Document farmingtonnm_gov_doc_5ac217dc48

City of Farmington 2013 CAPER Consolidated Annual Performance Evaluation Report ---PAGE BREAK--- Table of Contents GENERAL 1 Executive Summary 1 General Questions 1 Managing the Process 11 Citizen Participation 11 Institutional Structure 15 Monitoring 15 Lead-based Paint 21 21 Housing Needs 21 Specific Housing Objectives 21 Public Housing Strategy 22 Barriers to Affordable Housing 22 HOMELESS 23 Homeless Needs 23 Specific Homeless Prevention 23 COMMUNITY DEVELOPMENT 24 Community Development 24 Antipoverty Strategy 28 NON-HOMELESS SPECIAL NEEDS 29 1.5 TIMELINESS STANDARD Sec. 507.902 29 ATTACHMENTS 29 ---PAGE BREAK--- 1 GENERAL Executive Summary The City of Farmington 2013 Annual Action Plan fiscal year ran from October 1, 2013 to September 30, 2014. The year’s grant amount was $400,902. This Consolidated Annual Performance and Evaluation Report (CAPER) is the fifth in the current 2009-2014 Consolidated Plan’s five-year cycle. The table below provides a breakdown of the CDBG budget including Capital Projects, Public Service Projects and Planning and Administration Costs. 2013 Total CDBG Grant $400,902 Capital Projects 65% $ 260,586.30 Public Service 15% Max 60,135.30 $ Planning and Admin 20% Max 80,180.40 $ Agency Projects Capital Projects Public Service Planning and Administration Percent of Total Budget Four Corners Foundation A PATH Home Transitional Housing Construction $ 155,000.00 Masada New Men's Facility $ 77,800.00 Big Brothers Big Sisters Office Building $ 27,786.30 People Helping the Homeless (PATH) A PATH Home Transitional Housing Operations 27,135.30 $ San Juan County Partnership Rental Assistance $ 15,000.00 Masada Women's Treatment Operations $ 10,000.00 San Juan College Family Resource Center Day Care Assistance $ 8,000.00 City of Farmington CDBG Planning and Administration $ 80,180.40 20.00% Totals $ 260,586.30 $ 60,135.30 $ 80,180.40 2013 Annual Action Plan Projects and Budget 65.00% 15.00% 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. Four Corners Foundation (A PATH Home)-Capital Project: This project, developed by the Four Corners Foundation, provided additional funding for site improvements for a previously-approved transitional housing shelter with 12 one- bedroom transitional housing units for individuals and families with children. Construction delays led to the project not being completed until July 2014. Site improvements funded include: ---PAGE BREAK--- 2 Contract # 13-97725A provided funding for additional exterior lighting, trim out and lighting finish installation. Lighting for common gathering and recreational areas and pedestrian pathways within Building 2000 / and areas outside the flood plain. Contract #13-97725A provided funding for required for privacy and security for the adjacent homeowner. 417 linear feet of fencing borders Building 2000. Funding provided gates and additional fencing around Building 2000 outdoor social and play area. The security fencing limits unsupervised access to utility meters protecting residents and children living in Building 2000. Contract #13-97725A provided funding for an outdoor gathering social playground area for children and families. The area is designed to encourage families to enjoy the outdoor surroundings. Contract # 13-97725A provided funding for asphalt and paving for areas leading to and near Building 2000. The additional paving provided adequate access for ADA transportation and turn around for residents of Building 2000. Contract #13-97725A provided funding for site concrete around Building 2000 Contract #13-97725A provided funding for landscaping / BLDG 2000– Stabilization & erosion control, irrigation system, gravel and plantings—sod, plants, shrubs & trees. ---PAGE BREAK--- 3 Big Brothers Big Sisters-Capital Project: Big Brothers Big Sisters was awarded funding to help build a new office building or purchase an existing office building in order to increase their capacity by providing a space for program administration, trainings and meetings. Their contract was extended through March 31, 2015 because they were given the opportunity to obtain a donated building, but the building transfer process was The building they obtained located at 308 North Locke is an older building and they plan to use the funds to make capital improvements such as a new heating and cooling unit in order to improve cost efficiency. Masada Housing Men’s Transitional Housing–Capital Project: Masada House had planned to remodel an existing residential structure to develop a transitional housing facility with twelve beds for men with substance abuse and alcohol issues. Masada House informed the City of Farmington on July 18, 2014 that they would not be able to utilize the funds to proceed. The letter states that Masada House is focused on getting the women’s treatment facility running smoothly and does not currently have the capacity to utilize the funds at this time. The $77,800 in funding is proposed to be reallocated to the Joint Intervention Program (JIP), a project already selected to receive funding in the 2014 Annual Action Plan. An amendment to the 2013 Annual Action Plan is currently underway. People Assisting the Homeless (PATH)–Public Service Project: People Assisting the Homeless (PATH) contracted with the City of Farmington to operate the new transitional housing facility constructed by the Four Corners Foundation. Services will include training and counseling for homeless individuals and families. Construction delays prevented program services from beginning until July 2014. Their contract has been extended to March 31, 2015. This project meets one of the highest identified needs of the community: Transitional housing that serves the needs of homeless individuals and families. The project has seven clients are participating in the counseling and workshop sessions as well as receiving case management. The total attendance of the classes/workshops held by PATH was 49 individuals from July-September. Classes focused on topics such as basic life skills, sobriety support, maintaining a budget and nutrition. In addition, the seven clients have received 480 hours of case management time from PATH staff. San Juan County Partnership Emergency Rental Assistance-Public Service Project: The funds were used to assist ten eligible households with children and six households without children to pay for first month’s rent, security deposit and/or utility deposits. A total of sixteen households remain in permanent supportive housing within the City of Farmington as a result of this funding. ---PAGE BREAK--- 4 San Juan College Family Resource Center Daycare Assistance –Public Service Project: A total of ten students with 16 children were assisted with a total of 10,072 hours of daycare service. The racial breakdown of the students was eight American Indian, one Native American/African American, and one Asian/French American. Eight of the students were female heads of households. Masada House Transitional Housing Addiction Treatment- Public Service Project: MASADA House provided counseling and treatment services to women living in the MASADA House transitional care facility. Clients are presumed to be low-income persons due to their homeless status. A total of 29 women were provided services. The racial breakdown of the residents was ten Native American, two Hispanic, fifteen White, and two Hispanic/Native American. b. Provide a breakdown of the CPD formula grant funds spent on grant activities for each goal and objective. The table below shows the breakdown of the money spent on each program activity for the 2013 Annual Action Plan. The highlighted activity (Masada House Men’s Facility) was the only project unable to utilize funding in the 2013 Annual Action Plan. The table outlines the outcome objectives and national objectives for each activity as well as the eligible activities associated with each project. 