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HomeMy WebLinkAbout08.A- City manager 8.A DOC ID: 2291 F CITY OF SAN BERNARDINO—REQUEST FOR COUNCIL ACTION Reorganization From: Andrea Travis-Miller MCC Meeting Date: 02/19/2013 Prepared by: Brandon Mims, (909) 384-5122 Dept: City Manager Ward(s): All Subject: Reorganization of the City's Housing and Community Development Programs Financial Impact: The proposed reorganization has no impact to the General Fund. These costs will be paid from the administration allowances for each of the programs according to HUD's rules and regulations as follows: 1. Home Investment Partnership Program $563,481 2. Neighborhood Stabilization Program 1 $292,068 3. Neighborhood Stabilization Program 3 $323,900 4. Community Development Block Grant $390,800 5. Emergency Solutions Grant $ 33,600 TOTAL $1,570,249 CThe total cost of the Division, $587,524.76, includes staffing cost of$ $572,524.76 and a $15,000 operations and maintenance budget for postage,paper,public notices, office equipment, etc. The total budget amount represents a requirement of approximately$ $47,710.40 per month of General Fund"cash-flow." The City receives HUD funds by reimbursement. These are not local funds and have not been used to support any City liabilities other than those clearly outlined in the City's FY 2012-2013 Annual Action Plan. As of February 12,2013, the full amount available to the City for Administration is about $1,570,249. This amount far exceeds the cost to operate the program for the remainder of the fiscal year,which is less than the projected 12 month cost breakdown above. Motions: 1. Establish the Housing and Community Development Division within the Community Development Department. 2. Establish the grant-funded position of Deputy Director of Community Development Housing/Community Development Administrator (U), Range 4600, $8850- $10757/month, and add that position to the Community Development Department's FY 2012-2013 Budget. 3. Reclassify the Project Manager/Assistant of the City Manager (U), Range 4530, $6242- $7587 per month to Deputy Director of Community Development/Housing and Community Development Administrator(il),Range 4600, $8850-$10757/month. Undated:2/14/2013 by Brandon Mims F 8.A 2291 4. Delete Project Manager/Assistant of the City Manager (U), Range 4530, $6242 - $7587/month. 5. Establish the grant-funded position of Project Manager of Housing Programs (U), Range 4530, $6242-$7587/month and add that position to the Community Development Department 2012-2013 Budget. 6. Establish the grant-funded position of Project Manager of Community Development Programs (U), Range 4530, $6242-$7587/month and add that position to the Community Development Department's FY 2012-2013 Budget. 7. Establish the grant-funded position of Grants Analyst (U), Range 4520, $5938- $7218/month and add that position to the Community Development Department's FY 2012-2013 Budget. 8. Add one Administrative Assistant position, Range 1380, $2954-$3591/month and add that position to the Community Development Department's FY 2012-2013 Budget. Finance Department to make the necessary changes to e Director of Finance/ azY 9. Authorize the p the FY 2012-2013 Budget. 10. Authorize the Director of Human Resources Division Manager to update Resolution Numbers 97-244 and 2011-218 to reflect these actions. Synopsis of Previous Council Action On February 14, 2013, the Personnel Committee recommended this item be forwarded to the Mayor and Common Council for adoption. Background Since the dissolution of California redevelopment agencies in February of 2012, the City has been under increasing pressure from the Department of Housing and Urban Development (HUD) to integrate its Housing and Community Development programs into the City's routine operations and remove staff associated with these programs from the Successor Agency's payroll. While it was the City's intent to promptly address HUD's concerns, there was considerable uncertainty about the fate of redevelopment agencies following the approval of Assembly 26. Early in the dissolution process a lack of information from the State made it difficult to determine what immediate changes, if any, management should make to the organization of work in the former Economic Development Agency (EDA). That fact, coupled with the departure of the City Manager and the City's looming financial crisis, made it challenging for management to prioritize HUD's concerns with reorganization. Over the last two months an exceptional amount of attention has been given, both by staff and A HUD, to the management of the City's HUD-funded programs. The City Manager's goal is to permanently structure these vital programs into a functioning division that reports to the Director O of Community Development at no cost to the General Fund. This Division (Housing and Community Development Division) will be responsible for preparing the City's Consolidated i Updated:2/14/2013 by Brandon Mims F 8.A 2291 Action Plan, Annual Action Plan, Consolidated Action Plan Evaluation Report, and administering the Community Development Block Grant(CDBG),Home Investment Partnership (HOME), Neighborhood Stabilization Grant (NSP) and Emergency Solutions Grant (ESG) programs according to the guidelines set forth by HUD. For twenty years the City's Housing and Community Development programs, the Community Development Block Grant (CDBG), Home Investment Partnership (HOME), Neighborhood Stabilization (NSP) and Emergency Solutions Grant, were administered by the Redevelopment Agency through an agreement between the Agency and the City of San Bernardino. The primary staff managing these programs included a Director of Housing and Community Development, Project Managers, Assistant Project Managers, and support staff - functioning as the City's Housing and Community Development Division with responsibility for delivering high quality housing and community development projects. The program costs (including staffing) were funded by Tax hicrement and the administrative allowances for CDBG,HOME and NSP. Like many other cities, San Bernardino leveraged the resources it received from the Federal government with other local resources, combining the availability of the City's redevelopment dollars with CDBG, HOME and NSP to provide high quality community development projects. Assembly Bill 26 cancelled most, if not all, of the Agency's work plan. Unfortunately, because the City's HUD funded programs were administered through the Agency, that work plan was impacted as well. Today, the City has one (1) Project Manager/Assistant of the City Manager managing the City's CDBG and ESG programs and coordinating the work of the remaining Agency Housing staff, two (2) Project Managers managing HOME and NSP, and one (1) Assistant Project Manager working on program management and the Agency wind-down. With the departure of the Director of Housing and Community Development, the City has been left without a primary point of contact for these funds during a crucial period in the City's history. HUD has expressed deep concerns about the City's staffing situation especially given the City's needs to spending deadlines for various programs. The Interim City Manager (Miller) has spoken with Director of the Los Angeles HUD Office to assure him that the City will move swiftly to prevent suspension of the City's funding; that action would severely shock crucial programs that rely on these funds. Analysis Staff conducted a review of cities in our area to determine how to transfer the City's Housing and Community Development Programs. Staff's primary objectives were (1) maintaining the intellectual capital available in our current Housing Division, (2) remaining cognizant of time restraints on the utilization of HUD funds and the (3) dire need for direction in the management of the City's programs. The goal of this analysis was to find a solution that would solve immediate program issues while also structuring the program in a manner representative of routine municipal operation. The Housing and Community Development Division of the City's former Redevelopment Agency had as many as seven (7) employees supporting its efforts, not to mention a Director, contract construction managers, property managers, and agreements with Community Housing Development Organizations (CHDOs). The proposed plan drastically reduces the staffing plan to the essential remaining staff to ensure no General Fund costs are incurred. Updated:2/14/2013 by Brandon Mims F 2291 Other Cities Cities are allowed some flexibility in how they implement their housing and community development programs, especially CDBG. With that in mind, it is important to note that the recommendation included solves the City's immediate problem of potential suspension of funds. A complete review will be conducted by the Division with the objective of providing the City Council a complete status report on the City's HUD funded programs and