDBG: $ / Rehabilitate Household Affordable Section Homeowner Housing See Existing Housing 108: $ / Rehabilitated Housing 12 0 0.00% 4 Note Housing Unit HOME: Public Facility or Secure Planning and Infrastructure Activities Households See Additional Capacity CDBG: $ 250 0 0.00% 4 for Low/Moderate Assisted Note Funding Building Income Housing Benefit Table Notes: (1) This table was generated from HUD's online system. The numbers in this column are not cumulative for the entire 2014-2018 Consolidated Plan period. Instead, they only include the last program year 2015-16. Thus, it is a comparison of a five year goal to a one year accomplishment. (2) The strategic plan goal incorrectly labeled this goal as 500 households, when social services activities should be reported as people instead of households. Lodi has adjusted the table above to reflect the corrected goal of 7,500 people; however, because this table is 81 Page generated from HUD's online system, a row with the 500 households still remains. Sub -recipients correctly tracked and reported on number of people served and those numbers have been incorporated. Lodi has confirmed this change with its HUD representative. (3) The original Strategic Plan counted the number of household to be served; however, the City updated this to 90,000 individuals upon discovering that this type of activity would be classified as public service and within certain geography. Lodi has confirmed this change with its HUD representative. Subsequently, the City updated its Annual Action Plan goal from 100 to 18,000 persons. (4) These particular goals have 0% completed because either 1) the project is still on-going and therefore final outcome are not reported, or 2) the City has not yet selected a project to address that particular goal. The 2015-16 program year is the second year of the five year plan, and as such the City has three more years to find and allocate projects to meet these remaining goals. The City has already directed projects to some of these goals in the upcoming 2016-17 program year. 91 Page 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's strategic plan identifies two priority areas and eight main goals. The two priorities are 1) building a healthy community and 2) expanding economic development activities. This year's activities resulted in meeting many of those eight goals. A list of each goal and the activity that supported each goal is outlined below: 1) improving access to social services; a. Second Harvest Food Bank provides residents with access to food resources and often partners with nonprofits to supplement their services with additional nutrition education and food. They exceeded their goal by increasing the number of Lodi agencies served and the increasing the amount of food provide to each agency. b. Emergency Food Bank's Mobile Farmers Market program exceeded its goal of providing health -food classes and healthy food alternatives to local residents. c. The Salvation Army met their program goals as well. Its after-school program helps to bring not only youth to additional resources, but their family members, such as food, job training, housing assistance, and more. d. Community Partnership for Families and One -Eighty Adolescent and Family Services programs met their program goals as well. Both of these programs run screenings that identify what other needs the youth may have and the needs of the family. Then, the youth are connected with additional services, and staff will work with family members as well to help them get access to additional resources. By taking the approach that the whole family's health is important for supporting the youth, then the assistance becomes wrapped around the whole family. Youth may develop a plan to take ownership in their family story/circumstances and to develop their own plan for the future. With these goals and the support of the staff, youth and family members work towards getting the assistance they need. e. LodiGRIP program assists youth who are at -risk of becoming a member or being a target of gang related activity. Through the program, certain select youth participated in the Juvenile Diversion Program (JDP) through Mule Creek State Prison. The JDP participants and their families received follow-up support from social service agencies to address issues within the home environment that may be contributing to their at -risk behavior. These families and youth receive added resources and support, including referrals. Additionally, several of the youth have come together to create a peer mentorship program to turn youth away from gang activity and back to their education and/or vocational training. A portion of the City's LodiGRIP funds were re -allocated to the Community Partnership for Families to support its expanding support services to families they work with through LodiGRIP. 101 Page f. The proposed site for the Family Resource Center may not be feasible, so the City is working to determine a possible new site. 2) improving accessibility; a. The City's accessibility projects expand over a multi-year period. The City has completed the project scope and awarded CDBG funds on these several projects, and construction is anticipated to be completed during program year 2016-17: • 13.11/15.16 Kofu Park Improvements; • 14.11 Alley Drainage Improvements, and • 15.05 Cherokee Lane. Two additional projects are scheduled for their project scope to be completed during the next program year: • 15.02 Hutchins Street North Entrance ADA Improvements, and • 15.14 Grace and Mercy ADA Improvements 3) constructing or upgrading public facilities; a. During program year 2015-16, the City finalized plans, completed environmental review, and awarded a contract for the 15.04 Blakely Park Restroom Demolition project. Construction began in August and is anticipated to be completed by Fall 2016. 4) addressing slum, blight and nuisance conditions; a. Lodi's Graffiti Abatement program cleans up blight and also helps deter those from future offenses. This year's program met its goal. Also, the LodiGRIP program gives youth positive activities to engage in, in place of more destructive activities such graffiti. This also helps, though indirectly, to reduce blight and nuisance conditions in the City. 5) produce new affordable housing/ rehabilitate existing housing; a. No projects were identified during the 2015-16 program year to address these goals. However, the City plans to address these goals in the upcoming 2016-17 year with first- time homebuyer assistance and housing rehabilitation programs. Previously, the City had received HOME funds and began initial program start-up activities. Although, due to the high cost of Lodi single-family homes, the City returned the HOME funds because they were not able to meet HOME limits on purchase price. b. 2016-17 funds have also been allocated to the Salvation Army to assist with the rehabilitation of a targeted vacant dwelling in order to create new transitional housing for graduates of their programs at the homeless shelter. 6) expand financial opportunities for lower-income individuals and families; a. The City has developed a relationship with Small Business Development Center at San Joaquin Delta College to help 25 low-income individuals start/grow their business. The project is expected to begin in 2016-17. b. Salvation Army's mentoring and tutoring program gives kids an opportunity to excel at school for a better chance at higher levels of education and increasing skills for better job performance and opportunities. 