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HomeMy WebLinkAboutdocuments distributedWhen prisoners in the United States are released, they face an environment that is challenging and actively discourages them from becoming productive members of society. Within three years of release, 67.8 percent of ex - offenders are rearrested, and within five years, 76.6 percent are rearrested. Recidivism harms both the families of inmates and society in general, as taxpayers continue to support a broken system that sets ex -offenders up to fail once they are released. The Congressional Research Service defines recidivism as "the re -arrest, reconviction, or re- incarceration of an ex -offender within a given time frame." GIVING HOPE TO THOSE WHO FEEL HOPELESS and DISCOURAGED. Our Vision... We envision individuals being successfully integrated into the community by fostering growth through providing necessary tools, support, and resources for positive, sustainable change. Our Mission... .Providing accessible and effective services to those reentering the community; by offering intensive case management services that will help identify crucial needs for long term positive growth; by developing and implementing comprehensive and collaborative strategies that address barriers and challenges faced by reentry individuals. Contact Us Phone: 909-474-9212 Fax:909-474-9722 Executive Director: Owen Duckworth Email: o.duckworih.rebound@gmail.coin Program Director: Gloria Amaya Email: gamaya.rebound.gmail.com Admin. Assist: EveAnne Lippold Email: eveanne®reboundreentry.org ADULT REENTRY CLIENTS TRAUMA INFORMED SERVICES AND SUPPORT. ssol pue jaul) aoualoIA xauWd OWNU UI 2UROU nxy UUUM I ljnessV isnxoS :sdnoi!) cug3lA ILT-fZ6 PD oulpieuiag UPS puulgS!H 'M SOSt Sa;)TmaS 1k}Uaa2T s-sa!)!unwwoo ilegl of passalaa aaam uos!ad Ieaapal pus alels of peoua}ues uaaq pey oqm aldoad OOI`It79 `Sloe bulanp saatnxaS u04C)npg -JuoD . anogn-}u!od sdnoxO :poddnS wq:)!A . and -tug puplul awns le sa!l!unwwoo ilagj of joeq passalaa samznxaS }xoddnS aq Il!m suos!ad ejup +f1(j5-LUL>q J -VY ui pejeaaoaeoui aldoad dtgsxo4uaW Jaad o} aaad o ;o jueoied 96 ISeal W Q Juawa:1cl pup juawdoianaa qo j 2uquaxRd alFIOH ssouisng SIMS aji'I . „'�q uxs.x2oad siaaa-pg xaaM Zs • of Sit.tog Juauia2suUw ,za2uv . 9d, t20fi 0111)2 7'1121 9.11) 1lo%I. suMBoxd uopuanxaJuI panoxddV lxno:) 021()2. 01.1 51 '.1.4002 12oit. olm, iii3AOH Sala 3ddS V aO-� 3SV3132i-3ad # Bui31ooq pue aweu iln; inoA a;e;s pue a6essaw a anea-I (606£ -M -M) -uezil!o anl2onpoid a awooeq not dlay o) juem aM iss000ns mot( sol leoguo sae ejew nog( sao!oyo eql eseelou inoA.ie:UV sinoH VZ;sal.A ayl •�uaw)(oldwa of joadsei y)!m AIlei0edse 'uoljeaaomou! Is!I!ul 941 ueuj Jebuol gonw Isel ueo goigm jo seouenbesuoo eqj `paooaa uo!}o!nuoo ao Isaaae ue aneu oqm AAlunoo ui aldoad uolll!w OL paiew!lse ayl loped do seNew s!ul-uos!ad ao I!e( woal seil!unwwoo a!aul of um}aa saIe)S paim eqj ui aldoad uo!II!w OI Aje4ew!xoadde `seat( yae3 Q awos je sagiunwwoo jiogl o; )loeq posea/ar eq lilm suoslyd ajels ul poleaao reoul aldoad jo 1uaoaad g6 iseal )v OM912018 Meats nmmftd s., twtr'Etoa Aboncthis concent lkenswuns am Or 'For me, ft Is paradlsW: Bfe In the Spanish city that banned cars I Cities I The Guardian 'Forme, this is pazaMW-. We &&e Spanish city that banned cars r he t�.r Mftd& ,d Gu�a�rdian i a.o.rdi.s,t�.rrtmewe>pe..v.te� Kr4reY.a N.ms�aedieaeoe�cestr, In PPattevedtatheumWsou&s?oia5panlshcltyhasbemmplaoedhythe tweetIngofbads and thechaaw ofhumans eopled®tshowmPm2evedta-orth"sholess. With ellbut the mastba8iebanbheddwearenoeevvfteadneaashco Lama.aometaScsnarl ofmntort&esathe raw of people hying mate themselves heard elroae the din -none of the ural samdtrack ora SpaohhciQt Wbatyoubear Intheaheetfast[adare the tweeC ofbirdslathe, thetlo(<]eofco�eSPOORS and the wood ofhumanvukmTbaehss bad am odOwofs�allc9ild=aa=tM withOntthe 000smntfeas thatane ofthem w2 shW Into traffic 'IIsi®; asyathemayar,opeungth whulwnofhisaffim Fromthes[reetbelavrbcsthesmmdofhtmmmvukm'Bdf ibecamemaM 14AoocawlazsedakmxtJwatree[everyday.Morecanpassed through the dry In a daythan there are people Bvbtghere' HiguelAMD Ferffiodeatamhasheoumayor oftheralidancitysinceig 9. His phaosoftisshople ownhgatardoesntgiveyou the fi&toomupythe pubifrspwL 'crow an it be that the elderly ori armtableto nse thesh - beem ofeaur asks Cir Wbaquem, the dtyb head ofinfrastructues. 'How an tt be that Ivem ptopezty - the w- omgdmthe 1ubac 5pa-I:' Ernes became msyoraibrr ra yearn ro apposklor,aad Wil a month had pedestrianised an gnu ooc sqm of the medkval cone, pwfca the meats With ganite fiagaoaer "rbebinude leenhewasdead, hesoy '12meNot alotofdmgkkwasibIIofcm-itwasamarghtalzan&hwasacityiadwlhoe,poRAed,andtherewemelotafea ieaoddmts@wasstagnant Most pea& who had aetnnee to ban did eo. At fiat we thought efimpmvb* traffic but oeuldn't come upwith awmlreble plan. Instead we decided to fake tank the public space for the resUtnts and to do this we Bedded to get rM of ars' metrominuto Pontevedra atawamos6epomtaeaera/a NiwnarOUCsa�-.OuOnm.v-+You. rE h O16WVV/ f .MI el� A � •g r,�� c • . zaeDn-Y.a � raw �-,•, tl w 9�r i r+, � � piupe aa,maw !r �awrewtwt�l � s. l k � i lt' >3a- kl •�In �lrrm � 3 f.Fb hr - emu r,.„. �°wr.anwieiesseaws,n�s ` .90°a -i° ~'`� i. M/CC MEETING: 09/19/2018 1V t r ..� ITEM 1 ADDITIONAL BACK-UP Theystopped ars aassingthe chyead got rid of sheat paddng, w people IooM%fes a pbm to park hs vrhatcases themost cmwOom They dosed ell emfwe ear pa& inthe city centre and opened underground ones and others an the periphery, with 1,666 beeplsoes. They got rfd oftraffic lights in favour ofrooadabouts, odanded the car-freezone from the old city to the 18th -century area, and used uaffic mimfugtn Bre outer zates to bring the speed ihMtdown to 30k®fh. httpsJhvww.theguardian.conlcitiesl2018lsepll8lparadise-fife-spenish-city-banned-cars-poritevedfa 112 MOWS 'For me, this is paradise': life in the Spanish dty that banned cars I Cities I The Guardian The benefits ace numerous. On the some atreetswhere go people died in uafHc accidents Bum 1996 to 2004 caly three died in the subsequent 10 years, and none since 2M. OD2 emissions are down lo% tte2riythrerga+srtersofwhatwerecarjanmeysaxe now made onfootcrbgbicyde,and. while other towaalntbese8lmweArtnift cmhalPomevedtahas gained 12,0Ocnew inhaldlarshe Alsu, wkhbddtng plimuft P-nbdoa for bigaimppbng oemresbas meant tint small businesses -wW& elsewhere have bemonsble to v abstand Spam%prolonged amaomft crisis - have managed to stay afloat. Lures, a memberoftbe is a raAt9 in the soiidlyeonservadve omthweswu reglm Pashevedra, population 80,00% is the birthplace of Mariano Rajoy, the former Spanish prime in and leader ofthe dg6iwlny People'spM However. the mayor says R*yhas new down sial turban scheme that bas earned his native dty monteoas awards. Rauuft it hams aD ®one offvdthoat ahftch people daft likebeh%toad they can't drive wherever they waffi, but Loses up that while people claim it as a dot, In fact what they want are priviiem. 'Hsomeasvewan toggt in ftcu4k*e zoa% thebside andpnow am corne to a car, but everyone else waW he Bays. —Sam with funerals!