further recommendations for division responsibilities. The following section lists a few ways surrounding cities have configured their programs. Riverside manages its programs (CDBG, HOME, & ESG) using a Housing and Neighborhood Division of their Community Development Department (Development Department). The Division provides neighborhood organizing support, leadership training and a link between neighborhood groups and the services and resources available to them in addressing quality of life issues at the neighborhood level. The Housing and Neighborhood division also manages the City's Housing Authority and all of the City's homeless programs. The City of Ontario also has a "Housing and Neighborhood Division" situated in its Housing Department (Agency) led by a Housing & Neighborhood Revitalization Director. The division manages many of the programs being discussed, including the Community Development Block Grant(CDBG), Emergency Solutions Grant(ESG) and affordable housing programs funded with HOME and NSP. In Fontana, the City has both a Community Development Department and an Economic Development Department. The City also operates its own Housing Authority where the NSP and HOME programs are managed. Pomona created a "Community Development Block Grant Unit" that is situated in the Housing Division of its Community Development Department that deals with housing and community development programs, while Moreno Valley's programs are managed by the economic development staff of its Community and Economic Development Department. Input from the Department of Housing and Urban Development(HUD) The City's former redevelopment Agency, the Economic Development Agency, took on several programs from the City the goal of leveraging resources to produce larger multi-faceted projects. Unfortunately, San Bernardino's RDA was set up to operate independently of the City (as opposed to a department of the City), and when it no longer existed neither did these very important programs (except for CDBG, which had been moved to the City Manager's Office prior to the dissolution of RDAs). As a result,programs that were ultimately City programs were left without the support they needed to run effectively. HUD's primary concern is that the funds they entrust the City with or managed appropriately. HUD encourages the City to commit to a program structure that includes qualified employees and will allow the City to address quickly major problems like the March 15, 2013 Neighborhood Stabilization Program 3 deadline and the ongoing management responsibilities of the City's CDBG Public Service Program. In addition, they have concerns with the on-going Office of Inspector General audit and ensuring that a manager or primary point of contact will be there to ensure the implementation of corrections Updated:2/14/2013 by Brandon Mims F S.A 2291 and address the audit findings given the City's administrative environment. Lastly, while it is understood the City is going through the process of bankruptcy, HUD also has concerns with the timeliness of responses to requests and generally, the time it takes to get a response back from the City- a concern that has arisen primarily after the Departure of the Housing and Community Development Director. HUD supports steps taken in this item reorganization and encourages the City to continue moving forward. Recommendation Over the last six months a considerable amount of attention has been given to the City's HUD funded programs by City staff, HUD Program Staff and HUD Office of Inspector General. The goal has been to ensure important resources stay in the community. Staff is confident that implementation of this reorganization along with continued collaboration and communication with HUD is the best step toward reaching that goal. Supporting Documents: Deputy Dir Comm Dev HCD(DOC) Project Manager of Community Development Programs (DOC) Project Manager of Housing Programs (DOC) Grants Analyst U (DOC) 2010-2011 CAPER letter (PDF) 13015.LA NSP3 Warning Letter- San Bernardino (PDF) O O Updated:2/14/2013 by Brandon Mims F �OwgNAROI,�,o Class Code: '�GN4anie�°`o' M/CC Date Adopted: City of San Bernardino Signature: Human Resources Division Manager Bargaining Unit: Management/Confidential EEOC Job Category: Professionals Class Specification DEPUTY DIRECTOR OF COMMUNITY DEVELOPMENT/HOUSING AND COMMUNITY DEVELOPMENT ADMINISTRATOR (U) JOB SUMMARY c Under the general direction of the Director of Community Development, the Deputy Director of Community Development/Housing and Community Development Administrator manages, N supervises and coordinates the functions of the Housing and Community Development Division of the City of San Bernardino's Community Development Department. g d a! DISTINGUISHING CHARACTERISTICS The Deputy Director of Community Development/Housing and Community Development y Administrator is a management position in the Community Development Department under the general direction of the Director of Community Development Director. Supervision is exercised over Housing and Community Development Division professional staff. N N The Deputy Director of Community Development/Housing and Community Development o Administrator is distinguished from the Deputy Director of Community Development/City Planner = in that it provides executive level support to the City Manager and Director of Finance as it relates to the preparation and implementation of the City's Consolidated Action Plan and c functions as the City's Housing and Community Development Administrator; directs, supervises E and performs a variety of professional-level functions related to implementation of the City's Low c Income Housing Strategy, preparation of the City's Annual Action Plan, Community Development Block Grant Work Plan; serves as the staff person for the Community o Development Block Grant Ad Hoc and Grants Ad Hoc Council Committees; directs, supervises and assists in the securing of grants for all City programs. d 0 ESSENTIAL DUTIES AND RESPONSIBILITIES The duties listed below are intended only as illustrations of the various types of work that may be performed. The omission of specific statements of duties does not exclude them from the position if the work is similar, related or a logical assignment to this class. Y Q 1. Plan, manage and coordinate the goals, activities, objectives and accomplishments of the Housing and Community Development Division of the City of San Bernardino's Community Development Department consistent with the laws and regulations of the Department of Housing and Urban Development and the goals of the Mayor and Common Council; design and implement Division policies and procedures necessary to ensure timely delivery of Housing and Community Development programming; prepare the Division's annual work plan, including goals, objectives and time frames for the accomplishment thereof. 2. Manage, supervise and perform routine tasks related to Housing and Community Development projects and programs; supervise and motivate staff in the development Deputy Director of Community Development/Housing and Community Development Administrator(U) Page 1 Pac,ket,Pg; 19b and implementation of such projects and programs; monitor progress and make recommendations for improvements. 3. Manage, supervise and perform routine tasks related to the administration of special funds, programs and projects, which may include grant seeking and writing, property acquisition, property disposition and management, relocation, demolition, project and program development and negotiation, analysis of proposals and recommendation thereof. 4. Work with citizen community groups, auditors, regulators and/or the Community Development Commission and committees for the proper flow of information as requested or as required by various state, City, agency or federal procedures, policies, regulations or law; determine compliance with various policies, procedures, regulations 'a 0 or law and make recommendations thereto. ca N 5. Manage, organize and supervise the issuance, review and recommendation of requests M for proposal/qualification for development, consultants or programs; supervise invitation `o for bids, inspection of properties, and other related activities; analyze programs or � projects for feasibility and cost effectiveness. .y 6. Manage, organize and supervise the development and implementation of policies and procedures for various housing grant and loan programs through a variety of funding .. sources; develop bench marks and evaluation policies and procedures for the monitoring of such programs, make recommendations and take corrective action as necessary; ensure proper marketing of such programs. o U 7. Manage, organize and supervise the reporting processes required for housing and federal programs; analyze reports, make recommendations and take corrective action as o necessary. E 0 8. Manage the preparation of various federal or state grant and/or entitlement applications. U 0 9. Manage and prepare commission and committee staff reports, special studies, public information or other related items; make presentations to Common Council, commission, d committees or other public or non-profit boards as necessary. o c 10. Routinely adhere to and maintain a positive attitude towards City and department goals d E and perform related work as required. 