7) building capacity and leadership in marginalized communities; 111 Page a. The 2015-16 AAP did not identify a specific project to meet this goal; however, the City is working towards establishing a Neighborhood Revitalization Strategy Area (NRSA) in the Heritage District to increase the capacity and leadership of local residents and nonprofits that serve them. The City conducted outreach through -out the year, some of which overlapped with 16-17 AAP outreach, for a total of seven meetings. Over 115 residents participated and over 90 have provided feedback through surveys. The surveys have been distributed through local nonprofits and at various community events. During the 2016-17 program year, through the establishment of a NRSA in the Heritage District, other activities that also indirectly contribute to this goal include: i. The LodiGRIP program fosters youth leaders who work with their fellow students, parents, family members, and community members to create a positive environment and activities for youth. The peer mentorship program has built leadership skills in the at -risk youth, and many have developed an interest in getting more involved in the community. Additionally, several participants from LodiGRIP transitioned from performing poorly in school, low attendance, and behavior problems, to higher grades, improved behavior, and on a track to graduate. ii. The Salvation Army's mentoring program builds youth leaders. iii. The Emergency Food Banks's mobile food bank, conducts nutrition education at community centers, schools and resource centers. Families that participate in the program learn about healthy eating. Healthier residents are able to be more active in their community and take on roles of leadership. 8) securing funding to implement these goals; a. While no specific activity was allocated to this goal in 2015-16, the City has actively been pursuing funding opportunities and was successful in hiring an intern to assist in researching, screening, and applying for additional grants funds. That position is funded through the Program Administration allocation. The City has recently applied for funds with the Lawrence Livermore Community Gift Program. If awarded, these funds would support the LodiGRIP program. The City has also pursued a partnership with the Lodi Chamber of Commerce and a local branch of Farmers and Merchants Bank, to provide an Asset -Based Community Development workshop. The workshop will take place in the September and may be a catalyst for future leadership trainings and the establishment of the Neighborhood Revitalization Strategy Area. The City did not receive grant awards during 15-16; however, the City will continue to build relationships with funders and pursue additional funds. 9) Preserve existing affordable housing: a. The 15.08 Housing Authority Improvements project is the second phase of a larger project to help preserve existing affordable housing. The City anticipates that construction will begin during the 2016-17 program year. b. The City also strives to provide adequate and fair housing choices for residents of all income levels through the entire community. To meet this goal, the City has funded San 121 Page Joaquin Fair Housing Association who provides advocacy, resources, and information to residents for better access to quality housing regardless of income level. During this last year, the organization conducted testing in three sites, resulting in the organization deciding to offer more fair housing training to property managers in the next year. San Joaquin Fair Housing provided intake to 135 individuals, completed an estimated 26 cases for households, which included approximately 50 persons. Callers received information and referrals, and 26 resulted in new cases. Of those cases, 3 were seniors, 9 were female -headed households, and 19 earned less than 80% of AMI (lower income). San Joaquin Fair Housing did not technically meet its goal to assist 500 individuals. According to the organization, this was likely due to its new reporting system, which upon installation lost the data from the previous system, and the organization is having difficulty pulling and verifying all the data. They are in the process of fixing their data reporting system. Also, the organization states that the data is showing lower outputs for all areas, which leads them to believe the reported activities are not representing all activity. Summary: The City exceeded it goal in providing access to social services to lower income Lodi residents. The City's 2015-16 Annual Action Plan had an original goal of 3,710; however, after further discussion with social service agencies, we made revisions to those numbers for a goal of 1,940 total. By year's end, the City reached and slightly exceeded this goal by serving 2,273 unduplicated Lodi residents. Additionally, the City is met its goal to reduce blight through its Graffiti Abatement program which benefitted more than 18,000 Lodi residents this last year. The remaining 2015-16 Annual Action Plan goals had a completion percentage of 0 percent due to those projects not being completed during the 2015-16 year; however, as described above, most have begun construction or will be beginning construction in the next program year. 131 Page 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) Table 1— Table of assistance to racial and ethnic populations by source of funds Narrative Lodi's CDBG programs serve residents of many races and ethnicities within Lodi. The racial and ethnic composition of CDBG programs are aligned with recent 2014 American Community Survey statistics for the whole community, with slightly higher averages for minorities. That is, when comparing the percentage of minorities served, compared to the minority percent in the community generally, the numbers are slightly higher. For example, 1.3% of the Lodi population is Black/African American, yet approximately 2% of the residents served were Black/African American. Similarly, Asians represent 8% of the general population of Lodi, yet 12% of these served by CDBG sub -recipients were Asian. This may be due to concentrations of minorities in low-income areas served by the majority of programs. As for ethnicity (Hispanic or not Hispanic), the general Lodi population is 36% Hispanic and 46% non - Hispanic. This is the exact breakdown of clients served by CDBG programs during 2015-16. In Lodi's concentrated areas of lower-income residences, the percentage of Hispanics is typically higher than the general population. This may suggest that programs may need to continue outreach to Hispanic residents to ensure they are receiving needed services. For future activities, CDBG sub -recipients will continue to provide services in Spanish and to conduct outreach to these residents given the language or cultural barriers they may face to accessing services. The Salvation Army provided English-language tutoring to children whose first language is not English. Additionally, San Joaquin Fair Housing Association provides multi-lingual marketing, as well as, has Spanish-speaking staff to assist callers. Lastly, the LodiGRIP and Community Partnership for Families provide gang -prevention programs that are typically tied to Hispanic residents. Lodi identified one particular census tract to target, as described in the 2015-16 Annual Action Plan. Census Tract 45.02 is identified as a Racially Concentrated Area of Poverty and an Economically 141 Page CDBG White 1,698 Black or African American 47 Asian 246 American Indian or American Native 40 Native Hawaiian or Other Pacific Islander 15 Total 2,046 Hispanic 583 Not Hispanic 1,463 Table 1— Table of assistance to racial and ethnic populations by source of funds Narrative Lodi's CDBG programs serve residents of many races and ethnicities within Lodi. The racial and ethnic composition of CDBG programs are aligned with recent 2014 American Community Survey statistics for the whole community, with slightly higher averages for minorities. That is, when comparing the percentage of minorities served, compared to the minority percent in the community generally, the numbers are slightly higher. For example, 1.3% of the Lodi population is Black/African American, yet approximately 2% of the residents served were Black/African American. Similarly, Asians represent 8% of the general population of Lodi, yet 12% of these served by CDBG sub -recipients were Asian. This may be due to concentrations of minorities in low-income areas served by the majority of programs. As for ethnicity (Hispanic or not Hispanic), the general Lodi population is 36% Hispanic and 46% non - Hispanic. This is