2013 Total CDBG Grant $400,902 Capital Projects 65% $ 260,586.30 Public Service 15% Max 60,135.30 $ Planning and Admin 20% Max 80,180.40 $ Agency Projects Capital Projects Public Service Planning and Administration Percent of Total Budget Four Corners Foundation A PATH Home Transitional Housing Construction $ 155,000.00 Masada House New Men's Facility $ 77,800.00 Big Brothers Big Sisters Office Building $ 27,786.30 People Helping the Homeless (PATH) A PATH Home Transitional Housing Operations 27,135.30 $ San Juan County Partnership Rental Assistance $ 15,000.00 Masada House Women's Treatment Operations $ 10,000.00 San Juan College Family Resource Center Day Care Assistance $ 8,000.00 City of Farmington CDBG Planning and Administration $ 80,180.40 20.00% Totals $ 260,586.30 $ 60,135.30 $ 80,180.40 2013 Annual Action Plan Projects and Budget 65.00% 15.00% ---PAGE BREAK--- 5 03C Homeless Facilities (not operating costs) 9.15 A PATH Home - Transitional Housing Construction DH-1 LMC Capital Improvement 05F Substance Abuse 6.89 MASADA Men's Transitional Housing EO-1 LMC Capital Improvement 03D Youth Centers 7.79 Big Brothers Big Sisters Office Building EO-1 LMC Capital Improvement 03T Operating Costs Homeless/Aids Patients 8.58 & 9.15 PATH Transitional Housing Operations EO-1 LMC Public Service 05S Rental Assistance 8.26 Emergency Rental Assistance San Juan County Partnership DH-2 LMC Public Service 05F Substance Abuse 6.89 MASADA Women's Transitional Treatment EO-1 LMC Public Service 05L Youth Services 6.56 Day Care Assistance - San Juan College EO-2 LMC Public Service 21A General Program Administration Grant Management Planning and Administrative 1st Quartile = Low Need 2nd Quartile = Med Need 3rd Quartile High Need LMC - Low Mod Clientele 4th Quartile Highest Need LMH - Low Mod Housing LMA - Low Mod Area URG - Urgent Need Projects and Objectives for the 2013 Annual Action Plan Eligible Activities Consolidated Plan Ranking 0 to 10 Proposed Action Plan Project Outcome Objectives National Objectives Type of Project Availability/ Accessibility Affordability Sustainability Decent Housing DH-1 DH-2 DH-3 Suitable Living Environment SL-1 SL-2 SL-3 Economic Opportunity EO-1 EO-2 EO-3 Outcome Objective Definitions The table below shows a breakdown of budgets and expenditures by type of HUD Outcome Objectives for all 2013 projects. The definitions of the Outcome and National Objectives are also provided. 2013 Annual Action Plan Projects National Objective SL-1 SL-2 SL-3 DH-1 DH-2 EO-1 EO-2 27,135.00 $ Budget 6,789.29 $ Expenditures $ 8,000.00 Budget 8,000.00 $ Expenditures 15,000.00 $ Budget 15,000.00 $ Expenditures $ 10,000.00 Budget 10,000.00 $ Expenditures 27,786.30 $ Budget - $ Expenditures $155,000 Budget $155,000 Expenditures 77,800.00 $ Budget - $ Expenditures SL-1 SL-2 SL-3 DH-1 DH-2 EO-1 EO-2 Total Budgeted $155,000 15,000.00 $ $142,721.30 8,000.00 $ Budget Total Expended $155,000 15,000.00 $ 16,789.29 $ 8,000.00 $ Expenditures LMC LMC LMC Masada Transitional Treatment Services Big Brothers Big Sisters Office Building 2013 Project Expenditures by Outcome Objectives PATH Transitonal Housing Operations Day Care Assistance Rental Assistance LMC A PATH Home Transitional Housing Masada Men's Transitional Housing LMC LMC LMC ---PAGE BREAK--- 6 c. If applicable, explain why progress was not made towards meeting the goals and objectives. Masada House Men’s Treatment Facility – Masada House informed the City of Farmington on July 18, 2014 that they would not be able to utilize the funds to remodel a men’s treatment facility. The letter states that Masada House is focused on getting the women’s treatment facility running smoothly and does not currently have the capacity to utilize the funds at this time. The $77,800 in funding is proposed to be reallocated to the Joint Intervention Program (JIP), a project already selected to receive funding in the 2014 Annual Action Plan. 1. Describe the manner in which the recipient would change its program as a result of its experiences. The overall CDBG award that the City of Farmington receives does inhibit the City’s ability to undertake significant construction projects such as building affordable housing units. In addition, an increase to the 15% public service cap would help fund many important public service projects in the City of Farmington, many of which have been identified as high-ranking community needs. If the 15% public service cap were increased or waived, CDBG funding could have a bigger impact on public service projects that do not require as much money as construction projects. 2. Affirmatively Furthering Fair Housing: a. Provide a summary of impediments to fair housing choice. A new Analysis of Impediments to Fair Housing Choice was adopted in August 2014. Below is a summary of the impediments, suggested actions and measurable objectives: Private Sector Impediments, Suggested Actions, and Measurable Objectives National Objective Definitions LMC Low Moderate Income Clientele LMA Low Moderate Area LMH Low Moderate Housing SBA Blight Area SBR Blight Urban Renewal Availability/ Accessibility Affordability Sustainability Decent Housing DH-1 DH-2 DH-3 Suitable Living Environment SL-1 SL-2 SL-3 Economic Opportunity EO-1 EO-2 EO-3 Outcome Objective Definitions ---PAGE BREAK--- 7 Impediment 1: More frequent denial of home purchase loans to racial and ethnic minority residents. This impediment was identified through review of home purchase loan data collected under the Home Mortgage Disclosure Act (HMDA) from 2004 to 2012. On average, the rate of loan denials to American Indian applicants was more than twice the rate for all applicants and nearly three times the rate of loan denials to white residents during that time. Similarly, loan applications from Hispanic applicants were denied at a higher- than-average rate; over 6.5 percentage points higher in an average year. The discrepancy between Native American and white loan applicants remained even when applicants were similarly situated with respect to income. Action 1.1: The City of Farmington will use CDBG funding to sponsor financial literacy and credit repair classes at San Juan College. These classes begin in September. Measurable Objective 1.1: The number of class sessions held and number of clients who participate in these classes. Impediment 2: Discrimination in rental housing market. This impediment was identified through analysis of the results of the Public Perceptions of Fair Housing Law Survey. Though 21.1 percent of all survey respondents claimed to have experienced housing discrimination, the figure was higher for rental tenants, at 31.6 percent. Action 2.1: Increase outreach and education activities targeting landlords and property managers, with the purpose of highlighting issues around fair housing and affirmatively furthering fair housing. Measurable Objective 2.1: The number of outreach and education activities conducted, materials prepared for these activities, record of participation by members of the public. Impediment 3: Steering in the real estate market. This impediment was identified through review of the Public Perceptions of Fair Housing Law Survey. Steering, or the practice of real estate agents directing homebuyers to different parts of town depending on the protected class status of the homebuyer, was cited as a barrier to fair housing in Farmington by over half of survey respondents, and as a “serious” barrier by over a fifth of respondents. Action 