* p-,ralrai mftmFwlbeffifa fsthaithesdeemahasisdtoao aathepeipherycfafh �je m� and that therearr>a't encogh paddng RNMES• r s LfbW*VO 7Le tliyfs theperh�dsxforp tlon,' esys Iso! ard3t:ct f:ogeifo OatMQo Solat.'You ass toots the eatlse dty fn ss 1011n ea i'hese are tblogo Toa Could eritidse. but there s owtbfvagtbdvronldmaheyon rejeUtbdsmodd." Labs, ata ch Rdaens bdrtbdaypany, assonporparents dtrwss thepros cad eousofft car -free city.'Thepsablem is fist thing fn the musnhtg in the few streets where cars are permitted there are tnf6ejt®s; says Raimo Amo,-lbee'! oopaWic enarapos tan the peripheral car pub Into the amue.On the otherhaad, Pve bred in Valencia and Toledobut t ve never lived in a dty an easy in five in as this oyer' RaquelGarcla says:Irvelivedin Madrid and many otberpbac sandfor me dda is paradise. Evenifits rdnbag, I wait everywhere. And the same aboplreepers who complain are the ones who have survived in spite of th a crisb.lt's also a greet plane to have ldds.' -Nhaesneeded Ismare arouwhseywcan padrfer6vemimueesothatyou can take the lddsmachodwhmR'arabdo asysViebosPrieto'HaefffYsrainatg-andirrainsalot-peoplegetintheircarto buy broad. They do It leas sant Ihardlyase mycoratall note The warirs wereafl financedlooDyandrecelved maid frmregional or canbai govemmmt. 'lneffect,tbaseareeverydaypublic was thathavebemcardedoft inthe contest ofaglobalproject, but theycostthesameerevenfew' sop Lures.'We'vehavectundertakengrandprojeMWe've done what was within our aasp.' weremprtoh wyourdiawfus and sawrierson;qFwalifths cities Plemshorryour rdlecdom with W tmftftJ&m area socialmeft WM Ow hadmv *GuvdiaMvaR6ig.FamLissonikcebookco9kduer mrdbunW= TOPICS • rune., • Waudngthecity • Earope Transport policy Pedesixtanisation . features hitps:/Mrww.theguarclan.coWcities/20181sep/18/paradise4ife-spanish- ity-banned ars-pontevedra 2/2 m 3 a 4A � R °c_ co o 0. I A Co i 0 � � V � 0 � L it SC 7 IID N Af n d..d AVP I 19 :c has wo" arafm Scr Bem-a-FM N A� p9w. hoe My Past Doesn't Define Me Sereeta felt she had finally reached the end of the road with no one around to help her pick up the pieces of her broken life. Through her challenges she felt her own mind would betray her at times. Growing up in the system she tried to find love in the arms of the men she loved. Sadly, they only pushed her away leaving a sting of rejection. Sereeta hoped drugs would help her deal with loneliness and give her a chance to escape reality, but the drugs only masked the pain. Everything she touched seemed to slip through her fingers; her home, her job, and eventually her 5 oldest children. She felt the world was against her and she had failed as a mother. As she stared at a tattered photo of her infant son, Clyde, his brown eyes glared back, in that moment she knew it was time to get help. She spent the following 6 months working on her sobriety at Cedar House Life Change Center, then 6 months at Inland Valley Recovery Services. On the surface everything seemed to be going accordingly. Still, she desperately yearned to be reunited with her children. She desperately sought out organizations that would help her regain custody of her children. Thankfully, Sereeta was referred to Time for Change Foundation. She knew Time for Change was the answer she had desperately been seeking and immediately took action. On April 25, 2017, Sereeta settled into her new home with TFCF at our single women's shelter. As she glanced around the beautiful room, she couldn't believe she finally had her own bed and clean clothes. Her stable housing increased the probability of gaining custody of her six children. Five of them went with her mother, while her youngest son, Clyde, was taken into foster care. TFCF created a strategic self- sufficiency plan with Sereeta designed to help her become mentally and physically healthy while developing a reunification plan for her children. During that time, she completed: • Two 90 -day in-patient drug programs • One 6 -month outpatient drug program • Four 12 -week therapy sessions • Gained employment Sereeta accomplished of all this in order to reunite with her youngest son Clyde and prepare to regain custody of her other five children. The support from Time for Change Foundation helped increase her visits with Clyde going from a few hours, to overnights, until finally gaining full custody on September 5, 2017. When she appeared for court that final time she was terrified of the outcome and afraid to have hope. But her hard work, consistency, and the support from TFCF staff allowed her to reconnect with her son. Short of one year at Time for Change, Sereeta became employed with a full time job and moved in to her very own apartment where she resides with young Clyde. As of February 2018 Sereeta is a Policy Advocate where she empowers other women like herself to advocate and use their voices to make positive change in their communities. Since being with TFCF she has also gained overnight visits with her five oldest children where they get to spend time together as a family. Today, Sereeta is a strong and spirited woman who proved that no matter how hard life gets, there is always light at the end of the tunnel. Now she walks and talks with confidence and uses her voice to advocate for issues such as housing and employment. More importantly, Sereeta has become the Success Stories Time for Change A. Smith — Came to City Economic & Housing Division looking for assistance for herself and child. Being a victim of Domestic Violence and homeless, she was referred to Time for Change Foundation. She was provided emergency shelter, received weekly case management and supportive services to help provide stability. She had an out of state Section 8 Voucher upon moving to the city that was transferred to San Bernardino County through the Housing Authority, which provided housing for her family. She's currently working and child is in school. E. Leis - Came to City Economic and Housing Division with her adult daughter homeless. She's lived in San Bernardino for over 26 years. She wanted to move with her daughter to Orange County due to financial and emotional support but that option wasn't available. She was referred to Time for Change Foundation, who was able to help her receive Social Security benefits and reconnect client with her son in San Diego. Time for Change served as a mediator between client and family. She's currently paying her own rent with the help of her son in San Bernardino. Lutheran Social Services H. Lightener a 60 year old Male receiving Social Security benefits living in his car was referred to Lutheran Social Services for emergency rent assistance. Upon entrance he informed staff he was a Veteran and is currently awaiting his VA benefits to move into permanent housing. W. Fronek acquired employment, saved income for 60 days and now is residing in own rental apartment. Community Actin Partnership M. Miller entered LSS' Worker Development program, client is employed, receiving vocation and life skills training. Client is housed and paying rent. A. Hernandez family of 5 was provided Utility Assistance to reconnect services after being without service for 6 month due to knowledge of the program. Family has currently been updated on Energy, Education, Food bank and crisis intervention programs. 