the exact breakdown of clients served by CDBG programs during 2015-16. In Lodi's concentrated areas of lower-income residences, the percentage of Hispanics is typically higher than the general population. This may suggest that programs may need to continue outreach to Hispanic residents to ensure they are receiving needed services. For future activities, CDBG sub -recipients will continue to provide services in Spanish and to conduct outreach to these residents given the language or cultural barriers they may face to accessing services. The Salvation Army provided English-language tutoring to children whose first language is not English. Additionally, San Joaquin Fair Housing Association provides multi-lingual marketing, as well as, has Spanish-speaking staff to assist callers. Lastly, the LodiGRIP and Community Partnership for Families provide gang -prevention programs that are typically tied to Hispanic residents. Lodi identified one particular census tract to target, as described in the 2015-16 Annual Action Plan. Census Tract 45.02 is identified as a Racially Concentrated Area of Poverty and an Economically 141 Page Concentrated Area of Poverty (RCAP/ECAP). To address the greater need for these residents, many of Lodi's activities were located in or served residents from this area: Lodi's graffiti abatement program; Salvation Army's tutoring and mentoring program; Second Harvest Food Bank programs; Emergency Food Bank's Mobile Farmer's Market program, and LodiGRIP programs. Furthermore, the City has conducted outreach during in the 2015-16 program year to establish a Neighborhood Revitalization Strategy Area to address the racial/ethnic concentrations of poverties currently existing in certain areas of Lodi. 151 Page 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 SBDC Economic Dev 1,800,000 217,437.20 Other HOME 250,000 Alley Drainage Table 2 — Resources Made Available Narrative During the 2015-16 program year, $217,437.20 was expended on 15-16 project from the original $613,405 award, and a total of $238,719.89 was expended from all projects across multiple funding years. Expenses that were spent during 15-16 year for previous year projects were excluded from the table above. This is a breakdown of the expenditures by project: 13.11 Kofu Park ADA $792.96 13.13 SBDC Economic Dev $0.00 13.14 City Hall Annex ADA $12,384.12 14.11 Alley Drainage $1,724.86 14.12 HSS North Entrance $6,344.75 15.01A Administration $104,681.00 15.01B Fair Housing $18,000.00 15.02 HSS N. Entrance ADA $0.00 15.03 Zupo Field ADA $0.00 (cancelled) 15.04 Blakely Park Restroom Demo $1,016.20 15.05 Cherokee Lane ADA $700.00 15.06 Church Street Parking ADA $0.00 (cancelled) 15.07 Graffiti Abatement $40,000.00 15.08A LodiGRIP $350.00 15.08B Community Partnership $17,061.00 15.08C One -Eighty Adolescent $10,600.00 15.09 Housing Authority $365.00 15.10 Small Business Development $0.00 15.11 Emergency Food Bank $1,500.00 15.12 Salvation Army $15,000.00 15.13 Second Harvest $7,500.00 15.14 Grace and Mercy ADA $700.00 15.15 Family Resource Center $0.00 161 Page During the 2015-16 CDBG Program year, the City returned awarded HOME grant funds of $250,000 to California Department Housing and Community Development. The City worked on a partnership with a nonprofit administrator; however, in preparations the City discovered that Lodi residents would likely not meet the HOME requirements regarding the maximum housing purchase price while also still meeting the income requirement. Identify the Reokyraphic distribution and location of investments Target Area Planned Percentage of Allocation Actual Percentage of Allocation Narrative Description CDBG Target Area 37% 7% Projects still in process City -Wide Activity 44% 20% Projects still in process RCAP/ECAP 45.02 18% 8% Projects still in process Table 3 — Identify the geographic distribution and location of investments Narrative For the 2015-16 program year, Lodi anticipated that 18 percent of its CBDG funds would be reaching the RCAP/ECAP census tract 45.02 (Note: the Annual Action Plan had incorrectly stated tract 43.02). Additionally, as stated in the Strategic Plan, certain racially/ethnically concentrated areas of poverty were identified as having greater needs in the City. This area is generally referred to as Lodi's Eastside or Heritage District, which is located in the RCAP/ECAP census tract 45.02. Several of Lodi's sub -recipients provided services in or to residents living in the targeted census tract and Lodi's Heritage District, including: Salvation Army's tutoring and mentoring program ($15,000); Second Harvest Food Bank programs ($7,500); Emergency Food Bank's Mobile Farmer's Market program ($1,500), LodiGRIP program ($350), Community Partnership for Families ($17,061), and One -Eighty Adolescent and Family Services ($10,600). This totals $52,011, which is 8% of the total $613,405 2015-16 award, and 24% of the amount expended thus far ($217,437). This is on track for meeting the 18% upon completion of all projects. The City allocated 37% of funds towards CDBG Target Area which includes all low/moderate income block groups. The City's Graffiti Abatement program reached this target area, which was 19% of the total funds expended this year, and 7% of the total $613,405 2015-16 award. The City allocated 44% of funds towards City -Wide Activity. The City's program administration and fair housing projects were allocated to this category, which was 20% of the total funds expended the total $613,405 2015-16 award. The actual amount anticipated after the capital improvement projects are completed will result in a higher percentage towards reaching these goals. 171 Page 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. Many of Lodi's social service sub -recipients have additional resources to support their CDBG supported programs. These additional sources include not only other grant funds, but in-kind volunteers and donations. Additionally, San Joaquin Fair Housing has additional CDBG sources from all of the other jurisdictions in San Joaquin County. Because no construction projects were completed, though many were initiated during the 2015-16 program year, the City has no leveraged resource to report on those projects at this time. Using CDBG administrative funds, the City has hired an intern to assist in bringing supplemental funds to assist nonprofit and CDBG sub -recipients, to help expand the LodiGRIP program, for construction of a new community garden, and for more resources for the Heritage District. While the City has not been awarded a grant to -date, the City will continue to develop relationships with funders and to apply for grant during the 2016-17 program year. The City has also started a collaborative effort with both the Lodi Chamber of Commerce and Farmer's and Merchant's Bank of Lodi to coordinate a community workshop to implement the Asset -Based Community Development process. The Chamber has assigned one of their interns to help coordinate the effort and Farmer's & Merchant's Bank has pledged to secure additional funding from the Federal Reserve through their Community Reinvestment Office. No publicly owned land or property located within the jurisdiction where used to address identified needs in the plan. 181 Page 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. Table 4- Number of Households 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 4- Number of Households Table 5 - Number of Households Supported Discuss the difference between goals and outcomes and problems encountered in meeting these goals. Lodi's Strategic Plan outlines the City's plans to assist in the development of affordable housing through first-time home buyer loans under the HOME program. In 2013, the City was awarded $700,000 in HOME funds. Due to market housing prices, most home purchase prices in Lodi exceed the maximum purchase price allowed by United States Department of Housing and Urban Development (HUD). Thus, the City returned the HOME funds. In its place, the City allocated 2016-17 CDBG Program funds to a first time home buyer program and housing rehabilitation loan program. The Housing Authority of San Joaquin County recently completed a weatherization project on six affordable housing units. These improvements help lower the utility bill of its lower-income residents. A second phase of the project is planned for the upcoming 2016-17 program year. This will continue to further the City's goal of preserving existing affordable housing. 