City of Auburn, New York Community Development Block Grant Program CAPER. Program Year 2013 April 1, March 31, 2014

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1 City of Auburn, New York Community Development Block Grant Program Consolidated Annual Performance & Evaluation Report CAPER Program Year 2013 April 1, March 31, 2014 Prepared by: Office of Planning and Economic Development Jennifer L. Haines, Director

2 CITY OF AUBURN Community Development Block Grant Program PY2013 CAPER Table of Contents Fourth Program Year CAPER Narrative General Questions 1 Housing.13 Homeless...15 Community Development.18 Non-Homeless Special Needs...23 Attachments Map: Geographic Distribution of Activities CAPER legal notice of comment period Affidavit of CAPER legal notice IDIS Reports Expenditure Report (C04PR50) Financial Summary Report (C04PR26) Explanation of Adjustments Selected CDBG Accomplishments Report (C04PR51) Summary of Activities (C04PR03)

3 Fourth Program Year CAPER The CPMP 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 General Questions Assessment of the one-year goals and objectives: Specific Objective: Improve the quality of existing housing stock. Progress: The City expended $53, assisting 2 homes (4 units) through the Home Repair Assistance Program. The City expended $5, on two homes through the Emergency Home Repair Assistance project. Homsite Fund, Inc. partnered with the City to leverage funds on two Home Repair Assistance Program projects. The Home Access Program administered by Options for Independence was able to rehab 4 units and make them accessible for households with disabilities. The City expended $11, through this program. Specific Objective: Improve the Quality of Existing Rental Units Progress: The City has assisted 2 rental units. One of these units is occupied by a low to moderate income household. The other unit was empty at the time (owner occupied by low to moderate income household with empty unit) but will monitor this unit so accomplishments can be reported. Specific Objective: Increase the availability and/or affordability of quality, safe, affordable housing. Progress: Four Mortgage Assistance Program grants were given out in These grants were in the amount of $3,000 each. A total of $12,000 was expended during the 2013 Program Year. These grants were used for either down payment or closing costs. Specific Objective: Provide Microenterprise Training for 1 Business and 6 People. Progress: The City did not fund microenterprise training during PY2013. The Auburn community currently offers multiple free and fee-based microenterprise training resources. These include one-on-one business planning through the Small Business Development Center and through the Service Corp of Retired Executives both active organizations in Auburn. Additionally, Cayuga Community College located in Auburn has Fourth Program Year CAPER 1 Version 2.0

4 infused entrepreneurship throughout its curriculum across all disciplines, and has developed a portfolio of credit and non-credit classes specific to entrepreneurship. These classes are well advertised and well attended. City Planning & Economic Development staff refers startups to these training resources regularly. The Cayuga Economic Development Agency (CEDA) has also commissioned a feasibility study for a business incubator. If CEDA moves forward with this project, the City will provide technical assistance. Specific Objective: Provide SBAP assistance to 1 business and create or retain 6 jobs. Progress: There were no requests for Small Business Assistance Program (SBAP) or Special Development Projects (SDP) assistance during PY The City of Auburn Small Business Assistance Program / Special Development Projects loan committee approved two (2) SDP loan/deferred loan combination totaling $790,000 during PY2012, resulting in creation of 43.5 FTE jobs over the next 3 years, 37.5 of which will be made available to LMI individuals. Currier Plastics, Inc. implemented an expansion project that retained 100 advance manufacturing jobs and will add an additional 50 jobs over the next 5 years. This expansion will grow the Company s annual payroll from $4,700,000 to $6,950,000 and nearly doubled its existing footprint. Monitoring during PY 2013 documented that Currier Plastics had created 16 jobs, 10 of which were provided to low and moderate income individuals. This is significant progress toward the goal of 40 new jobs, 34 of which will be provided to low and moderate income individuals. Diamond & Bluejeans, Inc. dba Downtown Deli received funding in the amount of $40,000 through the City s SBAP/SDP fund to close a gap in a $100,000 business retention and expansion project, resulting in the creation of 3.5 FTE positions. The balance of funding in the amount of $60,000 was provided through owner equity. Funding was used for the following purposes: Update equipment & capital improvements at Grant Avenue location; Business development and expansion of catering division; and Additional working capital needed to pay off vendor debt due to depletion of operating capital due to extraordinary medical expenses of one of the founders. Loan proceeds stabilized Downtown Deli operations and provided for continuation of this longstanding business here in Auburn. Monitoring during PY 2013 documented that Downtown Deli had created 2 full-time and 4 part-time jobs, all of which were provided to low and moderate income individuals. This completed the goal of 3.5 new full-time equivalent jobs. In fact, the company was so successful that the owners sold the business and repaid the loan early. Specific Objective: (Homeless) Assist with the development of a Continuum of Care application to meet and improve the housing needs of the homeless. Fourth Program Year CAPER 2 Version 2.0