'The King will reply, 'Truly I tell you, whatever you did for one of the least of these brothers and sisters of mine, you did for me. "' (Matthew 25:40) Mike grew up in East Liverpool, OR After graduating from high school and being honorably discharged from the United States Army, he worked in construction and the steel industry. He was licensed to drive heavy equipment and was OSHA certified to work on water. He and his fiance, Heather, planned to share a wonderful life together. But she suffered a brain aneurysm in a car accident and died. Shortly afterward Mike was laid off at the steel mill, and everything in his world fell apart. After a period of depression and heavy drinking, Mike realized he was drowning in a tsunami of bad decisions and painful memories, and it felt like he was going under. Something had to change. He found online a construction job in California, and was hired over the phone. Boarding a Greyhound bus he started his journey to the West Coast, confident he was moving into a new and productive phase of his life. But by the time he reached Denver, his new employer ceased returning his calls. He had $10 in his pocket when he arrived in San Bernardino, but no one to call and nowhere to go. He was a broken man without a viable plan. A security guard suggested he try the Central City Lutheran Mission. He did, and his life has not been the same since. On any given night 70 men sleep in our CCLM shelter. Some are chronically homeless, but as children of God they deserve food to eat and a place to sleep. Jesus told us these brothers — and sisters too — must be 1 embraced and treasured (Matthew 25:35-40). Embrace is the first step LSS takes with every client. However, many of our residents, and large numbers of America's homeless population, have skills and abilities that could lead to employment and a reliable stream of income. But battles with addiction, mental health struggles, and conflicts with law enforcement have created a cloud over their "gifts," which is why these souls are identified more often by the mistakes from their past, than by the possibilities in their present. Equip is the second step LSS takes with each client. CCLM has created a new program that elevates Equip to an amazing agent of change for good. Our Workforce Development Program (WDP) trains men for jobs in the workplace, and offers them housing and income as they enhance their skills and acquire others. Mike is the first participant in WDP. He helped remodel one of two residences on our campus, and is now living in that house. The Workforce Development Program is actually a doubled -edged construction proiect. Mike is helping LSS remodel two houses on campus, and in the process, we are helping Mike rebuild his life. Everybody wins; nobody loses. That's what WDP is about. That's what can happen with all of our participants. What we call the Workforce DeveloiDment Procram is actually a lifesaving journey: from CONSTRUCTION TO TRANSFORMATION. That's how Mike sees it. He is saving the money he earns with LSS to apply to Chaffey College in pursuit of a college degree. His field of concentration will be nuclear medicine. 2 He explained his choice this way, "/ want to prevent another person from losing a loved one to a brain injury the way 1 lost Heather." We embraced Mike at our front door, and we are equipping him with skills for a new career. 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In I" W i/} a) O CA E z z al O n E @ W 0 N o z (vo a� o— w T •� = .co v _ La E C O O Q E C O O O Q E C a) O O Q 2 Z to S Z cn 2 Z v> "aO c) "a O cU -a O cu O Q L CL O CL L _v O Q L a Ln Ln a in LA a LA cn m w Q ,a m •� m Q` iL H � C Q. • C 3 ++ 4- in 4- W o t w N i 3 d7 H t C O a0.+ o H � •c r 3 d GJ m t _ 3 'v O ar s Q• H v to (U C Q to Of LU a Q U CR -10 - Racial and Ethnic composition of families assisted Describe the families assisted (including the racial and ethnic status of families assisted). 91.520(a) Table 2 —Table of assistance to racial and ethnic populations by source of funds Narrative The 2010 United States Census reported that San Bernardino had a population of 209,924. The racial makeup of San Bernardino was 95,734 (45.6%) White (19.0% Non -Hispanic White), 31,582 (15.0%) African American, 2,822 (1.3%) Native American, 8,454 (4.0%) Asian, 839 (0.4%) Pacific Islander, 59,827 (28.5%) from other races, and 10,666'(5.1%) from two or more races. Hispanic or Latino of any race was 125,994 persons (60.0%). CAPER OMB Control No: 2506-0117 (exp. 06/30/2018) 4 CDBG HOME ESG White 9,780 0 319 Black or African American 1,996 0 250 Asian 1,545 0 8 American Indian or American Native 140 0 19 Native Hawaiian or Other Pacific Islander 143 0 3 Total 13,664 0 599 Hispanic Not Hispanic 0 0 246 0 0 332 Table 2 —Table of assistance to racial and ethnic populations by source of funds Narrative The 2010 United States Census reported that San Bernardino had a population of 209,924. The racial makeup of San Bernardino was 95,734 (45.6%) White (19.0% Non -Hispanic White), 31,582 (15.0%) African American, 2,822 (1.3%) Native American, 8,454 (4.0%) Asian, 839 (0.4%) Pacific Islander, 59,827 (28.5%) from other races, and 10,666'(5.1%) from two or more races. Hispanic or Latino of any race was 125,994 persons (60.0%). CAPER OMB Control No: 2506-0117 (exp. 06/30/2018) 4 CR -15 - Resources and Investments 91.520(a) Identify the resources made available Source of Funds Source Resources Made Amount Expended Available During Program Year CDBG CDBG 3,057,089 3,848,842 HOME HOME 1,192,397 1,650,297 HOPWA HOPWA — — 0 0 ESG ESG 283,454 232,658 Other Other Table 3 - Resources Made Available Narrative During FY 2017-2018 the City of San Bernardino had a total of $3,057,089 in Community Development Block Grant Funds, $1,192,397 in HOME Investment Partnership (HOME) funds and $283,454 in Emergency Solution Grant funds available to use for programs and projects to address the goals and objectives in the 2015-2020 Five Year Consolidated Plan and 2017-2018 Annual Action Plan. Any HOME funds used by City staff during FY,2016-2017 to support the development of affordable housing were funds (i.e. loan repayments, unspent funds, etc.) from pre -2015 HOME activities. Expenditure of Proeram'Funds The City of San Bernardino invested $3,848,842.86 in CDBG, $1,650,297.73 in HOME and $232,658.85 in ESG on projects and programs that benefit low and moderate income residents and/or prevent blighted conditions that exist in the City. Identify the geographic distribution and location of investments Target Area Planned Percentage of Actual Percentage of Narrative Description Allocation Allocation Table 4 — Identifv the eeosraohic distribution and location of investments Narrative CDBG Benefit Service Areas are defined as geographic locations within the City of San Bernardino boundaries where 51 percent or more of the households residing in those areas are low- to -moderate - income. Much of the City qualifies as a CDBG Benefit Service Area. Based on 2007-2011 CHAS data, approximately 59 percent (59%) of households in the City are considered to have low- or moderate - incomes. CAPER OMB Control No: 2506-0117 (exp. 06/30/2018) The City used its funding to finance a variety of housing, community development, economic development, and capital improvement projects. During FY 2017-2018, the City's CDBG funding was used to finance projects targeting low- to moderate income individuals and families throughout the City, including those in special needs categories such as abused children, battered spouses, elderly persons, severely disabled adults, homeless persons, illiterate adults, and persons living with HIV/AIDS. CAPER OMB Control No: 2506-0117 (exp. 06/30/2018) Leveraging Explain how federal funds leveraged additional resources (private, state and local funds), including a description of how matching requirements were satisfied, as well as how any publicly owned land or property located within the jurisdiction that were used to address the needs identified in the plan. Due to the City's housing and community development needs, the ability to leverage its entitlement grant funds with a variety of other resources is important in maximizing the effectiveness of limited federal dollars. For FY 2017-2018 a total of $800,000 in other federal state, local and private resources were used to levarage the City's CDBG funds. Fiscal Year Summary.