2008-2009 Consolidated Annual Performance & Evaluation Report (CAPER) Pima County Community Development and Neighborhood Conservation Department (CDNC) Our Mission To create a more livable and viable county and to improve the quality of life for residents, with a special emphasis on economically and socially disadvantaged communities, through the development and coordination of programs and services. CONTENTS Executive Summary 2 FEATURES Citizen Participation 4 Recovery 6 PROGRAMS Affordable Housing Community & Rural Development The public comment period for the CAPER took place from September 10th TO September 25th, 2009. no comments were received. 8 15 Neighborhood Reinvestment 30 Fair Housing 35 Homeless & Special Needs 39 Note: The electronic version of this document has been optimized for electronic viewing - by clicking on the headings in the contents page you will be taken to the corresponding section of this report. Click on the ‘Back to Table of Contents’ link to return to this page. Pima County CDNC provides essential services to county residents by funding social service agencies like the Primavera Foundation (above) and Catalina Community Services (below). Please visit the CDNC website at www.pima.gov/ced/cdnc. 2 Executive summary Ajo Plaza, Ajo, AZ. Foreword As a recipient of federal funds through the US Department of Housing and Urban Development (HUD), Pima County Community Development and Neighborhood Conservation (CDNC) is required to publish an annual performance report detailing activities that took place during the most recent program year with those federal funds, including: • Community Development Block Grant (CDBG) - $2,605,585 • Emergency Shelter Grant (ESG) $110,848 • HOME Investment Partnerships Program (HOME) - $757,996 Pima County Community Development and Neighborhood Conservation Department the 2005-2010 Consolidated Plan. However, CDNC carries out many more activities in order to meet the needs of and enhance the quality of life for its citizens, leveraging a wide variety of funds from other federal, state, local, and private sources, and utilizing staff ’s varied competencies and dynamic energy. Funding sources and programs often overlap in order to carry out department objectives. We are able to accomplish a great deal in our community by approaching problems with a collaborative mindset, working closely and problem solving with community members, agencies, governments, and the private sector. We strive to be proactive in identifying barriers to the quality of life and vitality of our community and aggressive in implementing strategies to break down those barriers. In order to demonstrate how CDNC’s programs and activities work together in carrying out our objectives, the annual performance report now includes all departmental activities of the past year. We welcome your ideas and comments in response. executive summary Affordable Housing Increasing homeownership • • Twenty four new single family homes at six developments utilizing County bond funds. One hundred twenty-four new homeowners helped through the Pima County/City of Tucson homebuyer assistance programs. Preserving existing housing • • • Two hundred seventy-two homes received emergency home repair services. One new manufactured replacement home provided under the County’s manufactured housing replacement program, “I’m Home.” One new manufactured replacement home provided under the Primavera Foundation/City of South Tucson Revitalization Program. Developing rental housing Contact Information Allen Kulwin, Program Manager Community and Rural Development Program Allen.Kulwin@pima.gov (520) 243-6754 • One hundred fifty unit multi-family apartment complex acquisition and renovation project for low-income elderly residents. The purpose of this report is to measure Pima County’s success in meeting priority needs, goals and strategies as outlined in 2008-2009 CAPER Back to Table of Contents 3 Executive summary Community and Rural Development Facilitating and promoting needed services • Thirty three thousand, eight hundred-two unduplicated clients were served through CDBG public service projects. • Seventeen public facilities projects completed and ten public facilities projects assisted. • The Chicanos Por La Causa (CPLC) Youth Center facility received a new roof, a new heating/cooling system, a water heater, and security bars. • The Picture Rocks/Avra Valley water project was completed including water line bypasses at the three reservoir sites. • Fire hydrants were installed in Continental, Valencia West, Catalina, Flowing Wells, and Robles Junction. Pima County Community Development and Neighborhood Conservation Department ENhancing social services for elderly & special needs populations • • Neighborhood Reinvestment Facilitating community development and funding needed facilities and infrastructure • • providing home adaptations for special needs populations • Two hundred seventy-two low- and moderate income households received emergency home repair services. • assuring accessibility as required by ada • • Provided modifications to 22 homes through the DIRECT For Home Accessibility Program. 2008-2009 CAPER Building improvements for the Child Language Center, which assists youth with speech and language disorders. Provide meals in northern Pima County through Catalina Community Services. Six project proposals totalling $2,270,656 submitted and approved. $1.5 million in unspent 2004 funds is available for future Neighborhood Reinvestment projects. Nine neighborhood projects were completed: Julia Keen (street lights); Miles (park improvements); Flowing Wells II (health clinic); Rillito-Tucson (park amenities); Hedrick Acres (public safety improvements); Miracle Manor II (park improvements); Midvale Park (street lights); Cardinal (traffic mitigation); and Rincon Heights (public safety improvements). Nine projects were under construction as of June 30, 2009, and 15 were in pre-construction phases (planning, design, procurement). Fifty Neighborhood Reinvestment infrastructure projects have been approved for construction, with a total of 21 completed. homelessness and special needs populations supporting transitional housing for homeless and special needs populations • Provide meals for St. Luke’s Home for men and women decreasing incidents of chronic homelessness • Fund the Bus Pass Program for homeless individuals • Provide general support for the Tucson Planning Council on Homelessness and the Tucson Plan to End Homelessness Committee. The CDNC partners with the Southern Arizona Aids Foundation (SAAF) to serve vulnerable populations in Pima County. SAAF also raises funds through its annual Aidswalk event. Back to Table of Contents 4 citizen participation Pima County Community Development and Neighborhood Conservation Department The first step of the County’s involvement in this collaboration was to complete an organizational asset assessment, which identified available resources within the community and provided a snapshot of its existing conditions. This assessment was completed in August 2009, and will be used by CDNC to allocate resources to the area. The Cardinal Neighborhood Association commemorates the Ebonee Marie Moody Park Cardinal Community Development Initiative Located just outside of the City of Tucson’s southwestern boundary, the Cardinal/Valencia community faces a number of issues that are threatening residents’ quality of life. This area has been seriously impacted by the foreclosure crisis, with clusters of foreclosed homes appearing in some of the newer neighborhoods. The community is also dealing with traffic safety problems, a high number of home invasions, and clusters of deteriorating mobile homes. In light of the challenges confronting the Cardinal/Valencia community, CDNC has identified this as a target area for federal stimulus funds and is working with local community organizations to engage residents in a community dialogue. 2008-2009 CAPER Formed in 2004 in response to the traffic death of Ebonee Moody by a drunk driver, the Cardinal Neighborhood Association (CNA) became the first organized neighborhood association in unincorporated Pima County. CNA first campaigned for the installation of traffic safety improvements, which were funded wuth Neighborhood Reinvestment and Pima County Transportation funding. CNA has also been involved in negotiating with the Tucson Unified School District concerning the location of a school bus barn in their community. As this initiative progresses, Pima County CDNC will continue to work with community leaders to target its investment in the area, and also to support communitybased activities aimed at empowering CNA. The Robles Responds Committeee is a coalition of area organzations and residents, and is enhancing the positive self-image and pride of the area’s children. Robles Responds: Serving the Greater Robles Junction Community Robles Junction is located 15 miles southwest of Tucson and has a population of approximately 7,000 residents. This fast growing rural community comprises 25 square miles. Once a ranching community, this area is now rural residential with homes located on large parcels. Community amenities include two schools, a park, a historic community center, fire station and health clinic Robles Responds is a community based group of residents that organized to solve image problems and plan future development for the Robles Junction/Three Points area of Pima County. The group first met in the spring of 2004 and developed a list of core goals the group wanted to attain. Committees were formed, tasks were assigned, and revitalization activities commenced. Back to Table of Contents 5 citizen participation Pima County Community Development and Neighborhood Conservation Department Robles Responds (Continued) Center. Through the years, CDBG funds have been used for multiple purposes, including construction of a community center and childcare center; parks and children’s playgrounds; street lights; improvements to the sewage, drainage, and water systems; and housing rehabilitation. One of the first successes of Robles Responds was a $500,000 grant through the Pima County Neighborhood Reinvestment Program, awarded to build recreation fields for the youth of the area. As part of that plan a CDBG grant was awarded to build restroom facilities and a play structure on the site. A web site has been established by Robles Responds and the first annual Robles Pride Day was held. This year CDBG funds have been awarded to construct and install shade structures over existing playground equipment, and install fire hydrants in the community. Past projects include improvements to the Food Bank and Community Center. In a short five years Robles Responds has a list of notable achievements and continues to meet regularly to review progress on projects currently in process. That group intends to explore and develop new projects and actibities to implement their goal of community revitalization. The positive approach demonstrated by Robles Responds has caught the attention of Pima County officials who now collaborate with the organization on planning and development for the Robles Junction/ Three Points community. 2008-2009 CAPER Rillito residents attend a community meeting. Community of Rillito Embarks Upon Path To Recovery Rillito, a small rural community approximately 12 miles northwest of Tucson, was originally established by railroad companies as a place for steam locomotives to replenish water. In 1908 the community received its first postmaster. In the 1940’s and 1950’s, African American families migrated from Arkansas, Oklahoma and Texas to work the area cotton fields. In 1963, Interstate 10 reached Rillito, and by 1967 the area had running water. Residents no longer had to haul water from the railroad to their homes. In 1976 a federal grant brought a sewer system and paved roads to the community. Beginning in 1978, Rillito became one of Pima County’s first target areas to receive CDBG funding. That same year marked the opening of the Rillito Recreation In late March 2009, a community clean-up was held with the assistance of a new collaboration including Pima County Supervisor Sharon Bronson, Pima County (CDNC), Pima County’s Faith-Based Initiative, U.S. Postal Service, Arizona Portland Cement/CTI, D & H Sanitation, and volunteers from various churches. The clean-up was a huge success, and residents were so proud of their accomplishments that their community improvement effort continues. Residents continue to work with CDNC to demolish dilapidated structures and develop other activities to reduce criminal activity and improve the quality of in their community. Rillito is an aging community that, like many other communities, has fewer youth to assume a leadership role in the community’s revitalization effort. Nonetheless, community members have begun meeting to assess and prioritize community needs. The community was awarded CDBG grant funds for fiscal year 2009-2010 to improve their water system and install additional street lights. As a result of these initiatives, the community of Rillito has united and is embarking upon the path to recovery and revitalization. Back to Table of Contents 6 recovery Pima County Community Development and Neighborhood Conservation Department manufacturing and industrial facilities; gasoline stations; oil storage facilities; dry cleaning stores; junkyards; and, other business that may have dealt with hazardous substances. While these sites once may have thrived, concerns with liability, time and cost of identifying any potential mitigation due to previous or current uses, and reluctance to invest in older urban areas render these sites difficult to revitalize into job creating developments. Pima County is facilitating the redevelopment of abandoned industrial properties like this one through its Brownfields Program. Pima County Brownfields Program Revitalizes Flowing Wells The Pima County Brownfield Program and the Flowing Wells Neighborhood Association and Community Coalition (FWNACC) have successfully completed the first year tasks of its proposed three-year Flowing Wells Project Work Plan—an effort to revitalize and redevelop private property utilizing awarded United States Environmental Protection Agency (EPA) Brownfields assessment grant funding. Brownfields can be defined as abandoned, idle, or underutilized property where expansion or redevelopment is complicated by real or perceived contamination. Typically, brownfields are properties whose past and present land uses may include abandoned warehouses and storage yards; 2008-2009 CAPER Utilizing the HUD-approved Flowing Wells Neighborhood Revitalization Strategy Area (NRSA) plan, Pima County CDNC staff and FWNACC leadership pursued and received an EPA Community-Wide Assessment Grant to provide and conduct the following revitalization tasks associated with brownfields: public involvement and community outreach; property identification and database development; and most important, 30 environmental site assessments (ESA). To