5 Progress: The City continued to participate in the Auburn/Cayuga County Homeless Task Force and the Homeless Task Force s Executive Committee, Chaired the 2013 Point in Time Committee, and chaired as well as supported other committees of the Task Force. $10,000 in funding was provided to the Syracuse based Rescue Mission to chair and coordinate the Auburn/Cayuga County Homeless Task Force and to coordinate annual Continuum of Care application. The City of Auburn and The Rescue Mission conducted site monitoring visits of HUD funded programs to ensure program goals are being met and discover ways to improve housing needs of the homeless for the development of the Continuum of Care application. Specific Objective: Provide for opportunities for the installation of sidewalks when requested by income eligible residents who do not live in income eligible areas and/or are not in targeted areas. Progress: There was not the interest in this program. Specific Objective: Develop a systematic approach to maintaining and improving sidewalk in low to moderate income areas as defined by Census Data, promoting the walkability of neighborhoods. Install at least 25,000 LF of sidewalk over a 5 year period. Progress: The City outlined priorities for sidewalk replacement in the CPS, which we will use to guide annual sidewalk replacement. The City expended $185, on the Sidewalk Replacement Program replacing 3,700 linear feet of sidewalks, 1130 linear feet of curbing, and 15 ADA handicap ramps along Clymer Street, Brookfield Place, Garfield Street, Hulbert Street, and McMaster Street. Specific Objective: Conduct a yearly public park improvement in a priority CT area as identified in the yearly Action Plan. Progress: Two City parks were part of the 2013 program year park improvement program. The Benton Street park improvement project was initiated in 2011 and included the purchase of playground equipment for ages 5-12 years old. In 2013, the improvement project continued with the purchase and installation of 2-5 year old age appropriate playground equipment to complement existing park equipment for 5-12 year olds. In addition, park benches, stone pillars, granite curbing, sidewalks and a flexi pave pathway through the park was installed. The Benton Street Park Improvement Project was a coordinated effort between City departments including: DPW, Office of Planning and Economic Development, Engineering and the Orchard Street Neighborhood Association. The Columbian Park Improvement project was initiated during the 2013 program year. Columbian Park is located in Census tract 418 and is bordered by Genesee Street, a main corridor road through the City, and residential streets Arlington Avenue and Kensington Avenue. The park is mainly comprised of green space but does have three swing sets and a heavily used basketball court. City of Auburn Office of Planning and Economic Development staff coordinated efforts with City of Auburn Department of Public Works, and the Engineering Department. Residents in the Columbian Park Neighborhood were Fourth Program Year CAPER 3 Version 2.0

6 sent informational letters regarding the park improvements and were encouraged to contact the Office of Planning and Economic Development if they had any questions, concerns or comments. No comments were received. Columbian Park Improvements that took place during the 2013 program year at Columbian Playground included the purchase and installation of playground equipment for 2-12 year olds and the purchase of park benches and stone pillars. Benton Street and Columbian Park improvements will continue through the 2014 program year. Describe the manner in which the recipient would change its program as a result of its experiences. Funding for additional microenterprise training at this time may be considered duplication of services as described above. The City may reengage its partner agencies to determine if there is a microenterprise training need not currently served by existing resources within the community. During PY 2013, the Cayuga Economic Development Agency (CEDA) has worked to establish itself as the One-Stop Economic Development organization for Auburn and Cayuga County. Cayuga County and the Cayuga County Industrial Development Agency have contracted with CEDA to deliver economic development programming. The Auburn Industrial Development Agency (AIDA) has followed, and the City of Auburn will be considering a contract during PY Based on these efforts, the City will defer to CEDA regarding the need for microenterprise training. Affirmatively Furthering Fair Housing The City of Auburn completed an AI in February 2010, which did not find or identify impediments to fair housing choice. Monitoring by FHEO has resulted in a finding requiring the City to revise its Analysis of Impediments (AI) to include impediments to fair housing choice. The City has entered into a Voluntary Compliance Agreement with FHEO and will be working with FHEO and the community to revise the AI. The City entered into an agreement with Rescue Mission to complete a new AI. Work began on the AI in PY 2013 and will be completed in PY Leveraging Resources Economic Development The City s SBAP loan program provides gap financing to support economic development projects in Auburn. SBAP typically requires a 2.5:1 match for every project, and borrowers are required to exhaust all other private and personal resources before applying for SBAP funds. There were no loans through the SBAP during PY 2012, but both SBAP loans approved during CDBG PY2012 were leveraged with a blend of conventional financing and private equity. Specifically Currier Plastics, Inc. s $750,000 SBAP/SDP loan/deferred loan combination leveraged an additional $19,750,000, and Downtown Deli s $40,000 SBAP loan leveraged an additional $60,000 dollars. Fourth Program Year CAPER 4 Version 2.0