0 GENERAL QUALIFICATIONS a Knowledge ok 1. Community Development Block Grant regulations and policies, redevelopment low- moderate housing fund law and policies, and other federal grant program regulations and policies. 2. Principles and practices of office management, administration, supervision and training. Ability to: 1. Supervise staff in the seeking of grants for activities and the writing of such grants in © competition. 2. See in the normal visual range with or without correction. 3. Hear in the normal audio range with or without correction. Deputy Director of Community Development/Housing and Community Development Administrator(U) Page 2 'M'2.�ra4"`ia tram,: PacketP�1191 4. Exhibit normal range of body motion. 5. Express ideas on technical subjects clearly and concisely, orally and in writing; proper use of grammar, spelling, punctuation and precise report writing. 6. Supervise, train and evaluate professional staff. 7. Gather, organize and analyze information and arrive at sound conclusions. 8. Establish and maintain effective working relationships with those contacted in the course of work. MINIMUM QUALIFICATIONS Education, Training and Experience: Graduation from an accredited college or university with a Bachelor's Degree in Public Administration, Business Administration, Finance, Economics or a related field. A Master's degree is highly desirable. c Accreditation shall be by a national or regional accreditation body that is recognized by the N Secretary of the United States Department of Education. 0 Five (5) to seven (7) years of progressively knowledgeable and responsible experience in organized public or private sector programs involving community development and housing initiatives, including responsibility for grants applications and administration of grant awards; y or any equivalent combination of education, training, and experience. At least three (3) years of experience must be demonstrated in direct supervision of subordinate personnel. N Licenses; Certificates; Special Requirements: A valid California driver's license and the ability to maintain insurability under the City's vehicle insurance policy. For out-of-state applicants, a valid driver's license is required. A valid Class "C" California Driver's License must be obtained within ten (10) days of appointment (CA Vehicle Code 12405c). o E E 0 PHYSICAL DEMANDS 0 The physical demands described here are representative of those that must be met by an o employee to successfully perform the essential functions of this class. Reasonable accommodations may be made to enable individuals with disabilities to perform the essential d functions. o c While performing the duties of this job, employees are regularly required to sit for prolonged E periods; talk and hear, both in person and by telephone; use hands to finger, handle and feel computers and standard business equipment; and reach with hands and arms. The employee is frequently required to stand and walk. Employees may occasionally lift and carry materials and supplies weighing up to 25 pounds. Specific vision abilities required by this job include close vision and the ability to adjust focus. WORK ENVIRONMENT I The work environment characteristics described here are representative of those an employee encounters while performing the essential functions of this class. Reasonable accommodations may be made to enable individuals with disabilities to perform the essential functions. Deputy Director of Community Development/Housing and Community Development Administrator(U) Page 3 Packef'Pq 1192; $ z k Employees work under typical office conditions, and the noise level is usually quiet. Employees may occasionally be required to visit sites where they may be exposed to noise, dust, fumes; and work in inclement weather including heat, cold and rain. c 0 IM w N A 0 O d 07 G 3 O S r O1 N N_ D U 2 d E E O U O T V C Q CD 0 4i d I_ t U R Q Deputy Director of Community Development/Housing and Community Development Administrator(U) Page 4 k��ePt1193' efgN Class Code: � IN�O,o M/CC Date Adopted: " lot City of San Bernardino Signature: Human Resources Division Manager Bargaining Unit: Management/Confidential EEOC Job Category: Professionals c 0 Class Specification PROJECT MANAGER OF COMMUNITY DEVELOPMENT PROGRAMS (U) rn JOB SUMMARY `o Under the general direction of the Deputy Director of Community Development/Housing and W Community Development Administrator, the Project Manager of Community Development Programs is responsible for developing, implementing, and managing a wide variety of high- 3 profile City programs and projects. The Project Manager of Community Development Programs x° is expected to provide leadership and oversight of the City's Community Development Block Grant (CDBG) and/or Emergency Solutions Grant (ESG) programs. N N The Project Manager of Community Development Programs works directly with City department E directors, subordinate staff, consultants, contractors, brokers, and members of the community to R ensure that projects are well-planned and executed on time and within budget. Other duties c fitting this classification may be assigned as needed. a c DISTINGUISHING CHARACTERISTICS The Project Manager of Community Development Programs is a management position in the c Community Development Department under the general direction of the Deputy Director of Community Development/Housing and Community Development Administrator. o a This position is distinguished from the Analyst Class in that incumbents create and manage c specific projects/programs, combining the use of federal, state and local funds in adherence E with the City's Consolidated Action Plan, General Plan, Strategic Plan or another c directive/planning guide, to produce a wide array of projects. 0 w 0 ESSENTIAL DUTIES AND RESPONSIBILITIES d The duties listed below are intended only as illustrations of the various types of work that may be performed. The omission of specific statements of duties does not exclude them from the @ position if the work is similar, related or a logical assignment to this class. v m 1. Work with department directors and department staff members, architects, planners, ° a. Council-appointed commissions or committee, other public agencies, developers and others in the development and implementation of project feasibility studies, concepts, programming, planning, design, construction and other activities for assigned projects. L U W 2. Develop, recommend and maintain accurate and current project budgets including the development of performance measures. Manage cost and quality controls in all project activities. Assist in development of procedures, policies, record-keeping and duties as required related to overall administration of CIP projects. Project Manager of Community Development Programs(U) Page 1 Packe `Pg ,1194 3. Supervise the work of contract consultants retained to provide particular expertise in project studies, programming, development, design or management. Participate in, or manage the selection, hiring and development of contracts with consulting firms. 4. Specifically responsible for coordinating consultant services among the various projects, keeping principal project managers apprised of project status, and managing all aspects of the design process. c 0 5. Plan, prepare and communicate schedules and progress records of project activities and i5 expenditures, and assist others in establishing project schedules and milestones. Develop critical path or project flow diagrams to plan, set and evaluate progress on project tasks. `o N 6. Review, analyze and prepare reports and other correspondence on all activities and transaction related to assigned projects, and provide timely information and status U) updates on assigned projects. x° 7. Assemble and analyze information and prepare reports for the City Council, City N departments, Council Committees and Commissions, the public and news media. N 8. Give presentations and conduct meetings on all issues regarding assigned projects, both E within the City organization and for Council, its committees and the citizenry. May o include reports on program, feasibility, site options, budget schedule, design alternatives a` or construction issues. c d 9. Direct, supervise as directed, and coordinate the work of City staff working on assigned c projects. d d GENERAL QUALIFICATIONS ° T Knowledge of.- 1. Principles and practices of public administration and project management. 2. Procedures for planning and establishing plans, specifications, construction and c inspection for City projects. 