3.1: Conduct outreach and education among real estate professionals pertaining to fair housing and affirmatively furthering fair housing, focusing on the impact of discriminatory practices on Farmington residents. Measurable Objective 3.1: The number of outreach and education activities conducted with the real estate industry. ---PAGE BREAK--- 8 Impediment 4: Lack of knowledge of fair housing laws. This impediment was identified through review of fair housing survey results. In questions pertaining to private sector impediments to fair housing choice, lack of knowledge of fair housing was consistently identified as a modest or serious barrier to fair housing choice by at least 40 percent of survey respondents. The lack of knowledge among landlords, property managers, and residents was especially salient as a barrier to fair housing choice among survey respondents. Deficits in knowledge of fair housing law were borne out in responses to questions specifically designed to gauge respondents’ understanding of fair housing policy. In a series of hypothetical scenarios describing instances of illegal discrimination, sizeable minorities of survey respondents described the discrimination as “legal” in each case. Furthermore, 22 percent of survey respondents did not know to whom they could address complaints of unlawful discrimination, and many respondents indicated that they would report housing discrimination to agencies that are not directly involved in fair housing enforcement. Action 4.1: Hold annual public meetings and other outreach activities pertaining to fair housing and affirmatively furthering fair housing during Fair Housing Month (April). Measurable Objective 4.1: Record of meetings, presentation materials for the meetings, and marketing materials used to publicize meetings. Public Sector Impediments, Suggested Actions, and Measurable Objectives Impediment 1: Lack of sufficient outreach and education pertaining to fair housing. This impediment was identified through a review of the Public Perceptions of Fair Housing Law Survey and the fair housing infrastructure in the City of Farmington. As noted previously in Private Sector Impediment 4, lack of knowledge of fair housing laws and infrastructure was widely perceived to be a barrier to fair housing in the city. This lack of knowledge was reflected in responses to questions designed to test respondents’ knowledge of fair housing law and policy. Furthermore, there are currently no organizations serving the City as Fair Housing Initiatives Program (FHIP) participants; such an organization would be eligible to receive funding from HUD to promote outreach and education efforts. Action 1.1: Hold annual public meetings and other outreach activities pertaining to fair housing and affirmatively furthering fair housing during Fair Housing Month (April). Measurable Objective 1.1: Record of meetings, presentation materials for the meetings, and marketing materials used to publicize meetings. Impediment 2: Lack of fair housing testing and enforcement. ---PAGE BREAK--- 9 This impediment was also identified through review of the Public Perceptions of Fair Housing Law Survey and the fair housing infrastructure in place in the City of Farmington. Over 60 percent of survey respondents felt that the “limited capacity of a local organization devoted to fair housing investigation/testing” represented a barrier to fair housing; around 30 percent identified it as a “serious” barrier. Review of the City’s fair housing infrastructure reveals that there is no local organization or agency involved in fair housing testing or enforcement. Action 2.1: Seek partner to conduct fair housing testing in the City of Farmington, such as the Southwest Fair Housing Council in Tucson, Arizona, or other nearby Fair Housing Initiatives Program (FHIP) participants. Measurable Objective 2.1: Record of outreach conducted and organizations contacted, as well as records of correspondence generated in the course of those outreach efforts. Impediment 3: Zoning for multifamily affordable housing units appears to correlate with areas with relatively high concentrations of minority residents and poverty. This impediment was identified through review of the geographic maps of areas deemed suitable for multi-family housing units, and comparison of that map with demographic maps included in this report. Comparison of these maps suggests that areas deemed suitable for development of multi-family assisted housing units tend to be more extensive and widespread in Census tracts with higher proportions of minority residents and households in poverty. As a corollary, areas with smaller concentrations of minority residents and households in poverty tended to be zoned for low-density development, and to have fewer, or more limited, areas deemed suitable for multifamily housing. Action 3.1: The City of Farmington will be updating the City’s Comprehensive Plan in the fall. In the course of updating the Plan, the City should review zoning and land-use policies by which zoning districts are deemed suitable for the placement of affordable housing units. Action 3.1a: The City should then develop recommendations on how to expand the areas deemed suitable for the placement of affordable housing units. Measurable Objective 3.1: The results of this review and the incorporation of those recommendations into the updated Comprehensive Plan. Impediment 4: Lack of local organization serving Farmington residents as a participant in HUD’s Fair Housing Initiative Program (FHIP). This impediment was identified through review of the fair housing infrastructure in place in the City of Farmington and the State of New Mexico, as well as responses to the Public Perception of Fair Housing Law Survey. There is no FHIP participant ---PAGE BREAK--- 10 serving residents of Farmington or the State of New Mexico. The lack of organizational capacity for enforcement of fair housing law was perceived as a barrier by over 60 percent of survey respondents. Action 4.1: Seek partner to facilitate creation of local fair housing organization and potential FHIP participant. Measurable Objective 4.1: Record of outreach conducted and organizations contacted, as well as records of correspondence generated in the course of those outreach efforts. 3. Describe Other Actions in Strategic Plan or Action Plan taken to address obstacles to meeting underserved needs. Four Corners Foundation-A PATH Home Transitional Housing Construction: Provided additional funding for site improvements for a previously approved transitional housing shelter with 12 one-bedroom transitional housing units for families with children PATH Transitional Housing Operations: This public service project provided funding for transitional housing and substance abuse counseling. San Juan College-Daycare Assistance: Young families disproportionately suffer a higher percentage of poverty. To address this need, this project has provided daycare assistance for low-income families who are attending San Juan College in order to educate themselves and gain employment. San Juan County Partnership Emergency Rental Assistance: This project provided move-in assistance and eviction prevention assistance to prevent homelessness. Masada House Women’s Transitional Treatment Service: MASADA House provided counseling, training, supervision, and housing to homeless individuals with addictions. 