7 Homelessness ARISE received $156,000 in HUD funding to operate its two Permanent Supportive Housing homeless programs. The programs provide vouchers for up to 20 apartment units. The program serves homeless households where one member of the household also has a qualifying disability. The Auburn Housing Authority completed the first phase of its Brogan Manor replacement project. Last year the Auburn Housing Authority received 16 million dollars in tax credit funding to upgrade Brogan Manor, an 88 unit subsidized apartment complex. The Auburn Housing Authority received $35,160 from HUD to operate its 5 apartment Shelter Plus Care homeless program. The Shelter Plus Care Program serves chronically homeless individuals. The City of Auburn received 10 VASH (Veteran Administration Supportive Housing vouchers) to assist homeless or at-risk homeless veterans. The vouchers are administered by the Auburn Housing Authority. Veterans will receive a housing subsidy and will be assigned a licensed MSW to assist them with supportive services. In 2013 Cayuga County Department of Health and Human Services spent $687,000 in emergency homeless related services including emergency motel stays, support of men s and DV emergency shelters and homeless case management contracts. Cayuga/Seneca Community Action Agency received funding from New York State Office of Temporary and Disability Assistance (OTDA) for 9 Young Adults beds. The beds serve young homeless adults and will provide supportive services. Cayuga/Seneca Community Action Agency received $34,976 from HUD to operate its two HUD Permanent Support Housing homeless programs. The programs have vouchers for four apartment units to assist chronically homeless households. Cayuga/Seneca Community Action Agency received $58,874 from HUD to operate its HUD Homeless Intervention Supportive Services Only case management program. The program provides case management assist to households and can pay either first month rent or security deposit. Cayuga/Seneca Community Action Agency received Federal and County funding to operate its Domestic Violence Invention Program (DVIP) and Transitional Housing Program. The funding for DVIP includes money for the Women s Safe House for fleeing DV women and families. The Transitional Housing Program provides flexible rental subsidies and other financial assistance is used to assist survivors with securing and maintaining safe, affordable housing. Families can remain in this program from 6-24 months and have access to follow-up services for a minimum of three months. CSCAA provides case management to program participants and works with them on goals they ve set for themselves. Flexible rental subsidies and other financial assistance is used to assist survivors with securing and maintaining safe, affordable housing. Families can remain in this program from 6-24 months and have access to follow-up services for a minimum of three months. CSCAA provides case management to program participants and works with them on goals they ve set for themselves. Fourth Program Year CAPER 5 Version 2.0

8 Chapel House receives a Veteran s Administration emergency transitional housing contract that pays up $160,965 per year. The funds pay for emergency and transitional housing for homeless veterans until permanent housing can be secured. Chapel House receives $13,000 from the City of Auburn in Community Block Grant funding. $10,000 of the funding helps homeless men with security deposits and rental assistance and $3,000 towards staffing costs who provide case management and housing search and placement activities. Chapel House receives funding from the Cayuga County Department of Health and Human Services to resource a Rapid Re-Housing case manager. The Rapid Re-Housing case manager will assist homeless individuals find permanent housing and provide follow up case management services to help these individuals achieve housing stability. The Rescue Mission Family Transitions Program, a transitional and permanent housing program for homeless women and families with children receives $40,000 a year from the Cayuga County Department of Health and Human Services (DHHS) to support operations of the program. In addition DHHS provides $48,920 to resource a Rapid Re-Housing / Vocational case manager. The Rapid Re-Housing/Vocational case manager will assist homeless families in emergency housing find permanent housing and provide follow up case management services to help these households achieve housing stability as well assist with employment readiness, employment searches and job retention. The Rescue Mission Family Transitions Program, a transitional and permanent housing program for homeless women and families with children receives $18,000 from the City of Auburn in Community Development Block Grant funding to assist homeless families with rental assistance and security deposits. The Rescue Mission Family Transitions Program, a transitional and permanent housing program for homeless women and families with children receives $5,000 from the United Way. Application to increase funding to $20,000 was made. Housing & Neighborhoods In PY 2013, the City of Auburn partnered with Homsite Fund, Inc. on two Home Repair Assistance Program projects to rehab a total of 4 units (two duplex homes). The City leveraged $53,426 of CDBG Home Repair Assistance Program Funds with $13,568 of Homsite s state funding. Please note that although the City spent down these funds during PY 2013, the IDIS drawdown did not occur until April 22, 2014 and therefore not all funds were reimbursed or reflected in the financial summary for PY During PY 2012, the City of Auburn closed on a $600,000 loan secured by a mortgage via CDBG funds to the SE Payne Cornerstone Project. That commitment assisted in securing approximately $9.5M in private and state funding. Managing the Process Describe actions taken during the last year to ensure compliance with program and comprehensive planning requirements. Fourth Program Year CAPER 6 Version 2.0