date, two ESAs have been completed in order to directly assist local businesses and an additional 6 ESAs are in progress. It is the intent of the grant that these sites will be redeveloped into land uses that produce jobs for extremely-low, low, and moderate income residents of Flowing Wells. In addition to being on task to begin actual ESA work by August 2009, highlights for 2008/2009 including the following: • • • • • • • EPA approval of Pima County Flowing Wells Project Work Plan Brownfields Program website: http://www.pima. gov/CED/CDNC/Brownfield.htm Post-award public meeting Contracted environmental consultant via RFP solicitation and selection Finalized Quality Assurance Program Plan Draft site access agreements Local media recognition: “County incentive for Flowing Wells: from blight to bright economy, jobs” Arizona Daily Star (12/01/2008). For a more detailed account of the Flowing Wells Brownfields Project, please visit the website at http://www.pima.gov/CED/CDNC/Brownfield.htm . The Flowing Wells area is home to a variety of land uses, from agricultural (above) to industrial. Back to Table of Contents 7 recovery Pima County Community Development and Neighborhood Conservation Department Community Development: The Framework for Recovery The American Reinvestment and Recovery Act was signed into law on February 17th, 2009, and appropriated nearly $800 billion for job preservation and creation, infrastructure investment, energy efficiency and science, assistance to the unemployed, and state and local fiscal stabilization. Through its many community development programs, CDNC has been contributing to Pima County’s regional economy for years. While the ARRA funding will increase the impact of these programs in the region, the following examples illustrate the positive economic effects that the department is currently having on our communities: • Affordable Housing Bond Program - creating construction jobs through the funding of affordable housing and infrastructure. • Downpayment Assistance – Increasing home sales and speeding the recovery of the housing market. Helping low and moderate income families become homeowners, thereby building equity and forming a stable household economic base for the future. This sweeping initiative, aimed at getting the nation on the road to economic recovery, allocates a large amount of funds to community development programs, thereby recognizing the critical role that community development plays in local economies. • Contrasted with other types of economic development tools that concentrate public subsidies among a few organizations and individuals (e.g. business tax credits), community development programs provide direct investments in our communities. The benefits of these community investments are widely distributed among community members and thus are more likely to stay in the local economy. • 2008-2009 CAPER Foreclosure Prevention and Homebuyer Education programs – keeping families out of foreclosure prevents large declines in property values in neighborhoods, keeps families out of bankruptcy, keeps homes occupied and generating tax revenues for local governments. Neighborhood Reinvestment – creates construction jobs, stabilizes neighborhoods, and increases property values through the planning and development of infrastructure in stressed communities. • Homelessness Prevention and Special Needs Populations Programs – helping vulnerable populations to stabilize their lives and gain employment. • FEMA – Purchases food from local businesses for Mass Feeding and Other Food funding categories, Rent, Mortgage and Utility Assistance stretches low and moderate income families’ budgets. • CDBG – Creates construction jobs through the funding of agency and community facilities, fuels the real estate market by funding land acquisitions for affordable housing, purchases goods locally for a variety of materials. • Weatherization and Home Repair– creates jobs for contractors who weatherize homes, creates business for local suppliers that provide materials and equipment, frees low income households’ budgets from excessive utility costs to purchase goods and services. • Outside Agency Program – funding of non-profit agencies directly creates employment opportunities by paying the salaries of program staff. The examples listed above are just a few of the more visible benefits the department produces. There are numerous indirect economic impacts from CDNC initiatives. While it is difficult to quantify the economic value of relationships formed during community initiatives, or of crime reductions resulting from neighborhood revitalization, these actions do yield community financial benefits. The need for community development services continues to increase, while funds become increasingly scarce. This is why it is extremely important that Pima County leadership continues to support direct, long-term investments in our communities through activities such as community development and education. Back to Table of Contents 8 affordable housing Pima County Community Development and Neighborhood Conservation Department Pima County Housing Commission expands use of bond funds Pima County bond funds made this cutting-edge affordable housing project possible. Affordable Housing Program The mission of the CDNC Housing Program is to provide safe, decent, and affordable housing for Pima County residents. The County administers a variety of programs that focus on developing and sustaining affordable housing for low income residents, providing support, resources and assistance to nonprofit and for profit housing providers and developers. The Program encourages the coordination and use of public and private financial resources and promotes education and counseling for renters and homebuyers concerning Fair Housing and Fair Lending laws, duties and responsibilities. 2008-2009 CAPER During the 2008-2009 program year, the Pima County Bond Program and the Pima County Housing Commission responded to specific housing needs by adopting a major change in policy. Previously, G.O. bonds were only invested in infrastructure improvements in affordable housing development projects. Upon the advice of the Pima County County Attorney and CDNC staff, the Housing Commission approved expanding the use of housing bond funds to include acquisition cost (land and existing homes) and other development costs associated with producing or preserving affordable housing. This revision will add flexibility as the Commission considers future applications in a changing housing market. During the past fiscal year the Commission approved requests for five new affordable housing projects totalling $345K, and thereby allocated all the remaining 2004 G.O. bonds for Affordable Housing. The Pima County Bond Advisory Committee has scheduled a series of meetings to consider the next County bond election, including new funds for affordable housing. The Pima County Housing Commission oversees the allocation of Housing Bond funds. Housing Bond Programs Voters approved the use of general obligation bonds to develop affordable housing in the 1997 ($5 million) and 2004 ($10 million) bond elections. The Pima County Housing Commission reviews and makes funding recommendations and as stated above has allocated the remaining bond funds. From the 1997 bond program, 100% of funds are committed to nine projects totaling 262 units, with 60 remaining to be completed. From the 2004 bond program, 100% of the funds are now committed to 15 projects totaling 534 units, of which 108 are completed. Back to Table of Contents affordable housing 9 Pima County Community Development and Neighborhood Conservation Department 1997 Housing bond projects PROJECT NAME SUNLAND VISTA CHANTLALLI ESTATES BALBOA-LAGUNA HIGH SIERRA ESTATES COLONIA LIBRE COPPER VISTA I WE-CHIJ ESTATES WEST OCHOA COPPER VISTA II COUNT Y BOND TENURE FUNDING PROJECT DESCRIPTION TOTAL UNITS $765,134 OWNERSHIP $300,000 OWNERSHIP SFR - Detached SFR - Detached $821,000 OWNERSHIP $434,743 OWNERSHIP $273,984 $435,000 $444,580 $120,000 $595,467 LEASE-PURCHASE OWNERSHIP OWNERSHIP OWNERSHIP OWNERSHIP TOTALS UNITS COMPLETE AS OF 6/30/09 30 37 CURRENT INFRASTRUCTURE STATUS COMPLETED COMPLETED SFR-Patio Homes SFR - Detached 36 15 COMPLETED COMPLETED 36 15 SFR-Townhomes SFR - Detached SFR - Detached SFR - Detached SFR - Detached 60 29 21 5 29 COMPLETED COMPLETED COMPLETED COMPLETED UNDER CONSTRUCTION 60 3 20 5 262 1997 Housing Bond Program Summary – FY ‘08/’09 were under construction at the end of the 2008 calendar year. The 1997 Housing Reinvestment Bond Program had nine affordable housing development proposals approved by the Board of Supervisors. The approved developments, when built-out, will result in a total of 262 new units of affordable housing. As of June 30, 2009, eight of the nine infrastructure development projects have been completed and the ninth project is in progress, yielding 207 new units of affordable housing. An additional six homes Completed Projects and highlights for fiscal year ending June 30, 2009, include: 2008-2009 CAPER • • Balboa-Laguna Habitat Houses: Project infrastructure and a City-owned pocket park was completed in December 2008. 36 homes have been completed, sold and occupied. Copper Vista II, the ninth and final housing project approved under the 1997 GO Program, started construction in December 2008. As of June 30, 2009, infrastructure improvements are approximately 50% complete. 30 37 206 • We-Chij Estates Project: While bond-funded infrastructure was completed by the end of 2007, home construction did not start until 2008. As of June 30, 2009, 20 affordable homes have now been completed, sold and occupied. The 21st and final affordable home is under construction and expected to be completed in the next fiscal year. Back to Table of Contents affordable housing 10 Pima County Community Development and Neighborhood Conservation Department 2004 Housing bond projects Project Name MLK Revitalization Plan count y bond Tenure funding Project Description 68 Sylvester Drive Estates Public Housing / HOPE VI $485,000 Ownership SFR - Detached Casa Bonita III, IV and V $184,611 Rental Multi-family - Scattered site: SMI - VLI / LIHTC $352,694 Ownership SFR - Detached $350,000 Rental Corazon Del Pueblo Phase 1 Curley School Apartments Lessons From Civano @ Barrio San Antonio Iowa Project Corazon Del Pueblo Phase 2 Westmoreland Ghost Ranch Lodge Apt's Phase I Corazon Del Pueblo Phase 3 GRAND TOTALS APPROVED IN FY 07/08 2008-2009 CAPER $1,272,678 Rental Total Units Project Status as of 6/30/08 Units Completed as of 6/30/09 5 60 BOND FUNDED IMPROVEMENTS ARE 10% COMPLETE BOND FUNDED IMPROVEMENTS ARE 80% COMPLETE COMPLETE (FY 05/06) 20 COMPLETE (FY 06/07) 15 Multi-family: Live/ work / LIHTC $158,793 Ownership SFR Detached 30 COMPLETE (FY 06/07) 30 5 2 $166,540 Ownership SFR Detached 6 $395,466 Ownership SFR - Detached 20 BOND FUNDED IMPROVEMENTS ARE 75% COMPLETE BOND FUNDED IMPROVEMENTS ARE 55% COMPLETE COMPLETE (FY 07/08) $407,000 Ownership SFR Detached $476,864 Rental Multi-family: Elderly / LIHTC $385,000 Ownership SFR Detached 11 60 $4,634,646 $1,268,864 13 20 313 91 60 1 20 PENDING GRADING PERMIT PENDING LIHTC FUNDING RESUBMITTAL COMPLETED (FY 08/09) 108 Back to Table of Contents 11 affordable housing Pima County Community Development and Neighborhood Conservation Department 2004 Housing Bond Program Summary – FY ‘08/’09 • Six Habitat For Humanity homes were completed at Corazon Del Pueblo Phase I, for a total of 15 homes. The 2004 Affordable Housing General Obligation bond funds are committed for a total of $10 million for 534 new units of affordable housing for low-income families. Ten development projects have been approved by the Pima County Board of Supervisors. As of June 30, 2009, a total of five development projects have been completed resulting in 108 new units of affordable housing. Five infrastructure projects and six homes are under construction. • The first five of 13 homes are complete at Sylvester Drive Estates, with all offsite infrastructure improvements complete. • One home was completed at the Iowa Project (Chicanos Por La Causa). • Two homes were completed at the Civano Demonstration Project in Barrio San Antonio, also known as Lessons from Civano (Drachman Design Build Coalition). • Westmoreland Project – construction of offsite infrastructure improvements began and are 95% complete. Additionally, The Pima County Housing Commission recommended five new funding requests to the Board of Supervisors totaling $5.3 million, for 281 new affordable housing units. These units include approximately 40 foreclosed homes that will be renovated and rented or sold to low income households. These recommendations were approved by the Board of Supervisors at their January 13, 2009 meeting. Completed projects and Highlights for the fiscal year ending June 30, 2009, include: • Corazon Del Pueblo Phase III offsite infrastructure improvements were completed. 