4. Leveraging Resources a. Identify progress in obtaining “other” public and private resources. The City of Farmington supports Community Service Agencies through service contracts that benefit the community. The table below details the City of Farmington Fiscal Year 2014 (July 1, 2013 to June 13, 2014) budget for Community Services. ---PAGE BREAK--- 11 Totah Behavioral Health $100,000 4 Winds Recovery Center $273,600 The Roof Operations Contract $57,000 Family Crisis Center $12,000 Path/Daily Bread $15,000 Childhaven $24,000 PMS - Roundtree $20,000 4 Winds Grant Pass Thru $440,000 Community Relations Comm. $10,000 Total $951,600 City of Farmington Fiscal Year 2014 Community Service Budget b. How Federal resources from HUD leveraged other public and private resources. The Four Corners Foundation’s A PATH Home project had a total estimated project cost of $830,000 and the total CDBG funding from the 2011-2012 Annual Action Plans (as amended), and the 2013 Annual Action Plan totals $588,214.93. CDBG funding assisted in leveraging approximately $241,000 of private funding for this project. c. How matching requirements were satisfied. The CDBG regulations do not have a matching requirement, and none of the contracts for 2013 Annual Action Plan Projects required matching funds. Managing the Process 1. Describe actions taken during the last year to ensure compliance with program and comprehensive planning requirements. A detailed IDIS drawdown spreadsheet and a contract-based expenditure spreadsheet are used to ensure accurate financial record keeping. City staff has met with subrecipients and monitored their projects, finances, and client files with informal conversations, invoice review, and with formal on-site monitoring. All action plan projects had a project summary and eligibility review worksheet completed and turned in for HUD’s review with the 2013 Annual Action Plan. Citizen Participation 1. Provide a summary of citizen comments. All applicable citizen participation requirements were met to finalize the 2013 CAPER. A public hearing was held with the City Council on December 9, 2014, for adoption of the CAPER by Resolution. A 30-day public review and comment period beginning November 9, 2013 was noticed in English and Spanish in the Daily Times newspaper. Notices for the public review and hearing were also posted in English and Spanish at the City Clerk’s office, the Community Development Department office, the City of ---PAGE BREAK--- 12 Farmington Web Page, the reference desk of the Farmington Public Library, as well as the Farmington Indian Center, the Sycamore Park Community Center and the San Juan Center for Independence. The opportunity for language, hearing, and accessibility assistance was included in the public notification and the 2013 CAPER was made available for public review at the Public Library, City Clerk’s Office, Community Development Department, and was posted on the City’s web page. The 711 Telecommunications Relay Service was also cited in the public notices to assist hearing impaired individuals.  A copy of the Adopted Resolution is attached at the end of this report.  The Public Hearing advertisement is attached at the end of this report.  (State whether comments received or not) The following are key dates of 2013 CAPER Work Schedule that details the process of developing this CAPER, the public review and comment period, and the public notices prior to the adoption by the City Council. 2013 CAPER Work Schedule Due 90 Days After End of Fiscal Year ending September 30,2014 Accomplishment Reports Due from Subrecipients: October 15, 2014 Public Review and Comment Begins (30 days): November 9, 2014 Draft copies distributed and posted on City’s website: November 10, 2014 Public notice for Dec 9 City Council publish date: (30 days) November 9, 2014 City Council Presentation and Adoption date: December 9, 2014 at 7:00 pm 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). See table and map below: ---PAGE BREAK--- 13 Reporting Period Project CDBG Awarded CDBG Expended Program Income CDBG Remaining Geographic Distribution 10/1/13- 9/30/14 Four Corners Foundation $155,000 $155,000 $0 $0 City-wide 10/1/13- 9/30/14 Masada Men’s Transitional Housing $77,800 $0 $0 $77,800 City-wide 10/1/13- 9/30/14 Big Brothers Big Sisters Office Building $27,783.30 $0 $0 $27,783.30 City-wide 10/1/13- 9/30/14 San Juan County Partnership Rental Assistance $15,000 $15,000 $0 $0 City-wide 10/1/13- 9/30/14 PATH Transitional Housing $27,135 $6,789.29 $0 $20,345.71 City-wide 10/1/13- 9/30/14 San Juan College Daycare Assistance $8,000 $8,000 $0 $0 City-wide 10/1/13- 9/30/14 Masada Transitional Treatment Services $10,000 $10,000 $0 $0 City-wide Totals $320,721.60 $194,789.29 $0 $125,929.01 Geographic Distribution No projects during the 2013 Annual Action Plan fiscal year are area-based projects. The San Juan County Partnership Emergency Rental Assistance project is a citywide activity. The following Map shows the project locations of the 2013 Projects: ---PAGE BREAK--- (Map to be updated) ---PAGE BREAK--- Institutional Structure 1. Describe actions taken during the last year to overcome gaps in institutional structures and enhance coordination. Continuously improve CDBG procedures to ensure efficiency and compliance with HUD regulations. Staff continues to attend various trainings related to CDBG in order to improve staff capacity. Monitoring 1. Describe how and the frequency with which you monitored your activities. The City of Farmington monitors the CDBG Program in the following ways:  Training  On-Site Monitoring and Informal Monitoring  Invoice Monitoring  Timeliness Monitoring  Accomplishments  CAPER  Long Term Monitoring Training – City staff works with the management and case workers of partner agencies to ensure that all key personnel understand their contract’s scope of services, pertinent Federal Regulations, and accomplishment reporting. Training occurs after contracts are signed in order to provide important information and answer any questions subrecipients may have. On-site Monitoring and Informal Monitoring – Staff has developed a multi-page monitoring worksheet. This worksheet includes a wide variety of review questions and a regulation compliance checklist. The partner agency is provided a copy of the worksheet and an appointment is made for an on-site visit. During that visit, case files are reviewed, the worksheet is filled out, and any findings or concerns are noted. A copy of the final worksheet is provided to the partner agency for their review. Any findings or concerns will be corrected and documentation of the correction/revision kept in the project file. On-site monitoring occurs a minimum of once a year. In addition to the on-site monitoring informal monitoring such as phone calls and emails are also made to check-up on specific issues and to maintain consistent communication with subrecipients. Invoice Monitoring – All partner agencies are required to submit documented invoices for CDBG payments. The documentation must include justification of paid expenses and required accomplishments. City staff reviews the invoices to ensure that they are both eligible and reasonable costs. This is the most frequent type of monitoring that occurs and quarterly. Timeliness Monitoring – City staff monitors project expenditures to ensure that funds are being drawn down in a timely manner and to ensure contract compliance. This monitoring is on-going through the year. ---PAGE BREAK--- 16 Accomplishments – All contracts for CDBG projects include in the scope of services, a requirement to provide an end of the year accomplishment report. These include all data required to report accomplishments in HUD’s IDIS web page. These reports are typically due 10 days after the end of the fiscal year. CAPER – The Consolidated Annual Performance Evaluation Report (CAPER) includes a summary of the year’s monitoring efforts. This report is prepared by the staff, made available to the public for review and comment, presented to and adopted by the City Council, and submitted to HUD for Federal review. The CAPER focuses on accomplishments, financial reporting, and compliance with Federal regulations. Long Term Monitoring - The City of Farmington has developed some CDBG projects that have long-term compliance requirements such as the development of affordable housing, the operation of facilities, and liens on properties that are forgivable over time. These types of projects and long term scopes of services require an annual monitoring effort for 5, 10, or 15 years. Long term monitoring results are included in the annual CAPER. 