9 The City of Auburn Office of Planning and Economic Development was responsible for overseeing the development and administration of the 2013 Action Plan. Homsite Fund, Inc., a local housing development organization, and Options for Independence, Inc., a local Independent Living Center, were responsible for administering specific housing programs. The City Engineering Department is responsible for managing and providing oversight for the Public Improvements portion of the CDBG program. The Department helps coordinate the Sidewalk Replacement Program and Park Improvements. Various not-for-profit human service agencies were responsible for administering the public services included in the Consolidated Plan and related Action Plans. The following agencies administered public service programs during PY 2013: AURORA of CNY; Boyle Senior Center; Calvary Food Pantry; Cayuga Counseling Services, Inc.; Cayuga/Seneca Community Action Agency, Inc.; Child Care Solutions; Freedom Recreation; Human Services Coalition of Cayuga County; Legal Aid Society; Rescue Mission; and Transportation Project for Cayuga County. The public participation and outreach process effectively runs throughout the year through neighborhood association meetings, targeted focus groups, site visits to businesses and human services providers review of local needs assessments and through public surveys that are linked to the City s website and distributed at local network meetings. The City continues its involvement in the Auburn/Cayuga County Homeless Task Force and its related subcommittees. Additionally the City, using CDBG administration funds, contracted with the Syracuse based Rescue Mission to coordinate and direct the Task Force. Citizen Participation Provide a summary of citizen comments. The 15-day comment period for the CAPER, began on June 14, 2014 and continues through June 29, The notice, of which a copy is included, was published in The Citizen on Saturday, June 14, The Citizen is the newspaper of general circulation in the City of Auburn. The following comments were received: None The City recognizes that public input is a critical part of the CDBG Program. Staff is available to discuss the program informally with interested parties throughout the program year. The Citizen Participation Plan, the 5-year Consolidated Planning Strategy and Annual Action Plan and the CAPER are available in the Office of Planning and Economic Development for review. Additionally, these documents are available on the City of Auburn s Office of Planning and Economic Development website: Annually, the City of Auburn holds two Public Hearings regarding the CDBG Program. One is held in November during our public outreach for the preparation of the Annual Action Plan. The other public hearing is held at a City Council meeting in January or February, prior to the submission of the Annual Action Plan. In addition to the public meeting and hearings, the City Fourth Program Year CAPER 7 Version 2.0

10 distributed a CDBG survey to further collect information and comments for the development of the Action Plan. Survey results and comments were presented in the 2013 Annual Action Plan. The primary source of comments on the City s CDBG program were presented during the public meeting and public hearings for the development of the 2013 Action Plan and were presented in the Action Plan presented to HUD Buffalo in February It should be noted that the comments received revolved around a wide array of community issues, not just concerns that can be addressed with CDBG funds; they were shared as part of the public input process and used to establish priorities or continue with established priorities for the Action Plan. Funds available, committed, and expended As outlined in the attached 2013 Financial Summary Report, total funds available for PY2013 were $3,663,366.12, the total amount committed was $2,571, and the total amount expended was $2,992, Geographic Distribution Please see the attached map for the geographic distribution of the programs and addresses listed below. Housing Programs: o Mortgage Assistance Program: Mary Street, 81 Ross Street, 13 Perrine Street, 144 Franklin Street o Home Repair Assistance Program: 5 Van Patten Street, 45 Walnut Street Emergency Repairs: 55 Nelson Street, 41 West Street o Home Access Program: 147 Dunning Ave, 266 Seymour Street, 38 Walnut Street, 98 Oak Creek Townhomes o Special Development Projects: None during PY 2013 o Clearance/Demolition: None during PY 2013 Homeless Programs: Citywide Public Services: City-wide Public Improvements: o Sidewalk Program: Brookfield Place, Garfield Street, Clymer Street (north side only), McMaster Street, Hulbert Street Economic Development: o Small Business Assistance Program: None During PY 2013 Park Improvements o Benton Street Playground: 4 Benton Street o Columbian Playground: Genesee Street Fourth Program Year CAPER 8 Version 2.0

