HomeMy WebLinkAboutCAPER1.docFirst Program Year CAPER
The CPMP First Consolidated Annual Performance and Evaluation
Report includes Narrative Responses to CAPER questions that
CDBG, HOME, HOPWA, and ESG grantees must respond to each
year in order to be compliant with the Consolidated Planning Regulations. The
Executive Summary narratives are optional.
The grantee must submit an updated Financial Summary Report (PR26).
GENERAL
Executive Summary
This module is optional but encouraged. If you choose to complete it, provide a brief
overview that includes major initiatives and highlights that were proposed and
executed throughout the first year.
Program Year 1 CAPER Executive Summary response:
In order to receive HUD entitlement funds, the City annually submits to HUD a one year
Action Plan (proposed spending plan). The Action Plan is developed in accordance with
the City’s Citizen Participation Plan. Once the Action Plan is submitted to HUD, projects
are implemented in accordance with the approved one year budget. An annual report
called the Consolidated Annual Performance and Evaluation Report (CAPER) is
submitted to HUD after a publicly noticed fifteen-day review period.
The CAPER is an annual performance and evaluation report required by the U.S.
Department of Housing and Urban Development Department (HUD). The annual report
identifies the level of progress and accomplishments in meeting the priorities (goals) and
objectives of the grantee’s Consolidated Plan 2010 (ConPlan) over a 12 month period.
The ConPlan is a five year strategic planning document with performance measures.
st
The City’s FY 2005-06 CAPER completes the 1 year of the ConPlan 2010.
The CAPER primarily reflects financial and program information from three federal
entitlements that the City receives from HUD on an annual basis. For FY05-06,
$4,327,048 in City housing and community development funds were expended. HUD
expenditures came from the following three federal programs:
Community Development Block Grant (CDBG) Program
• $3,332,201 (entitlement)
HOME Investment Partnership (HOME) Program
• $846,419 (entitlement)
Emergency Shelter Grant (ESG) Program
• $148,428 (entitlement)
First Program Year CAPER 1 Version 2.0
City of Bakersfield
Total HUD funds available for expenditure during the twelve months (reporting year)*
totaled about $15,063,047, and came from the following three federal programs:
Community Development Block Grant (CDBG) Program
• $6,534,792 (entitlement) + $406,881 (program income) = $6,941,673
HOME Investment Partnership (HOME) Program
• $7,152,669 (entitlement) + $759,150 (program income) = $7,911,819
Emergency Shelter Grant (ESG) Program
• $209,555 (entitlement)
NOTE$5,620,980
*(: For FY05-06, the City received entitlements from HUD totaling –
about $3,744,782 in CDBG entitlement funds; $1,732,353 in HOME funds (includes
ADDI funds of $45,164); and $143,845 in ESG funds)
The City has identified outcome statements for: 1) accessibility, 2) affordability, and 3)
sustainability; and objectives for: 1) decent housing, 2) suitable living environment and
3) economic opportunity.
The City has attempted to incorporate HUD’s performance measurement system for
evaluating progress made toward its proposed outcomes using quantitative indicators for
comparison of proposed vs. actual objectives. The majority of the ConPlan objectives
for the first planning year were generally met.
General Questions
1.Assessment of the one-year goals and objectives:
a.Describe the accomplishments in attaining the goals and objectives for the
reporting period.
b.Provide a breakdown of the CPD formula grant funds spent on grant activities
for each goal and objective.
c.If applicable, explain why progress was not made towards meeting the goals
and objectives.
2.Describe the manner in which the recipient would change its program as a result
of its experiences.
3.Affirmatively Furthering Fair Housing:
a.Provide a summary of impediments to fair housing choice.
b.Identify actions taken to overcome effects of impediments identified.
4.Describe Other Actions in Strategic Plan or Action Plan taken to address obstacles
to meeting underserved needs.
5.Leveraging Resources
a.Identify progress in obtaining “other” public and private resources to address
needs.
b.How Federal resources from HUD leveraged other public and private
resources.
c.How matching requirements were satisfied.
First Program Year CAPER 2 Version 2.0
City of Bakersfield
Program Year 1 CAPER General Questions response:
Assessment
During the past twelve month reporting period (FY2005-06), the accomplishments for the
City of Bakersfield in attaining its 2010 Consolidated Plan (ConPlan) goals and
objectives were generally met, and the outcomes and accomplishments are reflected in
the attached Summary of Specific Annual Objective Tables, 3B (Annual Housing
Completion Goals), and the Homeless Needs Table. The Tables reflect the expected
number (goal), the actual number, percent completed, sources of funds, and a brief
description of the assessment and accomplishment for each outcome/objective. The
City has attempted to incorporate HUD’s performance measurement system for
evaluating progress made toward its proposed outcomes using quantitative indicators for
comparison of proposed vs. actual objectives, and if necessary, an explanation of why
progress was not made.
By combining HUD’s recommended three core objectives and outcomes, the City has
incorporated nine outcome statements into the consolidated planning. These nine
outcome statements with specific objectives below, generally reflect the ConPlan goals
and objectives in an abbreviated format (see Tables) for guiding the future planning and
funding of CDBG, HOME, and ESG activities over the ConPlan’s five year planning
horizon.
City outcome statements with summarized accomplishments/performance for FY05-06:
DH – 1.1 Accessibility for the purpose of providing decent housing.
Accessibility outcome applies to activities that make services, infrastructure, public
services, public facilities, housing, or shelter available/accessible to low income
people, including persons with disabilities. Decent housing objective focuses on
housing programs where the purpose of the program is to meet individual family or
community needs.
Specific Objective for DH 1.1
Address the need for the availability/accessibility of affordable decent housing by
offering assistance to: a) acquire/construct new ownership housing to benefit low
income household (HH) owners; b) acquire/construct new rental housing to benefit
low income (LI) HH tenants; and c) improve housing by making units accessible to
disabled HH’s.
Grant Funds Spent
HOME – $10,130
CDBG - $31, 168
Accomplishments/Performance
Only about 25% of the annual expected number was met. However, the City has
about a half dozen major housing projects underway (predevelopment and
construction phases) with the expectation many pending activities will provide
affordable housing, or shelter available/accessible to low income people, including
persons with disabilities within the next twelve months. Twenty-eight homes were
made accessible through the City’s Home Access Program.
First Program Year CAPER 3 Version 2.0
City of Bakersfield
DH – 2.1 Affordability for the purpose of providing decent housing
Affordability outcome applies to activities that provide affordability in a variety of
ways in the lives of low income people such as creation or maintenance of
affordable housing, basic infrastructure hook-ups, or services such as
transportation or day care. Decent housing objective focuses on housing programs
where the purpose of the program is to meet individual family or community needs.
Specific Objective for DH 2.1
Address the need for affordable decent housing by offering: a) downpayment
assistance to low income households; b) assistance to acquire/construct affordable
rental housing for low income elderly/frail households; c) assistance to
acquire/build transitional and permanent supportive housing for homeless
households including those leaving the child protection system; and d) affirmatively
furthering fair housing by offering compliance and counseling to ensure equal
access to housing for low income HH’s.
Grant Funds Spent
HOME – $202,399
ADDI - $51,393
Accomplishments/Performance
Four low income households were assisted with downpayment assistance. In
addition, 115 City residents received fair housing counseling and/ or substantial
service. No new transitional or permanent supportive housing projects were
assisted.
DH – 3.1 Sustainability for the purpose of providing decent housing
Sustainability outcome applies to projects where the activities are aimed at
improving communities or neighborhoods, helping to make them livable or viable
by providing benefit to low income persons by removing or eliminating slums or
blighted areas, through multiple activities or services that sustain communities or
neighborhoods. Decent housing objective focuses on housing programs where the
purpose of the program is to meet individual, family or community needs.
Specific Objective for DH 3.1
Address the need for sustainability of decent housing by offering assistance for
acquisition/rehabilitation for sustaining decent housing to benefit: a) low income
household owners; and/or b) low income household tenants.
Grant Funds Spent
CDBG – $52,260
HOME – $281,414
Accomplishments/Performance
Approximately 58% of the annual expected number was met. However, the City
has major housing projects underway (predevelopment and construction phases)
that are aimed at improving communities and neighborhoods by making them more
livable by meeting individual, family and community needs. There is an
expectation many pending rehabilitated housing units will be made available within
the next twelve months for low income persons (owners and/or tenants).
First Program Year CAPER 4 Version 2.0
City of Bakersfield
SL – 1.1 Accessibility for the purpose of creating suitable living environments
Accessibility outcome applies to activities that make services, infrastructure, public
services, public facilities, housing, or shelter available/accessible to low income
people, including persons with disabilities. Suitable living environment objective
relates to activities that are designed to benefit communities, families, or
individuals by addressing issues in their living environment.
Specific Objective for SL 1.1
Improve the availability/accessibility of the suitable living environment by providing:
a) assessment and outreach through informational referrals and case management
to homeless persons; and b) access to supportive non-housing mainstream
services to assist homeless persons.
Grant Funds Spent
CDBG– $1,152,760
ESG - $132,708
Accomplishments/Performance
Service providers contacted and assessed the needs of at least 1,802 homeless
persons and providing case management, telephone and information referral
service to 1,347 homeless persons to mainstream services.
SL – 2.1 Affordability for the purpose of creating suitable living environments
Affordability outcome applies to activities that provide affordability in a variety of
ways in the lives of low income people such as creation or maintenance of
affordable housing, basic infrastructure hook-ups, or services such as
transportation or day care. Suitable living environment objective relates to
activities that are designed to benefit communities, families, or individuals by
addressing issues in their living environment.