- HOME Match 1. Excess match from prior Federal fiscal year 0 2. Match contributed during current Federal fiscal year 0 3. Total match available for current Federal fiscal year (LinelplUs Line 2) 0 tch liability for current Federal fiscal, year E5E 0 ess match carried over to next Federal fiscal year. (Line 3 minus,L'ine 4) 0 Table 5 — Fiscal Year Summary'- HOME Match Report CAPER OMB Control No: 2506-0117 (exp. 06/30/2018) 7 Mo 2 u 2 2 m � 2 2 in cr � § 2 c k_ � . ._ 2 2 a M C CL CL ° § a 41� C(U kA © u ba m L6 M 2 1-- 0 o �0 CL � tko § t k CL 0) 2 2 M 12 X co ■ w � 0 E « 2 o / 2 V / ,a o v 2 W CL0to E 4� t % § CL 0 « k�� o � k § 0 CL & uCL ■F E C t V 7 o g ° co E a k M to CLO : / o � ■ % e 2 o / 2 V / ,a o v 2 W CL0to E 4� t % § CL 0 « C* LU u k�� o � 0 o toCL uCL M ui ■ _� co u a ui m - o E ■ % � © C too to - I �� 2 c C* LU u Minority Business Enterprises and Women Business Enterprises — Indicate the number and dollar value of contracts for HOME projects completed during the reporting period Total Minority Business Enterprises White Non - Alaskan Asian or Black Non- Hispanic Hispanic Native or Pacific Hispanic American Islander Indian Contracts Dollar Amount 0 0 0 0 0 0 Number 0 0 0 0 0 0 Sub -Contracts Number 0 0 "0 0 0 0 Dollar Amount 0 0 0 0 0 0 Total Women Male Business Enterprises Contracts Dollar Amount 0 0 0 Number 0 0 0 Sub -Contracts Number 0 0 0 j Dollar Amount 0 0 0 Table 8 - Minority Business and Women Business, Enterprises Minority Owners of Rental Property- Indicate the number of HOME assisted rental property owners and the total amount of HOME funds in these rental properties assisted Number Dollar Amount Total Minority Property Owners White Non- Alaskan___F Asian or Black Non- Hispanic Hispanic Native or Pacific Hispanic American Islander Indian G U 0 0 0 0 0' 0� 01 0 Table 9 — Minority Owners of Rental Property CAPER OMB Control No: 2506-0117 (exp. 06/30/2018) 01 0 0 Relocation and Real Property Acquisition — Indicate the number of persons displaced, the cost of relocation payments, the number of parcels acquired, and the cost of acquisition Parcels Acquired 0 0 Businesses Displaced 0 0 Nonprofit Organizations Displaced 0 0 Households Temporarily Relocated, not Displaced T 0 0 Households Total Minority Property Enterprises White Non - Displaced Alaskan n or Black Non- Hispanic Hispanic Native or Pacific Hispanic American Islander Indian Number 0 0 1 0 1 0 01 0 Cost 0 0 0 0 0 0 4— Table 10 — Relocation and Real Property Acquisition CAPER OMB Control No: 2506-0117 (exp. 06/30/2018) 10 CR -20 - Affordable Housing 91.520(b) Evaluation of the jurisdiction's progress in providing affordable housing, including the number and types of families served, the number of extremely low-income, low-income, moderate -income, and middle-income persons served. One -Year Goal I Actual Number of Homeless households to be provided affordable housing units 0 Number of Non -Homeless households to be provided affordable housing units Number of Special -Needs households to be provided affordable housing units Total Table 11— Households 3 _ 75 V 3 0 75 Table 12 — Number of Households Supported Discuss the difference between goals and outcomes and problems encountered in meeting these goals. The City of San Bernardino will continue to evaluate and assess the goals and outcomes identified in the 2015-2020 Five -Year Consolidated Plan. For FY 2017-2018, progress toward meeting the City's five-year goals and objectives were marginal. As the City emerged from bankruptcy, most of the year was spent accessing its human and financial resources and developing a strategy that would keep the City solvent and help it grow and thrive. CAPER OMB Control No: 2506-0117 (exp. 06/30/2018) 11 One -Year Goal Actual Number of households supported through Rental Assistance 296 296 Number of households supported through The Production of New Units 3 3 Number of households supported through Rehab of Existing Units 15 0 Number of households supported through Acquisition of Existing Units 0 314 0 299 Total Table 12 — Number of Households Supported Discuss the difference between goals and outcomes and problems encountered in meeting these goals. The City of San Bernardino will continue to evaluate and assess the goals and outcomes identified in the 2015-2020 Five -Year Consolidated Plan. For FY 2017-2018, progress toward meeting the City's five-year goals and objectives were marginal. As the City emerged from bankruptcy, most of the year was spent accessing its human and financial resources and developing a strategy that would keep the City solvent and help it grow and thrive. CAPER OMB Control No: 2506-0117 (exp. 06/30/2018) 11 Discuss how these outcomes will impact future annual action plans. The City will continue to assess its progress in meeting its Consolidated Plan goals and objectives and make adjustments as necessary. Include the number of extremely low-income, low-income, and moderate -income persons served by each activity where information on income by family size is required to determine the eligibility of the activity. Number of Households Served Extremely Low-income Low-income Moderate -income Total Narrative Information CDBG Actual HOME Actual 7,578 0 1,879 0 1,325 0 10;782 0 Table 13 — Number of Households Served During FY 2017-18, the City of San Bernardino as 7,578 households with extremely low incomes, 1,879 households with low-income and 1,325 households with moderate income through its CDBG program. A total of 10,782 households were served during the 2017-18`program year. For the HOME program, the City of San Bernardino did not assist any households in FY 2017-18. CAPER OMB Control No: 2506-0117 (exp. 06/30/2018) 12 CR -25 - Homeless and Other Special Needs 91.220(d, e); 91.320(d, e); 91.520(c) Evaluate the jurisdiction's progress in meeting its specific objectives for reducing and ending homelessness through: Reaching out to homeless persons (especially unsheltered persons) and assessing their individual needs During FY 2017-2018 the City continued to take aggressive actions to address the emergency shelter and transitional housing needs of homeless individuals and families including significant subpopulations such as those living on the streets. Furthermore, the City continued to support the efforts of the San Bernardino County Homeless Partnership (SBCHP) that was formed to promote a strong collaboration between agencies to direct the planning, development; and implementation of the County's 10 -year Strategy to end chronic homelessness. Addressing the emergency shelter and transitional housing needs of homeless persons The City continues to fund various organizations that provide emergency shelter and transitional housing for the homeless. During FY 2017-2018, ESG funds were awarded to the following non-profit agencies that specialize in providing supportservices and housing to,homeless populations: Community Action Partnership of San Bernardino Ho'mele'ssness -'Prevention; Rapid Re -Housing Lutheran Social Services Step Up On Second Time For Change Foundation Emergency Shelter Street Outreach Homelessness Prevention; Emergency Shelter; Street Outreach Helping low-income individuals and families avoid becoming homeless, especially extremely low-income individuals and families and those who are: likely to become homeless after being discharged from publicly funded institutions and systems of care (such as health care facilities, mental health facilities, foster care and other youth facilities, and corrections programs and institutions); and, receiving assistance from public or private agencies that address housing, health, social services, employment, education, or youth needs The City of San Bernardino continues to funds various non-profit organizations that address