11 Institutional Structure Describe actions taken during the last year to overcome gaps in institutional structures and enhance coordination. The City of Auburn Office of Planning and Economic Development remains responsible for the administration of the CDBG Program. Effective delivery of the Program requires constant communication and coordination with numerous City Departments, non-profit agencies, potential residential and commercial consumers, and other funding agencies. Gaps in the institutional structures and coordination are often the result of staff members being required to work beyond capacity and a lack of necessary cross training. Within the Office of Planning and Economic Development CDBG duties or program areas (housing, public services, public improvements, and economic development) have been divided among nearly all staff members. This provides staff the ability to provide assistance in all program areas as workload dictates. Additionally, an effort has been made to involve multiple staff members in each program area, so that the Office is not left in a difficult position in the event of staff changes. The City s FY budget, July 1, 2012 June 30, 2013, significantly impacted staffing levels within the OPED by reducing staffing levels over 30%. In addition, a key senior staff person serving as the Community Development Program Manager left the City s employment in May 2013, and the office was not allowed to fill the vacancy during PY In addition, another key staff person was on maternity leave during the PY This significant reduction in capacity has made it extremely difficult to deliver all activities included in the PY2013 Action Plan, as well as more intense administrative duties due to increased monitoring from HUD. The City s next FY budget, July 1, 2014 June 30, 2015, filled the vacant position and continues with dedicated and experienced employees continuing to working to deliver programs included in the PY2013 Action Plan. Monitoring Describe how and the frequency with which you monitored your activities. On a monthly basis, desk audits of the City Public Services Subrecipients are conducted to review program expenditures and program accomplishments. Additionally, on-site monitoring visits of Public Services Subrecipients were conducted to review PY2013 documentation. Monitoring of housing projects is completed annually via a letter sent to program participants including owner-occupants and renters asking to verify continued residency in the assisted unit. During PY2013 monitoring was initiated but was not completed due to time constraints. A full monitoring evaluation will take place during PY2014. The City s CDBG Small Business Assistance Program loan portfolio is monitored annually through site visits. Annual site visits include inspection of collateral, documentation of job commitments, review of company financials and face-to-face discussion of business issues, needs and plans for future growth and/or stability. With the reduced staff capacity described above, the City was not able to visit all the businesses in the loan portfolio during PY 2013, but did document job creation activities for Currier Plastics, Columbus Center and Downtown Deli. Fourth Program Year CAPER 9 Version 2.0

12 The City will be in discussions with CEDA regarding this program requirement, as CEDA has hired an Economic Development Specialist that has begun a robust business visitation schedule. Describe the results of your monitoring including any improvements. With respect to monitoring of public service and housing programs, there were no major issues identified. Monitoring did provide an opportunity to answer public service sub recipient questions and address, as needed, any issues or confusion with completing monthly fiscal and program reports throughout the year. The onsite monitoring visit helps ensure compliance with CDBG rules and regulations throughout the year. In some cases businesses are unable to meet their obligations, or close down and/or file bankruptcy. In these instances the City has partnered with an experienced collection agency in order to try and recoup its losses. In PY2012, the collection agency successfully collected payments from Ace Precision Tool and Mahogany Table. Self-Evaluation The City met the timeliness test in February There is a commitment from the staff to move programs along in a more efficient manner. As discussed above, unfortunately, cuts to the staffing levels of the Office during the City s budget, and further staff reductions (staff departure and a maternity leave) during PY2013 have made it difficult and will continue to make it difficult to increase the pace at which the City can expend funds on some of the planned activities. The Office has now filled the one vacant position, and staff have returned to their positions, which are funded in the City budget. The majority of funds for public improvements are being expended in a concentrated area, primarily Census Tract 419. The intent of this targeted strategy is to affect real change in a given area. All too often, in an effort to be fair, funding is spread too thinly across a broad area to give everyone a piece of the action. This results in a diluted impact that, while potentially maintaining status-quo, does little to provide real improvement. The issue with a targeted approach is that results are better measured over multiple consecutive years instead of annually. The City is making progress towards its vision in census tract 419. Aesthetically, the neighborhood has improved within the past four years. The Annual Community Block Blitz has provided landscaping in front of houses, volunteers painted railings, houses and store fronts and installed art work throughout the neighborhood. The new playground and park improvements has served many neighborhood children and new housing stock for low to moderate income residents is nearly complete and fully occupied, with management provided by Housing Visions Inc. The residents in the neighborhood have expressed gratitude for the improvements and have even noticed a decrease in crime activity in their neighborhood. As work is being completed in census tract 419, the City has initiated park improvements with the addition of playground equipment and the replacement of substandard sidewalks in census tract 418, as outlined in our 5 year consolidated plan and fourth annual action plan. CDBG funds continue to be focused on four components: Housing, Public Infrastructure, Public Services, and Economic Development. During PY2013, the CDBG funds were primarily used for housing and public infrastructure. Fourth Program Year CAPER 10 Version 2.0