2. Describe the results of your monitoring including any improvements. All public service projects had Formal On-Site Monitoring this year and the following are the results of the formal monitoring for the public service projects this year: San Juan College Daycare: A minimum of 2 months of income data is used to estimate annual income. The college provided its most recent financial audit, and the Family Resource Center staff was asked to confirm that the City was still on the audit distribution list. San Juan College is the only agency that the City has worked with that receives more than $500,000 in Federal assistance. Therefore, HUD requires that the City of Farmington review the College’s annual audit. The City’s Accounting Division performed an audit of San Juan College’s Annual Financial Report and a review letter was placed in the project files on January 22, 2014. The audit confirmed that San Juan College is in compliance with HUD requirements. The City of Farmington performed the on-site monitoring on June 24, 2014. San Juan County Partnership Emergency Rental Assistance: A minimum of 2 months of income data is used to estimate annual income. No issues were found during the City’s CDBG on-site monitoring. The City of Farmington performed the on-site monitoring on June 24, 2014. Masada House Women’s Shelter: This project qualifies as presumed low income, by HUD standards, because the Clients are homeless. Client case files have a record of referrals from other agencies to document the homeless status of the clients. The project files confirm the agency that the client comes from. Typical referrals include 28-day programs, jail, and homeless shelters. No issues were found during the on-site monitoring. The City of Farmington performed the on-site monitoring on June 25, 2014. ---PAGE BREAK--- 17 Four Corners Foundation-A PATH Home construction: City staff performed on-site monitoring of the Four Corners Foundation capital project on May 16, 2014. Areas of construction were observed to ensure appropriate procedures are being followed. Additionally, Four Corners Foundation provided a site map with specific descriptions of the actions that were carried out with CDBG money. No issues were found during monitoring. PATH Home Transitional Housing Operations: On-site monitoring occurred on June 25, 2014. City staff reviewed information from PATH such as the number of classes held and number of hours of case management performed. The City also reviewed the attendance information including number of participants and demographics for each. City staff also ensured that PATH was collected necessary information from clients such as documented income. There were no problems found during the monitoring. The following are the results of Long Term Monitoring for this year: Masada House Transitional Housing Construction: CDBG assistance was provided to purchase and remodel the MASADA Women’s facility, therefore long term monitoring is conducted to show that the facility is operating in compliance with their contract for the required 10 years. However, because the facility is also receiving CDBG operation funding, those results are listed above in the annual monitoring section. The shelter is in good condition and still being used as a transitional housing facility in compliance with the operations portion of the agreement with the City of Farmington. The City of Farmington performed the on-site monitoring on June 25, 2014. This facility received its certificate of occupancy on July 28, 2011, so long term monitoring will continue until 2021. M & H Construction Rental Housing Project: This project constructed a total of seven rental housing units, with four reserved for low-income residents. M&H’s low-income client files have records from the San Juan County’s Housing Authority, who is providing tenants to this project and is verifying income through their rental voucher system. The City of Farmington sent out a reminder of the contract obligations to M&H Construction on October 8, 2014. M&H provided income documentation and a written report stating they are in compliance with the provision requiring that a 4-bedroom and 3-bedroom apartment be reserved and utilized as an affordable unit. The City of Farmington additionally performed the on-site monitoring on August 6, 2014. This facility received its certificate of occupancy on September 27, 2011, so long term monitoring will continue until 2026. Catholic Charities Transitional Housing: This project constructed four transitional housing units in an existing building located at 115 and 119 West Broadway. The contract was signed in 2007 and construction finished in 2008. This monitoring looked at verification of the homeless status of clients. All clients must meet the definition of homeless to enter into the program. Housing units are full Also reviewed, were records of the ---PAGE BREAK--- 18 types of services, training, and counseling provided to clients. No issues were found during the on-site monitoring visit. The City of Farmington performed the on-site monitoring on June 26, 2014. This facility’s contract specifically requires that operations and long term monitoring continue until December 31, 2018. 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. The following 2013 Annual Action Plan projects made a difference in the community and met the priority needs of the Consolidated Plan: Four Corners Foundation- A PATH Home Transitional Housing: This project will meet one of the highest needs of the community identified in the 2009-2014 Consolidated Plan: Facilities for homeless families with children was ranked 9.15 out of 10 and facilities for homeless individuals was ranked 8.58. PATH Transitional Housing Operations: This project falls under operating costs for Homeless/AIDS Patients, which had a ranking of 9.15 for families with children and 8.58 for individuals out of 10 in the 2009-2014 Consolidated Plan’s Needs Assessment. Services include training and counseling for homeless individuals and families. San Juan College Daycare: Daycare Assistance is a project identified in the 2009-2014 Consolidated Plan’s Strategic Plan and had a ranking of 6.56 out of 10 in the Consolidated Plan’s Needs Assessment. Daycare Assistance was also identified in the 2008 San Juan County Needs Assessment. This project helps young parents stay in college, by helping with their daycare needs, which helps provide them with economic opportunities. San Juan County Partnership Emergency Rental Assistance: Emergency Rental Assistance is a project identified in the 2009-2014 Consolidated Plan’s Strategic Plan and had a ranking of 8.26 out of 10 in the Consolidated Plan’s Needs Assessment. This project provides move-in assistance to the homeless and eviction prevention to households who are at risk of becoming homeless. Masada House Transitional Treatment Services: This project had a ranking of 6.89 out of 10 in the 2009-2014 Consolidated Plan’s Needs Assessment. This project provides counseling and treatment services to women living in the MASADA House transitional care facility c. Describe how you provided decent housing and a suitable living environment and expanded economic opportunity principally for low and moderate-income persons. ---PAGE BREAK--- 19  The emergency rental assistance project keeps families from becoming homeless and gives move-in assistance to homeless families. The San Juan College Daycare project provides economic opportunity by encouraging young parents to further their education.  