the needs of low income residents that are at risk of becoming homeless through services such as health care, mental CAPER 13 OMB Control No: 2506-0117 (exp. 06/30/2018) health facilities, youth facilities and corrections programs. Through our collaboration with 4 non-profit organizations, a total of 599 persons were served. Helping homeless persons (especially chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth) make the transition to permanent housing and independent living, including shortening the period of time that individuals and families experience homelessness, facilitating access for homeless individuals and families to affordable housing units, and preventing individuals and families who were recently homeless from becoming homeless again During FY 2016-2017, the City continued to support the "Zero Tolerance" discharge policy implemented by the San Bernardino County Homeless Partnership (SBCHP) through the implementation of the 10 - Year Strategy for Ending Homelessness. The discharge policy prevents persons being discharged into homelessness. In FY 2017-18, The City has provided ESG funding to Step Up On Second that provides essential and housing placement services to homeless and near -homeless persons. They also provide daily mobile outreach to the most service -resistant homeless. population in San Bernardino. The funding for Step Up on Second will continue through FY 2018-19. CAPER OMB Control No: 2506-0117 (exp. 06/30/2018) 14 CR -30 - Public Housing 91.220(h); 91.3200) Actions taken to address the needs of public housing The City falls within the jurisdiction of the Housing Authority of the County of San Bernardino (HACSB). HACSB administers the Housing Choice Voucher Program, which provides rental assistance to eligible residents of San Bernardino by providing monthly rental assistance to participants who want to rent from a private landlord, but cannot afford the full monthly rental payment. Actions taken to encourage public housing residents to become more involved in management and participate in homeownership The City does not own any public housing units, therefore has not undertaken efforts to encourage public housing residents to become more involved in the management of public housing units. As for homeownership opportunities, the City has implemented an Infill Housing Program that will use federal funds to acquire parcels of land, rehabilitate or construct housing units on these parcels of land then sell them to income qualified homebuyers. Accomplishments for this, program will be reported in FY 2018- 2019. The City also works with the Inland Fair Housing and Mediation Board and Neighborhood Partnerships Housing Services, Inc. to provide First Time Homebuyer workshops to educate potential borrowers in the complete process of purchasing home. These agencies also provide other services such as Default/Foreclosure Prevention and Reverse. Mortgage counseling services; and financial education workshops that help homeowners preserve their housing. Actions taken to provide assistance to troubled PHAs The Housing Authority of the County of San Bernardino (HACSB) accepts applications for Section 8 Project -Based housing for families and senior households. Each year HUD reviews and scores the housing authority's Section 8 program management based on 14 different criteria. This score is a reflection of how well the Housing Authority manages the Section 8 waiting list, the physical quality of housing assisted with Section 8 and the financial management of the program. As a "Moving to Work Demonstration" provider, HACSB is not subject to the traditional Public Housing Authority (PHA) and Section Eight Management Assessment Program (SEMAP) scoring; however, HACSB is a "High Performer" agency per HUD standards. CAPER OMB Control No: 2506-0117 (exp. 06/30/2018) 15 CR -35 - Other Actions 91.2200)-(k); 91.320(i) -(j) Actions taken to remove or ameliorate the negative effects of public policies that serve as barriers to affordable housing such as land use controls, tax policies affecting land, zoning ordinances, building codes, fees and charges, growth limitations, and policies affecting the return on residential investment. 91.220 (j); 91.320 (i) The City is currently working on a comprehensive update to the Development Code. This includes eliminating constraints, with respect to land use regulations, by developing and adopting a new Development Code that unified and simplified the City's development regulations and processes. General Lot Consolidation Incentive - Small, individual lots offer -limited development potential, and generally cannot support onsite property management: Development opportunities could be increased through a small -lot consolidation program that offers a 15 percent density bonus for projects with a residential component that are committing to a maintenance plan and having on-site management. The City is anticipating amending the Development Code to incentivize lot consolidation by winter 2018. Density Bonus Provisions - Density bonus projects can be an important source of housing for lower and moderate income households. The City anticipates amending the Development Code to reflect the latest amendments to State density bonus law. Transitional and Supportive Housing - The City plans to amend the Development Code to adequately define transitional and permanent supportive housing and permit these uses based on unit type. Streamlined Processing - The City is committed to continuing the streamlining of development activities and regulations and will continue to analyze potential programs that seek to eliminate land use constraints, particularly as related to the provision of new housing and rehabilitation of existing housing. The City amended its Development Code in 2012 to make it more user-friendly. As part of the Development Code update, the City also introduced a new streamlined type of Conditional Use Permit: the Minor Use Permit (MUP). The MUP is reviewed by the Development/Environmental Review Committee rather than the Planning Commission, which requires less staff time (and a relatively shorter process for developers), lower fees, and can be used in lieu of a Conditional Use Permit (CUP) for certain qualified projects. Actions taken to address obstacles to meeting underserved needs. 91.220(k); 91.320(j) The greatest obstacle to meeting the needs of the underserved is a lack of public and private resources to fully address the priorities identified in this Consolidated Plan. The City of San Bernardino has used all of its CDBG, HOME and ESG in FY 2017-2018 to fund activities that meet the needs of the underserved. The City has filled many important vacancies in Public Works, Housing, and Economic Development. The CAPER 16 OMB Control No: 2506-0117 (exp. 06/30/2018) Economic and Housing Development Department now has a full staff to implement all of the programs. The Residential Lead Based Paint Hazard Reduction Act of 1992 (Title X) emphasizes prevention of childhood lead poisoning through housing -based approaches. This strategy requires the City to implement programs that protect children living in housing built prior to 1978 from lead hazards. Actions taken to reduce lead-based paint hazards. 