13 Over 93% of the CDBG funds expended in PY2013 benefitted low and moderate-income individuals, families, and households. All activities, with the exception of planning and administration, contribute to either providing decent housing, creating a suitable living environment, or expanding economic opportunity. Clearance and housing activities result in additional decent, affordable housing. Most of the public services funded with CDBG improve the living environment, while the few others may contribute to improved housing. Finally, the City s Small Business Assistance (loan) Program is tied directly to the creation of jobs for low or moderate-income individuals. The Home Repair Assistance Program continues to utilize funds from the prior program years. However progress continues to be made, houses rehabbed, and funds spent. It may be necessary to revise the program and offer larger grants, as the average cost of rehabs increase and the number of applicants as well as the credit worthiness of many applicants decreases. The balance of funding and effort may swing toward one of the four focus areas in any given year with opportunities that become possible, but these remain the priorities. Allocations on future years will be effected by the amount required to repay the section 108 loan the City has requested from the Department of Housing and Urban Development for public improvements downtown. Community needs, as identified through the public participation process in the development of the Action Plan, centered around homeless prevention, housing, public improvements/infrastructure, public services and small business assistance. All activities and strategies are focused on improving access and services in those needs areas. Housing activities work to maintain affordable and accessible housing, for both owners and renters. Public improvements and infrastructure improvements work to create a suitable living environment in stabilizing neighborhoods. Public services address social and economic issues that may be holding people back from a life of self-sufficiency. Finally, economic development programming provides opportunities for low- and moderate-income individuals and households that otherwise may not be available in the community. We have implemented and utilized outcome based measurement protocols that the local United Way has used with their family of agencies. This tool allows City Staff and Application Review Committee to see how the program will change or impact individuals and families. Agencies also report a success story to highlight a specific impact the program had on an individual, family and/or community. Success stories are beneficial to Review Committee members because of the level of detail that is given of the program and its positive outcome. The major barrier that negatively impacts fulfilling the strategies and overall vision is lack of funding to address all of the needs identified by the community. Although the CDBG Program is a major resource for the City in supporting its residents, it is often the only funding source available to address specific needs. As outlined in the assessment of goals and objectives in the General section of the CAPER, major goals are on target, as programming is shaped around meeting those goals. However a review of Fourth Program Year CAPER 11 Version 2.0

14 the specific objectives outlined in the CPS should be completed to ensure that the objectives continue to reflect the community input provided throughout the program year. The rising average costs of home rehabilitation together with the current economic climate have made the Home Repair Assistance Program less palatable to potential borrowers. There may be a need to offer increased grant amounts to keep home rehabs affordable. Setting performance measures around activities might allow the City an opportunity to show the impact of programs, beyond simply counting projects completed, or people served. The City has been diligent in reporting accomplishments and closing completed activities in IDIS. However the City has a small number of remaining activities that are flagged. Remediation plans for flagged activities have been submitted in the IDIS system and are awaiting field review. Lead-based Paint Describe actions taken during the last year to evaluate and reduce lead-based paint hazards. The City continued to fund the Home Repair Assistance Program and tested each property for lead-based paint hazards. Under current HRAP program practices, average per unit assistance is approximately $25,000, including work related to lead-based paint hazards. Therefore, the requirements for rehabilitation listed at 24 CFR Part would apply to most of the program's rehabilitation work. Generally, the requirements include: Conducting of paint testing, with the option of foregoing testing and establishing a presumption of presence of lead on all painted surfaces; Performing a Risk Assessment in the dwelling units receiving federal assistance, in common areas serving those units, and exterior painted surfaces, before rehabilitation begins; and Performing interim controls or abatement, depending on the level of assistance, of all lead-based paint hazards identified in the risk assessments and any hazards created as a result of the rehabilitation work. Program experience maintains that, for most projects, abatement is more cost-effective than the labor-intensive interim controls. For example, it is most times less costly to replace a window than perform the specialized cleaning, wet scraping, temporary containment, painting, ongoing maintenance, etc. involved with interim controls. Fourth Program Year CAPER 12 Version 2.0

15 HOUSING Housing Needs Describe Actions taken during the last year to foster and maintain affordable housing. The City continued to support and fund the rehabilitation of substandard homes for low- to moderate-income households, using the CDBG-funded Home Repair Assistance Program, and Home Access Program, as outlined below under Specific Housing Objectives. Specific Housing Objectives 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. The City provided funding to complete the rehabilitation of 6 units (HRAP and Emergency HRAP) with funding through the Home Repair Assistance Program in partnership Homsite Fund, Inc., who provided leverage with competitive awards from the HOME Program and NYS Affordable Housing Corporation. The Home Access Program (HAP), delivered by Options for Independence, Inc., the local Independence Living Center, assisted 4 units with accessibility improvements. 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. Of the 6 units rehabbed during the 2013 Program Year, 2 were a rental unit. The City monitors investment properties to ensure that the units are kept affordable and rented to income eligible tenant as required. Presently, the City is monitoring the investor owners who received HRAP funds for compliance with fair market rents as well as the income of the tenants in the property. The rehabbed units would qualify as affordable housing, as they are occupied by households that qualify as low- or moderate income families or for rental units they are the principal residence of an owner whose family qualifies as a low- or moderate-income family Describe efforts to address worst-case housing needs and housing needs of persons with disabilities. The Auburn/Cayuga County Homeless Task Force, which has successfully applied for and received Continuum of Care funding since The programs funded provide case management and housing for those who are homeless. The City also has homeless funding available through the CDBG program. CDBG funds support a prevention and intervention program, run through sub recipient Cayuga Seneca Community Action Agency, and include a one-time rental assistance and/or emergency shelter for individuals and families. CDBG Funds also support sub recipient, The Rescue Mission, to operate the Family Transitions Program, a Fourth Program Year CAPER 13 Version 2.0