Specific Objective for SL 2.1
Improve the affordability of the suitable living environment by making: a) public
infrastructure; and/or b) general public facilities/services affordable to low income
persons within targeted neighborhood areas.
Grant Funds Spent
CDBG -$172,529
Accomplishments/Performance
About 335% of the annual expected number was met. The City has created or
maintained public services benefiting many low income neighborhoods, and
addressing key issues within the community with the future expectation many new
improvements and services will also be provided in the following fiscal year that will
benefit low income persons.
First Program Year CAPER 5 Version 2.0
City of Bakersfield
SL – 3.1 Sustainability for the purpose of creating suitable living environments
Sustainability outcome applies to projects where the activities are aimed at
improving communities or neighborhoods, helping to make them livable or viable
by providing benefit to low income persons by removing or eliminating slums or
blighted areas, through multiple activities or services that sustain communities or
neighborhoods. Suitable living environment objective relates to activities that are
designed to benefit communities, families, or individuals by addressing issues in
their living environment.
Specific Objective for SL 3.1
Improve the sustainability of the suitable living environment by providing health and
safety related services that safeguard neighborhoods, reduce criminal acts, and
enhance quality of life.
Grant Funds Spent
-
CDBG $640,318
Accomplishments/Performance
About 360% of the annual expected number was met. The City has provided
services to many low income areas making them more livable, viable and
sustainable. Many additional new services will be provided in the following fiscal
year that will benefit additional low income persons.
EO – 1.1 Accessibility for the purpose of creating economic opportunities
Accessibility outcome applies to activities that make services, infrastructure, public
services, public facilities, housing, or shelter available/accessible to low income
people, including persons with disabilities. Creating economic opportunities
objective applies to the types of activities related to economic development,
commercial revitalization, or job creation.
Specific Objective for EO 1.1
Enhance the accessibility of economic opportunity by providing funding assistance
to promote/retain job creation for employers that will primarily benefit low income
persons.
Grant Funds Spent
CDBG - $0
Accomplishments/Performance
No accomplishments reported this fiscal year for this outcome statement, nor have
any HUD funds been earmarked for this outcome statement since no viable and/or
feasible economic development proposals have been received by the City.
EO – 2.1 Affordability for the purpose of creating economic opportunities
Affordability outcome applies to activities that provide affordability in a variety of
ways in the lives of low income people such as creation or maintenance of
affordable housing, basic infrastructure hook-ups, or services such as
transportation or day care. Creating economic opportunities objective applies to
the types of activities related to economic development, commercial revitalization,
or job creation.
First Program Year CAPER 6 Version 2.0
City of Bakersfield
Specific Objective for EO 2.1
Enhance the affordability of economic opportunity by providing attractive funding
assistance to encourage the growth of small businesses, and improve the
economic health of a community that will primarily benefit low income persons.
Grant Funds Spent
CDBG - $0
Accomplishments/Performance
No accomplishments reported this fiscal year for this outcome statement, nor have
any HUD funds been earmarked for this outcome statement since no viable and/or
feasible economic development proposals have been received by the City.
EO– 3.1 Sustainability for the purpose of creating economic opportunities
Sustainability outcome applies to projects where the activities are aimed at
improving communities or neighborhoods, helping to make them livable or viable
by providing benefit to low income persons by removing or eliminating slums or
blighted areas, through multiple activities or services that sustain communities or
neighborhoods. Creating economic opportunities objective applies to the types of
activities relatedto economic development, commercial revitalization, or job
creation.
Specific Objective for EO 3.1
Improve the sustainability of economic opportunity by providing funding assistance
to sustain businesses, a community or other defined geographic areas with job
creation/retention and/or retail services.
Grant Funds Spent
CDBG - $460,786
Accomplishments/Performance
No accomplishments reported this fiscal year for this outcome statement.
However, a major mixed use and mixed income project is underway (land
acquisition is complete and project design is pending) in a city redevelopment area
that will make this older and historic community more livable and viable by
providing benefits to low income persons through affordable housing, retail
services and job creation.
For goals and objectives primarily funded with CDBG funds that reflected no or minimal
progress are primarily economic opportunity (EO) oriented. Some reasons for lack of
EO progress are: 1) SB 975 - the implications of this California law are significant
because paying prevailing wages will increase the average cost of an economic
development (ED) project even if HUD funds are solely used for acquisition, design or
equipment. This deters many interested businesses and ED developers; and 2) mixed
income and mixed use projects with multiple uses are inherently more complex and less
efficient to design, finance and develop. Because housing and commercial uses are
fundamentally different, separate requirements for design, financing, and management
are required and can adversely delay execution and delivery of an ED product.
First Program Year CAPER 7 Version 2.0
City of Bakersfield
In addition, approximate funds spent during the reporting year for administration,
planning and management oversight are identified by entitlement below:
-
CDBG $649,544
-
HOME $224,617
-
ESG $6,995
-
TOTAL $881,156
Program Change
The City of Bakersfield would not change its program as a result of its experience.
Affirmatively Furthering Fair Housing
The scope of the Analysis of Impediments contains a full array of public and private
sector policies, practices, and procedures effecting housing choice. It is intended that
the Analysis of Impediments will serve as the substance and logical basis for fair
housing planning.
The 2005 Analysis of Impediments (AI) specifically sets forth relevant demographic
information, suggested sources of housing discrimination, lending activities and data,
patterns of occupancy in public and government assisted housing as well as other
conditions affecting housing choice. In addition it contains recommendations to combat
the impediment to housing choice, offering suggestions and courses of action which may
be taken by the jurisdiction to affirmatively further fair housing.
Summary of Impediments Identified in the Analysis
The AI for the City of Bakersfield is a review of impediments to fair housing choice in the
public and private sector. The AI contains:
?
comprehensive review of local laws, regulations, and administrative policies as well
as private market practices;
?
assessment of how location, availability, and accessibility of housing is influenced by
local law and private market forces; and
?
assessment of conditions, both public and private, affecting fair housing choice.
The Analysis of Impediments aggregately identified needs in the following areas:
?
lending activities in targeted or impacted census tracts;
?
public knowledge of fair housing laws;
?
the existence of discriminatory attitudes;
?
enforcement activities;
?
patterns of occupancy in publicly owned and publicly assisted housing; and
?
accessibility to public transportation between low-income areas of concentration and
major employers.
This aggregate list of impediments, as defined above and identified by the consultants
performing the AI, served as the foundation in designing and implementing the
objectives and actions for the City’s Fair Housing Program.
First Program Year CAPER 8 Version 2.0
City of Bakersfield
The AI assessed fair housing needs and identified impediments to fair housing choice
within the City of Bakersfield. The AI provides for recommendations to eliminate the
identified impediments and to further promote fair housing opportunities in the City of
Bakersfield. These recommendations are contained in the ConPlan and were
implemented by the City’s Fair Housing Program beginning FY 05/06.
Strategic Planning and Actions Taken to Overcome the Effects of Impediments Identified
in the Analysis of Impediments
In developing actions to eliminate the effects of identified impediments in the AI, it was
essential that the objectives be clearly defined with measurable results. The objectives
are directly related to the conclusions and recommendations contained in the AI and
were designed to overcome the identified impediments.
Each objective or policy designed to overcome an identified impediment has an action or
set of actions which serve as a milestone in achieving each objective. The listed
milestone is a measurable action set to accomplish the objectives of the ConPlan and is
used to monitor the progress in carrying out the Plan as well as establish mid-course
corrections, changes or additions during implementation.
Since the inception of the City of Bakersfield Fair Housing Program during FY 94/95, the
Program has relied upon fair housing education and community outreach, technical
training, compliance activities, and counseling in meeting the fair housing needs of
Bakersfield residents and housing providers. Administered by the Economic and
Community Development Department, the Fair Housing Program continues to use these
effective methods of achieving the affirmative furtherance of fair housing in our
community.
The ConPlan contains a strategic plan in achieving goals and attaining objectives which
are designed to overcome identified impediments to fair housing choice. Each identified
area listed above is integrated throughout the Fair Housing Program by applying the
strategic use of the following four Fair Housing action steps: 1) Education and
Community Outreach; 2) Technical Training; 3) Compliance Activities; and 4)
Counseling.
1) Education and Community Outreach
Although the right to equal housing opportunity is set by law, enforcement actions
are not completely sufficient to create an environment in which all persons can be
insured of their housing rights. Community members must know about the
existence of fair housing laws in order to avoid violating them. Information about the
laws and their penalties also serve as a determent and help protect against
discrimination in housing. Home seekers and housing providers must know their
rights and responsibilities individually as well as the social and business advantages
that occur through honoring both the spirit and the letter of fair housing laws.
First Program Year CAPER 9 Version 2.0
City of Bakersfield
Housing consumers and housing providers also need to know how the law is
implemented and how the law protects them in providing equal treatment.
Knowledge of law also aids in the individual’s ability to distinguish between
discriminatory acts and other actions involving housing which may not be
discriminatory. Fair Housing education gives an opportunity for individuals to
explore their questions and fears as well as provides an opportunity to learn about
the benefits of a diverse community, doing business in an open market, and
providing housing in a way that allows all residents in a community to be included.
Fair housing educational activities created and implemented by the City of
Bakersfield designed for the general public as well as targeted groups in the
community, such as racial and ethnic populations, families with children, the building
and development industry, financial institutions, persons with disabilities, and
educators.