2008-2009 CAPER This manufactured home was replaced through the I’M HOME Program. HOME Developing rental housing I’m Home Pima County I’m Home program assisted one owner of sub-standard manufactured housing in replacing his home in the Flowing Wells area. The homeowner participant received $30,000 in HOME assistance. I’m Home is funded through a grant from the Corporation for Enterprise Development (CFED) Grants provide funding for innovative projects that explore the use of manufactured, HUD –code housing as a way to provide equity for owners. Since its inception in 2007, the program has replaced eight substandard units of owneroccupied housing. The CDNC Affordable Housing Program facilitated the completion of Council House Apartments, the acquisition and renovation of a 150 unit multi-family apartment complex serving low-income elderly residents of Pima County. This affordable rental preservation project is located in Central Tucson, in Pima County District 5, adjacent to the Sam Hughes Historic District. Investment of Pima County HOME funds leveraged five additional funding sources including City of Tucson HOME, Arizona Department of Housing HOME, Low Income Housing Tax Credit Equity, Tax Exempt Bonds and renewal of HUD Project Based Section 8 rental subsidies. Back to Table of Contents 12 affordable housing home: Downpayment Assistance A declining housing market with home prices at levels not seen since before the housing boom may have been a major factor in the large number of new homebuyers who received down payment assistance through the Pima County/City of Tucson programs. Pima County Community Development and Neighborhood Conservation Department assistance from a new partnership program that began in February 2009, the Town of Sahuarita’s work force housing down payment assistance program. This partnership program is designed to provide affordable work force housing in the Town of Sahuarita for families working in the greater Sahuarita area. A total of 122 new buyers were assisted with approximately $1.4 million in City/County HOME funds with in turn leveraged over $513,000 in non-federal matching down payment funds and over $12.1 million in private mortgage financing and for those buyers. The average purchase price was $113,174. At the end of the reporting period, the second and third replacement homes were already in progress with completion expected by fall 2009. HABITAT FOR HUMANITY TUCSON BUILDS FIRST HOMES TO RECEIVE PIMA COUNTY GREEN CERTIFICATION Highlights: • One hundred fifteen buyers received assistance from the Pima County/City of Tucson program. Agencies participating in the program included Chicanos Por La Causa, Family Housing Resources, Primavera Foundation, Old Pueblo Community Foundation, and Pio Decimo Center. • Six buyers received up to $10,000 down payment assistance each through Family Housing Resources Mortgage Revenue Bond Program. • One buyer received down payment 2008-2009 CAPER The first replacement home was completed in September 2008. The new home is a ground-set double-wide manufactured home that meets the Energy Star Program standards and is designed with a front porch and stucco finish in order to conform with existing site built homes in the area. Additionally, Primavera has also received funding for this program from CFED and will begin to expand the range of sustainable water use measures, like grey water and rain water harvesting. Before (top) and after photos of a manufactured home replaced in partnership with the Primavera Foundation. South Tucson Revitalization Project Replacement Homes Primavera Foundation, in partnership with the City of South Tucson and Pima County, is operating a replacement home program for low-income owner occupants of substandard units in the City of South Tucson. With assistance from Pima County, Habitat for Humanity Tucson has built the “greenest” homes in the history of the Tucson Habitat program. Habitat worked with Pima County Department of Environmental Quality and Pima County Development Services’ Green Building Program to include gray water plumbing, increased energy efficiency, recycling of construction materials and other sustainable practices during the home-building process. These initiatives earned them an EPA Energy Star certification, the Tucson Electric Power Energy Guarantee, and the first ever Silver Certificates from the Pima County Regional Residential Green Building Program. (continued on next page) Back to Table of Contents 13 affordable housing Pima County Community Development and Neighborhood Conservation Department and provided workshops designed to educate Habitat homeowners. The dedication of a Habitat ‘green’ home. HABITAT green HOMES (Continued) “We are excited to be the first recipients of the Pima County Silver Green Home Certification,” said Michael McDonald, Executive Director of Habitat for Humanity Tucson. “For quite some time now, we have been striving to make our building methods as energy efficient as possible. We recognize the value this adds not only to our homeowners with utility cost savings and sustainable housing, but to our environment and to our community,” McDonald stated. After noting a need for basic environmental education concerning the concepts incorporated into the new green homes, Pima County Department of Environmental Quality (PDEQ) worked with Habitat and other agencies to create an informational resource sheet, “Tips for Desert Dwellers,” 2008-2009 CAPER Habitat Tucson’s new green initiative includes many standards to ensure energy efficiency including energy efficient windows; longer overhangs to allow more shade; sill seal caulk and spray foam around windows and exterior doors; compact fluorescent lighting; heating and cooling duct work sealed internally and tested to meet Tucson Electric Power energy guarantee standards; low-flow toilets and showerheads; and landscape designed with drought tolerant plants with low water demand and trees located to maximize shade. These standards will save the Habitat homeowners money on utility bills and improve the environment by conserving resources. “The Habitat homes were the first four homes to be certified of approximately 500 currently under design or construction in the County’s Green Building Program,” said Rich Franz-Ünder, Pima County Green Building Program Manager. “Habitat for Humanity is proving that affordable and sustainable go together, which is a very exciting model for our community,” he continued. In addition to providing the Regional Green Building Certification Program at no charge, Pima County is the only governmental jurisdiction in the United States authorized to review and inspect homes for LEED (Leadership in Energy and Environmental Design) certification. Pima County Development Services provides the LEED for Homes third-party inspections for a fee and brings green home construction to area An excited family receives the keys to their green Habitat home. residents looking to lower utility bills, use less water, and improve quality of life. Habitat for Humanity Tucson houses are designed to use 13% less water than the typical house and are about 30% more energy efficient than a code minimum home, which benefits the homeowner and the community as a whole. “Saving energy not only saves money, but improves our air quality,” said Robin Johnson of PDEQ. “When electricity is generated, power plants burn natural gas or coal which produces air pollution – so the less electricity we use, the fewer emissions are put into our air.” Authors: • Beth Gorman, Senior Program Manager, Pima County Dept. of Environmental Quality • Karen Wilhelmsen, Program Coordinator, PDEQ • Robin Johnson, Environmental Specialist, PDEQ • Amanda Thomas, Marketing and Public Relations, Habitat for Humanity Tucson Back to Table of Contents 14 affordable housing Leaders from the faith-based, non-profit, business, and governmental communities are coming together for a regional solution to the affordable housing crisis. A Call to Action: Forging Regional Solutions For Affordable Housing Pima County’s Community Development and Neighborhood Conservation Department staff served on a regional coalition focused on the creation of a comprehensive plan that would address the need for affordable housing. This effort was launched by Bishop Gerald Kicanas of the Catholic Diocese of Tucson who joined with Tucson Mayor Robert Walkup and Pima County Board of Supervisors Chair Richard Elias to call our community to action to clarify housing goals and objectives, address regional needs and ensure that housing opportunities are available to a range of households in urban and rural locations. Two community meetings were held with more then 200 participants including individuals from government, businesses, lending institutions, the housing commissions, the Industrial Development Authority (IDA), 2008-2009 CAPER Pima County Community Development and Neighborhood Conservation Department housing developers in the profit and non-profit sectors, the University of Arizona and members of the faith community. This meeting addressed a broad range of perspectives, identified the complexity of the issue and obtained commitments to continue to work across sectors in a long term process. Barriers were identified including the true costs of housing, transportation, energy and communication. Specific Regional Issues • • • • More than one-third of the households in Pima County are priced out of the home ownership market. Approximately 42 percent of all renter households in Pima County pay more than 30 percent of their monthly income for their housing costs. Almost 21 percent of these households pay more than 50 percent for housing. The Housing + Transportation Affordability Index for Pima County, a 9,000 square mile jurisdiction, shows the average number of vehicles per household is 1.61 and the average household transportation cost per month is $768. From 2000 to 2008, housing costs in the Tucson metropolitan area rose 10 percent faster than income, and gasoline costs rose 13 times faster than income. In Pima County, 62,800 housing units will be at least 50 years old by 2010. Most are not energy-efficient or water-conserving and will require substantial investment for repairs and retrofit. Houses construct- • ed before 1980 are potential risks for lead poisoning. Half of the housing units in Pima County were built before 1980. There are a total of approximately 40,000 manufactured and mobile homes in Pima County. Nearly half (48 percent) were built prior to 1979; these older mobile homes are difficult and expensive to repair or retrofit for energy conservation. FUTURE GOALS • • • • The coalition will work with Tucson/Pima County on a regional plan to maximize Neighborhood Stabilization Program funding By January 2010, the coalition will create a task force comprised of members of the City and County IDAs and the housing commissions, other interested stake holders, and government representatives The task force will be recognized as a regional planning body for all jurisdictions within Pima County The task force will work with jurisdictions in the establishment of best practices that will be implemented in all related housing activities. Sources: • “2008 Arizona’s Housing Market…a Glance. Trends Shaping Arizona’s Future.” Arizona Department of Housing, September 2008. • “Housing Arizona,” background report to the 93rd Arizona Town Hall. The Drachman Institute, University of Arizona, October 2008. Back to Table of Contents 15 COMMUNIT Y & RURAL DEVELOPMENT Community & Rural Development Program The Community & Rural Development (CRD) Program was established in 1979 for the purpose of assisting low and moderate income households in unincorporated Pima County and the incorporated areas of Marana, South Tucson, and Sahuarita. CRD aids in the development of communities by providing decent and affordable housing, creating a suitable living environment, and providing economic opportunities. To achieve these goals, CRD administers the Community Development Block Grants (CDBG) Program, the Home Repair and Weatherization Program, and the Outside Agency (OA) Program. The CDBG Program provides financial support for a wide variety of community development projects, while the Home Repair and Weatherization Program provides vital improvements to the most distressed housing stock throughout Pima County, and the County General Fund Outside Agency Program provides funding to agencies that provide a wide spectrum of services to Pima County communities. Pima County Community Development and Neighborhood Conservation Department CDBG Funding by Category CDBG CATEGORY CDBG AMOUNT Housing $1,005,000 Public Facilities $665,000 Public Services $380,000 Administration & Planning $510,535 TOTAL $2,560,535 CDBG Funding by Category 20% Housing 39% Public Facilities Public Services 15% 26% Administration & Planning Home Repair & Rehabilitation Program In FY08-09, 272 households received emergency repair services, including weatherization, roof repair, heating and cooling systems repair, and replacement of septic systems. Four dilapidated structures have been identified and will be demolished in order to enhance health and safety in the Rillito community. Twentytwo homes received adaptations for purposes of accessibility and fostering independence in the home. In the Home Repair Program, staff identifies necessary repairs, supervises construction, and inspects all completed work. Staff ’s excellence in work shows in the extremely favorable client surveys the program receives from the families they serve. Staff members are regularly described as “highly professional,” “courteous, and “hard-working,” along with many more favorable adjectives found in client evaluations. The Pima County Home Repair and Rehabilitation Program is a cooperative effort including CDNC, Community Home Repair Projects of Arizona (CHRPA), Tucson Urban League (TUL), DIRECT Center for Independence, Town of Marana, and the City of South Tucson. The Weatherization Program is a cooperative effort through the U.S. Department of Energy. Monitoring is conducted before, during and after repairs are made, thereby ensuring the quality and effectiveness of home repairs. Program Manager Al Kulwin fields questions from Ajo residents during a community meeting. 2008-2009 CAPER Back to Table of Contents 16 COMMUNIT Y & RURAL DEVELOPMENT Pima County Community Development and Neighborhood Conservation Department Lifetime achievement awards were presented to Mayor Ora Harn, Emily Nottingham and the family of Gerald Porter. The annual agency award was given to Pima Prevention Partnership’s Teen Court Program. neighborhood spotlight: PICTURE ROCKS Where is Picture Rocks? Pima County celebrated CDBG Day on April 17th CDBG DAY CELEBRATION CDBG Day provides an opportunity to educate citizens regarding CDBG, the outstanding accomplishments of the program and its critical importance in the lives of low and moderate income citizens. Pima County, City of Tucson, Town of Marana and the City of South Tucson celebrated Community Development Block Grant Day on April 17, 2009, at Interfaith Community Services. CDBG Day provides an opportunity to educate citizens regarding CDBG, the outstanding accomplishments of the program and its critical importance in the lives of low and moderate income citizens. Interfaith Community Services was selected to host the annual celebration because of the 1500 square foot addition which was recently constructed with funding provided from the partnership of Pima County CDBG funds and money raised by Interfaith Community Services. 