3. Design and construction principles, methods, materials and equipment. o 4. Budget preparation and administration. 5. Applicable laws and ordinances. m 6. Contract language administration and content. 7. Other City departments, agencies and organizations affected by capital improvement projects. d 0 . Ability to: 1. Use common office software including Microsoft Office. 2. Evaluate alternative courses of action and reach sound conclusions within established E guidelines. MINIMUM QUALIFICATIONS Education, Training and Experience: Graduation from an accredited college or university with a Bachelor's Degree in Public Administration, Business Administration, Planning, Engineering, Architecture or a related field. A Master's degree is highly desirable. Project Manager of Community Development Programs(U) Page 2 Parke ;,061195 %SSA Accreditation shall be by a national or regional accreditation body that is recognized by the Secretary of the United States Department of Education. Five (5) years of progressively responsible program or project management experience involving community development and housing initiatives, including responsibility for grants applications and administration of grant awards; or any equivalent combination of education, training, and experience within a municipal agency. C O Licenses, Certificates, Special Requirements: A valid California driver's license and the ability to maintain insurability under the City's c vehicle insurance policy. For out-of-state applicants, a valid driver's license is required. A valid Class "C" California Driver's License must be obtained within ten (10) days of N appointment (CA Vehicle Code 12405c). rn C Certification as a Project Management Professional (PMP) is preferred, but not required. LO O x PHYSICAL DEMANDS rn The physical demands described here are representative of those that must be met by an employee to successfully perform the essential functions of this class. Reasonable E accommodations may be made to enable individuals with disabilities to perform the essential A functions. c L a While performing the duties of this job, employees are regularly required to sit for prolonged periods; talk and hear, both in person and by telephone; use hands to finger, handle and feel E computers and standard business equipment; and reach with hands and arms. The employee is c frequently required to stand and walk. Employees may occasionally lift and carry materials and supplies weighing up to 25 pounds. o T Specific vision abilities required by this job include close vision and the ability to adjust focus. c 3 E E WORK ENVIRONMENT ci The work environment characteristics described here are representative of those an employee o encounters while performing the essential functions of this class. Reasonable accommodations a� may be made to enable individuals with disabilities to perform the essential functions. Employees work under typical office conditions, and the noise level is usually quiet. Employees may occasionally be required to visit sites where they may be exposed to noise, dust, fumes; d and work in inclement weather including heat, cold and rain. L a c W E r c+ m Q Project Manager of Community Development Programs(U) Page 3 Packet Pg�4196 Y , m Class Code: M/CC Date Adopted: City of San Bernardino Signature: Human Resources Division Manager Bargaining Unit: Management/Confidential EEOC Job Category: Professionals Class Specification PROJECT MANAGER OF HOUSING PROGRAMS (U) c JOB SUMMARY Under the general direction of the Deputy Director of Community Development/Housing and N Community Development Administrator, the Project Manager of Housing Programs is responsible for developing, implementing, and managing a wide variety of high-profile City c programs and projects. The Project Manager of Housing Programs is expected to provide leadership and oversight for housing and rehabilitation programs, including new construction and rehabilitation of below-market-rate ownership and rental projects, administration of the BMR S ownership and rental programs, housing rehabilitation programs, senior and mobile home repair programs and down payment assistance programs. .. rn The Project Manager of Housing Programs works directly with City department directors, subordinate staff, consultants, contractors, brokers, and members of the community to ensure 0 that projects are well-planned and executed on time and within budget. Other duties fitting this E classification may be assigned as needed. a, 0 L DISTINGUISHING CHARACTERISTICS a rn The Project Manager of Housing Programs is a management position in the Community y Development Department under the general direction of the Deputy Director of Community 'o Development/Housing and Community Development Administrator. _ 0 0 L This position is distinguished from the Analyst Class in that incumbents create and manage specific projects/programs, combining the use of federal, state and local funds in adherence with the City's Consolidated Action Plan, General Plan, Strategic Plan or another directive/planning guide, to produce a wide array of projects. d ESSENTIAL DUTIES AND RESPONSIBILITIES o0L The duties listed below are intended only as illustrations of the various types of work that may be performed. The omission of specific statements of duties does not exclude them from the E position if the work is similar, related or a logical assignment to this class. E U 1. Work with department directors and department staff members, architects, planners, Council-appointed commissions or committee, other public agencies, developers and others in the development and implementation of project feasibility studies, concepts, programming, planning, design, construction and other activities for assigned projects. 2. Develop, recommend and maintain accurate and current project budgets including the development of performance measures. Manage cost and quality controls in all project activities. Assist in development of procedures, policies, record-keeping and duties as required related to overall administration of CIP projects. Project Manager of Housing Programs(U) Page 1 PacketPg, 7197; 3. Supervise the work of contract consultants retained to provide particular expertise in project studies, programming, development, design or management. Participate in, or manage the selection, hiring and development of contracts with consulting firms. 4. Specifically responsible for coordinating consultant services among the various projects, keeping principal project managers apprised of project status, and managing all aspects of the design process. 5. Plan, prepare and communicate schedules and progress records of project activities and expenditures, and assist others in establishing project schedules and milestones. Develop critical path or project flow diagrams to plan, set and evaluate progress on o project tasks. N 6. Review, analyze and prepare reports and other correspondence on all activities and transaction related to assigned projects, and provide timely information and status `o updates on assigned projects. rn 7. Assemble and analyze information and prepare reports for the City Council, City departments, Council Committees and Commissions, the public and news media. 'o x 8. Give presentations and conduct meetings on all issues regarding assigned projects, both within the City organization and for Council, its committees and the citizenry. May include reports on program, feasibility, site options, budget schedule, design alternatives or construction issues. E V3 rn 9. Direct, supervise as directed, and coordinate the work of City staff working on assigned ° projects. rn S GENERAL QUALIFICATIONS o Knowledge of.- _ 1. Principles and practices of public administration and project management. o 2. Procedures for planning and establishing plans, specifications, construction and inspection for City projects. c 3. Design and construction principles, methods, materials and equipment. cc 4. Budget preparation and administration. 5. Applicable laws and ordinances. 0 6. Contract language administration and content. a 7. Other City departments, agencies and organizations affected by capital improvement •• projects. E Ability to: m 1. Use common office software including Microsoft Office. 