16 transitional and permanent housing program for women and families with children. The Rapid Re-Housing case manager assists homeless families in emergency housing find permanent housing and provide follow up case management services to help households achieve housing stability. The City funds Options for Independence s Home Access Program. This program offers grant funds to make home accessible to people with disabilities. Income eligible renters, with the approval of their landlord, or homeowners are eligible to apply for the funds managed by Options. The City has also entered into a contract during PY 2013 to complete the Analysis of Impediments to Fair Housing (AI). The AI is expected to be complete during PY Barriers to Affordable Housing Describe actions taken during the last year to eliminate barriers to affordable housing. The City continued to support and fund the rehabilitation of substandard homes in low and moderate income areas, using the CDBG-funded Home Repair Assistance Program and Home Access Program. Fourth Program Year CAPER 14 Version 2.0

17 HOMELESS Homeless Needs Identify actions taken to address needs of homeless persons. Number of 2013 Cayuga County Homeless persons Source # of Total Homeless persons Singles Families (Adults/children) HMIS Families (197 adults, 218 children 415 total people) DHHS Motel Families (65 Adults, 91 children 156 total people) DV Shelter families (12 adults, 23 children 35 total people) Total Families 606 people 272 adults 332 children On January 9, 2014 a recommendation was made by the Cayuga County Legislature by the Health and Human Services Committee to establish a special committee. The recommendation was made as a result of information presented regarding the significant increase the DHHS has seen in the number of individuals coming to DHHS seeking emergency housing. As a result the Emergency Shelter Subcommittee was established and is comprised of members of the Cayuga County Legislature, DHHS, Mental Health and leading members of the Homeless Taskforce. The committee has implemented changes in how emergency shelter services are delivered by DHHS and seeking to expand affordable housing opportunities, employment opportunities and increase income. In June 2014 the City of Auburn Homeless taskforce created a work group charged with creating a central coordinated intake and assessment system for all homeless and housing vulnerable people (fleeing Domestic Violence victims excluded). The goal is to create one location where anyone seeking housing assistance can go. This will making easier for those in need to find appropriate housing and reduces organization waste among agencies who often duplicate work responding to multiple calls for help from the same household. Auburn Housing Authority has 5 permanent housing vouchers for chronically homeless men Chapel House emergency shelter complemented renovations to increase bed capacity. Chapel House has 19 beds plus 4 overflow beds and provides emergency housing for men 18 years or older. Chapel House expanded services to include Rapid Re-Housing case management to assist homeless individuals being emergency housed in motels find permanent housing and provides Fourth Program Year CAPER 15 Version 2.0

18 follow up case management services to help achieve housing stability. Chapel House served more than 200 homeless men in A major effort has been made to have housing vulnerable and homeless households to apply for Section 8 vouchers. Our community has approximately 560 vouchers. Presently more than 1150 households are on waiting lists at Auburn Housing Authority and Homsite. Cayuga/Seneca Community Action Agency has a Supportive Services HUD case management homeless programs that provides intensive case management for homeless households for up to six months and can provide security deposits and first month s rent for permanent housing. Cayuga/Seneca Community Action Agency has four HUD funded permanent supportive housing vouchers for chronically homeless households with disabilities. Cayuga/Seneca Community Action has 9 beds for women fleeing Domestic Violence situations along with supportive services. The Cayuga/Seneca Community Action Agency Transitional Housing Program provides f Flexible rental subsidies and other financial assistance are used to assist Domestic Violence survivors with securing and maintaining safe, affordable housing. Families can remain in this program from 6-24 months and have access to follow-up services for a minimum of three months. CSCAA provides case management to program participants and works with them on goals they ve set for themselves. Flexible rental subsidies and other financial assistance are used to assist survivors with securing and maintaining Cayuga/Seneca Community Action Agency Young Adult program has three apartment units with 9 total beds. The beds serve young homeless adults and provides supportive services. ARISE has two HUD permanent supportive housing programs totaling 20 units for homeless households where at least one member of the household has a disability. Chico Giving Back, Chapel House, Rescue Mission and community volunteers perform street outreach in areas where at-risk and homeless persons are known or reported to congregate (i.e. soup kitchens and places unfit for human habitation) to make connections and offer services through our CoC. The Rescue Mission Family Transition Program is presently assisting 65 formerly homeless households maintain housing. A former homeless man has been volunteering 20 to25 hours a week performing street outreach and homeless advocacy. This gentleman has assisted more than 30 households over the past year and says it his way of giving back to the community that helped him when he needed it. An Affordable Housing subcommittee was formed and is chaired by the Executive Director of the local Housing Authority. This committee shall work to promote the expansion and development of affordable permanent housing options and to develop a systems-wide strategy to maximize utilization of existing housing resources and housing related support services for persons who Fourth Program Year CAPER 16 Version 2.0