2008-2009 CAPER Picture Rocks is a rural, mostly low-income community populated by young families, working individuals and retirees in Pima County’s rapidly growing northwest corner. Picture Rocks is located 25 miles from downtown Tucson, encompasses 33 square miles, and has more than 12,000 residents. Picture Rocks is bounded by Avra Valley Road on the North, Manville on the South, Avra Road on the West, and the Saguaro National Park on the East. When and Why Did Citizens For Picture Rocks Organize? Citizens for Picture Rocks (C4PR) is a 501 (c)(4) non-profit community improvement and advocacy organization founded in 1999 to address issues of crime, drug activity and community apathy. C4PR helps build positive alliances between neighbors and county agencies to make constructive changes in their community. Citizens of Picture Rocks work closely with the Picture Rocks Community Center, local schools and businesses, and interested citizens to promote pride in Picture Rocks. Citizens For Picture Rocks has monthly meetings with guest speakers, local politicians and community activists in order to educate and inform citizens about local issues and concerns. Citizens for Picture Rocks publishes a monthly newsletter, The Picture Rocks Digest, available online on their community website at: www. CitizensForPictureRocks.org. What Has Citizens for Picture Rocks Accomplished? Picture Rocks residents inspect new playground equipment funded by Pima County. Citizens for Picture Rocks have worked tirelessly to bring good things to the people of Picture Rocks, including the Picture Rocks Community Center (PRCC) which has become the hub of the community. The PRCC was constructed with CDBG funds, and provides a meeting place for the whole community by offering congregate meals, senior activities and arts programs, youth activities including Scouting and 4H, physical fitness classes, weekly musical evenings with local musicians, and a lending library. Back to Table of Contents 17 COMMUNIT Y & RURAL DEVELOPMENT PICTURE ROCKS (continued) Through the dedicated efforts of Citizens For Picture Rocks volunteers, they have obtained a Pima County Sheriff Substation with staff protecting and serving the area, a community swimming pool that provides recreation for families and therapeutic opportunities for seniors, and, thanks to a Community Development Block Grant, shade covering for the park play yard. Other CDBG projects included improvements to the park water system and the Picture Rocks/Avra Water Coop, fire hydrants, basketball court lighting, playground fencing, community center storage and improvements, residential gas hook-ups, hot meals program, refrigerator and stove for the senior meals program, and construction of the Community Center. Through leadership training and grants provided by PRO Neighborhoods, residents have sustained a program called Picture Rocks Pride, which provides twice yearly community clean-ups, a Resource Directory for access to information about services and businesses in the area, and, most recently, the Picture Rocks Pride Community Fair which provided a free day of family fun, food, education, and community cohesiveness for over 500 citizens of Picture Rocks. Work has recently 2008-2009 CAPER Pima County Community Development and Neighborhood Conservation Department commenced on a new skate and BMX park, opening in the winter of 2009, which is funded by Pima County Neighborhood Reinvestment. The Old Arivaca School House has been returned to its former glory with the assistance of Pima County CDBG funds. the old Arivaca School house functions as community center The old Arivaca School House is located in Arivaca, AZ, at the southern-most region of Pima County. It is part of what was once the Arivaca federal townsite. The Old Arivaca School House is maintained by Arivaca Family and Community Education Association (AFCE) under the trusteeship of the Presiding Judge of the Superior Courts of Pima County. Now used as a community center, it ceased to be used as a school in 1954. The School House is thought to be the oldest standing school building in Arizona. It was constructed in 1879 of stucco mud adobe, during a period of mining activity in Arivaca Valley. Originally, it is believed to have had one room. The second room was probably added in the 1920s. Originally, the floor may have been dirt, with the wood floor added in 1906. In 1994, a renovation funded by a Community Development Block Grant (CDBG) replaced the metal roof and stucco. The rear room was converted into a kitchen and a restroom. A cooler and furnace were also added. In 2004 CDBG funds installed fencing around the school. In 2009 another Community Development Block Grant replaced the wood floor and ceiling in the front room using historic replica materials; a new cooler and new paint. AFCE has also replaced the front door and blackboard with replicas this year. The Old Arivaca School House is eligible for listing in the National and Arizona Registers of Historic Places for its association with the early period of education in the State of Arizona and as a representative of a vernacular adobe school building constructed by local masons. This year the Arizona State Historic Preservation Office approved the preliminary statement of eligibility and Pima County’s Cultural Resources Management Office will soon be nominating the Old School House to the National Register of Historic Places. Back to Table of Contents COMMUNIT Y & RURAL DEVELOPMENT 18 Pima County Community Development and Neighborhood Conservation Department AGENCY FACILITIES PROJECT Gymnasium Acquisition Interior Finishes of Community Center Old School House Renovations Youth Center Renovation Building Improvements Roof Improvements Self Contained Breathing Apparatus Walk-In Cooler Construction* Interior Finishes of Community Center Fire Safety Equipment* Walk-In Freezer Construction* Facility Addition* Fire Safety Equipment* New ambulance station* Old School House rehabilitation* Land Acquisition* *Indicates funding from prior fiscal years CDBG funds made this expansion of Interfaith Community Services possible. 2008-2009 CAPER SPONSOR ACTIVIT Y STATUS Ajo Curley School Amado Food Bank Arivaca Old School House Chicanos Por La Causa Community Food Bank So AZ Center Against Sexual Assault Why Fire District Ajo Food Bank Amado Food Bank Arivaca Fire Department Green Valley Food Bank Interfaith Community Services City of South Tucson Ajo Ambulance Arivaca Family & Community Education Catalina Community Services acquisition completed in design 80% complete completed materials purchased completed completed completed in design completed completed completed 60% complete in design 80% complete acquisition completed areas of minorit y concentration X X X X X X X X The Ajo Community Food Bank provides food for needy families with this CDBG-funded freezer. Back to Table of Contents COMMUNIT Y & RURAL DEVELOPMENT 19 Pima County Community Development and Neighborhood Conservation Department NEIGHBORHOOD FACILITIES PROJECT Emergency Electrical Generator Fire Hydrant Improvement Program Community Center Improvements Picture Rocks Park Playground Fire Hydrants Continental* Avra Water Line Construction* Fire Hydrants* Robles Junction Park Playground Equipment* Honea Heights Neighborhood Park* Catalina-Twin Lakes/Speed Humps* City of South Tucson/Street Sign Replacement* *Indicates funding from previous fiscal years This shade structure provides relief from the sweltering desert sun. 2008-2009 CAPER SPONSOR Arivaca Townsite Water Catalina-Golder Ranch Fire District Flowing Wells Neighborhood Asso.&Comm. Coal. Citizens for Picture Rocks Green Valley Fire District Picture Rocks/Avra Water Coop Three Points Fire District Pima County Natural Resources/Parks & Recreation Town of Marana Catalina Community Services City of South Tucson ACTIVIT Y STATUS completed completed completed completed completed completed completed completed in process completed completed areas of minorit y concentration X X X Pima County and City of Tucson staff have been collaborating to maximize the impact of community development efforts such as CDBG projects. Back to Table of Contents COMMUNIT Y & RURAL DEVELOPMENT 20 Pima County Community Development and Neighborhood Conservation Department PUBLIC SERVICES In FY08-09, CDBG Public Service Projects served 33,805 unduplicated clients AGENCY PROJECT FUNDING AMOUNT SPENT** Administration of Resources & Choices Reverse Mortgage Program $15,000 $15,000 Arizona Rural Services Network Operating Funds $5,000 $3,092 Catalina Community Services Senior Meals Program Rental Payments $20,000 $19,117 Chicanos Por La Causa Corazon de Aztlan $15,000 $9,448 Chicanos Por La Causa Housing Counseling Program $20,000 $16,414 Pima Computer Recycling Computer Recycling $10,000 $10,000 Drexel Heights Fire District Family Safety Program $15,000 $11,552 Flowing Wells Neighborhood Revitalization Coordinator $10,000 $7,500 Flowing Wells Community Coalition Operating Funds $5,000 $1,202 Flowing Wells Community Coalition Street Lights $15,000 $7,875 Pima Prevention Partnership Pima County Teen Court Program $10,000 $10,000 Southern Arizona Legal Aid Tenant/Homeowner Assistance $20,000 $20,000 Catholic Community Services Pio Decimo Child Care for the Working Poor $5,000 $4,173 St. Lukes Home Meals for Residents of Shelter $5,000 $5,000 University of Arizona Social Justice Education $10,000 $5,750 City of South Tucson Community Policing, Crime Prevention $75,000 $30,028 City of South Tucson Youth Programs and Family Assistance $115,000 $72,846 City of South Tucson Community Clean-Up $10,000 $0 City of South Tucson FY2007 Youth Programs and Family Assistance ** $47,187 City of South Tucson FY2007 Community Policing, Crime Prevention ** $51,897 Catalina Community Services FY2007 Senior Meals Program Rental Payments ** $5,456 University of Arizona FY2007 Social Justice Education ** $10,416 Continued on next page... * Clients may be assisted by multiple programs ** Prior year funding allocations for FY2007 reported on prior year CAPER. Amount spent during FY08-09 include allocations from prior years. 2008-2009 CAPER Back to Table of Contents COMMUNIT Y & RURAL DEVELOPMENT 21 Pima County Community Development and Neighborhood Conservation Department PUBLIC SERVICES Continued from previous page AGENCY PROJECT FUNDING AMOUNT SPENT** Chicanos Por La Causa FY2007 Corazon de Aztlan ** $4,182 Chicanos Por La Causa FY2007 Housing Counseling Program ** $8,123 Flowing Wells Neighborhood FY2007 Revitalization Coordinator ** $2,500 Flowing Wells Neighborhood FY2007 Operating Funds ** $2,977 Arizona Rural Services Network FY2007 Operating Funds ** $1,282 Tucson Jewish Community Center FY2007 Operating Funds ** $2,793 Flowing Wells Neighborhood FY2007 Street Lights ** $2,502 Drexel Heights Fire District FY2007 Family Safety Program ** $1,000 TOTALS $380,000 $389,312 * Clients may be assisted by multiple programs ** Prior year funding allocations for FY2007 reported on prior year CAPER. Amount spent during FY08-09 include allocations from prior years. FY07-08 PROGRAM COMMITMENT & EXPENDITURE - CDBG AND ESG ENTITLEMENT PROGRAM ENTITLEMENT COMMITMENT EXPENDITURE CDBG $2,560,535 $2,560,535 $2,644,192 ESG $113,037 $113,037 $97,864 TOTAL $2,673,572 $2,673,572 $2,742,056 2008-2009 CAPER BALANCE $1,480,604 $15,172 $1,495,776 Back to Table of Contents COMMUNIT Y & RURAL DEVELOPMENT 22 Pima County Community Development and Neighborhood Conservation Department Home rehabilitation programs PROGRAM County wide rehab Septic program Tucson Urban League CHRPA Empowering Local Communities FY0708 Town of Marana City of South Tucson CHRPA (FY07)** Tucson Urban League (FY07)** Town of Marana (FY07)** City of South Tucson (FY07)** Town of Marana (FY06)** City of South Tucson (FY06)** TOTAL AFFORDABLE HOUSING Town of Marana -Land Acquisiton Town of Marana - Land Acquisiton(FY07)** Town of Marana -Land Acquisiton(FY06) ** DISABILITIES-MODIFICATIONS DIRECT, Center for Independence DIRECT, Center for Independence (FY07)** HOUSING Administration of Resources & Choices 2008-2009 CAPER FUNDING $550,000 $75,000 $45,000 $90,000 $25,000 $40,000 $70,000 $90,000 $45,000 $40,000 $70,000 $40,000 $70,000 $1,250,000 FUNDS SPENT $649,946 $68,777 $23,140 $67,137 $24,217 $0 $70,000 $18,521 $11,836 $17,530 $70,000 $9,024 $4,091 $1,034,219 ACTIVITY owner occupied rehab septic replacement emergency home repair emergency home repair emergency home repair emergency home repair emergency home repair emergency home repair emergency home repair emergency home repair emergency home repair emergency home repair emergency home repair NUMBER OF UNITS 85/72 10//11 13/7 180/95 40/33 10/none 5/0 24 1 10 13 0 0 343/272 $50,000 $70,000 $30,000 $0 land acquisition $70,000 land acquisition $2,353 land acquisition 2/none 2 1 $50,000 $31,299 home accessibility $10,815 home accessibility 25/15 7 $15,000 $15,000 reverse mortgage pgm 250/252 Back to Table of Contents 23 COMMUNIT Y & RURAL DEVELOPMENT Pima County Community Development and Neighborhood Conservation Department 26, 2007, with a closing date of February 7, 2008. Applicants were encouraged to address Pima County’s basic needs, which have increased as the US economy slid into recession. Applicants are divided into seven service categories. A total of 132 applications were received for a total requested amount of $6,206,292. Funds available for fiscal year 2008-2009 were $3,782,661. The OA Advisory Committee allocates OA Program funds. The Outside Agency (OA) Program targets basic needs as recession impacts tucson In 1992, the Board of Supervisors established the Outside Agency Advisory Committee to review community needs and priorities and make recommendations to the Board of Supervisors. Recommendations include identification of programs that should receive funding as well as the level of funds needed to effectively support agencies in order to best meet community needs. Each County Supervisor as well as the County Administrator appoints one representative to the Committee. The Outside Agency program allocates funding with a two-year funding cycle, and the Request for Applications for 2008-2009 and 2009-2010 funding was released November 2008-2009 CAPER A new area of emphasis for the 2008-09 fiscal year was mortgage default and foreclosure assistance which is in response to Pima County’s increased mortgage delinquencies and foreclosures. Funds in this area were allocated to agencies to provide services addressing the financial challenges faced by homeowners who are experiencing mortgage default or foreclosure situations. Service Category Community Service Emergency Food & Clothing Parenting & Family Support Senior Support Support Services, Shelter, DV Mortgage Default Prevention Youth & Young Adult General Services Total 08-09 award $152,000 $560,468 $178,600 $270,300 $677,300 $139,300 $710,000 $1,435,545 $4,123,513 Colin Zimmerman: New Outside Agency Oversight Committee Member Colin Zimmerman has been the Public Affairs Director for the Tucson Association of REALTORS® since 2008. As the Public Affairs Director, Colin serves as both the chief spokesperson for the organization, as well as their local lobbyist and political director. Prior to joining the REALTORS®, Colin was a private campaign consultant to a number of state and local elected officials throughout Southern Arizona. In the early 2000's, he served as Public Affairs Director to a Washington, D.C. based nonprofit. Colin is a native Tucsonan with a bachelor's degree from the University of Arizona. He lives in the Old Pueblo with his wife, Leslie, and daughter Isabella. Colin was appointed to the Outside Agency Oversight Committee by the County Administrator. Back to Table of Contents COMMUNIT Y & RURAL DEVELOPMENT 24 Pima County Community Development and Neighborhood Conservation Department Impact of outside agency funding by demographic Support Services, Domestic Violence, Foreclosure Counseling 1360 Youth and Young Adult* Emergency Food and Clothing 7123 Senior Parenting Community General Support* and Family Support Services Support 1090 2097 649 4307 Female head of House611 hold Homeless 674 531 2717 209 7 3577 Persons With Disabilities 955 158 542 1341 365 1577 Low to Moderate Income 893 3177 48197 2175 2936 5288 (≤ 80% Median Income) Age Group (0-17) 483 7000 24059 478 3153 891 Age Group (18-59) 4712 2138 27457 1621 3539 5092 Age Group (60 +) 811 190 10373 2863 4 432 Age Unknown 192 17 3118 98 25 205 Male 2842 3996 33860 1960 2606 3613 Female 3356 5349 31147 3100 4115 3007 *Some Youth & Young Adult programs reach seniors, while some Senior Support programs reach youths and young adults. Total Number of Clients Served 17237 125 2772 13766 7840 7710 79001 4176 7531 4617 8911 10665 14570 40240 52090 19290 12566 59542 64644 Number of Clients Served by Service Category 5060 6721 6620 Support Services 25225 6198 Youth and Young Adult Emergency Food and Clothing Senior Support Parenting 9345 Community Support General Services 65007 The Our Family Services Senior Companions Program provides support for elderly residents of Pima County. 