2. Evaluate alternative courses of action and reach sound conclusions within established guidelines. MINIMUM QUALIFICATIONS Education, Training and Experience: Graduation from an accredited college or university with a Bachelor's Degree in Public Administration, Business Administration, Planning, Engineering, Architecture or a related field. A Master's degree is highly desirable. Project Manager of Housing Programs(U) Page 2 Packet'P`1198 s, x_ Accreditation shall be by a national or regional accreditation body that is recognized by the Secretary of the United States Department of Education. Five (5) years of progressively responsible program or project management experience involving community development and housing initiatives, including responsibility for grants applications and administration of grant awards; or any equivalent combination of education, training, and experience within a municipal agency. Licenses; Certificates; Special Requirements: A valid California driver's license and the ability to maintain insurability under the City's vehicle insurance policy. For out-of-state applicants, a valid driver's license is required. A o valid Class "C" California Driver's License must be obtained within ten (10) days of - appointment(CA Vehicle Code 12405c). N 'c A Certification as a Project Management Professional (PMP) is preferred, but not required. c d PHYSICAL DEMANDS a The physical demands described here are representative of those that must be met by an 'o employee to successfully perform the essential functions of this class. Reasonable accommodations may be made to enable individuals with disabilities to perform the essential 0) functions. N_ N (n While performing the duties of this job, employees are regularly required to sit for prolonged m periods; talk and hear, both in person and by telephone; use hands to finger, handle and feel computers and standard business equipment; and reach with hands and arms. The employee is 2 frequently required to stand and walk. Employees may occasionally lift and carry materials and a, supplies weighing up to 25 pounds. 0 Specific vision abilities required by this job include close vision and the ability to adjust focus. _ w 0 d WORK ENVIRONMENT The work environment characteristics described here are representative of those an employee encounters while performing the essential functions of this class. Reasonable accommodations may be made to enable individuals with disabilities to perform the essential functions. o IL Employees work under typical office conditions, and the noise level is usually quiet. Employees •; may occasionally be required to visit sites where they may be exposed to noise, dust, fumes; and work in inclement weather including heat, cold and rain. E v m Project Manager of Housing Programs(U) Page 3 -P000 0- I i w9 ?eb_NARDIA•Opp OP ,9�if #'" s Class Code: �N�a�e• M/CC Date Adopted: �6NOen City of San Bernardino Signature: Human Resources Division Manager Bargaining Unit: Management/Confidential EEOC Job Category: Professionals Class Specification GRANTS ANALYST (U) JOB SUMMARY Under the general direction of the Deputy Director of Community Development/Housing and Community Development Administrator, the Grants Analyst is responsible for identifying community needs and assisting in securing funds through grant application on behalf of the City, c designing and implementing programs that will have a positive impact on the lives of San Bernardino's residents, and maintaining a proactive relationship with community partners. N 'c R The primary responsibilities of the Grants Analyst is to research community issues, search for c grants related to San Bernardino's challenges, apply for grants, implement programs and provide oversight to grant funds and projects. The Grants Analyst will work closely with City personnel involved with grants and facilitating grant activities and will offer guidance and training y to other departments on the writing and submission of proposals for external funding. The 'o Grants Analyst will work closely with City personnel responsible for administering programs x linked to local, state and federal grants, preparing the necessary correspondence and assisting with the tracking of expenditures and for drawing down of funds. N DISTINGUISHING CHARACTERISTICS � The Grants Analyst is a management position in the Community Development Department ? 2. Performs difficult and responsible assignments in connection with preparation and management of large complex operating and capital budgets; develops multi-year revenue and expenditure projections and cash flow analyses for multiple revenue sources; prepares revenue and expenditure analyses, staffing analyses and budget status and monitoring reports; drafts budget request reports and documents; prepares budget adjustment requests. 3. Reviews, tracks, analyzes and interprets proposed legislation on matters related to City programs, operations, policies, financing and other relevant issues; distributes proposed legislation for feedback; compiles feedback and drafts position papers and correspondence; drafts regular legislative status reports to management and City Council; maintains a legislative database; meets with local legislators' representatives to discuss priority City issues. 4. Drafts proposed contracts and agreements and a variety of other supporting documents; c monitors contract performance and expenditures; approves contract invoices for - payment within guidelines and authority limits; researches and resolves contract 4 problems and disputes; transmits contracts for required City approvals and execution; consults with the City Attorney's office on difficult contractual issues. `o N 5. Conducts research, analyzes data and drafts policy and procedure documents to address identified needs and issues; drafts communications materials required for implementation. i 6. Drafts a wide variety of materials, including reports, procedures, manuals, communications memoranda, presentations, proposed Code or ordinance changes and other materials; identifies issues, obtains input and feedback, conducts research and analysis; gathers data, maps and other supporting materials and develops H recommendations, staff reports to City Council and a variety of other written materials; ?1 A drafts, publishes and posts public notices. Vl 7. Provides technical assistance to City staff by conducting research and drafting documents and materials for review, develops data collection tools, including surveys and questionnaires; analyzes program and operational data and develops c recommendations to improve productivity and effectiveness; responds to requests for E information from the public. m 8. May supervise the work of a small staff engaged in performing budget support, ¢ accounting transaction processing and other department administrative support functions. GENERAL QUALIFICATIONS Knowledge of: 1. Principles, practices and methods of advanced administrative, organizational, financial and procedural analysis. 2. Principles and practices of public administration, including purchasing, contracting and maintenance of public records. 3. Principles, practices and methods of municipal budget development and management. 4. Principles, tools and techniques of project planning and management. 5. Federal, state and local laws, regulations and court decisions applicable to assigned areas of responsibility. Grants Analyst(U) Page 2 i�#'k`Y5'K 9 PacketN 12,0Tt' 1WRIMT1' 6. Research methods and analysis techniques. 7. Principles and practices of sound business communication. 8. Record keeping practices and procedures applicable to areas of assigned responsibility. Ability to: 1. Analyze highly complex administrative, budgetary, operational, procedural, organizational and/or financial problems, evaluate alternatives and reach sound, logical, fact-based conclusions and recommendations. 2. Collect, evaluate and interpret data, either in statistical or narrative form. 3. Analyze, interpret, explain and apply relevant laws, regulations, ordinances and policies. 4. Prepare clear, concise and comprehensive reports, correspondence and other documents appropriate to the audience. 5. Communicate effectively, orally and in writing; present conclusions and recommendations clearly and logically. 6. Maintain files, records and documentation. o 7. Exercise independent judgment and initiative within established guidelines. 