The goal of education and community outreach is to increase the overall knowledge
of housing law to all community residents in both the private and public sectors so
as to inform housing consumers and providers of their rights and responsibilities,
temper discriminatory attitudes, improve lending opportunities to potential housing
consumers, and promote fair housing choice among residents of publicly owned and
publicly assisted housing. The education and community outreach objectives in
meeting the goal are to: distribute brochures, pamphlets, fact sheets, handbooks
and other written materials increasing fair housing education to housing consumers
and housing providers by mail, during presentations and workshops; distribute
various promotional give-aways such as key chains, electric outlet plugs, pencils,
and other items which increase the awareness of the Fair Housing Program; assist
in coordinating the Annual Fair Housing Poster and Essay Contest, open to all
school aged children and primary and secondary schools in the City of Bakersfield
and County of Kern.
2) Technical Training
Technical training is typically oriented toward housing industry professionals and
social service providers as well as instructors. Training for these groups can be
provided in a community forum setting by bringing different representatives of
different agencies together to learn fair housing basics or on site training to focus on
particular issues.
The goal of technical training is to provide a detailed level of training in fair housing
law and practical applications to a concentration of housing industry professionals,
housing advocates, and protected class organizations which will significantly raise
the overall knowledge of fair housing laws, temper discriminatory attitudes, improve
lending opportunities to potential housing loan consumers, and promote fair housing
choice among residents of publicly owned and publicly assisted housing. The
technical training objectives in meeting this goal are as follows: prepare and
present seminars on a regular basis to housing provider associations as well as
meetings of individual housing providers to ensure compliance of up to date fair
housing laws; and in coordination with the California Department of Fair
Employment and Housing (DFEH), conduct fair housing workshops for housing
providers who are parties to settlement agreements with the DFEH on an as
requested basis by the DFEH.
First Program Year CAPER 10 Version 2.0
City of Bakersfield
3) Complaint Processing, Investigation and Compliance
Insuring the compliance of fair housing laws is an important issue in maintaining any
fair housing program. The U.S. Department of Housing and Urban Development,
the U.S. Department of Justice and the California State Department of Fair
Employment and Housing have been charged with governmental enforcement of fair
housing laws throughout the State of California. Individuals and private
organizations may also enforce fair housing laws under provisions of the Fair
Housing Act by maintaining civil law suits in federal and state courts.
The first step in resolving a compliance allegation is to process the initial complaint.
Initial complaints are ordinarily received via telephone or by recorded message on
the City of Bakersfield Fair Housing Hotline. Callers are asked to articulate a basis
to their illegal housing discrimination allegations before formerly filing a written
complaint. Many callers are able to substantiate a landlord tenant relations dispute
not involving an illegal housing discrimination and are referred to other agencies
which may best help their situation.
However, callers which are able to articulate a basis of illegal housing discrimination
are asked to complete a formal, written housing discrimination complaint. The
complaint form contains essential information to contacting the parties involved and
in providing a foundation to the investigation of the allegations. The allegations of
the complainant party are scrutinized carefully for factual and illegal bases of fair
housing violations. Often times invalid allegations of illegal housing discrimination
are confirmed through the use of collaboration of third parties or documentary
evidence which substantiates violations of fair housing law.
Once the complainant’s allegations have been confirmed, the responding party is
contacted to provide further information to the investigation. Upon receipt of the
responding parties’ facts, a determination is made as to whether sufficient evidence
exists to establish illegal housing discrimination.
Upon a finding of sufficient evidence to establish illegal housing discrimination,
several methods to resolving the fair housing act violation are made available to the
complaining and responding parties. Mediation, a legally non-binding dispute
resolution technique which solicits possible settlement ideas from the parties, is
made available to both the complainant and the respondent. The mediator has no
authority to render an opinion or bind the parties to the decision, but if a solution is
reached, the parties avoid further proceedings. After successful mediation, both the
complainant and the respondent may enter into a written agreement which is
enforceable as a legally binding contract.
A second alternative is to refer the case to an enforcement agency for administrative
legal proceedings. The California State Department of Fair Employment and
Housing, the U.S. Department of Housing and Urban Development, and the U.S.
Department of Justice are responsible for enforcing fair housing laws. California
state law permits fines to be issued after a finding of illegal housing discrimination
conduct. Penalties sought by the federal government vary in degree and intensity
depending on the egregiousness of the act.
First Program Year CAPER 11 Version 2.0
City of Bakersfield
The third possible alternative is the filing of a civil lawsuit in state or federal court by
the complaining party. A civil lawsuit requires that the complaining party retain an
attorney at the complainant’s own cost. A judgment for damages after a trial court’s
finding of liability is unlimited and may be paid entirely to the complaining party.
The enforcement of fair housing laws are actions which assist in reducing all
impediments to fair housing choice.
The goal of enforcement is to engage in compliance activities giving housing
consumers and housing providers a forum to resolve housing discrimination
concerns and allegations such that discriminatory attitudes and discriminatory
conduct, in particular, are discouraged.
The enforcement objectives in meeting this goal are as follows: provide and
promote mediation services to complainants and respondents in all formal housing
discrimination cases undertaken by the program, except those cases meeting
criteria set by the U.S. Department of Justice and HUD which necessitate immediate
action by those agencies.
4) Counseling
A very useful outreach service is the provision of fair housing counseling. Fair
housing counseling provides one to one attention through telephone or walk-in
contact with the public. Fair housing counseling provides both consumers and
providers with answers to particular fair housing and related questions.
Counseling is an effective tool in overcoming the lack of knowledge of fair housing
laws and in promoting the enforcement of valid housing discrimination complaints.
These impediments are particularly in areas of education and compliance.
The goal of counseling is to provide accessible information on fair housing law and
related matters; thereby, facilitating the complaint intake process and ensuring
adequate compliance of fair housing laws within the jurisdiction.
The City of Bakersfield’s 24 hour housing discrimination hotline provides information
and referral services to housing consumers and housing providers. The hotline is
also used to determine whether a situation warrants investigational services. The
hotline is predominately used in screening calls from callers who are unsure whom
to contact regarding their particular situation and are seeking other governmental
agencies.
Other Actions Taken to Address Obstacles to Meeting Underserved Needs
The greatest obstacle in serving the underserved populations of Bakersfield is the
continuous reduction in CDBG funding. Last fiscal year the City received a 12%
reduction in our CDBG entitlement grant and expects more cuts to continue. The needs
are great and the lack of federal CDBG assistance is creating obstacles in meeting the
ConPlan goals and objectives. One staff position that is normally funded with CDBG
entitlement has yet to be filled. Existing staff is working with multiple priorities including
grant development to help fill the void in HUD funding.
First Program Year CAPER 12 Version 2.0
City of Bakersfield
In response to some of the underserved neighborhoods in southeast Bakersfield,
Economic and Community Development staff has developed a 3± year comprehensive
targeted neighborhood revitalization program beginning July 1, 2006 that will be using
local and federal funds. This program includes the addition of one dedicated Code
Enforcement position, partial clerical support, equipment and supplies to provide various
code enforcement activities such as removal of junk cars and the demolition of
substandard structures. The program focuses on a five block area bounded by Brook
Street to the south, Hale Street to the east, E. Planz Road to the north and Cottonwood
Road to the west. The area is a blighted tract with 110 structures consisting of wood
frame, new and older mobile home units (28), and deficient wood frame single family
homes. Thirty eight (38) vacant lots are scattered throughout the neighborhood with
various amounts of debris, abandoned vehicles and substandard structures. Additional
housing programs are currently under development for this underserved neighborhood
which may include a rental rehabilitation program and a targeted owner-occupied
housing rehabilitation loan program. In addition, owner assistance will beprovided to
qualified property owners interested in building a new home on their property.
Leveraging Resources
Applicants for CDBG, HOME, and ESG funds are rated on the percentage of assistance
they are requesting from the City of Bakersfield. Applicants must demonstrate that other
funds are available to complete the project, and federal funds comprise a portion of the
overall budget; preferably, less that fifty percent. The lower the percentage required
from federal funds, the more points the proposal receives. Most of the projects that have
been funded by the City of Bakersfield with federal funds are matched with other funds.
A total of $4,327,048 in federal entitlement was spent on various activities to achieve
ConPlan objectives. The amount expended leveraged $9.2 million in other public and
private funds to benefit low income persons in Bakersfield. The table below shows the
sources of funds and the leverage for each entitlement program.
Federal Source Amt Expended Leverage
$6.08 million
CDBG Entitlement $ 3,332,201.36
CDBG Program Income $0
CDBG Total $3,332,201.36
$2.96 million
HOME Entitlement $846,419.26
HOME Program Income $0
$2.96 million
HOME Total $846,419.26
$148,427.76
ESG Entitlement $148,427.76
ESG Program Income $0
$148,427.76
ESG Total $148,427.76
The CDBG program does not require matching funds, although, in most instances,
additional funds are required to make a project feasible to implement. The HOME and
ESG programs require a match of nonfederal funds. Briefly, the HOME match liability for
FY05-06 was $174,981; the actual match generated was nearly $3 million from
redevelopment funds, Tax Credit funds, CalHFA funds and private developer funding.
For a detailed view of HOME match see the HOME Match Report in the HOME Annual
First Program Year CAPER 13 Version 2.0
City of Bakersfield
Performance report of this CAPER. The ESG program requires a dollar for dollar match.