2008-2009 CAPER Back to Table of Contents 25 COMMUNIT Y & RURAL DEVELOPMENT Pima County Community Development and Neighborhood Conservation Department Top Ten Ways to Improve Satisfaction Surveys CDNC staff member Gary Bachman presents at the “A Place to Live” training. CDNC Department Agency Training Opportunities In order to ensure the continued success of the programs we fund, CDNC provided the following training sessions to our partner agencies: New Agency Contract Review During fiscal year 2008-2009 twelve new agencies were awarded funds under the Outside Agency Program. On August 22, 2008, these new recipients attended an orientation training where programmatic and financial reporting requirements were reviewed. All currently funded agencies were invited to attend. 2008-2009 CAPER Satisfaction Surveys are a requirements of CDNC funded programs. A satisfaction survey training was held September 22, 2008. Presenter Leslie Carlson provided an overview of the “how and why” of a well written question, how too format a survey which encourages completion, how to compile the data collected and make sense of the resulting data in order to make program improvements. Participants divided into small groups and practiced creating questions, coding the results and analyzing the results to present to their agencies. After the three hour training, agency staff created new surveys and shared the results with program staff. Ten months following this training the agency participants continued to reference the information provided. Many programs made revisions to their surveys after attending the workshop. A Place to Live On December 4, 2008, a housing forum was convened. The two hour event brought leaders of Tucson and Pima County’s community housing resources together to present a description of their programs to staff of nonprofit agencies who attended. The presenters met prior to the forum to share breakfast and discuss their current projects with one another. All who participated received a wealth of knowledge to better serve our community’s housing needs. Mortgage Counseling: An essential service when foreclosure looms Six agencies funded though Outside Agency provide mortgage foreclosure counseling assistance. This group met on June 26, 2009, to discuss the history of the mortgage default crisis and the government’s response. The group reviewed the current fund distribution, expected outputs, the variety of funding options and available training. The group discussed their programs and began the process of operational change to meet with clients within a shorter period of time. Monitoring and Technical Assistance Forty-three agencies were monitored this fiscal year. The individualized monitoring visit consisted of the following: examination of program documentation to support the activities funded; observation of the program; examination of the evaluation process; assessment of program satisfaction surveys and examination of output procedures collection. Technical assistance was provided to improve output collection, program evaluation systems and follow-up was given at a later date if requested. Back to Table of Contents 26 COMMUNIT Y & RURAL DEVELOPMENT outside agency program’s Shifting Funding Landscape The CDNC’s Outside Agency Program distributes County General Funds to support 108 programs operated by 62 agencies meeting a variety of social service needs. This relationship provides an opportunity to see economic challenges through the eyes of agencies who serve the growing community needs. An agency survey was conducted in March 2009, to learn how the current economic crisis is impacting agencies and programs. Agencies reported a decrease in funds at mid-year, which is a difficult time to alter operating plans. The agencies responded by reducing staff hours and increasing volunteer recruitment. However, the demand for services continued to grow. Personnel expenses account for the largest line item in an agency’s budget. Of the over $4 million allocated though the Outside Agency Program, personnel costs account for 73% of the total funds. Any fund reductions will have a direct impact in the full time professional positions employed with these organizations. The Outside Agency Advisory Committee chose to focus FY 2008-2009 funds on the basic needs Food and Shelter Service 2008-2009 CAPER Pima County Community Development and Neighborhood Conservation Department categories. The resulting changes to funding categories were as follows: Service Category Community Service Emergency Food & Clothing Parenting & Family Support Senior Support Support Services, Shelter, DV including Mortgage Default Prevention Support ($139,300) Youth & Young Adult General Services Total 07-08 Award $191,313 08-09 Award $152,000 % change (21%) $423,234 $561,286 32% $182,521 $178,600 (2%) $250,969 $592,169 $290,300 $697,300 15% 18% $853,623 $710,000 (17%) $1,346,642 $3,782,671 $1,435,545 6% $4,025,031 The Emergency Food and Clothing Category received the most significant increase, 32%. A large portion of those funds went to support the Community Food Bank, which reported a 36% increase in demand this fiscal year. an increase of 18%, or $139,300, for mortgage default counseling. Agencies awarded funds had certified mortgage counselors who could offer budgeting classes and outreach. This fiscal year 383 households received counseling and 474 hours of budget classes, all aimed at keeping families from losing their homes. Of the individuals served through this program, 1,696 were referred to additional services. Youth participating in the 4-H Challenge Program learn to push their boundaries and establish goals. During the FY 2008-2009 funding deliberations (held in April 2008), the Advisory Committee increased funding aimed at reducing the rising number of foreclosures in our community. The Support Services category received Back to Table of Contents 27 COMMUNIT Y & RURAL DEVELOPMENT A Merger Between Two Arizona Domestic-Violence Shelters Has Brought Numerous Benefits and Challenges (Excerpts from The Chronicle of Philanthropy, March 26, 2009 by Caroline Preston) FOR YEARS, Brewster Center Domestic Violence Services and Tucson Centers for Women and Children ran shelters in Tucson a few miles from each other. Then last spring, the two domestic-abuse charities did something that more and more nonprofit groups are considering in this perilous economy-they merged into one organization The move was not without significant challenges, but the group's leaders say it has enabled them to provide services more efficiently and avoid competition for grant dollars. That has provided a buffer against the recession. "When I talk to funders, I'm able to say that we're the only provider of these services and we don't have duplication," says Sarah A. Jones, chief executive of the new charity, Emerge Center Against Domestic Abuse. "I can feel very confident in stating the needs." Emerge's leaders say they tried to make sure the merger would be precisely thatrather than an acquisition-by creating a new name for the group. 2008-2009 CAPER Pima County Community Development and Neighborhood Conservation Department Agencies like the Brewster Center have been able to continue serving victims of domestic violence by merging with other organizations. Leaders and supporters of the combined organization say that before the merger, the two groups offered slightly different services. And donors, many of whom had wondered for years why the two charities operated independently, say the move has established some muchneeded clarity about who is advocating against domestic abuse in Tucson. Combining operations cost about $200,000. The biggest expenses: a new database and marketing efforts to establish the Emerge Center's new identity. Emerge's budget is currently about $4.8-million, roughly the same as what the two groups' combined budgets would have been. To be sure, the merger has allowed Emerge Center Against Domestic Abuse to eliminate some costs. And Emerge has lured some new donors, including five foundations that had not supported either group in the past. Lori Bryant, who is Chief Executive of the pharmacy ScriptSave, served as board chair of Tucson Centers and now holds the same position at Emerge, says the new organization has a stronger chance of surviving the recession than did either group on its own. The agency’s two boards formed a committee with Ms. Jones to shepherd the merger process. Among their most important tasks: keeping donors informed. They polled donors and others in Tucson to learn how they felt about a possible merger. After the agencies' leaders decided to move forward, they sent letters and e-mail messages to update donors on their progress. Preston McMurry, a businessman in Phoenix who had committed $500,000 to Tucson Centers shortly before the merger, says he was "ecstatic" to learn that the two groups would be combining their operations. "Involvement really is key," he says. "I don't mean involvement in making decisions, but involvement in understanding what the benefits are going to be to both organizations and to the community." Staff members were kept up to date on the merger. None lost their jobs. Board members were encouraged to stay on, and most did. Combining 'Cultures' Ms. Jones warns that a merger is complicated and expensive, and that financial reasons alone don't justify such a step. "The cost savings are there, but it can't just be about the cost savings," she says. "The services have to benefit, too." Back to Table of Contents 28 COMMUNIT Y & RURAL DEVELOPMENT Pima County Community Development and Neighborhood Conservation Department Merger Between Two Arizona Shelters (continued) Twelve-month contracts were executed to eight community based organizations selected for funding in the following categories: Chief among the challenges has been combining the groups' two "cultures,” and giving all staff members a stake in the new organization” Ms. Jones says she has tried to find a third way to offer services, one that is somewhere between Tucson Centers' systematic, yet sometimes rigid, approach to assisting women and Brewster's more informal way. "You have to be willing to develop a common language." And despite her efforts, many of the charities' employees have decided not to stick around. Ms. Jones avoided layoffs by not filling vacancies when employees left, and by moving staff members from duplicative positions to vacant ones. But, while no employees have been forced to leave, about 30 percent of the two groups' staff members have chosen to leave in the 10 months since the merge. Ms. Jones says she believes the merger was a good move, but that it may not make sense for many organizations, particularly in this recession. She says: "You really need to have the time and resources." 2008-2009 CAPER • • • Pima County has recently emphasized homeless services in its ESG activities. Emergency Shelter Grant program Focuses on homeless and domestic violence survivors The U. S. Department of Housing and Urban Development (HUD) made $113,037 available for FY2008-09. A combined Request for Proposals was released by CDNC for two funding sources: Community Development Block Grant Funds; and Emergency Shelter Grant funds on November 19, 2008. Priority funding was to homeless services targeting rural areas and/ or unincorporated areas in Pima County, the City of South Tucson, and towns of Marana, Sahuarita and Oro Valley. High priority was homeless shelters for victims of domestic violence. • • • Homelessness Prevention in the form of mortgage/ rent and utility assistance; Essential Services in the form of economic opportunities in training homeless individuals food service industry skills, job placement outreach for trainees, and feeding homeless and low-income individuals Operations and Maintenance to provide suitable living environments in both transitional and permanent housing, and a drop-in center for: - Women and children experiencing domestic violence, - Homeless families; - Unaccompanied homeless men; and - Unaccompanied homeless women Funding Distribution Essential Services: $5,000 Operations and Maintenance: $77,500 Homeless Prevention: $30,537 Again, the Federal allowable allocation for administrative costs of 5%, made available by the ESG regulations to Pima County, was contributed to the projects. Grantees met the required 100% matching funds through nonfederal ESG funds provided through grants and private contributions and listed on the following chart. Back to Table of Contents 29 Emergency Shelter Grant Agency Program Clients Served Caridad de Porres Caridad Culinary Skills 20 individuals Training Catholic Community Services dba Pio Decimo Center Jackson Employment Center Open Inn, Inc. Casitas Transitional Shelter for Homeless Families Motel Vouchers Service Type Maintenance Essential Homeless /Operations Services Prevention $5,000 15 households 1500 training hours, 1,000 case management hours 12 apartment units $12,000 FEMA (EFSP), County General Fund (OA), Program Fees 60 households 300 bed nights $13,500 Pima County General Fund Emergency Housing for LGBTQ Youth 15 individuals Rent/Mortgage & Utility Assistance 49 households 1 apartment unit, 250 $5,000 hours case menagement 30,537 dollars of rent/ mortgage and utility assistance 1,122 materials items, $12,000 52 hours case management, 305 bed nights 1,640 bed nights $15,000 Pima County Community Actiion Agency Primavera Foundation Casa Paloma Drop-in & 33 individuals Transitional Shelter Primavera Foundation Greyhound Family Emergency Shelter 40 individuals Tucson Center for Women & Children, Inc. dba Emerge! Center Against Domestic Abuse Tucson Center for Women & Children, Inc. dba Emerge! Center Against Domestic Abuse TOTALS Emergency DV Shelter Services 21 individuals 360 bed nights, 28 hours case management, 24 hours individual support $15,000 Domestic Violence Shelter 988 individuals 9,402 bed nights $5,000 2008-2009 CAPER Source of Matching $ $77,500 FEMA (EFSP), County General Fund (OA), Private Sources FEMA (EFSP), US DHHS, City of Tucson, $30,537 FEMA (EFSP), USDHUD (SSBG) Pima County General Fund (OA), Private Sources FEMA (EFSP), AZ Dept Economic Security, City of Tucson, Private Sources US DOJ ( VOCA), FEMA (EFSP), AZ Dept of Economic Security, AZ Dept of Public Safety, County General Fund (OA), City of Tucson, Private FEMA (EFSP), AZ Dept of Economic Security, County General Fund (OA), City of Tucson, Private Sources $5,000 $30,537 $113,037 30 NEIGHBORHOOD REINVESTMENT Pima County Community Development