8. Establish and maintain effective working relationships with department managers and staff, staff of other departments, representatives of other governmental agencies, consultants, property owners, the public and others encountered in the course of work. o N MINIMUM QUALIFICATIONS Education, Training and Experience: H Graduation from an accredited college or university with a Bachelor's Degree in Public ='o Administration, Business Administration, Finance or a related field. rn Accreditation shall be by a national or regional accreditation body that is recognized by the r Secretary of the United States Department of Education. Five (5) years of progressively responsible grants and/or project management experience, including performing administrative, operations, budgetary and similar analyses. N Licenses; Certificates; Special Requirements: A valid California driver's license and the ability to maintain insurability under the City's vehicle insurance policy. For out-of-state applicants, a valid driver's license is required. A valid Class "C" California Driver's License must be obtained within ten (10) days of E appointment (CA Vehicle Code 12405c). m Certification as a Fundraising Executive is desirable. PHYSICAL DEMANDS The physical demands described here are representative of those that must be met by an employee to successfully perform the essential functions of this class. Reasonable accommodations may be made to enable individuals with disabilities to perform the essential functions. While performing the duties of this job, employees are regularly required to sit for prolonged periods; talk and hear, both in person and by telephone; use hands to finger, handle and feel computers and standard business equipment; and reach with hands and arms. The employee is frequently required to stand and walk. Employees may occasionally lift and carry materials and supplies weighing up to 25 pounds. Grants Analyst(U) Page 3 0ack4P: 1202? { Specific vision abilities required by this job include close vision and the ability to adjust focus. WORK ENVIRONMENT The work environment characteristics described here are representative of those an employee encounters while performing the essential functions of this class. Reasonable accommodations may be made to enable individuals with disabilities to perform the essential functions. Employees work under typical office conditions, and the noise level is usually quiet. Employees may occasionally be required to visit sites where they may be exposed to noise, dust, fumes; and work in inclement weather including heat, cold and rain. c 0 Y R N C R 0 O CD : O) C N 7 O S r N N N Vi T W C Q N C W C d E t V A Y Q Grants Analyst(U) Page 4 PackefjPg �7203, S.A.e uEw, All U.S.Department of Housing and Urban Development Office of Community Planning and Development i, Los Angeles Field Office,Region IX %,, ,ter 611 West 6th Street,Suite 1000—9DD V Los Angeles,California 90017-3101 November 6, 2012 Ms. Andrea Travis-Miller City Manager City of San Bernardino 201 North E Street, Ste. 301 San Bernardino, CA 92401 SUBJECT: 2010-11 Program Year Review Letter HUD Consolidated Plan Programs N r_ Dear Ms. Travis-Miller o d This letter highlights significant achievements and issues made by the City of San Bernardino in administering the first year of the five-year consolidated plan utilizing HUD o Consolidated Plan program funds,more specifically, the Community Development Block Grant = (CDBG); HOME Investment Partnerships (HOME); and, Emergency Shelter Grant (ESG) Programs. We apologize for the delays in communicating our assessment. We wanted to wait for N ® the outcome of the Office of Inspector General (OIG) audit conclusions before concluding our review; however, the audit remains ongoing. The attached assessment is based upon the City's 2010-11 Consolidated Annual LU w Performance and Evaluation Report(CAPER), reports from the Integrated Disbursement and a Information System(IRIS) and our review of your five-year Consolidated Plan. The assessment U also calls attention to those areas in which the City should concentrate its efforts to improve N performance. The City received a CDBG grant of$3,891,483; HOME grant in the amount of ° $1,698,384, and ESG grant of$158,237 to accomplish its goals and objectives. N If you have any comments, please provide your written comments within 30 calendar E days from the date of this letter. We will take your comments under careful consideration. If you have no comments we will proceed to make the Program Year assessment letter available to " the public. We also encourage each grantee to share this document with its public. A copy of a our assessment should also be provided to your independent public accountant and/or external audit team as required by OMB Circular A-133. Overall Assessment: Based upon our review of your CAPER, we have determined that overall performance for the City of San Bernardino is In Need of Improvements. There are a number of reporting issues that need to be addressed. These deficiencies have been identified and communicated to the City for the past several years. The City utilized $2,581,508.63 or 66% of the CDBG funding allocated for PY 2010-11 for Code Enforcement. The City's Action Plan for PY 2010- Packet Pg. 1204 8.A.e I 1 allocated$1,727,646 for Code Enforcement. The City expenditure exceeded its planned amount by$853,862. The CDBG program cannot be used to cover the general obligations of the City. Moreover, we did not receive an amendment request by the City to increase its CDBG expenditures for Code Enforcement. We will have to determine whether or not the City is in violation with the CDBG requirements. If the City is determined to have violated the requirements of the CDBG program, the City may be required to reimburse HUD$853,862 from non-federal funding. A detailed assessment of the City's performance has been enclosed. Please note that the attached assessment was written in December of 2011 and refers to potential Office of Inspector General Audit which is currently being conducted. If you have any questions,please do not hesitate to call Maria L. Richardson, your Community Planning and Development 2 Representative at (213) 534-2570. 2 R N Sincerely, Ax 0 m C William Vasquez Director 0 x Office of Community Plannin I O And Development N Enclosure m cc: Brandon J. Mims, CDBG Coordinator w a a U 0 N O O N C d E L U Q Packet Pg. 1205 CITY OF SAN BERNARDINO © CONSOLIDATED ANNUAL PERFORMANCE AND EVALUATION REPORT (CAPER) PROGRAM YEAR 2010-I1 DETAILED PERFORMANCE ASSESSMENT PROGRAMS AND AREAS: The City of San Bernardino received HUD allocations for CDBG ($3,891,483); HOME($1,698,384) and, ESG ($158,237)programs during the City's Program Year 2010-11. The City reported program income for the CDBG program; however, due to the inconsistencies between CAPER narratives on page 1 and IDIS PR 26 Report, we are unable to determine the correct amount. PR26 is reporting CDBG program income of$63,062.52 while the CAPER narrative on page 1 reports program income of $104,848. HOME Program income is reported at $503,502. 0 Decent Housing N Acceptable Performance but in Need of Improvement M High Priority $ 0 During Program Year 2010-11, the City of San Bernardino provided assistance for decent housing utilizing all available funding, through different housing opportunities. The housing programs included o Mobile Home Gran Program, Preservation and Rehabilitation of existing Single-family units, _ homebuyer assistance, rental assistance and public housing assistance. The strategies are the o, © conservation of existing single family and multifamily affordable housing stock, improve access to N affordable housing by low and moderate income households. Other programs also include the single- family exterior beautification grant/loan program, elderly/special needs minor repair grant program and 2 utility assistance program. to w CL DECENT HOUSING [Acquisition ailability of Funding Funding 5- 2010 2010 1 Year Assessment ent Housing Amount year Goal Actual Cumulative % of Goal Accomplishment 5 Year ruction RDA $2,724,212 Goal E $2,724,212 0 0 0 244 p E _ RDA, 0 0 0 0 0 HOME a In-Fill Construction RDA. 0 0 0 0 0 CHFA Affordability of Decent Housing Section 8 Housing HACSB $18.9 mill. 5000 2636 2184 2,184 44% Assistance City Homebuyer RDA/ $333,370 250 50 26 26 Pro ram * Private $3.333,914 10% Temporary Rental RDA $112,829 125 217 125 217 174% © Assistance" City of San Bernardino Page 1 Packet Pg. 1206 H.A.e Sustainability of Decent Housing Mobile Home RDA $123,417 100 20 22 22 22% Grant Re air Pro . Elderly/Special RDA $87,737 425 85 70 70 16% Needs Repair Program *The City's CAPER has inconsistencies with the number of people assisted with the Homeownership program. Page 8 of the CAPER reports 16 families assisted while Chart 3 on Page 7 reports 26 families assisted. c 0 **The City's CAPER has inconsistencies with the number of people assisted with temporary rental assistance. Page 8 of the N CAPER reports 145 individuals assisted while Chart 4 on page 9 reports 217 individuals assisted. i M The City is commended for its housing assistance programs; however, due to the inconsistencies in d reporting within the CAPER narratives and IDIS Reports, it is imperative that the City resolve these inconsistencies and furthermore proofread the report before it is submitted to HUD. The report was y identified as the "Draft Consolidated Annual Performance Evaluation Report (CAPER)" and question 'o whether or not the City finalized the document before submission to HUD. _ The City needs to take step to improve its record management and reporting. We have informed the N [ J Fq- City over the past two Program Year Review Letters that the inconsistencies and the lack of responsible w reporting places into question our ability to assess the City's performance. The City is placed on notice 6 that the City will be monitored during the upcoming year and also a complete assessment of program w compliance will be conducted. If the City is not in compliance with program guidelines and accurately a reporting its performance then it will be necessary request an audit by Office of Inspector General to U determine whether or not the City has the capacity to administer our funds. 