A total of $148,127.76 was spent and the match equaled the expenditure.
Managing the Process
1.Describe actions taken during the last year to ensure compliance with program
and comprehensive planning requirements.
Program Year 1 CAPER Managing the Process response:
The City of Bakersfield Economic and Community Development Department (EDCD) is
the lead agency responsible for coordinating the consolidated planning, reporting and
submission process. EDCD uses a community wide citizen consultation and
coordination process for developing and amending the ConPlan, Action Plan, Analysis of
Impediments, and CAPER. Significant aspects of consolidated planning include:
? development of a timeline projection for activities/events to occur
? identification of community stakeholders and key service providers
? identification of data sources and requirements
? matching service providers with the appropriate sections of the plan
? assigning action items to personnel in their areas of responsibilities
Over the past year, EDCD staff has corresponded with representatives of each project to
ensure regulatory compliance. Each project is required to submit periodic progress
reports updating project accomplishments. These reports have been proven to be very
effective in ensuring that outcomes and objectives outlined in the Action Plan are met.
EDCD staff last year also provided: 1) subrecipient and developer post-monitoring; 2)
technical assistance to subgrantees and non-profits as needed; 3) assistance to non-
profits dealing with homeless and special needs populations and the Continuum of Care;
4) semi-annual and annual reporting to HUD for labor and EEO compliance; 5) fair
housing counseling; 6) project implementation and management; and 7) certifications of
consistency with the ConPlan for potential HUD grant recipients.
Citizen Participation
1.Provide a summary of citizen comments.
2.In addition, the performance report provided to citizens must identify the Federal
funds made available for furthering the objectives of the Consolidated Plan. For
each formula grant program, the grantee shall identify the total amount of funds
available (including estimated program income), the total amount of funds
committed during the reporting period, the total amount expended during the
reporting period, and the geographic distribution and location of expenditures.
Jurisdictions are encouraged to include maps in describing the geographic
distribution and location of investment (including areas of minority
concentration). The geographic distribution and expenditure requirement may
also be satisfied by specifying the census tracts where expenditures were
concentrated.
First Program Year CAPER 14 Version 2.0
City of Bakersfield
*Please note that Citizen Comments and Responses may be included as additional files within the CPMP
Tool.
Program Year 1 CAPER Citizen Participation response:
Last fiscal year the Economic and Community Development Department held two Fall
meetings for receiving input on community and housing development issues for the
proposed Action Plan. The first meeting was held on September 15, 2005 at the Martin
L. King Jr. Center meeting room, 1000 South Owens Street and the second was held on
st
September 20, 2005 at the Hall Ambulance Community Center, 1031 21 Street. Both
meeting locations were accessible to the handicap.
Items discussed by residents included the need for ownership rehabilitation, SRO
renovations, youth facilities and infrastructure. In addition to newspaper advertisement
and public meeting notices (in both English and Spanish) residents at the meeting
recommended more noticing of public meetings. Prior to the draft Action Plan being
finalized and approved by the Council, the City publicly advertised an additional meeting
in central Bakersfield last April to hear any comments from concerned residents during
the 30 day public review period. No comments were received.
The draft CAPER was also made available to the public for examination and comment
for the HUD-required 15-day period beginning on September 2, 2006. Notices were
published in the local newspapers advertising its availability for review and comment.
The CAPER was also placed on the City’s web site found at www.bakersfieldcity.us.
Fiscal Year 05/06 Expenditures
Total Expenditures $ 4,327,048.38
CDBG Entitlement $ 3,332,201.36
CDBG Program Income $ -
CDBG Total $ 3,332,201.36
HOME Entitlement $ 846,419.26
HOME Program Income $ -
HOME Total $ 846,419.26
ESG Entitlement $ 148,427.76
ESG Program Income $ -
ESG Total $ 148,427.76
Total FY Funds Available* $ 15,063,049.29
CDBG Entitlement $ 6,534,792.82
CDBG Program Income $ 406,881.01
CDBG Total $ 6,941,673.83
HOME Entitlement $ 7,152,669.61
First Program Year CAPER 15 Version 2.0
City of Bakersfield
HOME Program Income $ 759,150.10
HOME Total $ 7,911,819.71
ESG Entitlement $ 209,555.75
ESG Program Income $ -
ESG Total $ 209,555.75
Total FY Funds Committed $ 6,155,483.00
CDBG $ 4,215,122.00
HOME $ 1,796,516.00
ESG $ 143,845.00
$ 6,155,483.00
Below is a geographic distribution and expenditure map which provides the specific
census tracts where expenditures were concentrated.
First Program Year CAPER 16 Version 2.0
City of Bakersfield
Institutional Structure
1.Describe actions taken during the last year to overcome gaps in institutional
structures and enhance coordination.
Program Year 1 CAPER Institutional Structure response:
Some of the gaps in our local institutional structure are in the areas of homeless
prevention, affordable housing coordination, and quality of life issues.
Economic and Community Development Department (EDCD) staff met with homeless
collaborative providers and provided technical assistance in their application for
associated Supportive Housing Program (SHP) funds. Staff worked with the Mayor and
community stakeholders on a “Ten Year Plan to End Homelessness in Bakersfield”
which is currently on-going.
In the past year, EDCD staff attended many meetings with real estate lenders and
brokers highlighting the City’s downpayment assistance programs, and encouraging
participation from interested homebuyers for City ADDI funds.
In addition, EDCD staff has begun networking with the Kern Council of Governments in
developing a regional “Blueprint” process designed to help regions plan for future growth
and quality of life through the integration of transportation, housing, land use, economic
development and environmental protection. Elected officials from each city and county
throughout the San Joaquin Valley will determine how their jurisdictions will
accommodate the regional vision. The final product will take about 1.5 years to
complete and be known as the San Joaquin Valley Regional Blueprint. It will include a
visual representation of the goals expressed in jurisdictional growth management plans.
Monitoring
1.Describe how and the frequency with which you monitored your activities.
2.Describe the results of your monitoring including any improvements.
3.Self Evaluation
a.Describe the effect programs have in solving neighborhood and community
problems.
b.Describe progress in meeting priority needs and specific objectives and help
make community’s vision of the future a reality.
c.Describe how you provided decent housing and a suitable living environment
and expanded economic opportunity principally for low and moderate-income
persons.
d.Indicate any activities falling behind schedule.
e.Describe how activities and strategies made an impact on identified needs.
f.Identify indicators that would best describe the results.
g.Identify barriers that had a negative impact on fulfilling the strategies and
overall vision.
h.Identify whether major goals are on target and discuss reasons for those that
are not on target.
i.Identify any adjustments or improvements to strategies and activities that
might meet your needs more effectively.
First Program Year CAPER 17 Version 2.0
City of Bakersfield
Program Year 1 CAPER Monitoring response:
Frequency and Process of Monitoring Activities
Several levels of monitoring occur when a project is funded with federal entitlement
dollars. First, there is an initial monitoring of the proposed project to ensure its
compliance with all applicable federal, state and local regulations; second, the
monitoring of the project during the acquisition, construction or other project
implementation processes; and finally the post monitoring, which normally takes place
12 months after the project or activity has been completed. After an activity or a project
is completed, the City of Bakersfield allows 12 months of operation of that activity before
reviewing the effectiveness of the program. Post-monitoring occurs annually in most
cases, and biannually if a recipient requires more review.
Post monitoring consists of reviewing an organization’s financial health, inspecting the
physical site to ensure proper upkeep and safety, and obtaining recertification of all
programs and contractual requirements. An appointment letter is mailed to an
organization notifying them of the City’s intent to review their operations. After the visit
and when all areas are found to be in compliance with funding requirements a
monitoring completion letter is sent to the organization.
City of Bakersfield is currently monitoring activities from Community Development Block
Grant (CDBG), HOME Investment Partnerships Program (HOME) and Emergency
Shelter Grant (ESG) sources. CDBG monitoring is done annually over a restricted use
period of approximately five years; HOME monitoring generally covers longer periods of
time called the affordability period, in some cases up to 45 years; in addition to financial
and physical inspections, tenant lists are reviewed to ensure proper rents and income
eligibility of the tenants. This review is done annually for the duration of the period of
affordability. Activities funded with ESG funds are monitored financially on a monthly
basis.
Results of Monitoring
Staff generally found that recipients of federal funds managed their programs within the
parameters set out by the various funding requirements. In cases where corrections
were required the agencies responded within the prescribed period time. Most
corrections involved posting of Fair Housing or other regulatory information in places
accessible to employees, and obtaining the proper insurance endorsements per City of
Bakersfield agreements. In one instance staff conferred with HUD on a question
regarding activities of a faith-based organization that received HUD funding. HUD’s
response was received and the agency was notified of the decision and pledged
compliance with HUD’s decision. Staff will follow up with the agency to ensure that
compliance.
Self Evaluation
Bakersfield experiences problems in the areas of affordable housing availability,
substandard infrastructure, substandard housing, homelessness and lack of adequate
services for seniors, and youths. Activities that City of Bakersfield participated in fell
mainly along the lines of providing suitable living environment, creating access to
affordable housing and providing decent housing for low income persons. Our activities
in CDBG involved making sewer and water line improvements, street improvements,
eliminating slum and blight and, delivering public services such senior centers and crime
First Program Year CAPER 18 Version 2.0
City of Bakersfield
and fire prevention efforts. HOME activities centered around providing affordable rental
housing to low income persons, primarily, providing downpayment assistance to low
income homebuyers and assisting with improvements to low income homeowners with
substandard housing.