and Neighborhood Conservation Department Neighborhood Reinvestment Bond projects were approved by the Pima County Board of Supervisors. Forty projects have been completed and the remaining one is expected to be finished before the end of FY2009/10. The entire $5 million in 1997 bonds has been allocated. A community park in the Rillito area. Neighborhood Reinvestment PROGRAM stabilizes stressed communities In special elections held in May of 1997 and in May of 2004, voters in Pima County approved that bond funds be used for small scale improvement projects in the neighborhoods with serious economic and social need. While the goal of the program is to improve the qualify of life for residents of these areas, the uniqueness of the Neighborhood Reinvestment Program is that the neighbors themselves select the project, obtain consensus, and develop a project proposal with the assistance of NRP staff. No other Pima County bond program includes this grass roots component, which aims to empower neighborhoods and encourage future community-based activities. Using this process, forty-one (41) 1997 2008-2009 CAPER Under the 2004 Neighborhood Reinvestment Program, fifty (50) projects have been approved by the Board, and twenty-one projects have been completed, with the remaining twenty-nine projects in various phases of development and construction. Nine projects were finished in FY2008/09. Nineteen are projected to be completed in FY2009/10, seven in FY2010/11, and three in FY2011/12. A total of $19,368,132 of the $20 million has been allocated by the Board of Supervisors to date. Neighborhood Reinvestment projects include traffic mitigation features, street lights, park improvements, sidewalks, walking paths, pedestrian bridges, sports facilities, and community buildings. In the past year, neighborhoods have included rainwater reclamation and other “green” features in their project proposals, reflecting the developing community value of sustainable infrastructure. Six new project proposals totalling $2,270,656 were submitted and approved during FY2008/09. $1.5 million in unallocated and unspent 2004 funds remains available for future Neighborhood Reinvestment projects. It is anticipated that the next Pima County bond election will continue funding for this successful Pima County community improvement program. Neighborhood Reinvestment staff and Oversight Committee members converse during a meeting. STATUS OF 1997 AND 2004 NEIGHBORHOOD REINVESTMENT PROJECTS 1997 NR Bond Projects 41 40 1 Approved by Board of Supervisors Construction complete Under construction 2004 NR Bond Projects 21 19 10 Construction complete In development (planning, design, procurement) Under construction Back to Table of Contents 31 NEIGHBORHOOD REINVESTMENT Pima County Community Development and Neighborhood Conservation Department Tony’s commitment to public education is demonstrated by his eight years as Sahuarita Unified School District Governing Board Chair; four years as Pima County Director to the Arizona State School Board Association including two years as Treasurer; the Governor’s Committee on K-12 Education; and Southern Regional Council of the Arizona Early Childhood Development and Health Board. TONY BRUNO APPOINTED TO NEIGHBORHOOD REINVESTMENT OVERSIGHT COMMITTEE Tony Bruno, longtime Southern Arizona community activist, has been appointed by Pima County Supervisor Sharon Bronson to represent District Three on the Neighborhood Reinvestment Oversight Committee (NROC). NROC is the citizen advisory committee which reviews and recommends neighborhood-generated project proposals for Neighborhood Reinvestment funding. Tony currently works as Community Food Bank Government Resources Manager and has extensive experience as an advocate on hunger issues, including membership in the Food Research Council; the Tohono O’Odham Nation Food Distribution Program on Indian Reservations; and Pima County Community Action Agency Allocation Board Member. 2008-2009 CAPER Tony is a single father of three children, Sam, Katy, and Anne. He enjoys hiking, hunting, fishing, wildlife photography, and horseback riding with his daughters. With his extensive community involvement, Tony is highly qualified to oversee the Neighborhood Reinvestment Program and assess the project proposals presented by Pima County communities. RILLITO-TUCSON NEIGHBORHOOD JOINS LOCAL SCHOOL IN DEVELOPMENT OF NATURAL RESOURCE PARK The Rillito-Tucson Neighborhood in northeast Tucson wanted a reinvestment project to benefit the entire community. With the support of the Davidson Elementary School students and staff, residents applied for and were granted Neighborhood Reinvestment bond funding for a natural resource park and an ADA accessible playground to be shared by the community and the school. This park is the result of a collaboration between Davidson Elementary School, neighborhood residents, Pima County, and the City of Tucson. of the park will be used as an outdoor classroom for students. When the facility is not in use by the school, it is available for neighbors to use as a public park. The Rillito-Tucson project is a collaboration of Davidson Elementary School, neighborhood residents, District Three Pima County Supervisor Sharon Bronson, Tucson Ward Two City Council Member Rodney Glassman, Tucson Unified School District, and Pima County Neighborhood Reinvestment Program, which provided $500,000 for project construction. The project was dedicated on November 7, 2008, and included musical performance by Davidson students and speeches by Council Member Rodney Glassman and former Council Member Carol West. The park offers a broad array of recreational and interpretive opportunities. The natural resource area Back to Table of Contents NEIGHBORHOOD REINVESTMENT Pima County Community Development and Neighborhood Conservation Department RINCON HEIGHTS PROJECT PROMOTES SAFETY AND STABILITY Rincon Heights Neighborhood Association received $500,000 in Pima County Neighborhood Reinvestment funding to implement a major component of its neighborhood plan as developed by neighbors and the University of Arizona Drachman Institute. As a major transportation corridor linking downtown Tucson with the University of Arizona, Rincon Heights Rincon Heights residents gather during a rainwater harvesting workshop. 32 has substantial pass-through traffic every year. Pima County Neighborhood Reinvestment funding represents an important investment in one of Tucson’s oldest neighborhoods, an example of Old Pueblo architecture and design. The 9th and 10th streets reinvestment project consists of twenty 30 feet long planting chicanes which protrude from the curb into the roadway in an alternating pattern on each side of the street. Also termed bumpouts, the chicanes have planting areas and rounded corners, creating a meandering effect of S-shaped curves in the roadway. The bumpouts provide sites for sustainable vegetation, shade, habitat for native birds, and artistic features. The chicanes slow neighborhood traffic by reducing the width of the 55 feet wide roadway while preserving on-street parking between the bumpouts. The neighborhood was determined that the project demonstrate sensitivity to the desert environment. Residents invested their own time and energy through a series of neighborhood volunteer activities, providing community sweat equity in the project. The neighborhood partnered with the Watershed Management Group and a University of Arizona Water Harvesting class to ensure project water sustainability. The project has restored pride of ownership and enhanced quality of life by creating a safer and more aesthetically pleasing neighborhood for local families, students, pedestrians, and the entire Pima County community. 2008-2009 CAPER Back to Table of Contents NEIGHBORHOOD REINVESTMENT SANTA RITA NEIGHBORHOOD SKATE PARK is “best in tucson” for youth skaters In 2001, the Santa Rita Neighborhood Association applied for Pima County Neighborhood Reinvestment funding for a youth skate park, in collaboration with the Campfire Boys and Girls Club. Unfortunately Campfire terminated its Tucson affiliation during the project planning process, but this did not deter the neighborhood associa- 33 Pima County Community Development and Neighborhood Conservation Department tion from achieving its goal of a neighborhood youth recreational facility.. The Santa Rita skate park has been a resounding success, attracting neighborhood youth and professional skateboarders alike. Neighborhood residents were determined to complete the skate park project and continued to seek additional funding with the assistance of Pima County Supervisor Ramon Valadez, Tucson Council Member Steve Leal, and the Neighborhood Reinvestment staff. It was determined that the original design was too intricate and expensive so the project was downsized. New monies from Pima County and the City of Tucson were obtained, and construction commenced in late 2008 . On April 25, 2009, the skate park opened its gates to the public. From that day forward, utilization of the facility has been at full capacity. Skating websites have described the Santa Rita skate park as the best in Tucson. Because of the commitment of the Santa Rita Neighborhood Association, the Neighborhood Reinvestment Program, Supervisor Valadez, and Council Member Leal, Santa Rita Skate Park is one of the most successful Neighborhood Reinvestment projects constructed in Pima County.. Funding 1997 Neigh. Reinvestment Bonds City of Tucson CDBG Pima County Parks Bonds TOTAL 2008-2009 CAPER $197,000.00 $151,825.00 $200,000.00 $203,000.00 $751,825.00 Back to Table of Contents NEIGHBORHOOD REINVESTMENT 2008-2009 CAPER Pima County Community Development and Neighborhood Conservation Department 34 Back to Table of Contents 35 FAIR HOUSING Pima County Community Development and Neighborhood Conservation Department Addressing Impediments to Fair Housing in Pima County For the period July 1, 2008 through June 30, 2009, the Southwest Fair Housing Council, on behalf of Pima County, participated in the following actions to address Impediments to Fair Housing: Impediment #1: Unlawful Housing Discrimination Pima County has provided funding for testing and enforcement activities through the Southwest Fair Housing Council (SWFHC) – A total of 206 tests were conducted throughout Pima County. 34 tests were race-based rental tests, 83 were national origin-based rental tests, 50 were familial status rental tests and 39 were disability-based rental tests. 33 tests (16%) evidenced unlawful housing discrimination. During the period, 161 individuals contacted SWFHC either by phone, email or drop-in and presented possible fair housing issues. In addition over 580 calls were received from individuals who had housing –related complaints, 389 of which were determined to be landlord-tenant problems, 22 callers were looking for rental housing, 57 needed rent/ utility payment assistance, 36 complained of substandard housing and possible health/ 2008-2009 CAPER safety issues, and 7 were possible fair housing issues. The remaining 69 were general questions, e.g. how to proceed with an eviction, how to get the electricity turned on in a unit and similar matters. 437 of the callers were referred to outside agencies for further assistance. The remainder were handled in-house. Impediment #3: Lack of Accessibility for Persons with Disabilities Southern Arizona Legal Aid (SALA) receives CDBG funding to provide legal advice and direct legal representation, and to increase awareness regarding eviction laws to renters and homeowners. SALA provided services to 256 clients affecting more than 670 persons. Impediment #4: Predatory lending Impediments #2 & 6: Lack of knowledge about the law – Need for more training Through funding provided through Pima County’s CDBG program, the Southwest Fair Housing Council conducted numerous outreach activities and educational workshops targeting housing professionals and community members. Twenty-two fair housing workshops were conducted and though session reached 228 individuals, most of which were housing providers, including realtors and property managers. Additional outreach included: distribution of 2225 brochures in English and Spanish; creation of a weblog site; fielding telephone calls from individuals who accessed the site and obtained entry-level Fair Housing information; and articles on fair housing issues in various publications. Pima County provided continued funding to DIRECT’S Home Access Program. Fifteen home adaptations for the disabled were completed. The Don’t Borrow Trouble® Pima County program continues to be a resource for the general community with regard to issues of credit/debt, budgeting and smart borrowing. During 2008-09, however, DBT® emphasis shifted to foreclosure prevention and intervention. From July 1, 2008 through June 30, 2009, DBT® hotline received 897 calls and assisted 1,697 individuals with questions, concerns and/or a need for general information. Approximately half of the hotline calls were from Hispanic callers and approximately half of the hotline calls were female callers. Not surprisingly, most of the calls concerned issues of foreclosure. The DBT® webpage received over 18,000 hits and the pages most often viewed were those relating to foreclosure. Training trainers who could assist clients and others and, thus, enhance DBT® reach into the community was a priority this period. 