91.220(k); 91.3200) An estimated 17,809 housing units occupied by low- and moderate -income households in San Bernardino may contain lead-based paint; this constitutes approximately 27% of the City's housing stock. To reduce possible lead-based paint hazards, the City has taken the following actions: • Included lead testing and abatement procedures in all rehabilitation activities, where appropriate. • Monitored the lead -poisoning data maintained by the San Bernardino County Department of Health Services. • Educated residents on the health hazards of lead-based paint through the use of brochures and encouraged screening children for elevated blood=lead levels. • Disseminated brochures about lead hazards through the Housing Rights Center and the City's housing rehabilitation activities. Procedurally, the City will continue to monitor the HUD website for any revisions to the lead -paint hazards regulations and ensure that the City's policies and procedures remain current. Actions taken to reduce the number of poverty -level families. 91.220(k); 91.320(j) The City's goal is to help families that are self-sufficient, yet still at risk of becoming homeless, increase their financial stability. The focus of the City's anti -poverty strategy is three -fold: (1) to help these families accumulate assets; (2) to help these families address issues, such as substance abuse and domestic violence that may threaten the family's stability; and (3) to provide families with employment- related supportive services such as child care. Actions taken to develop institutional structure. 91.220(k); 91.320(j) There are a variety of agencies, local governments, non-profit organizations, businesses and financial institutions play a vital role in carrying out San Bernardino's housing and community development goals and objectives. The relationships and interaction of these entities as they work toward achieving these goals and objectives is referred to as institutional structure. As the lead for the City's 2015-2020 Consolidated Plan, the City's Economic and Housing Department analyzes its performance in addressing the community's housing and community development needs and develops strategies to improve its institutional structure. CAPER OMB Control No: 2506-0117 (exp. 06/30/2018) 17 In conjunction with other City departments, such as Public Works, Parks, Recreation and Community Services, and Code Enforcement, staff will continue to identify the community's greatest needs and allocate resources accordingly. Staff will continue to work with for-profit and non-profit developers and lenders to facilitate the improvement, preservation, and/or creation of affordable housing opportunities for low and moderate income households within the City. Furthermore, the City will continue to work on coordinating activities with County of San Bernardino agencies such as the Department of Behavioral Health, Community Development and Housing Agency, Office of Homeless Services and the San Bernardino County Housing Authority to continue to meet the needs of the City's special needs populations by providing services and affordable housing opportunities. In addition, the City will continue to improve internal processes regarding the allocation and administration of all federal and state funded programs by identifying structural gaps and enhancing protocols to allow for greater accuracy in reporting and monitoring. Actions taken to enhance coordination between public and private housing and social service agencies. 91.220(k); 91.3200) During FY 2017-2018, the City made the following progress toward improving communication and coordination between itself, nonprofit service organizations, and residents: • The City improved its Notice of Funding Availability (NOFA) application for federal funding and held public meetings to announce the release of the CDBG Program NOFA, to explain the application process and.answer questions. • The City posted its Consolidated Plan, Action Plan, CAPER, and Notice of Funding Availability (NOFA) for federal funds on the City's website (www.sbcity.org). Identify actions taken to overcome the effects of any impediments identified in the jurisdictions analysis of impediments to fair housing choice. 91.520(a) Each year the City pledges to affirmatively further fair housing and take appropriate actions to overcome the effects of the impediments to fair housing that are identified in the City's five-year planning document called the Analysis of Impediments to Fair Housing Choice (A.I.). HUD guidance indicates that the City must report on the actions taken during the fiscal year to overcome the effects of private sector. CAPER OMB Control No: 2506-0117 (exp. 06/30/2018) 18 CR -40 - Monitoring 91.220 and 91.230 Describe the standards and procedures used to monitor activities carried out in furtherance of the plan and used to ensure long-term compliance with requirements of the programs involved, including minority business outreach and the comprehensive planning requirements As the lead for the City's Consolidated Plan, the Economic and Housing Department is continually improving its standards and procedures to monitor the performance, and effectiveness of housing and community development activities. The City's Manager's Office used to monitor all housing projects and federal compliance of housing and non -housing projects funded with CDBG, HOME, and ESG. The Economic and Housing Department is now responsible. It undertakes two types of monitoring: program monitoring (which includes the Minority Business Outreach efforts) and Consolidated Plan monitoring. Both types of monitoring ensure the success of Consolidated Plan projects and activities. Program Monitoring The City implements several monitoring techniques in which to assess the effectiveness of its activities. These techniques include,a mandatory Subrecipient Training Workshop with its subgrantees to discuss methods for complying with federal and city requirements prior to the start of the fiscal year, and a combination of.desk review and on-site monitoring techniques to ensure on-going compliance of Federally -funded activities. Minority Business Outreach As an Entitlement recipient -of CDBG, HOME and ESG funds, the City of San Bernardino is required to provide business opportunities to minority and women -owned businesses in connection with the activities funded through the CDBG, HOME, and ESG grant. To comply with these requirements, the City participated in outreach events for disadvantaged business enterprises, posted its bid documents on the City's website and other e -Procurement websites where potential bidders may obtain these request for bids through the internet. The City also encourages MBE-WBE firms to compete for CDBG, HOME and ESG construction contacts. City staff ensures the Contractor -Subcontractor Activity Report and the MBE-WBE Summary report is submitted to the HUD as required. Consolidated PIan,Monitorine Staff oversaw the planning and budgeting process to ensure that federally -funded activities were consistent with the Consolidated Plan's identified high- and possibly medium -priority objectives and grant requirements. Staff also provided technical guidance regarding program structure, income requirements, and document compliance. For IDIS, staff gathered quarterly program statistical reports and updated all necessary fields from setup to completion of each project and activity. Environmental reviews records were prepared for each federally -funded activity and monitoring of construction activities that triggered Davis -Bacon and Federal Labor compliance was conducted. The City will continue to monitor the progress of its FY 2015-2020 Consolidated Plan goals and objectives and make any necessary adjustments to ensure the effective use of these federal dollars. CAPER OMB Control No: 2506-0117 (exp. 06/30/2018) 19 Citizen Participation Plan 91.105(d); 91.115(d) Describe the efforts to provide citizens with reasonable notice and an opportunity to comment on performance