A PATH Home transitional housing and the MASADA House transitional treatment projects both provided suitable living environments for homeless individuals and families. d. Indicate any activities falling behind schedule. Big Brothers Big Sisters was awarded funding to help build a new office building or purchase an existing office building in order to increase their capacity by providing a space for program administration, trainings and meetings. Their contract was extended through March 31, 2015 because they were given the opportunity to obtain a donated building, but the building transfer process was The building they obtained is an older building and they are seeking to use the funds to make capital improvements such as a new heating and cooling unit in order to improve cost efficiency. It is expected that all funds will be utilized by the end of March 2015. e. Describe how activities and strategies made an impact on identified needs. f. Identify indicators that would best describe the results. PATH Home Transitional Housing Operations: This project meets one of the highest identified needs of the community: Transitional housing that serves the needs of homeless individuals and families. The indicators that this project is succeeding in the brief period it has been in operation there are already seven clients with more on the horizon. All seven clients are participating in the counseling and workshop sessions as well as receiving case management. The total attendance of the classes/workshops held by PATH was 49 individuals from July-September. In addition, the seven clients have received 480 hours of case management time from PATH staff. It is expected that given more time this program will be able to increase the amount of clients that receive help thus creating a bigger community impact. PATH’s contract has been extended to March 31, 2015. San Juan County Partnership Emergency Rental Assistance: By helping the homeless get into traditional housing and preventing homelessness, this project is meeting an identified need of the community. An indicator that this program is working is that sixteen households were provided housing thus preventing them from becoming homeless. Additional funding would help increase the organizational capacity to be able to help more individuals and families who are at risk of becoming homeless. ---PAGE BREAK--- 20 San Juan College Daycare Assistance: Daycare assistance was an identified need in the last two consolidated plans. This project helps young parents stay in college by helping with their daycare needs. The City has received a number of antidotal stories about students who have received daycare assistance who could not have stayed in school and have gone on to graduate. These success stories show the impact that this program has had and that it addresses the community’s identified economic needs. A total of ten students received daycare assistance for 16 children which greatly increased their ability to attend and learn at the college level. Masada House Transitional Housing Addiction Treatment: This project meets one of the highest identified needs of the community: Transitional housing that serves the needs of those recovering from dependency. Clients are presumed to be principally low and moderate- income persons due to their homeless status as residents of a transitional housing shelter undergoing substance abuse counseling. This year 29 women were provided services, indicating this is a high need in the City of Farmington. Similar to the other 2013 Public Service Projects, the demand for the services Masada House provides exceeds the capacity of the organization to fully meet the needs do to a lack of staff/funding. g. Identify barriers that had a negative impact on fulfilling the strategies and overall vision. The primary barrier was that of funding. The $400,902 that the City of Farmington received from HUD to fund the 2013 Annual Action Plan is a huge benefit to the community, but it is not enough funding to fully address larger scale issues in the community such as affordable housing, poverty and economic opportunity. Another significant barrier to fulfilling the goals in the 2009-2014 Consolidated Plan is the HUD required 15% service cap. Many high priority needs identified in the 2009-2014 Consolidated Plan are considered public services by HUD and only 15% of the total grant funds may be used for these types of projects. h. Identify whether major goals are on target and discuss reasons for those that are not on target. The 2013 Annual Action Plan projects have allowed the City of Farmington to meet the major goals and objectives identified in the 2009-2014 Consolidated Plan. i. Identify any adjustments or improvements to strategies and activities that might meet your needs more effectively. The new 2014-2018 Consolidated Plan provides an updated list of priorities and strategies for the City of Farmington to utilize. ---PAGE BREAK--- 21 Lead-based Paint 1. Describe actions taken during the last year to evaluate and reduce lead-based paint hazards. There are no specific Action Plan projects that relate to Lead-Based Paint prevention and there are no proposed housing rehabilitation projects. The City of Farmington prohibits the use of lead-based paints; any activities concerning lead-based paint will comply with the requirements of 24 CFR Part 35, subparts A,B,J,K and R. HOUSING Housing Needs 1. Describe Actions taken during the last year to foster and maintain affordable housing. The Farmington City Council adopted its first Affordable Housing Ordinance on November 27, 2012. A copy of the Affordable Housing Plan and the Affordable Housing Ordinance are included in this report in the Attachments This ordinance was based on the Affordable Housing Strategic Plan, adopted in 2011. It now provides the City the ability to donate or pay a portion of costs related to affordable housing including: land; construction of affordable housing; costs of conversion or renovation of existing buildings into affordable housing; costs of financing or infrastructure needed to support affordable housing projects; and costs of acquisition, operating or owning affordable housing. The City of Farmington plans to utilize City resources over the next year to implement the Affordable Housing Ordinance by establishing the application process and by marketing it and working with the private sector to identify land areas the City owns for private development of affordable housing projects. 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. The 2013 Annual Action Plan had no housing construction projects due to limited funding. 