191 Page One -Year Goal Actual Number of households supported 0 0 through rental assistance Number of households supported 0 0 through the production of new units Number of households supported 0 0 through the rehab of existing units Number of households supported 0 0 through the acquisition of existing units Total 0 0 Table 5 - Number of Households Supported Discuss the difference between goals and outcomes and problems encountered in meeting these goals. Lodi's Strategic Plan outlines the City's plans to assist in the development of affordable housing through first-time home buyer loans under the HOME program. In 2013, the City was awarded $700,000 in HOME funds. Due to market housing prices, most home purchase prices in Lodi exceed the maximum purchase price allowed by United States Department of Housing and Urban Development (HUD). Thus, the City returned the HOME funds. In its place, the City allocated 2016-17 CDBG Program funds to a first time home buyer program and housing rehabilitation loan program. The Housing Authority of San Joaquin County recently completed a weatherization project on six affordable housing units. These improvements help lower the utility bill of its lower-income residents. A second phase of the project is planned for the upcoming 2016-17 program year. This will continue to further the City's goal of preserving existing affordable housing. 191 Page As for new affordable housing development, unfortunately, the City does not receive enough CDBG funds to acquire or construct affordable housing given its high cost (i.e. land, construction, permit fees, etc.). There are simply not enough funds available from the estimated $600,000 in yearly CDBG and City general funds to meet these and other needs in the community. Instead the City works to improve the public environment and ensure that all citizens have improved safe access. Additionally, the City plans to assist in economic development opportunities for low-income to make housing more affordable. Discuss how these outcomes will impact future annual action plans. The City plans to address housing needs, but without significant additional resources, the City will continue to focus CDBG dollars where they will do the most good for the low and moderate households through better access to economic opportunities, services and public infrastructure. With 2016-17 CDBG funds, the City allocated approximately $125,000 for a first-time homebuyer program, and $135,000 for a modest housing rehabilitation program. Moreover, Lodi's youth programs are focused on prevention for long-term impacts to low-income communities. The City will be pursing the creation of a Neighborhood Revitalization Strategy Area in order to free up additional social service funds that could be used to assist low-income families with affordable housing. The City will continue to look for additional resources to support affordable housing. 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 Persons Served CDBG Actual HOME Actual Extremely Low-income 0 0 Low-income 0 0 Moderate -income 0 0 Total 0 0 Table 6 — Number of Persons Served Narrative Information No projects were completed during 15-16 program year that applied to these goals. 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 is a participant of the Committee on Homelessness, made up of key City staff, representatives from the Salvation Army and local faith -based organizations, and the Lodi Community Foundation, a 201 Page local philanthropic organization. Led by the Lodi Community Foundation, this task force has built consensus and support to explore a number of short- and long-range solutions to reduce homelessness and mitigate its effect on the community. This culminated in the creation of a "Report on Homelessness in Lodi" which was presented to the Lodi City Council in September of 2015. The City Council adopted that report and the long- and short-term strategies that were incorporated within. The City has remained actively involved in the monthly Committee and Sub -committee meetings and has consolidated the other homeless outreach efforts into these meetings. The City will also remain involved in the planning and execution of the County -wide Point -in -Time Homeless Count that will take place in January 2017. The Neighborhood Services Manager participates in the following community/collaborative committees on a regular basis: (a) San Joaquin County Emergency Food and Shelter Board, (b) City of Lodi ADA Committee/Citizen Advisory Panel, and (c) Lodi Improvement Committee. As a participant and member of these various committees, the City continues to stay aware of current issues facing the homeless community and the agencies providing services. Lastly, the Lodi Improvement Committee, a City Board/Commission with members appointed by the Mayor and City Council, is also a forum for discussing, gathering information, and promoting actions regarding homeless issues, among other resident driven topics, in the City. Addressing the emergency shelter and transitional housing needs of homeless persons Residents of emergency shelters and transitional housing often need access to additional basic human needs, such as food and adequate nutrition. Recognizing the need for more transitional housing as voiced by service providers, the City plans to support the rehabilitation of a home to transitional living center for homeless persons during the 2016-17 plan year. Additionally, the City supports this need by consistently providing funds to Second Harvest Food Bank which provides bulk food goods to these shelter operators. One of the key points identified through the Homeless Task Force is the need for broad spectrum of housing types beyond emergency shelters, including supportive and transitional housing. This is also a subject that is addressed through the recently completed Housing Element and the Analysis of Impediments to Fair Housing Choice. The City supports the Salvation Army to provide youth services for the homeless youth of their shelter program. 211 Page Helping homeless persons (especially chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth) make the transition to permanent housing and independent living, including shortening the period of time that individuals and families experience homelessness, facilitating access for homeless individuals and families to affordable housing units, and preventing individuals and families who were recently homeless from becoming homeless again The City uses a number of strategies to assist chronically homeless. The following activities have occurred or are in the process. • A new transitional housing facility will be provided in 2016-17 to help those who have recently been homeless to obtain extra resources and time so they can build up a support network, resources, and assistance to address their long-term issues that contribute to their chronic homelessness. • An 80 -unit affordable senior housing project broken ground in June 2016 that, when completed, may provide available units to allow for homeless seniors and seniors at risk of homelessness to obtain permanent housing. • The City will continue to provide support to Second Harvest Food Bank which provides food to many local Lodi service providers that then pass this along to homeless and at -risk of homeless individuals and families. Healthy food contributes to better heath and can reduce financial stress due to medical costs, which can be a factor in homelessness. • The City will continue to support the Continuum of Care's efforts to create additional beds for chronically homeless persons through two primary strategies: (1) having the CoC apply for additional new Shelter Plus Care funding that will target the chronically homeless, and (2) increasing the number of beds for the chronically homeless by modifying existing Shelter Plus Care programs that do not specifically target chronically homeless persons. This second strategy would be achieved by providing chronically homeless persons with a priority when filling vacancies in non -targeted Shelter Plus Care programs as they occur. 