These problems were identified in our action plan as areas we would address with
dollars available to us. It is the City of Bakersfield’s opinion that efforts directed towards
these problems were on target, but more resources are needed to make significant
changes in these challenges.
The effect of staff’s monitoring has been to equip the recipients with useful feedback and
tools to keep their operations running successfully. Some marginal institutions are
encouraged to keep better financial records, which help them to know how and where
their dollars are spent; others are helped to evaluate the effectiveness of their programs,
since results have to be reported to the City of Bakersfield.
Overall, the City of Bakersfield’s monitoring programs have been used as a positive tool
to help recipients of funds to comply with federal laws while delivering quality services to
the community.
Lead-based Paint
1.Describe actions taken during the last year to evaluate and reduce lead-based
paint hazards.
Program Year 1 CAPER Lead-based Paint response:
Whenever the City of Bakersfield anticipates using HUD funds to rehabilitate housing
built prior to January 1, 1979, the regulations require an assessment report for Lead
Based Paint (LBP) above current allowable levels.
If the LBP report indicates the presence of lead in the paint above acceptable levels,
those areas (called "hot" areas) would be mitigated during the rehabilitation of the home.
After mitigation activities are performed, a clearance report by a certified LBP
Inspector/Assessor is required, prior to release of the funding to the contractor, ensuring
protection of the home owner from harmful exposure to lead.
The City provided a grant equal to 50% of the cost associated with the LBP mitigation
during rehabilitation projects, to assist the low income homeowner. Lead based paint
activities consisting of removing the paint or encapsulating the lead contaminated
surface, occurred in eight Home Improvement rehabilitation projects during the fiscal
year. The amount of funding used for the LBP removal/encapsulation for the year was
$26,598 for eight homes; $13,299 was granted to the home owner. The average cost to
address lead-based paint issues was $3,325 per home.
Lead-based paint regulations also apply to homes receiving assistance under the City of
Bakersfield’s Home Accessibility Grant Program. However, since not more that two
square feet of paint was disturbed in any of the jobs, remediation was not triggered.
Staff reviewed 28 jobs for the Home Accessibility program and none required
assessment or remediation.
First Program Year CAPER 19 Version 2.0
City of Bakersfield
HOUSING
Housing Needs
*Please also refer to the Housing Needs Table in the Needs.xls workbook.
1.Describe Actions taken during the last year to foster and maintain affordable
housing.
Program Year 1 CAPER Housing Needs response:
In accordance with our Consolidated Plan, several actions were taken to foster and
maintain affordable housing last year. HOME funds were allocated to acquire buildable
lots for new single family home and rental construction, down payment assistance, and
Community Housing Development Organization (CHDO) acquisition and rehabilitation
activities. A total $1.96 million was allocated for those purposes. By the end of the fiscal
year, eight substandard homes had been rehabilitated; two new construction rental
projects totaling 110 affordable units were under contract and awaiting the award of low
income housing tax credits to get underway; a contract to rehabilitate a 30 unit rental
project was executed and approximately 28 persons with physical disabilities received
improvements to their homes.
Specific Housing Objectives
1.Evaluate progress in meeting specific objective of providing affordable housing,
including the number of extremely low-income, low-income, and moderate-
income renter and owner households comparing actual accomplishments with
proposed goals during the reporting period.
2.Evaluate progress in providing affordable housing that meets the Section 215
definition of affordable housing for rental and owner households comparing actual
accomplishments with proposed goals during the reporting period.
3.Describe efforts to address “worst-case” housing needs and housing needs of
persons with disabilities.
Program Year 1 CAPER Specific Housing Objectives response:
The actual accomplishments of completed housing are small this year; however, the
construction of most of these units will commence in 2007 and be completed by 2008.
According to our projections, we anticipate adding approximately 310 new affordable
units to the affordable housing inventory by 2008. The attached Housing Needs Table
shows progress to date in meeting affordable housing goals. Using HOME and CDBG
funds about 51 households were assisted: 13 extremely low income, 23 low income,
and 15 moderate income. A little more than half of the affordable housing goals for
FY05-06 were met.
First Program Year CAPER 20 Version 2.0
City of Bakersfield
Staff has also initiated a 3 year comprehensive targeted neighborhood revitalization
program for a neighborhood in the southeast redevelopment area with many cases of
worst case housing. Activities funded with TI and HOME funds will include rehabilitation,
code enforcement and new construction.
Public Housing Strategy
1.Describe actions taken during the last year to improve public housing and
resident initiatives.
Program Year 1 CAPER Public Housing Strategy response:
During FY 05-06, the Housing Authority of the County of Kern continued proactive
improvements to Public Housing facilities and resident services. Improvements were
made at several Housing Authority facilities, the total rehabilitation of 8 units at Little
Village and the roof replacement at the Building Blocks transitional housing project in
Bakersfield.
Resident services were expanded during the past year to improve the lives of residents
and Section 8 participants. Both the Public Housing and Section 8 Family Self-
Sufficiency (FSS) programs expanded the number of individuals participating in the
program. As they increase their earnings, participants in the FSS program earn escrow
accounts that can be used for down payment assistance on a home, education or a car
when the participant graduates from the program. Additional Teen Clubs and Boys
Scout and Girl Scout groups were added during the year to expand services to youth
residing in public housing. In addition, the Housing Authority began a renewed
emphasis on promoting homeownership. During FY05-06, 31 Housing Authority
residents became first time homeowners.
Barriers to Affordable Housing
Describe actions taken during the last year to eliminate barriers to affordable
1.
housing.
Program Year 1 CAPER Barriers to Affordable Housing response:
Constraints to the provision of adequate and affordable housing are posed by both
market conditions and governmental factors. These constraints result in housing that is
not affordable to lower income households or may render residential construction
economically infeasible for developers. Constraints to housing production significantly
impact households with lower income and special needs. Barriers to affordable housing
in Bakersfield over the past year have been: the rapid increase of land value (from
$30,000 per acre to $100,000 per acre in six years) and construction costs (significant
increases in fees); the shortage of available housing due to new residents to the
community (approximately 1,000 per month); the increase in building permits, and the
increased demand for building materials have all put upward pressure on the cost of
housing production.
The City of Bakersfield has enacted several measures to ease the pressure of high
housing costs:
First Program Year CAPER 21 Version 2.0
City of Bakersfield
1) The Park View Cottages project which is now underway is an infill housing project
with approximately 74 affordable family units, 30 of the units will be priced at affordable
rates to households whose income is 80% of median for the Bakersfield/Kern County
area. In addition to pricing the City of Bakersfield allocated $1 million in downpayment
assistance, up to $40,000 per qualified homebuyer, as a silent second loan.
2) Two low income housing tax credit rental projects, totaling 110 affordable senior and
family units have been funded at $2 million. One 30-unit rental rehabilitation project has
also been funded at $300,000.
3) City of Bakersfield supports the development of special needs housing. In previous
years a HUD 202 senior housing development was supported. Our consolidated plan
indicates the housing needs for youths coming out of foster care and in danger of
becoming homeless, it discusses the shortage of housing due to the rapid increase in
Bakersfield’s local population, and HOME and redevelopment funds are made available
to Developers who bring forward viable projects that include those needs groups.
HOME/ American Dream Down Payment Initiative (ADDI)
1.Assessment of Relationship of HOME Funds to Goals and Objectives
a.Evaluate progress made toward meeting goals for providing affordable
housing using HOME funds, including the number and types of households
served.
2.HOME Match Report
a.Use HOME Match Report HUD-40107-A to report on match contributions for
the period covered by the Consolidated Plan program year.
3.HOME MBE and WBE Report
a.Use Part III of HUD Form 40107 to report contracts and subcontracts with
Minority Business Enterprises (MBEs) and Women’s Business Enterprises
(WBEs).
4.Assessments
a.Detail results of on-site inspections of rental housing.
b.Describe the HOME jurisdiction’s affirmative marketing actions.
c.Describe outreach to minority and women owned businesses.
Program Year 1 CAPER HOME/ADDI response:
The City of Bakersfield expended $677,000 of HOME funds to address three priorities:
1) availability/accessibility of decent housing; 2) affordability of decent housing; and 3)
sustainability of decent housing. Overall, we were able to meet 25% of our goal of 176
units. The groups most commonly benefited by these activities were elderly and small
related homeowners with housing problems.
First Program Year CAPER 22 Version 2.0
City of Bakersfield
The HOME Match Report for FY 05-06 shows the City of Bakersfield is compliant with
matching at least 25% of the HOME dollars it expends for projects. The City carried
over $4.6 million in match last year and accrued $2.96 million in match for this program
year, for a total of $8.58 million in available match. When the match liability for the
program year is deducted, it leaves a match balance of $8.4 million to be carried over to
the new program year. The HOME Match Report is included in the appendices.
City of Bakersfield’s MBE/WBE report shows four of eleven HOME funded contracts
completed were by minority contractors. No women owned business enterprises
received contracts through this program during the program year. The report is included
in the appendices.
Economic and Community Development staff made on-site inspections of seven HOME
assisted rental projects during the program year: Green Gardens SRO, Park Place
Senior Apartments, Lowell Place Senior Apartments, Canyon Hills Senior Apartments,
Madison Place Family Apartments, Haven House Family Apartments and, Inner Focus
Recovery House. All of the seven facilities were maintained in good with acceptable
professional management of the units. Only minor problems were noted and
management addressed those immediately. Only one of the facilities, Inner Focus, did
not receive a letter of compliance with all contractual requirements. Inner Focus does
not have an accessible bathroom and shower facility, which is required as part of HOME
requirements. They are currently designing an addition to the facility to meet the
accessibility requirement.