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. The 2013 Annual Action Plan had no housing construction projects due to limited funding. ---PAGE BREAK--- 22 3. Describe efforts to address “worst-case” housing needs and housing needs of persons with disabilities. The San Juan County Partnership Emergency Rental Assistance project addresses affordable housing and the “worst-case” housing needs by helping the homeless get into traditional housing and preventing homelessness. The racial/ethnic breakdown of the clients was eight Native-American, one African-American, and one Asian. Eight of the assisted were female heads of households. Public Housing Strategy 1. Describe actions taken during the last year to improve public housing and resident initiatives. The 2013 Annual Action Plan had no public housing projects due to limited funding. According to the HUD USER Low-Income Housing Tax Credit Database, there are five low-income apartment complexes that were developed with tax credits in the City of Farmington. The table below shows all of the tax credit rental projects in San Juan County reported by the HUD USER database. There is another tax credit housing project located in Farmington that is not in the HUD database: La Terraza located at 900 Cannery Court. HUD ID Number: Project Name: Project Address: Project City: Project State: Total Number of Units: Total Low- Income Units: NMA1995015 EATON VILLAGE APARTMENTS 2550 E 16TH ST FARMINGTON NM 60 60 NMA1996015 EATON VILLAGE APARTMENTS 2550 E 16TH ST FARMINGTON NM 36 36 NMA1999040 MESA VILLAGE 555 DEKALB RD FARMINGTON NM 60 60 NMA2002005 APPLE RIDGE APARTMENTS 1600 CLIFFSIDE DR FARMINGTON NM 81 80 NMA2004035 LADERA VILLAGE 3500 N BUTLER AVE FARMINGTON NM 60 45 NMA1995025 PINOS BLANCOS II APARTMENTS 600 W BLANCO BLVD BLOOMFIELD NM 40 40 NMA2000020 DEER HOLLOW SENIOR APARTMENTS 501 BERGIN LN BLOOMFIELD NM 20 20 NMA2005040 HIDDEN VALLEY VILLAGE 717 RUTH LN BLOOMFIELD NM 60 60 NMA1993005 AZTEC PROPERTIES 401 S PARK AVE AZTEC NM 30 30 Source: HUD USER Low-Income Housing Tax Credit Database - http://lihtc.huduser.org/ Low Income Housing Tax Credit Rental Projects In San Juan County Barriers to Affordable Housing 1. Describe actions taken during the last year to eliminate barriers to affordable housing. Emergency Rental Assistance - San Juan County Partnership provided emergency rental assistance in the form of eviction prevention and move-in assistance to the homeless and potentially homeless. A total of 10 households with 16 children were assisted with move-in or eviction prevention assistance. The racial/ethnic breakdown of the clients was eight Native-American, one African-American, and one Asian. Eight of the assisted were female heads of households. The 2014-2018 Consolidated Plan was adopted in August 2014 and the Community Needs Assessment includes a section on Housing Affordability. The City of Farmington also carried out the following actions during the 2013 fiscal year: ---PAGE BREAK--- 23  Public information display in the public lobby of the Community Development Department.  Public information display and handouts at the San Juan Homebuilders Expo.  Public information display and materials at the San Juan County Fair in August.  Public outreach during April for Fair Housing Month. HOMELESS Homeless Needs 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. 3. Identify new Federal resources obtained from Homeless SuperNOFA. The 2013 Annual Action Plan specifically addresses the homeless and those with special needs with five projects:  Four Corners Foundation (A PATH Home) – Transitional housing construction of 12 one bedroom apartments for families with children.  San Juan County Partnership – Emergency rental assistance provides move-in assistance and eviction prevention.  Masada House Women’s Transitional Treatment – Transitional housing for women with treatment for addiction.  PATH Transitional Housing – Transitional housing operations MASADA House Women’s Transitional Treatment and PATH Transitional Housing address Chronic Homelessness by providing transitional housing, treatment, and training to homeless individuals to re-enter the traditional housing market. Specific Homeless Prevention Elements 1. Identify actions taken to prevent homelessness. Emergency Rental Assistance - San Juan County Partnership provided emergency rental assistance in the form of eviction prevention and move-in assistance to the homeless and potential homeless. Ten families with a total sixteen children were able to receive emergency rental assistance. This service helps prevent families and children from becoming homeless. ---PAGE BREAK--- 24 COMMUNITY DEVELOPMENT Community Development 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. The Table below shows the 2013 Action Plan Projects that were selected for funding. Also listed is the 2009-2014 Consolidated Plan needs ranking. Three of the projects funded in the 2013 Action Plan are considered Highest Need while the other four were identified as High Need. This highlights that the 2013 Action Plan Projects are highly relevant to the priorities, needs, goals and objectives set out in the 2009-2014 Consolidated Plan. 03C Homeless Facilities (not operating costs) 9.15 A PATH Home - Transitional Housing Construction DH-1 LMC Capital Improvement 05F Substance Abuse 6.89 MASADA Men's Transitional Housing EO-1 LMC Capital Improvement 03D Youth Centers 7.79 Big Brothers Big Sisters Office Building EO-1 LMC Capital Improvement 03T Operating Costs Homeless/Aids Patients 8.58 & 9.15 PATH Transitional Housing Operations EO-1 LMC Public Service 05S Rental Assistance 8.26 Emergency Rental Assistance San Juan County Partnership DH-2 LMC Public Service 05F Substance Abuse 6.89 MASADA Women's Transitional Treatment EO-1 LMC Public Service 05L Youth Services 6.56 Day Care Assistance - San Juan College EO-2 LMC Public Service 21A General Program Administration Grant Management Planning and Administrative 1st Quartile = Low Need 2nd Quartile = Med Need 3rd Quartile High Need LMC - Low Mod Clientele 4th Quartile Highest Need LMH - Low Mod Housing LMA - Low Mod Area URG - Urgent Need Projects and Objectives for the 2013 Annual Action Plan Eligible Activities Consolidated Plan Ranking 0 to 10 Proposed Action Plan Project Outcome Objectives National Objectives Type of Project Availability/ Accessibility Affordability Sustainability Decent Housing DH-1 DH-2 DH-3 Suitable Living Environment SL-1 SL-2 SL-3 Economic Opportunity EO-1 EO-2 EO-3 Outcome Objective Definitions b. Evaluate progress made toward meeting goals for providing affordable housing using CDBG funds, including the number and types of households served. There were no new affordable housing projects this year due to limited funding. ---PAGE BREAK--- 25 c. Indicate the extent to which CDBG funds were used for activities that benefited extremely low-income, low-income, and moderate-income persons. The next table summarizes all accomplishments for the 2013 Annual Action Plan’s fiscal year. It shows the number assisted by income categories and the breakdown of clients by race. It also tracks the number of households with a person who is disabled, and the number of Female Head of Households, which is required for Fair Housing. 2012 Annual Action Plan Fiscal Year Total All Projects San Juan College Daycare Assistance San Juan County Partnership A PATH Home MASADA House Women's Treatment Households Households Households Clients Anyone Disabled in Household 11 0 10 0 1 Female Head of Household 48 8 8 3 29 Income Households Households Households Clients* < 80% MFI 3 2 1 0 0 < 50% MFI 10 4 6 0 0 < 30% MFI 49 4 9 7 29 Race/Ethnicity Households Households Households Clients White 21 0 6 0 15 Native American 28 9 6 3 10 Hispanic 3 0 1 0 2 Asian 1 Multi-Racial/Ethnic 2 4 2 African American 2 1 1 0 0 Total Assisted 62 10 16 7 29 *MASADA House Clients are presumed low-income due to the clients meeting the definition of homelessness. 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. There were no changes made to the 2009-2014 Consolidated Plan objectives in 2013. 