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 With reduced rent or subsidized rent, low-income individuals and families may be able to avoid homeless during challenging life events. Low-income individuals and families often have minimal savings and may live month to month. Significant life events, such as health care costs, job loss (even temporary), increase in rent or other vital expense (food, utilities, etc.), can put them further behind financially and even result in homelessness. 221 Page Furthermore, when individuals are being discharged from a mental health facility, corrections program/institution, foster care system, they similarly have experienced a loss of income during their stay and/or may have difficulty obtaining employment. To assist families in avoiding homelessness, the City has supported the Community Partnership for Families youth program which promotes the mental, emotional, social, and educational well-being of Lodi's youth, which in turn helps these youth to make positive choices about their future, including efforts at schools and with career opportunities. Some of these youth come from families that have experienced multi -generational poverty, and this program contributes to ending that cycle. The City's LodiGRIP program partners with Community Partnership for Families to assist youth who are at -risk of or are associated with local gangs. Every other month, LodiGRIP's youth attend an event at a nearby correctional facility where current inmate mentors tell the youth about their own experience with gangs and warn the youth about the negative consequences of gang activity. Many youth have chosen either not to enter gangs or to separate themselves from gang involvement as a result of this event. These inmates benefit from the program as well. They can make a difference for these youth and are able to contribute back to the community in a positive way. The City also supports Second Harvest Food Bank, which helps families teetering on the edge of homeless. Additionally, some of Lodi's seniors are on limited incomes and face medical care expenses. To assist these residents in avoiding homeless, the City plans to provide LOEL Center with assistance for its Meals on Wheels Program. These are both hot and cold meals that also tailored to the particular nutritional and dietary needs of elderly residents. Meals are delivered directly to seniors who are also screened for other needs. Lastly, Foster Care programs in San Joaquin County are overseen by the Human Services Agency. In California, state law requires public foster care programs to provide an Independent Living Program and that a transition plan be formulated for all youth preparing for emancipation. The City will continue to work with the Human Services Agency and the CoC members to assist youth exiting the foster care system. The City will contribute in identifying best practices for keeping youth exiting foster care from becoming homelessness. 231 Page CR -30 - Public Housing 91.220(h); 91.320(j) Actions taken to address the needs of public housing The Housing Authority of the County of San Joaquin (HACSJ) is the public housing agency serving the City of Lodi. HACSJ is independent of the City of Lodi, and the City retains no control over its funding or implementation of programs. HACSJ has two public housing properties in Lodi. During 2016-17, HACSJ is anticipated to complete a second phase of a weatherization project on one of the properties. This helps reduce the cost of housing for tenants. Actions taken to encourage public housing residents to become more involved in management and participate in homeownership HACSJ encourages public housing residents to participate in policy, procedure, and program implementation and development through its Resident Advisory Board. HACSJ also distributes a newsletter to all residents, which contains relevant news, information on training and employment opportunities, and other community resources available to public housing residents. Public housing residents also participate in the development of the HACSJ five-year and annual plans. The Resident Services Division distributes a survey to prioritize residents' needs and schedule short- and long- term improvements. Actions taken to provide assistance to troubled PHAs HACSH is not designated as "troubled." 241 Page 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 2015-16, the City engaged in the following activities to foster and maintain affordable housing: • The City completed its review and update to its Housing Element, as well as develop an Analysis of Impediments to Fair Housing Choice that was reviewed and approved by HUD's Office of Fair Housing and Equal Opportunity. Any barriers to affordable housing identified through those documents have already or will be addressed within the period of this Consolidated Plan. Furthermore, the City will be developing an Assessment of Fair Housing in advance of the next Consolidated Plan period of 2019-2023. • The City has finally seen the development of an affordable senior housing project that has been in the works for the past eight years. This project will provide 80 units that will serve a broad spectrum of low-income seniors. • The City is continuing to work with Habitat for Humanity to identify existing housing or vacant sites to be purchased and rehabilitated/developed as affordable housing. Actions taken to address obstacles to meeting underserved needs. 91.220(k); 91.320(j) In 2015-16, the City supported the following programs to address underserved needs: • The LodiGRIP, Community Partnership for Families, and One -Eighty Adolescent and Families services all assisted in reaching predominantly Hispanic youth and their families. • The Salvation Army's Tutoring and Mentoring Program served 52 low-income youth, predominantly Hispanic from the RCAP/ECAP area. • San Joaquin Fair Housing Association provided housing counseling services to 26 families. • Second Harvest Food Banks provided 1151 needy families (includes all members) with food within the Target Area. • Emergency Food Bank provided 981 residents with nutrition class and health food to the Target Area. In addition, the City assisted Eden Housing with the efforts to secure funding for the development of an 80 -unit affordable, senior housing project on Tienda Drive. Actions taken to reduce lead-based paint hazards. 91.220(k); 91.320(j) In 2015-16, the City will offer the following programs to reduce lead-based paint hazards: • All the City's capital improvement projects follow lead-based paint safety regulations and policies. 251 Page Actions taken to reduce the number of poverty -level families. 91.220(k); 91.3200) In 2015-16, the City provided assistance to at -risk youth and their families, to homeless and/or low- income youth in the tutoring/mentoring program, to low-income families who need food assistance. Counseling, social activities, self-improvement strategies, and multiple resource were provided to these individuals and families to help them achieve more stable and health lives. Specifically, the following nonprofits provided these instances of service to Lodi residents: • Salvation Army: 4,933 units of service • Second Harvest: 8,714 units of service • Emergency Food Bank: 8,459 units of service • Community Partnership for Families: 833 units of service • One -Eighty Adolescent and Family Services: 507 units of service Actions taken to develop institutional structure. 