Affirmative Marketing
City housing projects which use HUD funds are required to submit an affirmative action
plan to the City that meets HUD requirements before the project can be implemented.
Each HOME funds recipient presents an affirmative marketing plan to EDCD staff for
review. EDCD staff reviews and mentors the housing providers’ application lists and
marketing materials to ensure affirmative marketing is occurring each year. The City of
Bakersfield’s Fair Housing officer reviews these materials and notes any potential
problems to the housing providers. In the event EDCD staff sees a monitoring finding,
the subrecipient/subgrantee is required to remedy the finding within 30 days.
Staff also attended three events during the program year to promote minority and
women contractors’ participation in its programs. In each project agreement the
recipient of federal funds is required to make an earnest effort to seek minority and
women owned businesses to provide part or all of the goods and services required for
the activity. In addition, each agreement requires construction contractors to comply
with section 3, an economic incentive provision.
HOMELESS
Homeless Needs
*Please also refer to the Homeless Needs Table in the Needs.xls workbook.
1.Identify actions taken to address needs of homeless persons.
2.Identify actions to help homeless persons make the transition to permanent
housing and independent living.
First Program Year CAPER 23 Version 2.0
City of Bakersfield
3.Identify new Federal resources obtained from Homeless SuperNOFA.
Program Year 1 CAPER Homeless Needs response:
The City of Bakersfield is a member of the Kern County Homeless Collaborative
(KCHC). The KCHC has taken an extremely active role over the past several years to
combat conditions stemming from a high rate of poverty and unemployment. KCHC
brings together service agencies, along with the City of Bakersfield and the County of
Kern to act as a team in order to stretch out their limited resources. This process helps
alleviate duplication of services, a forum which to share problems and work out
solutions, and to maximize the number of clients assisted with such limited resources.
KCHC’s current chronic homeless strategy is to:
Provide Early and Intensive Intervention
People should not spend years in homeless systems either in shelters or transitional
housing. They must be helped to exit homelessness as quickly as possible through
a “housing first” approach. “Housing first” means permanent supportive housing (i.e.,
housing with services). For the chronically homeless this is a solution that will save
money as it reduces the use of other public systems. For families and less disabled
single adults it means getting people very quickly into permanent housing and linking
them with services. It also means the supportive services that are available must be
of high quality and specific to the populations they serve.
Not all chronically homeless persons will require intensive supportive services.
Consequently, needs should be individualized so as to ensure empowerment rather
than dependence. Some more disabled single adults will require assistance to
access paid in-home supportive services to ensure their personal care needs are
provided at low or no cost thereby enhancing their opportunity for and probability of
success. For those individuals whose functioning has improved during their
permanent supportive housing residence, it may make sense from a system
perspective to encourage movement of those stable households to other forms of
mainstream housing (Section 8 or Low-Income Public Housing LIPH) so that those
chronically homeless that do require intensive services are able to receive those
services, and those that either do not or no longer need intensive services can be
moved into a non-service linked form of housing assistance.
Develop increased housing resources by increasing access to existing housing
The current housing shortage in Kern County means only the most qualified rental
applicants are accepted. Most chronically homeless people have histories of
multiple evictions or bad credit which makes finding housing even more problematic
and time-consuming. Even when available, units are often priced above the price
threshold for this population.
Increasing access to existing housing includes removing barriers to existing housing
rental subsidies (e.g., minor financial obligations credit check, birth certificate,
identification card, etc.), and resources (property owners willing to rent to chronically
homeless persons actively receiving supportive services).
First Program Year CAPER 24 Version 2.0
City of Bakersfield
Increase the Stock of Subsidized and Permanent Supportive Housing
The KCHC envisions increasing the stock of subsidized and permanent housing by
building new affordable units, rehabilitating existing units linked with project-based
subsidies and acquiring and providing more tenant-based housing subsidies. The
KCHC encourages broad leveraging strategies that include tax credit projects,
housing bond projects, HUD SHP Shelter Plus Care (S+C), HOPWA, SPNS,
Mainstream Section 8, Low-Income Public Housing, and others.
Preventing homelessness
Legal & Financial Planning Training, Counseling & Fee Services
For the thousands of people in Kern County who are living at a low or very low
income level, small increases in normal expenses or unpredictable new or increased
expenses (e.g., car repairs, increased energy costs) may place this person or
household in grave danger of losing their housing or forcing the person or household
into having to consider whether to pay for housing, or food or medical expenses.
Worse, the person or household may through their decisions create an obstacle to
future housing by acquiring an eviction in the process of making financial decisions.
Consequently, we feel that adequate access to free legal counseling, financial
counseling and training in money management, budgeting and financial goal setting
as well as fee for service programs providing a spectrum of financial payment
services and third party notification services would significantly improve the capability
of very low income households to meet their financial obligations and preserve their
individual and household financial health.
Access to Mainstream Services
Recent KCHC homelessness surveys of estimates that there are 180 sheltered and
92 unsheltered chronically homeless individuals in Kern County at any given point in
time. It also estimates that 66% of these chronically homeless individuals are eligible
for mainstream benefits such as Social Security, SSI, Veteran’s Benefits, or other
income and services. Part of the KCHC strategy for ending chronic homelessness is
ensuring that these eligible individuals receive the financial benefits, health and
mental health services to which they are qualified.
Continued Data Collection Efforts
Local data collection focused on who is homeless, why they became homeless, what
homeless and mainstream assistance they receive or need and what is effective in
ending their homelessness is crucial to the KCHC and their members to know and
understand to ensure that we continue to meet the existing, as well as new or
emerging needs that homeless individuals and households have.
Having this information will allow the KCHC to monitor trends in demographics,
causation as well as paths of success. It will also allow assessment of what types of
assistance are available to address homelessness and what resultant gaps in
services versus needs that continues to exist.
Some information was gained through the 2003, 2004, and 2005 KCHC Homeless
Surveys. Additional information is being obtained through the KCHC’s HMIS network
as well as through increased KCHC partnership participation by mainstream
providers.
First Program Year CAPER 25 Version 2.0
City of Bakersfield
In FY 05/06 the KCHC submitted 10 applications for Continuum of Care funding, of
those 10 applications, 6 were funded in the amount of $810,507. No other federal
funding has been received.
Specific Homeless Prevention Elements
1.Identify actions taken to prevent homelessness.
Program Year 1 CAPER Specific Housing Prevention Elements response:
The vision of the Kern County Homeless Collaborative (KCHC) is the development of a
comprehensive homeless service system that ensures homeless individuals and families
can move from homelessness to self-sufficiency, permanent housing, with or without
supportive services. Strategic goals have been developed in order to accomplish that
vision. KCHC has developed a tripartite strategy involving preventing homeless and
repeat homelessness through increased access to mainstream resources; developing
increased housing resources for chronically homeless people and their families; and
proving early, intensive intervention for people who are chronically homeless. This
strategy also recognizes the need to coordinate services and facilities available to the
homeless.
Emergency Shelter Grants (ESG)
1.Identify actions to address emergency shelter and transitional housing needs of
homeless individuals and families (including significant subpopulations such as
those living on the streets).
2.Assessment of Relationship of ESG Funds to Goals and Objectives
a.Evaluate progress made in using ESG funds to address homeless and
homeless prevention needs, goals, and specific objectives established in the
Consolidated Plan.
b.Detail how ESG projects are related to implementation of comprehensive
homeless planning strategy, including the number and types of individuals
and persons in households served with ESG funds.
3.Matching Resources
a.Provide specific sources and amounts of new funding used to meet match as
required by 42 USC 11375(a)(1), including cash resources, grants, and staff
salaries, as well as in-kind contributions such as the value of a building or
lease, donated materials, or volunteer time.
4.State Method of Distribution
a.States must describe their method of distribution and how it rated and
selected its local government agencies and private nonprofit organizations
acting as subrecipients.
5.Activity and Beneficiary Data
a.Completion of attached Emergency Shelter Grant Program Performance Chart
or other reports showing ESGP expenditures by type of activity. Also describe
any problems in collecting, reporting, and evaluating the reliability of this
information.
b.Homeless Discharge Coordination
First Program Year CAPER 26 Version 2.0
City of Bakersfield
i.As part of the government developing and implementing a homeless
discharge coordination policy, ESG homeless prevention funds may be
used to assist very-low income individuals and families at risk of becoming
homeless after being released from publicly funded institutions such as
health care facilities, foster care or other youth facilities, or corrections
institutions or programs.
c.Explain how your government is instituting a homeless discharge coordination
policy, and how ESG homeless prevention funds are being used in this effort.
Program Year 1 CAPER ESG response:
The following briefly summarizes the actions taken by the various agencies during the
reporting year to prevent homelessness, address emergency shelter and transitional
housing needs, and to help homeless persons transition to permanent housing and
independent living:
Alliance Against Family Violence and Sexual Assault: provides a 60-day emergency
shelter to accommodate 36 battered women and their children, by providing a safe place
to stay. Case management is provided as well as assistance with self-esteem,
communication, budgeting, and resume building. The women at the shelter are provided
weekly therapy sessions. The children are provided with a tutor through a collaborative
agreement with the schools, a safe play environment as well as weekly sessions with a
children’s therapist.