146 trainers were trained in foreclosure prevention and intervention through 117 hours of instruction. Back to Table of Contents 36 FAIR HOUSING Pima County Community Development and Neighborhood Conservation Department Addressing Impediments to Fair Housing (continued) the document was undergoing review by the City of Tucson and Pima County at the end of this reporting period.) Impediment #4: Predatory lending A further example of jurisdictional cooperation and collaboration, SWFHC is a member of the Arizona Fair Housing Partnership, a group of 30 public and private entities dedicated to promoting full and fair housing opportunity throughout greater Arizona. Through its contractural relationship with Pima County and the City of Tucson, SWFHC represents the local municipalities to the statewide group. In December 2008, DBT® added a Spanishspeaking staff person and, thus, enabled more ambitious and effective outreach into the Hispanic community. Another primary accomplishment that served to make the DBT® program more effective was the development of a Foreclosure Prevention Workbook which contained multiple modules regarding foreclosure timelines, options, crisis budgeting, awareness of foreclosure-related scams, and rebuilding credit after foreclosure. The Workbook is now used throughout Arizona and has been adapted for use by groups in Nevada, Utah, and Wisconsin. Impediment #5: Coordination between jurisdictions and fair housing professionals During the period, and in an effort to understand the implications of foreclosure locally, the Southwest Fair Housing Council completed a county-wide Foreclosure Study in September 2008. The study required input and cooperation between the City of Tucson and Pima County and SWFHC. The Council also completed the first draft of an updated Analysis of Impediments in June 2009. (Note: 2008-2009 CAPER Impediment #7: Lack of fair housing services in underserved areas, including colonias Southwest Fair Housing continued to work closely with the Promotora in the South The homeowner education workshops shown on this page are one component of Pima County’s efforts to eliminate barriers to fair housing. Nogales Highway Colonia to provide Fair Housing training and a resource fair at the Summit View Elementary School. One existing accomplishment is the Junior Promotora program in the South Nogales Highway Colonia. To date, there have been 2 classes of young people 13-15 years who have completed the 16 hours of training as Junior Promotoras. They will be mentored by the adult Promotoras in the colonia, and will be equipped not only to provide service to the community, but to their peers in particular. The additional goal is to provide two more classes in an attempt to have 20 young people, male and female, working as community organizers in the Colonia by mid-fall 2009. Back to Table of Contents 37 FAIR HOUSING Pima County Community Development and Neighborhood Conservation Department modifications; options for keeping or relinquishing homes; budgeting; and recognizing scams and other predatory services targeting borrowers involved in a mortgage delinquency, foreclosure or other financial difficulty. Foreclosed and abandoned homes can lead to increased crime levels, which is why McGruff the Crime Dog attended this foreclosure prevention symposium. CDNC Affordable Housing Programs – Results of Aggressive Foreclosure Prevention Program CDNC joined the Pima County Foreclosure Prevention Coalition in providing over 1,280 homeowners with ten free community foreclosure prevention workshops held in community centers, community college campuses, and local churches. Borrowers received information and counseling from HUD approved housing counseling agencies, Freddie Mac, Federal Reserve Bank, Pima County Community Action Agency, Pima Council on Aging, the Southern Arizona Legal Aid, and Consumer Credit Counseling Services. Topics included working with mortgage servicers, housing counselors or bankruptcy lawyers in loan 2008-2009 CAPER Don’t Borrow Trouble® Pima County, the county’s lead foreclosure referral service, directed 1,697 callers to HUD approved housing counseling agencies and distributed over 1,000 Pima County Foreclosure Prevention Workbooks (published in both English and Spanish) at the workshops and to visitors at their office. The workbook is also downloadable at the website. Pio Decimo Center, a HUD approved housing counseling agency of Catholic Community Services of Southern Arizona, provided 65 families facing foreclosure with a total of 384 hours of housing counseling. They held workshops for 96 families, who received a total of 409 hours of education. One success story involves a single mother with five children who fell six months behind in her first adjustable rate mortgage and second fixed rate mortgage. After four months of negotiating with both lenders, Pio Decimo mortgage default counselors achieved a remarkable loan modification. For a total of five years, the rates on both loans would be fixed (one loan rate was reduced by 2%) and the combined monthly payment was reduced by $225. Not only has she become current with both payments, she will be able to sustain her family and her financial well-being for a substantial period of time. Pima County Supervisor Richard Elias is a friend of home improvement, as shown in this photo with Home Depot’s mascot, Homer. Chicanos Por La Causa, another HUD approved housing counseling agency serving Pima County, provided 33 families with 2,881 hours of foreclosure prevention counseling. Family Housing Resources, Inc., also a HUD approved housing counseling agency, provided 150 households in foreclosure with over 1,170 hours of prevention counseling. Administration of Resources and Choices, Inc., a HUD approved housing counseling agency which also specializes in reverse mortgages, provided 61 families with a total of 375 hours of personal counseling. This agency has observed that only 25% of the mortgages serviced by the Government National Mortgage Association (GNMA) achieve loan modifications and believe that GNMA should be required to work under the same guidelines as FNMA and Freddie Mac who are implementing the Making Home Affordable Program. Back to Table of Contents 38 FAIR HOUSING Pima County Community Development and Neighborhood Conservation Department Foreclosure Prevention Program (continued) whose homes are in foreclosure. The consumer workbook created by the Pima County Foreclosure Prevention Coalition has been adapted by foreclosure task forces in the States of Arizona, Utah and Nevada, the University of Wisconsin Cooperative Extension Campus and Prince George’s County, Maryland. Family Housing Resources, Inc. has been aggressively working with the mortgage servicers to help implement the new Making Home Affordable Program. Successful in counseling homeowners about this program, this agency has frequently found they are more knowledgeable about the program than are the mortgage servicers. Southern Arizona Legal Aid, a recipient of Pima County Community Development Block Grant Funds and an active partner in the Pima County Foreclosure Prevention Coalition, served 391 persons in foreclosure by offering 1,243 hours of legal counseling. Their mortgage foreclosure caseload increased 90% over the past year. Each foreclosure case requires more time than other cases, therefore, the agency is limited in the number of foreclosure cases they can assume. Pima County CDNC funded a program developed by Pima Council on Aging to warn senior citizens about the dangers of foreclosure and reverse mortgage scams. CDNC sent over 8,000 letters offering the services of Don’t Borrow Trouble® Pima County, HUD approved housing counseling agencies, and emergency services of the Pima Community Action Agency to borrowers 2008-2009 CAPER There’s something for everyone at the foreclosure prevention workshops supported by Pima County - important information for homeowners, balloons for children, and an opportunity for community leaders to interact with decision-makers like U.S. Congressman Raul Grijalva (below, second from right). The Community Action Agency of Pima County allocated approximately $58,000 in state funds to provide emergency foreclosure prevention assistance. Thirty households received an average grant of $1,683 resulting in 28 homes saved and 2 receiving move-in costs after losing their homes to foreclosure. Due to anticipated demand for community workshops, Pima County CDNC and Don’t Borrow Trouble Pima County have partnered with members of the United Way’s Financial Education Coalition of Southern Arizona (FECSA). There are many local businesses, nonprofits, faith-based organizations, government and individuals developing programs and evaluation tools to promote knowledge and resources among families lacking financial management skills. FECSA is helping Pima County build a Speakers Bureau of volunteers trained by housing counseling education specialists (Consumer Credit Counseling Services) to offer budgeting and foreclosure information workshops to community groups requesting this service for their clients, neighbors or parishioners. Back to Table of Contents 39 HOMELESSNESS & SPECIAL NEEDS plan to end homelessness adjusts to new economic stresses The Plan to End Homelessness was formally adopted by the Pima County Board of Supervisors and the City of Tucson Mayor and Council in the Spring of 2006. The Plan was developed under the direction of the Tucson Planning Council for the Homeless, with the intent that this would become a community –wide plan. After three years, it was determined that a multi-sector community council needed to be formed to prioritize goals and identify barriers. The Plan to End Homelessness Implementation Task Force is comprised of government representatives, health care providers, social service agencies, homeless service providers, faith based and judicial representatives, economic development leaders, first responders and advocates. The first meeting was held in January, 2009 with the purpose of bringing together these community leaders from multiple sectors that would help to create a broader ownership of the PTEH, moving beyond the Continuum of Care and traditional agencies serving the homeless population. The Task Force chose to focus on four primary areas for further exploration which 2008-2009 CAPER Pima County Community Development and Neighborhood Conservation Department included: streamlining eligibility for emergency rent and utility assistance; creating a “road map” of services for homeless persons; exploring options for providing official identification cards to facilitate the accessibility of services; identify gaps in the health care services for homeless persons. To date, the Task Force has made progress in addressing these issues. The Arizona Department of Economic Security is interested in working to develop an EBT card with a chip that will have all the basic identifying information typically required for public benefits. Efforts are being made to identify up to $8,000 in funding for fees required for identification purposes, such as copies of birth certificates. The Carondelet Health Network is working with a private donor to develop a mobile medical unit to serve homeless persons. Services would support a nurse practitioner, a health outreach “promotora”, lab work and pharmacy support. Supportive housing complexes like La Promesa apartments offer alternatives to homelessness for many at-risk individuals. Plan to End Homelessness Task Force Members Steve Alley, President/CEO Community Foundation for Southern Arizona Tillie Arvizu, Southeastern Regional Area Manager Chicanos Por La Causa Betsy Bolding, Director of Consumer Affairs Tucson Electric Power Ken Burton, Director of Program Development El Rio Community Health Center Albert Elías, Director City of Tucson Housing & Community Development Brian Flagg Casa Maria Pegg y Hutchison. Executive Director Primavera Foundation Margaret Kish, Director Pima County Community Development and Neighborhood Conservation Department Kelly Lang ford, President/CEO Tucson Urban League, Inc. Glenn Lyons, CEO Downtown Tucson Partnership Jude Magers, Chief Mission Integration Officer Carondelet Health Network Michael Pollard, City Magistrate Tucson City Court Dave Ridings, Assistant Chief, Emergency Preparedness and Medical Administration Tucson Fire Department Vanessa Seaney, Chief, Clinical Systems Management Community Partnership of Southern Arizona Back to Table of Contents 40 HOMELESSNESS & SPECIAL NEEDS plan to end homelessness adjusts to new economic stresses (continued) Several members of the Task Force are represented on the Call to Action regional coalition which is working towards the development of a formally sanctioned commission comprised of members of the City and County Industrial Development Authorities and the Housing Commissions, interested stake holders and government representatives, which would be recognized as a regional planning body related to affordable housing for all jurisdictions within Pima County. The Task Force will complete its work in December, 2009 by updating the Plan to End Homelessness and identifying a set of prioritized goals for 2010-12. The Task Force will also recommend a longer-term, more formal body to provide ongoing leadership and evaluation of the Plan to End Homelessness, and to promote community awareness about the impact of homelessness on all sectors within Pima County. Pima County Community Development and Neighborhood Conservation Department HMIS: IMPROVING REPORTING AND GOVERNANCE PROTOCOLS The following was accomplished in the abbreviated program year: Working together with HUD Regional Office, the Continuum of Care and the City of Tucson, Pima County assumed a mid-year transfer of the HMIS grant from a local non-profit organization. Operation of Pima County HMIS began in October 2008. • It was evident that protocols for a new governance structure would be a priority in order to clarify expectations and responsibilities related to the HMIS grant. Protocols were developed and finalized in June 2009. The HMIS governance protocol establishes the roles and responsibilities of all parties involved in HMIS. The protocol provides for a performance review of vendors (Bowman Systems and Symmetric Solutions) and the HMIS Contractor (Pima County) to insure that issues and problems can be addressed, adjustments made and, if necessary, changes made. The Tucson Planning Council for the Homeless (TPCH) is a network of agencies which have a defined organizational structure, with membership selecting officers and rotation committee responsibilities. TPCH does not have a not-for-profit status, and utilizes the Interfaith Council on Homelessness as their fiscal agent. TPCH is the coordinating body which plans for the Continuum of Care and is responsible for implementing the goals and objectives for the grant funded activities.S In an abbreviated year, starting in October 2008, ending in June 2009, all Continuum of Care Grantees have received training and are actively participation in HMIS. 2008-2009 CAPER • • • • • • • • • Implementation of HMIS for ALL (100%) of HUD/CoC grantees - total of 25 grants for HUDfunded SHP transitional housing, SHP permanent supportive housing, and Shelter Plus Care permanent supportive housing Implementation of HMIS for 20 agencies and 62 programs HMIS bed coverage of 79%, including 79% of emergency shelter beds, 77% of transitional housing beds, and 81% of permanent supportive housing beds Implementation of HMIS for the two largest employment programs serving homeless persons Jackson Employment Center and Primavera Works Seventy five active HMIS users Eighty eight persons trained Over 4,600 clients entered the system (over 3,500 unduplicated clients) Eighteen group training classes Thirty eight onsite training sessions Ten APR workshops Trainings are conducted on a monthly basis, for both new users as well as opportunities for advance training for experienced users. They take place at Pima County’s Kino Services One Stop Center’s computer laboratory. Back to Table of Contents 41 HOMELESSNESS & SPECIAL NEEDS HMIS (continued) The successes that we have encountered in implementing HMIS can be attributed to the collaborative approach and partnerships that have developed between TPCH members, Symmetric Solutions, the HMIS Consultant, and Bowman Software Systems, the provider and the Arizona Department of Housing. Support from the Pima County Administrator’s Office, County Attorney’s Office, Procurement Department and Information Technology Department were instrumental in enabling CDNC to enter into contracts with Symmetric Solutions and Bowman Systems. We