91.220(k); 91.320(j) The City's CDBG-funded programs are administered by the City's Community Development Department, Neighborhood Services Division. This Division works collaboratively with the other departments/subdivisions, such as Planning, Code Enforcement, Public Works, and others. Also, the Neighborhood Services Division manager is a member and participant of many community committees, such as the Lodi Improvement Committee, Lodi ADA Committee/Citizen Advisory Panel, Lodi's Committee on Homelessness, and the Federal Emergency Food and Shelter Program Board. Participation in these, help the City's CDBG program stay current and aware of the most pressing community needs, as well as, allows networking/problem solving with local/regional social service providers and to bring in additional resources to meet these needs. A significant gap in access to social services for Lodi residents is due to a lack of social services within the City. Many services are located outside of Lodi, usually in Stockton. The City's GrapeLine bus system connects to San Joaquin Regional Transit, which goes to Stockton. Residents; however, are often deterred by the cost, number of transfers, and length of trips. During 2014-15, the City has encouraged and is pursuing opportunities for out-of-town service providers to have satellite facilities/offices in Lodi. The Neighborhood Services Manager is also involved in the update of the City's Housing Element, particularly in the discussions surrounding multi -family and affordable housing, and review of existing HUD -funded housing programs and an evaluation of their effectiveness. Actions taken to enhance coordination between public and private housing and social service agencies. 91.220(k); 91.3200) The City will continue to participate in regional coordination of services through the Emergency Food 261 Page and Shelter Program Board and other networking opportunities. The development of the affordable senior housing project will bring additional resources to the community through the management companies Resident Services and with coordinated supportive services with the County Behavioral Health Services agency that has provided funding for 8 units through the Mental Health Services Act (MHSA) Identify actions taken to overcome the effects of any impediments identified in the jurisdictions analysis of impediments to fair housing choice. 91.520(a) Currently, the City funds the San Joaquin Fair Housing Association which provides phone and in-person fair housing counseling. Staff provides resources, information, and advocacy to Lodi residents who have experienced discrimination in housing and landlord tenant issues. Additionally, the City will take actions as recommended from the recently completed and approved Al during the remainder of the Con Plan period. 1. Lack of sufficient subsidized and unsubsidized affordable housing supply, particularly for low-income special needs households: • The City of Lodi is continuing to pursue available and appropriate state and federal funding sources to support efforts to construct housing meeting the needs of lower income households. • The City has also allocated CDBG funding for the 2016-17 Program Year for Housing Rehabilitation/Emergency Repair activities that will include residential accessibility upgrades and improvements. 2. Need for rental subsidy for lower-income households: • The City has and will continue to support the San Joaquin County Housing Authority in its administration of the Housing Choice Voucher rental assistance program, which will include distribution of program information at the Community Development public counter, distribution of program information to rental property owners as part of the City's code enforcement activities, annual meetings with representatives of the Housing Authority to discuss actions the City can take to encourage greater participation in the Voucher Program by rental property owners, and creation and maintenance of a link to the Housing Authority's website on the City's website. • The City has been working to create opportunities to partner with nonprofit developers, where possible, to pursue grants and other housing subsidies to construct new or rehabilitate existing units that will be made affordable to low- and moderate -income households. 3. Lack of information on the nature and basis of housing discrimination and the resources available to seek assistance: • The City has been working with local agencies to improve the collection and reporting of information on discrimination, particularly based on religion, race and ethnicity, age, gender, 271 Page marital status, presence/absence of children, and household size and required the San Joaquin Fair Housing Association to conduct discrimination testing. 4. Unequal distribution of lower-income households and minority households: • The development of the 80 -unit affordable senior housing project has made a huge step toward the creation and distribution of affordable housing for low-income and minority households. City staff will work with the developer/management company to ensure that there is the appropriate marketing of the project to our current low-income and minority communities. 5. Lack of formal policies and procedures regarding reasonable accommodation: • The City has updated formal policies and procedures for persons with disabilities to request reasonable accommodations to local planning and development standards. 281 Page CR -40 - Monitoring 91.220 and 91.230 Describe the standards and procedures used to monitor activities carried out in furtherance of the plan and used to ensure long-term compliance with requirements of the programs involved, including minority business outreach and the comprehensive planning requirements The City's CDBG program is administered by three staff, the Neighborhood Services Division manager, a program specialist, and an intern. Staff oversees reporting requirements, monitors the budget, conducts procurement activities, enforces labor compliance standards, and more. Staff is available to offer assistance and answer questions of sub -recipients, and is in at least quarterly communications with each sub -recipient regarding quarterly reports. The Neighborhood Services Division manager has been administering the CDBG program with the City for almost 20 years, bringing continuity and experience from previous years, and comprehensive implementation of the Consolidated Plan, Housing Element, Analysis of Impediments to Fair Housing and other planning documents. Per HUD's recommendation, the City plans to conduct one on-site monitoring visit during the 16-17 plan year. Previously, the City's policy was to conduct desk monitoring, and only on-site monitoring in the case of non-compliance or other issues. With these new policies, the City will be proactively assisting sub -recipients to be compliant with CDBG reporting and filing requirements. Also, the City will continue to work with the business center to assist low-income business owners develop their businesses. 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. The City provided a draft of this CAPER to the public for comment 15 -days prior to the City Council public hearing on September 7, 2016. The City posted and published a 30 -day public notice regarding the City Council hearing on the draft CAPER. One element of the effective communications that we strive for as a public agency is in the written documents that we prepare that identify how we went about soliciting public comment for use of the funding, what we have proposed to do with our grant funding and finally, what we have accomplished with the use of those funds. 