reports. The City encouraged public participation in the review and assessment of FY 2017-2018 by making the draft CAPER available for public review and comment from September 5th through September 19th, 2018. A notice was published in EI Chicano (Spanish) on August 30,2018 and in the San Bernardino Sun (English) on September 5, 2018 inviting the public to comment,6n the draft CAPER. The CAPER was also made available on the City's website, the City's Information Center, the City's Housing Division (Planning public counter), and the Feldheym Library. A copy of these notices can be found as Appendix A. The City also held a public hearing on the CAPER and the City's performance for Program Year 2017- 2018 on September 19, 2018 at 5:00 p.m. at the San Bernardino Council Chambers, located at 201 North "D" Street, San Bernardino, California. CAPER OMB Control No: 2506-0117 (exp. 06/30/2018) 20 CR -45 - CDBG 91.520(c) Specify the nature of, and reasons for, any changes in the jurisdiction's program objectives and indications of how the jurisdiction would change its programs as a result of its experiences. Staff's assessment of the 2017-2018 CAPER has revealed that some adjustments to the FY 2015-2020 Consolidated Plan were needed in order to clarify and bring the City's goals and objectives in line with what can be achieved with the given resources. These adjustments were made during the FY 2017-2018. The City will continue to monitor the progress of its FY 2015-2020,.Consolidated Plan goals and objectives and make any necessary adjustments to ensure the.effective use of these federal dollars. All funds were used to meet a qualified national objective. for activities'that served a target clientele that was not presumed to be primarily low- and moderate -income, the City or its designated sub - recipients documented household income. CDBG funds were not used on a project that led to the displacement or relocation of a household or business. Does this Jurisdiction have any open Brownfields Economic Development Initiative (BEDI) grants? [BEDI grantees] Describe accomplishments and program outcomes during the last year. CAPER OMB Control No: 2506-0117 (exp. 06/30/2018) 21 CR -50 - HOME 91.520(d) Include the results of on-site inspections of affordable rental housing assisted under the program to determine compliance with housing codes and other applicable regulations Please list those projects that should have been inspected on-site this program year based upon the schedule in §92.504(d). Indicate which of these were inspected and a summary of issues that were detected during the inspection. For those that were not inspected, please indicate the reason and how you will remedy the situation. No on-site inspections were conducted in FY 2017-2018. Based on the number of units, inspections are required every 2 years. Inspections have been scheduled for FY 2018-2019, and results will be reported in the next CAPER. Below is a list of HOME projects scheduled for monitoring. Provide an assessment of the jurisdiction's affirmative marketing actions for HOME units. 92.351(b) According to the regulations, HOME rental projects consisting of five or more assisted units must include and adhere to affirmative marketing procedures and requirements. For each HOME project the city undertakes, that triggers this requirement, and affirmative marketing plan is developed. Each Affirmative Marketing Plans includes the following: § List of methods to inform the public, owners and potential tenants about fair housing laws and the City's marketing policy; § Description of the efforts that will be made to conduct affirmative market housing units assisted with HOME funds. § Owners and leasing agents will place advertisements to market HOME -assisted units through local sources, public.agencies and social service organizations; § Description of outreach efforts to people not likely to apply for housing without special outreach. These efforts will include the distribution of marketing materials to organizations that likely have contact with these populations; § Maintenance of records to document actions taken to affirmatively market HOME -assisted units and to assess marketing effectiveness; and § Description of actions that will be taken if requirements are not met Refer to IDIS reports to describe the amount and use of program income for projects, including the number of projects and owner and tenant characteristics CAPER OMB Control No: 2506-0117 (exp. 06/30/2018) 22 The City utilizes its HOME program income for low and moderate income housing activities. Program income is deposited into a separate account used to finance current and future housing activities. There were no float -funded activities or revolving loan funds. As the City is a temporary member of the San Bernardino County Consortium, the City has no means of receipting any new HOME program income in IDIS. As of August 28, 2018 the City has received a total of $563,068.72 in HOME program income. Program income will be used in future housing development projects or'other eligible HOME activities as identified in future Annual Action Plans. Refer to IDIS reports to describe the amount and use of program income for projects, including the number of projects and owner and'tenant characteristics The City utilizes its HOME program income for low and moderate income housing activities. Program income is deposited into a separate account'used to finance current and future housing activities. There were no float -funded activities or revolving'loan funds. Describe other actions taken to foster and maintain affordable housing. 91.220(k) (STATES ONLY: Including the coordination of LIHTC with the development of affordable housing). 91.3200) With approximately 23% of the City's families below the poverty level, the need for affordable housing continues to be a priority for the City. To foster and maintain affordable housing in San Bernardino, the City has implemented the following strategies: • Expand homeownership opportunities • Provide access to fair housing services • Improve Neigh borhood'Conditions • Preserve and rehabilitate housing For PY 2017-18, actions taken by the City to foster and maintain affordable housing include: • Partnered with the County of San Bernardino and National Community Renaissance (a.k.a. National Core) to receive $20 million from the California Strategic Growth Council for the Arrowhead Grove multi -family housing development project. • Partnered with the Housing Authority of San Bernardino County and County of San Bernardino County to purchase and rehabilitate an existing 21 -unit multi -family property into 38 residential CAPER OMB Control No: 2506-0117 (exp. 06/30/2018) 23 apartments with support services for homeless veterans and very low income persons. • Collaborated with Housing Partners I and Neighborhood Partnership Housing Services (designated CHDOs) to develop single-family homes on vacant city -owned properties to be sold to income -qualified families. • Initiated the Owner Occupied Residential Rehabilitation Program that provides financial assistance to income -qualified San Bernardino homeowners to make necessary repairs to their homes. • Monitored affordable housing developments at risk of converting to market rate units and working with the owner to preserve the affordability of these units. CR -60 - ESG 91.520(g) (ESG Recipients only) ESG Supplement to'the CAPER in a -snaps For Paperwork Reduction Act 1. Recipient Information—All Recipients Complete Basic Grant Information Recipient Name SAN BERNARDINO Organizational DUNS Number 059452636 EIN/TIN Number 956000772 Indentify the