Bakersfield Homeless Center: has a capacity for approximately 166 beds for men, 39
beds for women, 60 beds for family use with an additional 67 beds for men or women as
need dictates. In addition, they can accommodate approximately 220 persons per
mealtime, and serve two meals per day. The Bakersfield Homeless Center also
provides lunch to approximately 40 families with children. The facility provides medical
and dental services, vocational and psychological counseling, case management, day
care, and allows for pick-up and distribution of mail.
Bakersfield Rescue Mission: has space for approximately 200 men. The demand for
space has increased significantly during the past year. Although their sleeping
accommodation capacity is roughly 200 persons per night, Rescue Mission staff
reported an average of 185 guests per night over the past year. They have also
increased capacity from approximately 400 meals per day to more than 800 meals
served each day. They serve three meals a day. In addition to meals and emergency
shelter, the facility provides hot showers, a transitional housing program, clothing
distribution program, counseling, and offers job training opportunities.
Emergency Shelter Grant funding was used to ensure the ongoing operations,
maintenance, and supportive services.
First Program Year CAPER 27 Version 2.0
City of Bakersfield
Emergency Shelter Grant - Match requirements for expenditures of Emergency Shelter
Grant (ESG) funds were met through the following resources:
AGENCY AND MATCH SOURCEAMOUNT
Bakersfield Rescue Mission
$61,850
Cash Match
Bethany Services - Bakersfield Homeless Center
$61,850
Volunteer
Alliance Against Family Violence and Sexual Abuse
$15,427
In-kind donations/Cash Match
City of Bakersfield, ESG Administration
$7,300
Total
$146,427
The ESG Grantee Summary Report showing ESG expenditures by type of activity is
included in the appendices. This information was collected as part of the City’s ongoing
review and monitoring process for ESG subrecipients and is considered to be accurate.
The City does not publicly fund institutions such as health care facilities, foster care, or
correctional institutions and therefore does not have a homeless discharge coordination
policy in place.
COMMUNITY DEVELOPMENT
Community Development
*Please also refer to the Community Development Table in the Needs.xls workbook.
1.Assessment of Relationship of CDBG Funds to Goals and Objectives
a.Assess use of CDBG funds in relation to the priorities, needs, goals, and
specific objectives in the Consolidated Plan, particularly the highest priority
activities.
b.Evaluate progress made toward meeting goals for providing affordable
housing using CDBG funds, including the number and types of households
served.
c.Indicate the extent to which CDBG funds were used for activities that
benefited extremely low-income, low-income, and moderate-income persons.
2.Changes in Program Objectives
a.Identify the nature of and the reasons for any changes in program objectives
and how the jurisdiction would change its program as a result of its
experiences.
3.Assessment of Efforts in Carrying Out Planned Actions
a.Indicate how grantee pursued all resources indicated in the Consolidated Plan.
b.Indicate how grantee provided certifications of consistency in a fair and
impartial manner.
c.Indicate how grantee did not hinder Consolidated Plan implementation by
action or willful inaction.
4.For Funds Not Used for National Objectives
a.Indicate how use of CDBG funds did not meet national objectives.
b.Indicate how did not comply with overall benefit certification.
First Program Year CAPER 28 Version 2.0
City of Bakersfield
5.Anti-displacement and Relocation – for activities that involve acquisition,
rehabilitation or demolition of occupied real property
a.Describe steps actually taken to minimize the amount of displacement
resulting from the CDBG-assisted activities.
b.Describe steps taken to identify households, businesses, farms or nonprofit
organizations who occupied properties subject to the Uniform Relocation Act
or Section 104(d) of the Housing and Community Development Act of 1974,
as amended, and whether or not they were displaced, and the nature of their
needs and preferences.
c.Describe steps taken to ensure the timely issuance of information notices to
displaced households, businesses, farms, or nonprofit organizations.
6.Low/Mod Job Activities – for economic development activities undertaken where
jobs were made available but not taken by low- or moderate-income persons
a.Describe actions taken by grantee and businesses to ensure first
consideration was or will be given to low/mod persons.
b.List by job title of all the permanent jobs created/retained and those that
were made available to low/mod persons.
c.If any of jobs claimed as being available to low/mod persons require special
skill, work experience, or education, provide a description of steps being
taken or that will be taken to provide such skills, experience, or education.
7.Low/Mod Limited Clientele Activities – for activities not falling within one of the
categories of presumed limited clientele low and moderate income benefit
a.Describe how the nature, location, or other information demonstrates the
activities benefit a limited clientele at least 51% of whom are low- and
moderate-income.
8.Program income received
a.Detail the amount of program income reported that was returned to each
individual revolving fund, e.g., housing rehabilitation, economic development,
or other type of revolving fund.
b.Detail the amount repaid on each float-funded activity.
c.Detail all other loan repayments broken down by the categories of housing
rehabilitation, economic development, or other.
d.Detail the amount of income received from the sale of property by parcel.
9.Prior period adjustments – where reimbursement was made this reporting period
for expenditures (made in previous reporting periods) that have been disallowed,
provide the following information:
a.The activity name and number as shown in IDIS;
b.The program year(s) in which the expenditure(s) for the disallowed
activity(ies) was reported;
c.The amount returned to line-of-credit or program account; and
d.Total amount to be reimbursed and the time period over which the
reimbursement is to be made, if the reimbursement is made with multi-year
payments.
10. Loans and other receivables
a.List the principal balance for each float-funded activity outstanding as of the
end of the reporting period and the date(s) by which the funds are expected
to be received.
First Program Year CAPER 29 Version 2.0
City of Bakersfield
b.List the total number of other loans outstanding and the principal balance
owed as of the end of the reporting period.
c.List separately the total number of outstanding loans that are deferred or
forgivable, the principal balance owed as of the end of the reporting period,
and the terms of the deferral or forgiveness.
d.Detail the total number and amount of loans made with CDBG funds that have
gone into default and for which the balance was forgiven or written off during
the reporting period.
e.Provide a List of the parcels of property owned by the grantee or its
subrecipients that have been acquired or improved using CDBG funds and
that are available for sale as of the end of the reporting period.
11.Lump sum agreements
a.Provide the name of the financial institution.
b.Provide the date the funds were deposited.
c.Provide the date the use of funds commenced.
d.Provide the percentage of funds disbursed within 180 days of deposit in the
institution.
12.Housing Rehabilitation – for each type of rehabilitation program for which
projects/units were reported as completed during the program year
a.Identify the type of program and number of projects/units completed for each
program.
b.Provide the total CDBG funds involved in the program.
c.Detail other public and private funds involved in the project.
13.Neighborhood Revitalization Strategies – for grantees that have HUD-approved
neighborhood revitalization strategies
a.Describe progress against benchmarks for the program year. For grantees
with Federally-designated EZs or ECs that received HUD approval for a
neighborhood revitalization strategy, reports that are required as part of the
EZ/EC process shall suffice for purposes of reporting progress.
Program Year 1 CAPER Community Development response:
Assessment of Relationship of CDBG Funds to Goals and Objectives
For CDBG funds spent on housing, about 73% of funds were expended on housing
needs rated with a “high” priority which benefited 28 HH’s. The remainder of the funds
spent on housing benefited 9 HH’s which had a “medium” priority. The table in the
following section provides additional information regarding housing priority benefit.
Given that the majority of CDBG housing funds went toward housing needs with a “high”
priority, the results indicate funds went toward HH’s having the greatest need. The
remaining of CDBG expenditures went toward projects that addressed non-housing and
special needs. Based on this expenditure information, every non-housing and non-
special needs priority received funding during the reporting year. The suitable living
environment objective received the lion share of the CDBG expenditures which
corresponds with the greatest need identified in the ConPlan needs assessment.
The majority of goals for providing affordable housing in the ConPlan are to be funded
with HOME funds. However, CDBG funds have been primarily used to pay for activities
connected with housing accessibility, land acquisition, and housing rehab to benefit
ownership (rehab and home accessibility) and rental housing (home accessibility) for low
First Program Year CAPER 30 Version 2.0
City of Bakersfield
income persons and families. The number and type of households served for the
reporting year with CDBG funds are:
TYPE # Prior
HHI = 30% MFI
Rental – Elderly 1 H
Renter – Small Related 1 H
Owner – Elderly 7 H
Owner – Small Related 3 H
HHI > 30% = 50% MFI
Rental – Elderly 3 H
Owner – Elderly 6 H
Owner – Small Related 4 H
Owner – Large Related 2 H
HHI > 50% = 80 % MFI
Owner – Elderly 5 M
Owner – Small Related 3 M
Owner – Large Related 1 M
TOTAL 36
CDBG funds expended for projects/programs during the reporting year generally
benefited extremely low-income, low-income, and moderate-income persons as follows:
extremely low-income persons (HHI = 30% MFI) – 5 % of CDBG expended; low-income
persons (HHI > 30% = 50% MFI) –11 % of CDBG expended; and moderate income (HHI
> 50% = 80 % MFI) – 84 % of CDBG expended.
Changes in program objectives
The City of Bakersfield had no program objective changes in FY 05-06.
Assessment of Efforts in Carrying Out Planned Actions
The City’s ConPlan listed among its resources to be used to carry out activities: Federal
grant programs, low income housing tax credits, Brownfield funds, State housing funds,
private lending institutions and foundations. Each of these sources was considered
during the project planning process. For example: our Baker Street redevelopment
project combines HOME, CDBG, Section 108, Brownfield Economic Development
Initiative, Redevelopment, Low income housing tax credits and private developer funds
to put together an extensive redevelopment effort. When all of these sources are used,
careful coordination is required to ensure that all applicable rules are followed.