291 Page CR -45 - CDBG 91.520(c) Specify the nature of, and reasons for, any changes in the jurisdiction's program objectives and indications of how the jurisdiction would change its programs as a result of its experiences. The City does not plan on changing any of its Strategic Plan or Annual Action Plan program objectives. The City will continue to work on setting up activities that would meet program objectives related to affordable housing rehabilitation, rental assistance and/or first time homebuyer, and will monitor its progress on these. There are no other anticipated changes in program objectives. Does this Jurisdiction have any open Brownfields Economic Development Initiative (BEDI) grants? NA [BEDI grantees] Describe accomplishments and program outcomes during the last year. ►rel 301 Page RESOLUTION NO. 2016-168 A RESOLUTION OF THE LODI CITY COUNCIL APPROVING THE 2015-2016 COMMUNITY DEVELOPMENT BLOCK GRANT CONSOLIDATED ANNUAL PERFORMANCE AND EVALUATION REPORT WHEREAS, the Department of Housing and Urban Development (HUD) has determined that the City of Lodi, California, is entitled to Community Development Block Grant (CDBG) funds as an entitlement community; and WHEREAS, the 2015-2016 Consolidated Annual Performance and Evaluation Report (CAPER) describes the programs and activities accomplished during that program year, in which the City received. $613,405 in federal CDBG funds; and WHEREAS, the City of Lodi has held, with proper notification and at the completion -of the. mandated public comment period, a public hearing at the City Council meeting of September 7, 201 B; to receive comments on the draft CAPER. NOW, THEREFORE, BE IT RESOLVED that the Lodi City Council does hereby approve the final 2015-2016 CAPER that is to be submitted to HUD by September 30, 2016. Dated: September 7, 2016 I hereby certify that Resolution No. 2016-168 was passed and adopted by the City Council of the City of Lodi in a regular meeting held September 7, 2016, by the following vote: AYES: COUNCIL MEMBERS — Johnson, Kuehne, Mounce, Nakanishi, and Mayor Chandler NOES: COUNCIL MEMBERS — None ABSENT: COUNCIL MEMBERS — None ABSTAIN: COUNCIL MEMBERS — None PNN41FEM.MIOLO City Clerk 2016-168 CDBG Public Hearing Consolidated Annual Performance and Evaluation Report (CAPER) Presented by Community Development Department September 2016 Consolidated Annual Performance and Evaluation Report (CAPER) — Year 2 of 5 ■ CDBG Accomplishments from 2015/16: ❑ Salvation Army provided tutoring and mentoring to 52 youth, ages 5 to 13. ■ Up from 32 in 2014-15. ❑ Over 165,606 lbs of supplemental groceries, fresh fruits and vegetables were provided to Lodi residents. ■ Up from 104, 000 in 2014-15. ❑ The Emergency Food Bank's Mobile Farmers Market served 981 unduplicated residents. ■ Up from 348 in 2014-15 ❑ Second Harvest Food Bank exceeded their goal and served 1,151 Lodi residents. Consolidated Annual Performance and Evaluation Report (CAPER) — Year 2 of 5 ■ CDBG Accomplishments from 2015/16: ❑ LodiGRIP Program ■ Small amount of CDBG used for tattoo removal and for a youth empowerment presentation. ■ 34 youth participated in the Juvenile Diversion Program at Mule Creek State Prison. ❑ Community Partnership for Families of San Joaquin ■ Followed up with those 34 JDP youth and their families to provide screening, case - management, and group counseling. ❑ Greater number of youth choosing to separate and stay away from participation or association with gangs. ❑ Several youth leaders have been cultivated and are now serving as youth organizers and peer mentors. ❑ Organizing activities and events. ❑ One -Eighty Adolescent and Family Services ■ Served 39 youth and family members through the Why Try Program. ❑ On -Campus, evidence -based program focused on improving decision making skills, changing behavior, and reducing bullying, truancy, and drop outs. Consolidated Annual Performance and Evaluation Report (CAPER) — Year 2 of 5 ■ CDBG Accomplishments from 2015/16: ❑ Public Facilities Activities ■ Completion of the City Hall Annex Project. ❑ CDBG covered ADA Accessibility only. ■ Design and Engineering for several CDBG projects to be completed 2016-17. ❑ Kofu Park ADA Improvement Project. ❑ Alley Drainage Improvement Project. ❑ Hutchins Street Square North Entrance ADA Project. ❑ Cherokee Lane ADA Improvement Project. ❑ Blakely Park Restroom Demolition Project. ■ Grace & Mercy Facility ADA Improvements ❑ CASp Inspection completed. Li Graffiti Abatement Program ■ 1,537 incidents of graffiti removed. ❑ 300 more than previous year. San Joaquin Fair Housing ■ Provided services to 185 residents. ■ Conducted discrimination testing at 3 apartment complexes. CDBG Public Hearing ■ Public Review &Comment ❑ Mandatory Review Period ❑ No Public Comments ■ Public Hearing ■ Requested Action ❑ To adopt the Resolution... ■ Approving the 2015/16 Consolidated Annual Performance and Evaluation Report. CITY OF LORI LEGAL ADVERTISEMENT ADVERTISING INSTRUCTIONS SUBJECT: NOTICE OF PUBLIC HEARING FOR DISCUSSION OF THE 2015-16 CDBG CONSOLIDATED ANNUAL PERFORMANCE AND EVALUATION REPORT (CAPER) AND AMENDMENT OF 2016-17 ANNUAL ACTION PLAN (AAP) PUBLISH (DATES): August 6, 2016 ACCT#: 20104930 TEAR SHEETS WANTED: 2 EXTRA DELIVER TO: Community Development Deig, AFFIDAVIT &BILL TO: CoMMgru jV Deveio meat - CDBG City of Lodi 221 W. Pine Street Lo CA _5241 DATE:. Aqg& 33, 2014 ORDERED BY: Joseph Wood TITLE: Nolebborho6d Services Division Mane C:\Users\pfarris\AppData\Local\Microsoft\Windows\Temporary Internet Files\Content.Outlook\3013VF3H\2015-16 CAPER Public Notice.doc LEGAL NOTICE NOTICE OF PUBLIC HEARING FOR DISCUSSION OF THE 2015-16 CDBG CONSOLIDATED ANNUAL PERFORMANCE AND EVALUATION REPORT (CAPER) AND AN AMENDMENT TO THE 2016-17 ANNUAL ACTION PLAN (AAP) NOTICE IS HEREBY GIVEN that a public hearing will be held on Wednesday, September 7, 2016 at 7:00 p.m. or as soon thereafter as the matter may be heard, in the Lodi City Council Chambers, 305 West Pine Street, Lodi, CA 95240 in order to consider the 2015-16 Community Development Block Grant (CDBG) Program Consolidated Annual Performance and Evaluation Report (CAPER) and an amendment to the 2016-17 Annual Action Plan (AAP). The 2015-16 CAPER describes the programs and activities accomplished during that program year, in which the City received $613,405 in federal CDBG funds. The AAP generally describes how the City will utilize program funds for eligible activities during the fiscal year. The AAP can be amended as needed to reallocate funds to housing and community development activities. The City proposes to reallocate funds from projects with unspent funds from previous years to existing or new projects. The release of this notice is one of the City's activities to fulfill citizen participation requirements. Federal regulations require localities to provide the public with reasonable access to the documents. The CAPER and the AAP amendment are available for public review at the Lodi City Hall, 221 West Pine Street, and on the City's website at www.lodi.gov/community_development/neighborhoods/cdbg.html. Copies of the CAPER and the AAP amendment will be made available upon request and are free of charge. The public review and comment period for the 2015-16 CAPER will begin no later than August 24, 2016 and will end September 7, 2016. The public review and comment period for the amendment of the 2016-17 AAP begins August 6, 2016 and will end September 7, 2016. The City Council will consider adoption of the 2015-16 CAPER and the amendment of the 2016-17 AAP and provide an opportunity for public comment at their September 7, 2016 meeting. The purpose of this public hearing will be to give citizens an opportunity to make their comments known regarding community needs and accomplishments under the CDBG Program. If you are unable to attend the public hearing, you may direct written comments to the City Clerk, City of Lodi, PO Box 3006, Lodi, CA 95241, or you may telephone (209) 333-6711. In addition, information is available for review at Lodi City Hall (221 West Pine Street) between the hours of 8:00 a.m. and 5:00 p.m. on weekdays. If you challenge the subject matter in court, you may be limited to raising only those issues you or someone else raised at the public hearing described in this notice or in written correspondence delivered to the City Clerk, 221 West Pine Street, at or prior to the close of the public hearing. In compliance with the Americans with Disabilities Act, if you need special assistance to participate in this meeting, please contact the Office of the City Clerk at (209) 333-6702. Notification 48 hours prior C:\Users\pfarris\AppData\Local\Microsoft\Windows\Temporary Internet Files\Content.Outlook\3013VF3H\2015-16 CAPER Public Notice.doc to the