Field Office LOS ANGELES Identify CoC(s) in which the recipient or San Bernardino City & County CoC subrecipient(s) will provide ESG assistance ESG Contact Name Prefix First Name Middle Name Last Name Suffix Title ESG Contact Address Street Address 1 Street Address 2 City State ZIP Code Phone Number Extension Fax Number Ms Kathy 0 Brann 0 Economic & Housing Director 290 N D Street 0 San Bernardino CA 92418- 9093847257 0 0 CAPER 24 OMB Control No: 2506-0117 (exp. 06/30/2018) Email Address ESG Secondary Contact Prefix First Name Last Name Suffix Title Phone Number Extension Email Address brann_ka@sbcity.org Ms Gretel Noble 0 Housing Manager 9093847270 0 Noble_gr@sbcity.org 2. Reporting Period—All Recipients Complete Program Year Start Date Program Year End Date 07/01/2017 06/30/2018 3a. Subrecipient Form — Complete one,form for each subrecipient Subrecipient or Contractor Name: COMMUNITY ACTION PARTNERSHIP OF SAN BERNARDINO COUNTY City: San Bernardino State: CA Zip Code: 92408, 2607 DUNS Number: 144663296 Is subrecipient a victim services provider: N Subrecipient Organization Type: Other Non -Profit Organization ESG Subgrant or Contract Award Amount: 53750 Subrecipient or Contractor Name: Lutheran Social Services of Southern California City: Riverside State: CA Zip Code: 92503, 4238. DUNS Number: 198953929 Is subrecipient a victim services provider: N Subrecipient Organization Type: Other Non -Profit Organization ESG Subgrant or Contract Award Amount: 62000 CAPER OMB Control No: 2506-0117 (exp. 06/30/2018) 25 Subrecipient or Contractor Name: TIME FOR CHANGE FOUNDATION City: San Bernardino State: CA Zip Code: 92404, 4653 DUNS Number: 140719928 Is subrecipient a victim services provider: N Subrecipient Organization Type: Other Non -Profit Organization ESG Subgrant or Contract Award Amount: 89148 Subrecipient or Contractor Name: Step Up on Second City: San Bernardino State: CA Zip Code: 92408, 1016 DUNS Number: 362990244 Is subrecipient a victim services provider: N Subrecipient Organization Type: Other Non -Profit Organization ESG Subgrant or Contract Award Amount: 204899 CAPER OMB Control No: 2506-0117 (exp. 06/30/2018) 26 CR -65 - Persons Assisted 4. Persons Served 4a. Complete for Homelessness Prevention Activities Number of Persons in Households Total Adults 142 Children 128 Don't Know/Refused/Other 0 Missing Information 0 Total 270 Table 16 — Household Information for Homeless Prevention'Activ' 4b. Complete for Rapid Re -Housing Activities Number of Persons in Households Adults Children Don't Know/Refused/Other Missing Information Total Total 12 12 0 0 24 Table 17 — Household Information for Rapid Re -Housing Activities 4c. Complete for Shelter Number of Persons in Households Total Adults 342 Children 23 Don't Know/Refused/Other 0 Missing Information 0 Total 365 Table 18 — Shelter Information hies CAPER 27 OMB Control No: 2506-0117 (exp. 06/30/2018) CAPER OMB Control No: 2506-0117 (exp. 06/30/2018) 28 4d. Street Outreach Number of Persons in Households Total Adults 228 Children 44 Don't Know/Refused/Other 0 Missing Information 0 Total 272 Table 19 — Household Information for Street Outreach 4e. Totals for all Persons Served with ESG Number of Persons in Households Total Adults 4311 163 Children Don't Know/Refused/Other 0 0 Missing Information Total 594 Table 20 — HouseholdInformationfor Persons Served with ESG S. Gender—Complete for All Activities Table 21— Gender Information CAPER OMB Control No: 2506-0117 (exp. 06/30/2018) 29 Total Male 460 Female 222 Transgender 0 Don't Know/Refused/Other 0 Missing Information 0 Total 682 Table 21— Gender Information CAPER OMB Control No: 2506-0117 (exp. 06/30/2018) 29 6. Age—Complete for All Activities Table 22 — Age Information 7. Special Populations Served—Complete for AIFActivities Number of Persons in Households Subpopulation Total Under18 163 18-24 39 25 and over 484 Don't Know/Refused/Other 0 Missing Information 0 Total 686 Table 22 — Age Information 7. Special Populations Served—Complete for AIFActivities Number of Persons in Households Subpopulation Total Total Persons Total Persons Total Served- Served — RRH Persons Prevention Served in Emergency 0 0 Shelters 31 Veterans 31 Victims of Domestic Violence 42 0 0 42 Elderly 47 0 0 47 HIV/AIDS 8 0 0 8 Chronically Homeless 99 0 0 99 Persons with Disabilities: Severely Mentally III 158 0 0 158 Chronic Substance Abuse 84 0 0 84 Other Disability 1 91 0 0 91 Total (Unduplicated if possible) 347 0 0 347 Table 23 —Special Population Served CAPER OMB Control No: 2506-0117 (exp. 06/30/2018) 30 CR -70 — ESG 91.520(g) - Assistance Provided and Outcomes 10. Shelter Utilization Number of New Units - Rehabbed Number of New Units - Conversion Total Number of bed -nights available Total Number of bed -nights provided Capacity Utilization Table 24 — Shelter Capacity 11. Project Outcomes Data measured under the performance standards developed in consultation with the CoC(s) CAPER OMB Control No: 2506-0117 (exp. 06/30/2018) 0 0 75 60 80.00% 31 CR -75 — Expenditures 11. Expenditures 11a. ESG Expenditures for Homelessness Prevention Table 25 — ESG Expenditures for Homelessness Prevention 11b. ESG Expenditures for Rapid Re -Housing Dollar Amount of Expenditures in Program Year _ 2015 2016 2017 Expenditures for Rental Assistance 64,051 13,315 38,018 Expenditures for Housing Relocation and Stabilization Services - Financial Assistance 0 0 0 Expenditures for Housing Relocation & Stabilization Services - Services 0 0 0 Expenditures for Homeless Prevention under Emergency Shelter Grants Program Subtotal Homelessness Prevention 0 0 0 64,051 13,315 38,018 Table 25 — ESG Expenditures for Homelessness Prevention 11b. ESG Expenditures for Rapid Re -Housing Table 26 — ESG Expenditures for Rapid Re -Housing 11c. ESG Expenditures for Emergency Shelter Dollar Amount of Expenditures in Program Year 2015 2016 2017 Expenditures for Rental Assistance 142,934 13,315 18,979 Expenditures for Housing Relocation and Stabilization Services - Financial Assistance 0 0 0 Expenditures for Housing Relocation & Stabilization Services - Services Expenditures for Homeless Assistance urider Emergency Shelter Grants Program Subtotal Rapid Re -Housing 0 0 0 0 0 0 142,934 13,315 18,979 Table 26 — ESG Expenditures for Rapid Re -Housing 11c. ESG Expenditures for Emergency Shelter CAPER OMB Control No: 2506-0117 (exp. 06/30/2018) 32 I Dollar Amount of Expenditures in Program Year 2015 2016 2017 Essential Services 64,130 20,000 15,704 Operations 0 0 49,968 Renovation 0 0 0 CAPER OMB Control No: 2506-0117 (exp. 06/30/2018) 32 Major Rehab IConversion Subtotal -0 0 0 0 0 0 64,130 20,000 65,672 Table 27 — ESG Expenditures for Emergency Shelter 11d. Other Grant Expenditures Dollar Amount of Expenditures in Program Year 2015 2016 2017 Street Outreach 9,737 20,000 60,224 HMIS 0 0 20,305 Administration 0 . 0 11,689 Table 28 - Other Grant Expenditures 11e. Total ESG Grant Funds Total ESG Funds Expended 2015 2016 2017 2017 280,852 66,630 214,887 Table 29 -Total ESG Funds Expended 11f. Match Source CAPER 33 OMB Control No: 2506-0117 (exp. 06/30/2018) 2015 2016 2017 Other Non-ESG HUD Funds 0 0 0 Other Federal Funds 0 0 139,604 State Government 0 0 53,750 Local Government 0 0 177,933 Private Funds 280,970 66,630 0 CAPER 33 OMB Control No: 2506-0117 (exp. 06/30/2018) Other 0 0 66,500 Fees 0 0 0 Program Income 0 0 0 Total Match Amount 280,970 66,630 437,787 11g. Total Table 30 - Other Funds Expended on Eligible ESG Activities Total Amount of Funds 2015 2016, 2017 Expended on ESG Activities 561,822 133,260 1 652,674 31- Total Amount of Funds Expended on ESG Activities CAPER OMB Control No: 2506-0117 (exp. 06/30/2018) 34