0 Continuum of Care o Acceptable Performance but in Need of Improvement High Priority c m E The City continues to support its local homeless facilities that are providing services to the homeless and those at-risk of becoming homeless. The City's main objective is to assist homeless individuals, families, persons with special needs, and those at risk of becoming homeless providing homeless a prevention, outreach and needs assessment, emergency shelter and transitional housing and providing emergency services. During the Program Year, the City of San Bernardino utilized CDBG ($79,000) and ESG funding ($158,237) to address the needs of homeless individuals and families. The City provided assistance through several non-profit organizations dedicated to assisting the homeless. City or San Bernardino Page 2 HOMELESS ASSISTANCE Subrecipient ESG CDBG 5-year 2010 2010 1 Year Assessment Funding Funding Goal Goal Actual Cumulative % of 5-vear Accomplishment Goal Central City $157599* 500 100 197 197 39% Lutheran Mission Frazee $12,660 $12,000 9,000 1,800 26,288** 26288 292% Homeless Shelter Mary's Mercy $10,000 $15,000 22,290 4,458 15,288** Ctr. 15288 69% Operation $7,500 $15,000 30 6 48 48 160% Grace 2 R Option House $10,000 $15,000 1,500 300 376 376 25% c Salvation $16,796* Unknown Unknown 13,139** fe CD Arm 13139 I o v Time for $10,000 $15.000 325 65 64 64 20% Change Foundation y Foothill Aids $16,800* 100 20 64 64 64% _ Project Totals $99,355 $61,200 rn © N *The figures are not consistent with the numbers in the IDIS system for ESG. CAPER narratives also show a different °= amounts. tY ** Unable to determine whether these figures represents number of nights or clients. to a U The City is commended for its efforts to assist the homeless and those at risk of becoming homeless; o however, the numbers submitted in the Action Plan, CAPER and IDIS do not match d therefore N considered unreliable. an o Pages 15-16 of the CAPER narrative show Central City Lutheran Mission with$15,599 while ESG N reports shows $16,906.22. Salvation Army(page 16) shows$16,796 while ESG report shows $24,559.18 and Action plan Table 3 shows $17,471; and, Foothill Aids Projects (page 16) shows $16,800 while ESG report shows $8,333. The same situation happens with the actual accomplishments R that are mentioned in narratives and ESG report. While there are some paragraph indicating individuals a served there are others informing nights which differ in the amount by a large scale when nights are multiplied by individuals in a given month. The disparity of the reporting is unreliable to the point that is unclear what data is more realistic. The City needs to take very serious the reporting since it reflects the City's lack of responsible reporting and accountability. Suitable Living Environment Needs Improvement High Priority OThe City reported expending non-CDBG amounting to $1,633,218 toward improvements to public areas. The public improvements provided streetlights, removal of existing pavement, curbs, gutters, sidewalks and ramps for the disabled. The City's objective is to provide improvements to public areas Ctry of pan Bernardino Page 3 im 121181 and public facilities and furthermore support public service agencies that improve the quality of life for ^ low and moderate income persons and those with special needs. No CDBG funding was utilized for public facilities, infrastructure and public facilities. The City utilized$2,581,508.63 or 66%of the CDBG funding allocated for PY 2010-11 for Code Enforcement. The City's Action Plan for PY 2010-11 allocated$1,727,646 for Code Enforcement. The City expenditure exceeded its planned amount by $853,862. We are particularly concerned given that the City had previously agreed to reduce the amount of CDBG funding being utilized for Code Enforcement. The CDBG program cannot be used to cover the general obligations of the City. It also brings into question whether or not the City is following the priority needs outlined in its approved Consolidated Plan. Moreover, we did not receive an amendment request by the City to increase its CDBG expenditures for Code Enforcement. We will have to determine whether or not the City is in violation with the CDBG requirements. If the City is determined to have violated the requirements of the CDBG program, the City may be required to reimburse HUD$853,862 from non-federal funding. o The City provided CDBG funding to several non-profit organizations citywide and the service providers c that assists seniors, youth, homeless, domestic violence victims, and fair housing assistance. rn 0 Public Services were reported as follows: X Subrecipient Funding 5-year 2010 2010 1 Year iO4%ment V) Amount Goal Goal Actual Cumulative 5- o Accomplishment Goal = Home of Neighborly $15,000 9,000 1800 30,619 30,619 % w Service N Central City Lutheran $12,000 8,750 1750 331 331 Mission Al-Shifa $15,000 4,000 800 1086 1086 27% X Assistance League $12,000 2,000 400 656 656 33% a Inland AIDS Project $10,000 500 100 217 217 43% San Bernardino Medical $10,000 500 100 0 0 0 Center o Asian American Resource $15,000 1,750 350 422 422 24% o Center N Boys and Girls Club $5,000 5,000 1000 263 263 .05% d Waterman Gardens Boys and Girls Club* $15,000 650 130 180 180 28% U Power House Child Advocate of SB $12,000 900 180 1174 1174 130% Children's Fund $12,000 2,500 500 453 453 18% Gang Reduction $15,000 200 40 206 206 103% Intervention Team Project Life Impact $10,000 4,500 900 2609 2609 58% SB National Forest Assoc. $15,000 1,500 300 80 80 27% Santa Claus, Inc $10,000 70,000 14,000 3005 3005 .04% Sinfonia Mexicana $10,000 100 20 348 348 348% St. Johns Co unity $12,000 600 120 170 170 28% Youth Action Project $15,000 250 50 475 475 190% YMCA San Bernardino $12,000 7,500 1500 3256 3256 43% City of San Bernardino Page 4 rFac a P.g 1E09. KHh d District Council $15,000 22,500 4500 1200 1200 OS% id Societ ** $12,000 1,850 370 al Ass ault $12,000 8,500 1700 1843 1843 22% Leamin $10,000 425 85 608 608 143% Famil 500 100 0 0 0 air Housing $53,000 750 150 226 226 30% Totals 1 $344,000 *No funds were drawdown but the CAPER is reporting accomplishments. **No data provided in PR03 Report for the CAPER 2010-11. Economic Opportunity c 0 Acceptable Performance High Priority 0 El The City provided assistance to small businesses organizations in the amount of$70,000 and private 0 investment of$1,089,917. The Small Business Development received$20,000 and created 49 jobs and c retained 7. NDC Grow America received$50,000 and retained 27 jobs. y 0 PROGRAMS REQUIREMENTS = Needs Improvement CM The City of San Bernardino was required to revise its IDIS PR 26 Report a number of times. The ending balance for the previous year's CDBG is not the same as the unexpended balance in line 1 of PR26. The d CDBG program income is not the same amount reported in page 1 of the CAPER and there are other changes that affect the entire report. Program Administration was reported at$778,300 or 20%of the w grant for the program year. Public Services were reported at$380,829 or 9.4% of the grant. Program � income reported figures are unreliable since the amounts differ from narratives and those reported in c IDIS. Last year program income figures are also unreliable since they differ from the previous year's o report 0 N The City's Financial Summary reflected an unexpended balance of$1,929,704 in its CDBG line of E credit or.50 times its most current grant. The City is commended for its very timely expenditure of CDBG funds. IDIS REPORTING a Needs Improvement IDIS data as generated in IDIS is unreliable. The City of San Bernardino submitted data that was sufficient to generate an evaluation report; however, it is not considered reliable. OTHER HUD PROGRAMS The City's 2010 Program Year fair housing activities and actions taken to address the impediments identified in its fair housing analysis (AD are being reviewed by the Civil Rights Division. The results of the review will be addressed under separate cover. City of San Bernardino Page 5 Packet Pg. 1210 1 OSingle Audit Issues In addition to the typical areas reviewed during the annual single audit, we would highlight the following program areas for audit consideration: I Sub-recipient Activity/Commercial Contracts: Examine the recipient's system for monitoring sub- recipients and commercial contracts. Activities/Objectives: Identify eligible activities funded with CDBG funds; test expenditures and related records; for selected activities, review documentation showing how national objectives are met. Twenty percent Planning and Administration Cap. Ascertain the total amount of grant and program income. Review the financial records to determine the amount expended for planning and o administration. N Environmental Review: Select a sample of projects on which expenditures have been made and 0 determine whether environmental reviews have been performed in conformance with 24 CFR Part a) 58.34-35. Acquisition