When applicants needed certifications from the City of Bakersfield, to apply for various
funding sources, a request was made to the Economic and Community Development
Department, the activity was reviewed and regardless of the applicant, letters of
consistency were granted if the project warranted it.
The City of Bakersfield worked to implement its ConPlan throughout the program year.
All actions taken were efforts to achieve the goals and objectives of the ConPlan. No
viable project was turned away, and RFP’s were circulated to find qualified parties to
carry out development activities.
First Program Year CAPER 31 Version 2.0
City of Bakersfield
Funds not used for National Objectives
All federal funds expended during the project year addressed one or more national
objective.
Anti-Displacement and Relocation
It has been a policy of the City of Bakersfield in the past to avoid planning projects on
properties where eminent domain would be invoked to acquire the properties. Use of
that provision is a last resort resource, when all other possibilities have been exhausted.
During FY05-06, eleven properties were acquired from the county’s tax deferred
property list. Staff reviewed the available properties and eliminated any parcel that had
an occupied building on it. The acquired properties will be used for eligible activities in
the future.
Steps taken to identify households, businesses, farms or non-profit organizations who
occupied three properties subject to the Uniform Relocation Act or Section 104 (d) of the
HCD Act of 1974, as amended included notification of tenants and property owners via
required notices and also through personal interviews and on-site visits. Their needs
were as follows:
?
One owner-occupant needed to replace the residence, if acquired.
?
Three tenants needed replacement rental units, if acquired
?
One tenant wanted to purchase a residential unit, if acquired.
None of these properties were acquired and no tenants were displaced.
In September 2005, the Relocation Plan for the Old Town Kern Mixed–Use Project was
amended, in anticipation of acquiring and relocating three residential properties the
equivalent of five (5) units. Steps taken to ensure timely issuance of notices included:
identify of the households followed by a General Information Notice, Notice of Intent to
Acquire, Notice of Interest, Notice to Tenants, Notice to Future Tenants, meetings and
interviews with tenants, delivery of relocation on brochures to tenants, Notice of Intent
not to acquire.
Low/Moderate Job Activities
Actions taken by grantee to ensure first consideration will be given to low-moderate
income persons is a condition of the draft Disposition and Development Agreement and
contains covenants affecting the use and occupancy of Real Property (The Village at
Baker Street). The developer will work with Employers Training Resource to ensure first
consideration given to low- or moderate-income persons. This project has not begun,
therefore no jobs were made available during the fiscal year.
Low/Mod Limited Clientele Activities
Four Low/Mod Limited Clientele activities were funded and completed during fiscal year
2005-06. All of these activities, Bakersfield Senior Center Services, Bakersfield Rescue
Mission, Bakersfield Homeless Center and Alliance Against Family Violence are all
presumed benefit activities due to their nature and locations.
Program Income Received
Not Applicable
First Program Year CAPER 32 Version 2.0
City of Bakersfield
Prior period adjustments
Not applicable
Loan and other Receivables
Not applicable
Lump Agreements
Not applicable
Housing Rehabilitation
The City of Bakersfield used CDBG funds to provide accessibility improvements to the
homes of low income physically disabled persons. The assistance was in the form of a
grant up to $2,500 and supplied such items as grab bars, wheelchair ramps, handrails
and other items to make a home accessible to the disabled occupant. Approximately
$46,933 in funds was used to assist 28 households with their accessibility needs. An
average of $1,600 was used per household. No other funds were used in delivering this
activity, mainly because all of these clients were low or very low income households with
no other resources. In addition about $46,707 in CDBG funds were used for direct
service delivery costs to pay staff for rehabilitating eleven (11) homes.
Neighborhood Revitalization Strategies
There was no neighborhood revitalization strategy area designated in the City of
Bakersfield during fiscal year 2005-06. No data to report.
Antipoverty Strategy
1.Describe actions taken during the last year to reduce the number of persons
living below the poverty level.
Program Year 1 CAPER Antipoverty Strategy response:
Approximately 16% of the city’s population lives below poverty, which is defined by the
Social Security Administration as the minimum income an individual must have to
survive at a particular point in time. The City of Bakersfield’s anti poverty strategy is to
help families move from a state of dependency to self-sufficiency. The factors affecting
poverty most often are: housing situation, access to job training, child care,
transportation, and economic development.
The City of Bakersfield was able to leverage its resources address the affordable
housing situation for low income residents. HOME funds were combined with tax
credits, state funds and local funds to assist in the planning and production of more than
150 affordable units throughout the City but particularly in the City’s three (3)
redevelopment areas. These units are not yet available for occupancy; however, they
are in the pipeline, addressing a major part of the antipoverty strategy. The City also
has supported the Southeast Enterprise Zone for economic development and affordable
child care efforts, locally. Fighting poverty is an effort best made through a cooperation
of several entities: public and private.
First Program Year CAPER 33 Version 2.0
City of Bakersfield
NON-HOMELESS SPECIAL NEEDS
Non-homeless Special Needs
*Please also refer to the Non-homeless Special Needs Table in the Needs.xls workbook.
1.Identify actions taken to address special needs of persons that are not homeless
but require supportive housing, (including persons with HIV/AIDS and their
families).
Program Year 1 CAPER Non-homeless Special Needs response:
The goal of special needs is to address the concerns of the elderly, disabled, persons
with substance abuse problems, and public housing residents through supportive
housing projects and services linked to the housing or as a stand alone facility.
The City of Bakersfield assisted 28 non-homeless special needs individuals through the
CDBG funded Home Access Program. Of those assisted 10 were for developmentally
disabled and 18 were for physically disabled.
Specific HOPWA Objectives
*Please also refer to the HOPWA Table in the Needs.xls workbook.
1.Overall Assessment of Relationship of HOPWA Funds to Goals and Objectives
Grantees should demonstrate through the CAPER and related IDIS reports the
progress they are making at accomplishing identified goals and objectives with
HOPWA funding. Grantees should demonstrate:
a.That progress is being made toward meeting the HOPWA goal for providing
affordable housing using HOPWA funds and other resources for persons with
HIV/AIDS and their families through a comprehensive community plan;
b.That community-wide HIV/AIDS housing strategies are meeting HUD’s
national goal of increasing the availability of decent, safe, and affordable
housing for low-income persons living with HIV/AIDS;
c.That community partnerships between State and local governments and
community-based non-profits are creating models and innovative strategies
to serve the housing and related supportive service needs of persons living
with HIV/AIDS and their families;
d.That through community-wide strategies Federal, State, local, and other
resources are matched with HOPWA funding to create comprehensive housing
strategies;
e.That community strategies produce and support actual units of housing for
persons living with HIV/AIDS; and finally,
f.That community strategies identify and supply related supportive services in
conjunction with housing to ensure the needs of persons living with HIV/AIDS
and their families are met.
2.This should be accomplished by providing an executive summary (1-5 pages)
that includes:
a.Grantee Narrative
i.Grantee and Community Overview
First Program Year CAPER 34 Version 2.0
City of Bakersfield
(1)A brief description of your organization, the area of service, the name
of each project sponsor and a broad overview of the range/type of
housing activities and related services
(2)How grant management oversight of project sponsor activities is
conducted and how project sponsors are selected
(3)A description of the local jurisdiction, its need, and the estimated
number of persons living with HIV/AIDS
(4)A brief description of the planning and public consultations involved in
the use of HOPWA funds including reference to any appropriate
planning document or advisory body
(5)What other resources were used in conjunction with HOPWA funded
activities, including cash resources and in-kind contributions, such as
the value of services or materials provided by volunteers or by other
individuals or organizations
(6)Collaborative efforts with related programs including coordination and
planning with clients, advocates, Ryan White CARE Act planning
bodies, AIDS Drug Assistance Programs, homeless assistance
programs, or other efforts that assist persons living with HIV/AIDS and
their families.
ii.Project Accomplishment Overview
(1)A brief summary of all housing activities broken down by three types:
emergency or short-term rent, mortgage or utility payments to
prevent homelessness; rental assistance; facility based housing,
including development cost, operating cost for those facilities and
community residences
(2)The number of units of housing which have been created through
acquisition, rehabilitation, or new construction since 1993 with any
HOPWA funds
(3)A brief description of any unique supportive service or other service
delivery models or efforts
(4)Any other accomplishments recognized in your community due to the
use of HOPWA funds, including any projects in developmental stages
that are not operational.
iii.Barriers or Trends Overview
(1)Describe any barriers encountered, actions in response to barriers, and
recommendations for program improvement
(2)Trends you expect your community to face in meeting the needs of
persons with HIV/AIDS, and
(3)Any other information you feel may be important as you look at
providing services to persons with HIV/AIDS in the next 5-10 years
b.Accomplishment Data
i.Completion of CAPER Performance Chart 1 of Actual Performance in the
provision of housing (Table II-1 to be submitted with CAPER).
ii.Completion of CAPER Performance Chart 2 of Comparison to Planned
Housing Actions (Table II-2 to be submitted with CAPER).
Program Year 1 CAPER Specific HOPWA Objectives response:
The City of Bakersfield does not receive HOPWA funding.
First Program Year CAPER 35 Version 2.0
City of Bakersfield
OTHER NARRATIVE
Include any CAPER information that was not covered by narratives in any other
section.
Program Year 1 CAPER Other Narrative response:
First Program Year CAPER 36 Version 2.0