meeting will enable the City to make reasonable arrangements to ensure accessibility to this meeting. The City promotes fair housing and makes all its programs available to low- and moderate -income families regardless of age, race, color, religion, sex, national origin, sexual preference, marital status or handicap. Neighborhood Services Manager Joseph Wood Dated: August 6, 2016 C:\Users\pfarris\AppData\Local\Microsoft\Windows\Temporary Intemet Files\Content.Outlook\3013VF3H\2015-16 CAPER Public Notice.doc DECLARATION OF POSTi�I�G NOTICE OF PUBLIC HEARING FOR DISCUSSION OF THE COMMUNITY DEVELOPMENT BLOCK GRANT PROGRAM OnThursday, August 18, 2016, in the CKY of Lodi, San Joaquin County, California, a Notice of Public Hearing for discussion of the Community Development Block Grant Program (attached and marked as Exhibit A)., was posted at the following locations: Lodi City Clerk's Office Lodi City Hall Lobby Lodi Carnegie Forum WorkNet Office I declare under penalty of perjury that the foregoing is true and correct. Executed on August 18, 2016, at Lodi, California. ORDERED BY: JENNIFER M. FERRAIOLO CITY CLERK PAMELA M. FARRIS DEPUTY CITY CLERK NAAdministration\CLERK\Fubtic Hearings\AFFADAVITS\DEMST.DOC ELIZABETH BURGOS ADMINISTRATIVE CLERK THE CITY OF LODI COMMUNITY DEVELOPMENT DEPARTMENT Notice of Public Hearing for Discussion of the Community Development Block Grant Program NOTICE IS HEREBY GIVEN that a public hearing will be held on Wednesday, September 7, 2016 at 7:00 p.m. or as soon thereafter as the matter may be heard, in the Lodi City Council Chambers, 305 West Pine Street, Lodi, CA 95241 in order to consider the 2015-16 Community Development Block Grant (CDBG) Program Consolidated Annual Performance and Evaluation Report (CAPER) and an amendment to the 2016-17 Annual Action Plan (AAP). The 2015-16 CAPER describes the programs and activities accomplished during that program year, in which the City received $613,405 in federal CDBG funds. The AAP generally describes how the City will utilize program funds for eligible activities during the fiscal year. The AAP can be amended as needed to reallocate funds to housing and community development activities. The release of this notice is one of the City's activities to fulfill citizen participation requirements. Federal regulations require localities to provide the public with reasonable access to the documents. The CAPER is available for public review at the Lodi City Hall, 221 West Pine Street, and on the City's website at www.lodi.gov/oommunity_development/neighborhoods/odbg.html. Copies of the CAPER will be made available upon request and are free of charge. The public review and comment period for the 2015-16 CAPER will begin no later than August 24, 2016 and will end September 7, 2016. The public review -and comment period for the amendment of the 2016-17 AAP begins August 6, 2016 and will end September 7, 2015 The City Council will consider adoption of the 2015-1.6 CAPER and amendment of the 2016-17 AAP and provide an opportunity for public comment at their September 7, 2016 meeting. The purpose of this public hearing will be to give citizens an opportunity to make their comments known regarding community needs and accomplishments under the CDBG Program. If you are unable to attend the public hearing, :you may direct written Comments to the City Clerk, City of Lodi, PO Box 3006, Lodi, CA 95241, or you may telephone .(209) 333-6711. In addition, information is available for review at Lodi City Hall (221 West Pine Street) between the hours of 8:00 a.m. and 5:00 p.m. on weekdays. If you challenge the subject matter in court, you may be limited to raising only those issues you or someone else raised at the public hearing described in this notice or in written correspondence delivered to the City Clerk, 221 West Pine Street, at or prior to the close of the public hearing. In compliance with the Americans with Disabilities Act, if you need special assistance to participate in this meeting, please contact the Office of the City Cleric at (209) 333-6702. Notification 48 hours prior to the meeting will enable the City to mace reasonable arrangements to ensure accessibility to this meeting. The City promotes fair housing and makes all its programs available to low- and moderate -income families regardless of age, race, color, religion, sex, national origin, sexual preference, marital status or handicap. .�OF� 0 1 v9lrFvt��� LA CIUDAD DE LODI DEPARTAMENTO DE DESARROLLO DE LA COMUNIDAD AVISO DE AUDIENCIA PUBLICA PARA DISCUTIR EL PROGRAMA DE FONDOS DE DESARROLLO PARA LA COMUNIDAD (CDBG) POR LA PRESENTE SE DA AVISO que una audiencia publica se Ilevara a cabo el Miercoles, 7 de septiembre de 2016 a las 7:00 pm o tan pronto como el asunto puede ser oido, en el Consejo de Lodi City Chambers, 305 West Pine Street, Lodi, CA 95240 con el fin de considerar el 2015-16 Community Development Block Grant (CDBG) Programa Consolidado Anual de Desempeno y el Informe de Evaluation (CAPER) y una enmienda al Plan de Accion Anual 2016-17 (AAP). La 2015-16 CAPER describe los programas y actividades realizadas durante ese ano del programa, en el cual la Ciudad recibio $613,405 en fondos federales CDBG. La AAP generalmente describe c6mo la Ciudad utilizara los fondos del programa de actividades elegibles durante el ano fiscal. La AAP puede modificarse segun sea necesario para reasignar fondos a las actividades de vivienda y desarrollo comunitario. Se hace este aviso disponible para cumplir con los requisitos de participaci6n ciudadana. Las regulaciones federales requieren que las localidades ofrezcan al publico un acceso razonable a los documentos. EI CAPER y la enmienda AAP estan disponibles para revision publica en el Ayuntamiento de Lodi, 221 West Pine Street, y en la pagina web de la Ciudad en www.lodi.gov/community_development/neighborhoods/cdbg.htmi. Copias del CAPER y la enmienda AAP estaran disponibles bajo petition y son gratuitas. EI periodo de revision y comentarios del publico para el 2015-16 CAPER comienza el 24 de agosto del 2016 y finalizara el 7 de septiembre de 2016. La opinion publica y periodo de comentarios para la modificaci6n de la AAP 2016-17 comienza el 6 de agosto de 2016 y finalizara el 7 de septiembre de 2016. EI Ayuntamiento tendra en cuenta la adoption de la 2016-17 CAPER y modification de la 2016-17 AAP y proporcionar una oportunidad para comentarios del publico en su reunion del 7 septiembre de 2016. EI proposito de esta audiencia publica sera el de dar a los ciudadanos la oportunidad de hacer sus comentarios conocidos respecto a las necesidades y los logros en el marco del Programa CDBG. Si usted no puede asistir a la audiencia publica, puede dirigir sus observaciones a la Secretaria de la Ciudad, Ciudad de Lodi, PO Box 3006, Lodi, CA 95241 en escrito, o puede Ilamar por telefono al (209) 333-6711. Las personas con discapacidad auditiva, por favor utiliza el Servicio de Retransmision de California (CRS) 7-1-1. Ademas, la information esta disponible para su revision en el Ayuntamiento de Lodi (221 West Pine Street) entre las horas de 8:00 am y 5:00 pm de lunes a viernes. Si usted disputa el tema en la torte, usted puede ser limitado a elevar solo aquellas quejas que usted o alguien mas elevo en la audiencia publica que se describe en este aviso o en la correspondencia escrita entregada a la Secretaria de la Ciudad, 221 West Pine Street, en o antes de el cierre de la audiencia publica. En cumplimiento de la Ley de Estadounidenses con Discapacidades, si necesita asistencia especial para participar en esta reunion, por favor comuniquese con la Oficina del Secretario de la Ciudad al (209) 333-6702. Una notificaci6n de 48 horas antes de la reunion permitira a la ciudad hacer los arreglos razonables para garantizar la accesibilidad a esta reunion. La Ciudad promueve la vivienda justa y hate que todos sus programas disponibles para familias de bajos y moderados ingresos sin importar la edad, raza, color, religion, sexo, origen national, orientation sexual, estado civil o discapacidad. Administrador de Servicios a los Vecindarios Joseph Wood