and Relocation: Select a sample of completed projects involving acquisition of real o' property, with particular interest on existing homeowner and rental property. Determine that property = owners and/or tenants were provided with proper notices and compensation under the Uniform Relocation and Real Property Acquisition (URA) Act and Section 104(d). N © LU w a U r 0 N 0 r O N C d t U Q rI City of San Bernardino Page 6 Paolie�v"g X12 �` p,YEn,,F U.S.Department of Housing and Urban Developmet Office of Community Planning and Developmei '°°roc�•O° Los Angeles Field Office,Region 1: 611 W.6th Street,Suite 100 - Los Angeles,CA 9001 Patrick J. Morris, Mayor City of San Bernardino A N 1 2 j� 300 N. D Street, 6th Floor 2 San Bernardino, CA 92418 N 0 Dear Mr. Morris: W As a grantee under the Neighborhood Stabilization Program(NSP3),the City of San o Bernardino is statutorily required under Section 1497 of the Wall Street Reform and Consumer = Protection Act(Dodd-Frank)of 2010 to expend at least 50 percent of awarded funds within two years from the date funds became available to the grantee for obligation.The two-year expenditure N deadline is March 8,2013 for the City. 0 E As of January 3,2013, the Disaster Recovery Grant Reporting System(DRGR) showed that M the City has drawn down$343,843.29 or 10.5%of its NSP3 award amount of$3,277,401. In the M most recent Quarterly Performance Report(QPR), the City has reported expenditures of 0 $402,745.94 or 12.3%. Generally, funds may not be drawn more than three days in advance of need, n making the drawdown amount a reasonable proxy for the expended amount. HUD is requiring each grantee to verify expenditures as of the deadline in DRGR. To update all expenditures,the City must open its QPR in DRGR for the reporting period between January 1,2013,and March 31, 2013, and record all expenditures through the close of business on its deadline, and then close and S save that QPR. Please note that all NSP3 grantees will have an additional 12 months from their deadline to expend the remainder of their NSP3 funds. 3: n tl. Based on information currently in DRGR, the City is likely to miss the 50 percent Z expenditure deadline. While each grantee will have 30 days after the deadline to update and verify a all expenditures in DRGR made as of the deadline, this process should begin as soon as possible, so that the expenditure amount in DRGR is accurate. If the City fails to demonstrate that it has met the M expenditure requirement on March 8, 2013, HUD will issue a finding of non-compliance and offer an informal consultation with the Deputy Assistant Secretary for Grant Programs. You will be d invited to the consultation at HUD Headquarters,451 Seventh Street,SW Washington, DC, at a L date and time convenient for both parties. If preferred, this meeting may be held by teleconference. =° a The purpose of the consultation is to provide the City an opportunity to demonstrate reasons causing failure to meet the deadline and a plan for ensuring compliance in the future. Grantee representatives should be prepared to discuss in detail the factors related to the action(s)/activity(ies) that caused non-compliance or, if applicable, the factors that demonstrate compliance. These factors must include: The problem, as defined by the specific factor(s) beyond the grantee's control, why Page 1 iffl' c - 2 l it was beyond the grantee's control,and how it affected the timeliness of �•�' expenditures(i.e. delays in a tax credit project). • Other actions implemented to improve the effects this problem had on project- specific and program-wide timely performance, when the grantee undertook them, and what effect they have had and/or will have on timely performance. • The submittal of a plan to ensure compliance with the expenditure requirement. Following the consultation,HUD will determine the corrective action(s)and transmit the `o decision in writing to the grantee. rw N C Note that in determining compliance with the NSP3 expenditure requirement, the rn Department considers expenditure of both the grant funds and program income. Grantees are also reminded of their statutory obligation to use at least 25 percent of the NSP2 grant amount for the rn purpose of providing housing to households at or below 50 percent of area median income. The Department is closely tracking grantee performance on this particular requirement and will hold o' grantees accountable for achieving this level of benefit. _ It is the Department's desire to see each NSP3 grantee continue to make rapid progress N toward the 100 percent expenditure goal in 2014. Your NSP3 staff is urged to consult your HUD o Field Representative with questions,and to visit the NSP TA website at www.hud.goy/nsta to view o webcasts on critical issues and request technical assistance where appropriate. Questions and ^ inquiries may also be directed to NSP Team Leader John Laswick at 202-402-4521. [�•J' Thank you for your continued efforts to implement the Neighborhood Stabilization cn Program. ` m CD J G Sincerely, a a J William Vasquez Director M Office of Community Planning and Development L CC: Andrea Travis 'Miller, Acting City Manager ,UCU www.hud.gov espanul,hud.g(" Packet Pg. 1213 I RESOLUTION NO. 2 RESOLUTION OF THE MAYOR AND COMMON COUNCIL OF THE CITY 3 OF SAN BERNARDINO RECLASSIFYING AN EXISTING COMMUNITY DEVELOPMENT POSITION, ESTABLISHING GRANT-FUNDED CITY 4 MANAGER'S OFFICE POSITIONS, ADDING AN ANALYST POSITION, AND AUTHORIZING THE FINANCE DEPARTMENT AND HUMAN 5 RESOURCES DEPARTMENT TO MAKE ALL NECESSARY CHANGES TO 6 EFFECTUATE THESE ACTIONS. 7 WHEREAS, the Department of Housing and Urban Development ("HUD") desires the City 8 of San Bernardino ("City") to integrate its Housing and Community Development programs in light 9 of the dissolution of redevelopment agencies; and 10 WHEREAS, the City's Personnel Committee was presented with this item on February 14, 11 2013 and requested the item be forwarded to the full Council; and 12 NOW, THEREFORE, BE IT RESOLVED BY THE MAYOR AND COMMON 13 COUNCIL OF THE CITY OF SAN BERNARDINO ACTING AS FOLLOWS: 14 Section 1. The Mayor and Common Council of the City of San Bernardino hereby 15 establishes the "Housing and Community Development Division" within the City Manager's 16 Office." 17 Section 2. The grant-funded position of "Deputy Director of Housing (U), Range 4600, 18 $8850-$10757/month" is hereby established and said position is added to the City Manager's Office 19 FY 2012-2013 Budget. 20 Section 3. The position of "Project Manager/Assistant of the City Manager (U), Range 21 4530, $6242-$7587 per month" is hereby reclassified to "Deputy Director of Housing (U). Range 22 4600, $8850-$10757/month." 23 Section 4. The position of "Project Manager/Assistant of the City Manager (U), Range 24 4530, $6242-$7587/month" is hereby deleted. 25 Section 5. The grant-funded position of"Project Manager of Housing Programs (U), Range 26 4530, $6242-$7587/month" is hereby established and said position is added to the City Manager's 27 Office 2012-2013 Budget. 28 2111 D t� RIP 1 Section 6. The grant-funded position of "Project Manager of Community Development 2 Programs (U), Range 4530, $6242-$7587/month" is hereby established and said position is added to 3 the City Manager's Office 2012-2013 Budget. 4 Section 7. The grant-funded position of "Grants Analyst (U), Range 4520, $5938- 5 $7218/month" is hereby established and said position is added to the City Manager's Office 2012- 6 2013 Budget. 7 Section 8. The position of"Administrative Assistant, Range 1380, $2954-$3591/month" is 8 hereby established and said position is added to the City Manager's Office 2012-2013 Budget. 9 Section 9. The Director of Finance/Finance Department is hereby authorized to make the 10 necessary changes to the FY 2012-2013 Budget. 11 Section 10. The Director of Human Resources/Division Manager is hereby authorized to 12 update Resolution Numbers 97-244 and 2011-218 to reflect these actions. 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 2 I RESOLUTION OF THE MAYOR AND COMMON COUNCIL OF THE CITY OF SAN BERNARDINO RECLASSIFYING AN EXISTING COMMUNITY 2 DEVELOPMENT POSITION, ESTABLISHING GRANT-FUNDED CITY 3 MANAGER'S OFFICE POSITIONS, ADDING AN ANALYST POSITION, AND AUTHORIZING THE FINANCE DEPARTMENT AND HUMAN 4 RESOURCES DEPARTMENT TO MAKE ALL NECESSARY CHANGES TO EFFECTUATE THESE ACTIONS. 5 6 I HEREBY CERTIFY that the foregoing Resolution was duly adopted by the Mayor and 7 Common Council of the City of San Bernardino at a meeting thereof, 8 held on the day of 2013, by the following vote, to wit: 9 Council Members: Ayes Nays Abstain Absent 10 MARQUEZ JENKINS 11 VALDIVIA 12 SHORETT 13 KELLEY _ © 14 JOHNSON _ 15 MC CAMMACK _ 16 17 18 Georgeann Hanna, City Clerk City of San Bernardino 19 20 The foregoing Resolution is hereby approved this day of 2013. 21 22 Patrick J. Moms, Mayor 23 City of San Bernardino Approved as to Form: 24 25 By: 26 0Imes F. Penman, City Attorney 27 28 3