19 are homeless and housing vulnerable through outreach and coordination with private landlords, for profit and non-profit property developers, the public housing authority and other housing providers. The Auburn Housing Authority on June 30 th will be applying for 6.7 million dollars in NYS HHAP funding to build 28 new housing units (14 three bedroom apartments, 10 two bedroom apartments and 4 one bedroom apartments and a community center to provide onsite supports to promote greater self-sufficiency and equip families to escape poverty. In addition Two Plus Four Development Corporation will be applying for 3.5 million dollars from various sources to build 35 new one bedroom apartments. Catholic Charities assists individuals with disabilities apply for SSI/SSDI, two parenting case management programs, HEAP utility assistance, financial literacy case manager and a case manager who assists with emergency services (12 hours a week). Homsite has 10 Single Room Occupancy units available for women at $200 per month. Ministro Ministries has 18 affordable rooms available for rent in the historic Case Mansion. Our CoC received $300,779 in FY in Super NOFA renewal funding. This summer a Reallocation work group was formed to develop a process to reallocate HUD funds to create additional permanent supportive housing beds. Open enrollment in the New York State of Health Marketplace commenced October 1, 2013 for coverage that will take effect January 1, The Marketplace functions as an online web portal where individuals, families and businesses can shop for and obtain affordable health care. Through the Marketplace, New Yorkers are able to compare Qualified Health Plans, Medicaid and Child Health Plus options; calculate costs; select coverage; and determine what type of financial assistance may be available. Public health care programs are available for those who are eligible. New York State Department of Health has contracted with Cayuga/Seneca Community Action Agency, Inc. and its subcontractor Cayuga County Chamber of Commerce to provide Navigator services in Cayuga and Seneca Counties to assist potential enrollees with accessing affordable care through the Marketplace, including: Provide in-person assistance to those applying for health insurance coverage at the time of initial application and at annual renewal; Offer information on the types of health insurance programs available through the Marketplace; Provide application assistance for private and public health insurance programs and advance premium tax credits and cost-sharing reductions; Refer consumers to other organizations for help with grievances, complaints or questions regarding health coverage or a determination related to coverage; and Supply information in a fair and impartial manner which is culturally and linguistically appropriate, and disability accessible, including for individuals with limited English proficiency. Over a dozen base and satellite enrollment sites have been established in order to provide comprehensive service delivery throughout the rural counties. The Navigator Enrollment Site Schedule will be reviewed and revised monthly, as needed, to meet the needs of the community. Fourth Program Year CAPER 17 Version 2.0

20 COMMUNITY DEVELOPMENT Community Development Assessment of Relationship of CDBG Funds to Goals and Objectives The General section and Housing Section of the CAPER provide a description of the accomplishments in attaining the goals and objectives for the reporting period. The accomplishments specifically show that CDBG funds have been used to support each specific housing, homeless, public improvement, public service and economic development objective. Changes in Program Objectives There were not any significant changes to the Program Objectives. However, as mentioned elsewhere in this CAPER, the existing annual and multi-year Specific Objectives originally outlined in the CPS appear to be somewhat unrealistic in light of funding cuts. It may be necessary to review and prioritize these objectives so that expected outcomes reflect current funding levels. Such a task can only be accomplished through a process that includes public input. Assessment of Efforts in Carrying Out Planned Actions The City pursues funds as appropriate to maximize priorities identified in the Consolidated Plan. All programs proposed in the 2013 Action Plan were shaped around meeting goals and objectives outlined in the CPS. Applications for programs that provide direct benefit to low- and moderate-income individuals and/or households require the same information for every applicant and are reviewed using the same process. Area benefit and slum/blight activities depend to a large extent on the participation of other City departments (i.e. Engineering, Parks, Department of Public Works) for program delivery. Staff of the OPED work closely with these departments as the City attempts to deliver funds to the community in an effective and efficient manner. For Funds Not Used for National Objectives The only funds expended which did not meet national objectives were used for Administration and Planning, both eligible expenses. Over 90% of expenditures, during PY 2013 funded activities to benefit low- and moderate-income individuals, families, or households. Low/Mod Job Activities for economic development activities undertaken where jobs were made available but not taken by low- or moderate-income persons Per executed loan commitments signed at closing, each SBAP borrower agrees to lend first consideration to LMI individuals for new positions. Each borrower submits a job creation plan at the time of application that identifies specifically by title each job to be created, and whether or not that job (by virtue of required skills, experience, education, etc.) is likely to be filled by an LMI person. Each borrower is monitored annually to ensure that these commitments are met. As part of the City s annual monitoring, new hires for all borrowers yet to meet their job creation commitments are required to complete income certifications documenting household income; these are used by the City to determine LMI and non-lmi beneficiaries. Fourth Program Year CAPER 18 Version 2.0