3. Assessment of Efforts in Carrying Out Planned Actions a. Indicate how grantee pursued all resources indicated in the Consolidated Plan. With limited funding available from CDBG, the City of Farmington encourages sub-recipients to leverage their CDBG funds to obtain additional funding. The 2009-2014 Consolidated Plan lays out a plan for spending CDBG dollars and the projects funded were chosen for their ability to meet the Consolidated Plan’s needs and to maximize the limited CDBG dollars available. b. Indicate how grantee provided certifications of consistency in a fair and impartial manner. The certification of consistency in the 2009-2014 Consolidated Plan is Farmington’s commitment that all projects in Annual Action Plans are consistent ---PAGE BREAK--- 26 with the goals and strategies of the Consolidated Plan. All 2013 Action Projects were analyzed according to their relation to the needs identified by the 2009- 2014 Consolidated Plan. Sub-recipients submitted RFP’s that were analyzed by an evaluation committee and their input was provided to City Council. c. Indicate how grantee did not hinder Consolidated Plan implementation by action or willful inaction. The City of Farmington worked to improve processes and provide sub-recipients with the necessary knowledge in order to successfully implement Consolidated Plan objectives. 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. Not applicable as all funds in 2013 Action Plan were utilized for activities related to National Objectives. 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. No 2013 Action Plan projects required the displacement or relocation of any residents. 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. No new jobs were created by 2013 Action Plan Projects. No projects qualified under eligibility or objective standards for job creation or economic opportunity. ---PAGE BREAK--- 27 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. Not applicable to the 2013 CAPER as all projects are LMC or presumed low- 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. No 2013 Action Plan Project generated program income. 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. Not applicable to the 2013 CAPER. 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. 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. ---PAGE BREAK--- 28 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. Not applicable to the 2013 CAPER. 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. Not applicable to the 2013 CAPER. 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. Not applicable to the 2013 CAPER. 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. Not applicable to the 2013 CAPER. Antipoverty Strategy 1. Describe actions taken during the last year to reduce the number of persons living below the poverty level. The following projects from the 2013 Annual Action Plan address the reduction of poverty. San Juan County Partnership-Emergency Rental Assistance: This project provides move-in assistance and eviction prevention to low income families. San Juan College-Daycare Assistance: This project helps to keep young parents in school by providing daycare assistance to eligible families enrolled at San Juan College. ---PAGE BREAK--- 29 NON-HOMELESS SPECIAL NEEDS Non-homeless Special Needs 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). The 2013 Annual Action Plan specifically addresses those with special needs with four projects:  A PATH Home (Four Corners Foundation) – Transitional Housing Construction of 12 one bedroom apartments for families with children.  PATH – Transitional Housing Operations  San Juan County Partnership – Emergency rental assistance provides move-in assistance and eviction prevention.  MASADA House Women’s Operations – Transitional housing with treatment for addiction. 1.5 TIMELINESS STANDARD Sec. 507.902 HUD definition of the 1.5 Timeliness Standard: Sixty days prior to the end of the grantee’s current program year, the amount of entitlement grant funds available to the recipient under grant agreements but undisbursed by the U.S. Treasury is more than 1.5 times the entitlement grant amount for its current program year Sixty days prior to the end of the 2013 Annual Action Plan fiscal year, the City of Farmington timeliness ratio was .69, which is well below the maximum allowed. ATTACHMENTS Resolution Public Notices ---PAGE BREAK--- 30 PUBLIC NOTICE CITY OF FARMINGTON COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) Draft 2013 Consolidated Annual Performance Evaluation Report (CAPER) The City of Farmington is making the Draft 2013 CAPER available to the public for review and public comment. The Draft 2013 CAPER will be available for public review and comment at the City Clerk’s office, the Community Development Department office, the City’s website, and the reference desk of the Farmington Public Library beginning November 10, 2014. Comments on the report will be accepted through the proposed City Council consideration and adoption date which is December 9, 2014, at 7:00 p.m. For more information and to provide written comments, contact Brandon Stam, Associate Planner at 599-1281, in the City’s Community Development Department, during regular business hours. Comments should be sent by mail (CDBG, City of Farmington, 800 Municipal Drive, Farmington, NM 87401, fax ([PHONE REDACTED]), or by email ([EMAIL REDACTED]). The meeting room and facilities are fully accessible to persons with mobility disabilities and accommodations are available for the hearing impaired. If you plan to attend the meeting and will need auxiliary aid, service, or translations please contact the City Clerk’s office at 599-1101 or 599-1106 prior to the meeting so that arrangements can be made. The 711 Telecommunications Relay Service (TRS) is available for the hearing impaired. Dial 711 on your phone to automatically be connected to a TRS operator for free. AVISO PÚBLICO CIUDAD DE FARMINGTON OTORGAMIENTO PARA EL DESARROLLO COMUNITARIO (CDBG) Informe Consolidado Anual de Evaluación de Desempeño – Proyecto 2013 (CAPER 2013) La ciudad de Farmington está haciendo disponible al público el proyecto del CAPER 2013 para su revisión y comentarios públicos. El proyecto del CAPER 2013 estará disponible para revisión pública y comentarios en la oficina del Escribana de la ciudad, la oficina del Departamento de Desarrollo Comunitario, la Página Web de la ciudad de Farmington, y en el escritorio de referencia de la biblioteca pública de Farmington, comenzando el 10 de noviembre de 2014. Comentarios por escrito sobre el plan se aceptarán hasta el 9 de diciembre de 2014. La fecha propuesta para consideración y aprobación por el Concilio de la Ciudad es el 9 de diciembre de 2014 a 7:00 p.m. Para más información y para proporcionar comentarios por escrito, póngase en contacto con Brandon Stam, planificador, en 599-1281 en el Departamento de Desarrollo ---PAGE BREAK--- 31 Comunitario de la ciudad, durante el horario normal de negocio. Comentarios pueden ser enviados por correo (CDBG, City of Farmington, 800 Municipal Drive, Farmington, NM 87401, fax ([PHONE REDACTED]), o por correo electrónico ([EMAIL REDACTED]). El salón de reuniones e instalaciones son totalmente accesibles para personas con discapacidades de movilidad y ayuda está disponible para las personas con discapacidad auditiva. Si usted planea asistir a la reunión y va a necesitar ayuda auxiliar, servicio, o traducción póngase en contacto con la oficina de la Escribana llamando a 599-1101 o 599-1106 antes de la reunión para que se puedan hacer arreglos. El 711 servicio de retransmisión de telecomunicaciones está disponible para las personas con discapacidad auditiva. Favor de marcar a 711 en su teléfono para ser conectado automáticamente a este servicio por gratis. Posted on or prior to November 9, 2014