project that we will be at 95% bed coverage for all categories by December 2009, and we estimate that there will be 5,000 - 6,000 clients per year entered into HMIS exclusive of those entered through the prevention grant. Participation in the 2008 – 2009 Annual Homeless Assessment Report (AHAR) is planned for Fall 2009. Finally, for the first time all grantees will be able to compile and submit Annual Progress Reports using data compiled through use of HMIS. 2008-2009 CAPER Pima County Community Development and Neighborhood Conservation Department HMIS in Action: the Primavera Foundation services for 160 households, serving over 250 individuals. The Primavera Foundation provides an excellent example of the effectiveness of HMIS. Primavera is using the system as a case management tool for several of their programs, where they were previously using separate databases to track program information. They are replacing old tracking systems with the Service Point software, which allows them to share data between their programs, thereby enhancing communication and case managers’ knowledge of their participants. Individuals can now be tracked as they move between programs, simplifying reporting, communication, and case management. SAAF estimates that during the second year of the current 3 year program, 125 new clients will seek support services for the first time. They estimate 90 new households will apply for housing assistance during this time. HOPWA responds to growing housing needs of people with aids Pima County, SAAF and the City of Tucson staff attended “Understanding the HOPWA Program Housing Opportunities for Persons with AIDS 2009 Training” in March 2009 where technical assistance on program guidelines and monitoring expectations were discussed. Shortly afterwards, the U.S. Department of Housing and Urban Development received the Annual Performance Report from Pima County for the calendar year January 1- December 31, 2008. SAAF reported they have seen 44 more clients than planned during this period. Pima County, City of Tucson and SAAF staff involved with HOPWA programs continue to work together to provide services and housing that support the best interests of the clients. Pima County received an award of $1,268,844 for the Housing Opportunities for People with AIDS (HOPWA) program. This is an increase of $323,401 for the three year grant which began on January 1, 2008. The additional funds allowed for an increase in the number of families receiving rental assistance through the City of Tucson’s Section 8 Program. Additional funds were also provided to assist with the maintenance of housing owned and operated by the Southern Arizona AIDS Foundation (SAAF) – the other grant sponsor. This marks the second 3 year renewal of this project which started in 1995. It is estimated that since its inception this grant has provided housing and support The City of Tucson and Pima County share unique roles as HOPWA entitlements and grantees, respectively serving the same jurisdiction. Both grants fund the same service agency, Southern Arizona AIDS Foundation insuring that a complimentary range of programs and services available for clients. Back to Table of Contents 42 HOMELESSNESS & SPECIAL NEEDS Supportive Housing/Continuum of Care uses integrated approach to stabilize families in crisis Pima County CDNC’s continued participation in HUD’s Supportive Housing Program (SHP), thru the local Tucson Planning for the Homeless (TPCH) Continuum of Care (CoC) Homeless Assistance Program, has been selected for funding in the amount of $615,802.00 for two (2) projects as part of 2008 SuperNOFA competitive application process. In addition to the long standing CASA for Families project, CDNC has recently become the grantee for the Pima County HMIS: both having been awarded $434,713 and $181,089 in SHP Renewal Grant funding, respectively. The CASA for Families program is designed to assists homeless households in achieving, and sustaining, self-sufficiency and residential stability through an integrated focus on transitional housing, case management, employment and training, and targeted educational services. The project is a collaboration between CDNC, who is the grantee, and its three (3) non-profit grant sponsors: Primavera Foundation, Inc., The Salvation Army of Tucson, and New Beginnings for Women and Children, along with Pima County’s Jackson Employment 2008-2009 CAPER Pima County Community Development and Neighborhood Conservation Department Center. Most notable this reporting cycle is HUD’s 4% raise in funding for eligible SHP leasing activities, to account for increases in local fair market rents, which equates to a $5,210 boost in dollars for CASA for Families. For detailed Pima County HMIS project information, please see HMIS: Improving Reporting and Governance Protocols. Finally, in addition to the two (2) CDNC administered SHP projects, listed below are Pima County’s other SHP renewal projects with applicable leasing increases and a brief description: • • • • • • CASA for Families: $434,713 previously $429,503 (Homeless families with children) Pima County HMIS: $181,089 (Homeless Management Information System) La Casita: $221,935 previously $219,320 (Unaccompanied youth and parenting) CASA: $428,470 previously $422,846 (Single parents, unaccompanied youth, and individuals) New Chance: $387,476 previously $382,348 (Homeless Offenders Advent: $461,425 previously $454,348 (chronically homeless) ESG Homeless Funding The ESG program funds essential services and operations and maintenance for facilities assisting the homeless as well as homeless prevention services. For fiscal year 2008-09 ESG allocations totaled $113,037 FEMA Emergency Food & Shelter Program Pima County serves as the qualifying jurisdiction to administer the FEMA Emergency Food and Shelter Program which is aimed at assisting needy individuals with emergency food, shelter, and related needs,Special focus is on the needs of the elderly, families with children, Native Americans, and veterans. FY09’s allocation of reflected $514,488 reflected a 12.8% increase from the prior year, as population and poverty was updated nationally, which translates to a marked increase in Pima County’s homeless population. Organization requests increased by 8% over the prior year. In the federal fiscal year that ended in September 2008, local recipient organizations reported the following activity funded by FEMA dollars: • Provided a total of 37,352 food assistance units (food bags, boxes, or gift cards) • Served 38,893 meals • Provided 16,632 nights in emergency or transitional shelter • Covered 201 rent or mortgage payments; 39 utility bills covered Back to Table of Contents 43 HOMELESSNESS & SPECIAL NEEDS A Community Approach to Designing Pima County’s HPRP Pima County and the City of Tucson developed a unique process for our Homeless Prevention and Rapid Re-housing Plan (HPRP) based on a best practice model used when applying to HUD for the Neighborhood Stabilization Program (NSPI) which emphasized jurisdictional collaboration and a regional approach. The HPRP model incorporated maximum citizen participation at every phase of the process. A consultant was hired to assemble representatives from the non-profit sector providing housing services, legal aid, the Tucson School District, faith-based agencies, the Continuum of Care, the One Stop and rural services. This “HPRP Design Group” was created as a community body that would review each element of the program and provide recommendations to the County and City. Public meetings were held on a regular basis, beginning in April. HPRP Design Group key objectives for the plan: • Reduce the number of people experiencing short-term homelessness; reduce the recurrence of homelessness • Develop stabilization strategies for individuals and households through standardized action plans, case-management and 2008-2009 CAPER Pima County Community Development and Neighborhood Conservation Department • • • • best practice models. Provide outreach to rural areas and the regularly scheduled case management services in remote communities Utilize existing community resources, institutions, programs and services. Create a comprehensive resource system that is accessible, reliable and user-friendly Utilize HUD standardized reporting systems Designing the Intake Model The Tucson/Pima County Information and Referral Service has been reorganized and consolidated with the Maricopa/Phoenix Community Referral Services. Given the loss of this significant service at the local level, an important objective for the HPRP Design Group was to provide accurate information for those critical services for homeless and near homeless in an easily accessible format. Additionally, the desire was to have a system that would help individuals determine their potential HPRP eligibility through a series of questions and answers. As a result, the Pima County/City of Tucson HPRP model will develop a web-based, single point of entry into the system. Universal access will be provided for households, case managers, advocates and agencies to determine eligibility and to identify mainstream community resources for housing services and specific programs related to HPRP. A telephone system will be available for those without internet access. This model creates countless opportunities for determining eligibility and appropriate community services. The web based intake model will: • Provide universal access to a system of housing information and resources • Link those with housing related needs to community resources and provide appropriate referrals to programs • Advise those at risk of losing current housing of existing prevention services • Refer those who have lost housing to appropriate intervention programs • Create new resources and service linkages across agencies and programs serving the homeless and those susceptible to homelessness • Track requests for information, resources, referrals and “turn-aways” During the Design Group evaluation, members discussed the benefits of this model. There was appreciation for the variety of perspectives, group diversity, opportunities for new collaborations, personal development, broader understanding of the “new homeless” and the collective learning process. Moreover, members felt the process was authentic; opinions and recommendations were valued by the County and the City and there was no preconceived model that was developed. The consensus of the Design Group is that this model should become a best practice for the County and City for future endeavors when developing or evaluating programs. Back to Table of Contents HOMELESSNESS & SPECIAL NEEDS 44 Pima County Community Development and Neighborhood Conservation Department OA Homeless & Special needs program funding Pima County administers various funds for homeless intervention and prevention programs through the Outside Agency Program. The total allocation for the FY 0708 was $588,871 for homeless related programs. Agency Catholic Community Services dba Pio Decimo New Beginnings for Women and Children Interfaith Coalition for the Homeless Primavera Southern Arizona Aids Foundation Tucson Center for Women And Children dba EMERGE United Way Green Valley Assistance TMM Family Services San Ignacio Child & Family Resources Open Inn St Luke's Administration for Resources and Choices Marshall Home 2008-2009 CAPER Program Case Management for Transitional Housing Roof, Job & Beyond Transportation to Succeed Casa Paloma Catalina Relief and Referral Support Services Shelter Funds 45958 31700 15000 22500 40000 29000 25000 126000 Outputs Case management: 115 individuals, 3623 hours Shelter nights: 601, 15 households Rides: 13500, 4880 individuals Shelter nights: 437, 4 individuals Shelter nights: 593, 9 individuals Case Management: 81 hours, 10 individuals Material assistance: 1483 items, 115 individuals Shelter nights: 4212 nights, 255 households Earned Income Tax Credit, Income Tax Assistance Rent, Utility and Mortgage Assistance Down payment Assistance Emergency Assistance Healthy Families Truancy Outreach Nutrition Elder Shelter Hygiene Support 19540 $3.11million EITC brought into Pima County 20000 15000 37500 47873 35000 18800 45000 15000 Financial Assistance: $20,000, 25 households Financial Assistance: $15,000, 40 individuals Financial Assistance: $6,000, 132 individuals Financial Assistance: $10,000, 26 individuals Financial Assistance: $3000, 30 individuals 20000 low cost housing, 55 individuals 331 shelter nights 16790 low cost housing, 46 individuals Back to Table of Contents APPENDIX B: PIMA COUNTY Matrix of Needs, Goals and Accomplishments for the Consolidated Plan, Annual Action Plan, and CAPER Housing & Special Needs Description of Need Rental Housing New Construction Rental Housing (units)-Total* New Construction Rental Housing (0-30% mfi) New Construction Rental Housing (31-50% mfi) New Construction Rental Housing (51-80% mfi) Preservation of existing affordable rental housing Existing Homeowners Rehabilitation Owner-occupied (units) Total Rehabilitation Owner-occupied (units) 0 - 30% mfi Rehabilitation Owner-occupied (units) 31-50% mfi Rehabilitation Owner Housing (units) 51-80% First-time Homebuyers Homeownership Assistance (households served) Homebuyers - 0-30% mfi Homebuyers - 31- 50% mfi Homebuyers - 51 - 80% mfi New Construciton Acquisition/rehab/resale Demolition/reconstruction Homeless Homeless Prevention Operating subsidy for shelters Case management/essential services Development of supportive housing Non-Housing Special Needs Home adaptions for the Disabled Reverse Mortgage Program Assistance to Frail elderly Assitance for victims of Domestic Violence Five Year Goal 200 100 100 Priority High High Medium High 3,500 Year 1 (2005-06) Year 2 (2006-07) Year 3 (2007-08) Accomplis % of Year's Goals hed Goal Met Accompli % of Year's Goals shed Goal Met Accomplis % of Year's Goals hed Goal Met 40 20 68 4 4 60 170% 20% 10 30 300% Year 4 (2008-09) 10 Accomplis Goals hed ** % of Year's Goal Met Cumlative To Date 5 yr. goal 200 100 20 700 397 57% 575 411 71% 700 302 43% 100 72% 80 99 124% 75 131 175% 4% 17% 50% 5 10 272 45* 27* 11* Resources Utiliz % of Year's Goal Met 98 4 4 60 0 49% 4% 3,500 1382 0 0 0 39% 500 60% 250 30 10 302 0 14 54 2 1 7 250 100 1,250 200 179 294 1220 10 72% 294% 98% 5% 150 250 2,000 4,250 89 372 10381 2457 59% 149% 519% 58% 100 High High Medium Accomplished To Date CDBG HOME ESG x 0% x x 500 Low Low High High Medium Medium 50 6 2 72 0 14 54 2 1 1 250 100 1,250 200 High High High High 50 20 250 40 129 147 610 5 258% 735% 244% 13% 66 407 87 50 147 610 5 76% 36% 701% 456 150 250 2,000 4,250 High High High High 30 50 400 850 22 144 10381 857 73% 288% 2595% 101% 30 26 87% 25 250 250 30 10 *Income levels of clients served only known for rehab completed by County **HOME funds administered in Consortium with City of Tucson (COT), accomplishments shown on COT CAPER. 5 10 6 ** 60% 26 19 228 1600 76% 91% 22 252 1% 3% 70% x x x x x x x x APPENDIX B: zed OTHER* Appendix A PIMA COUNTY CAPER NARRATIVES FY08-09 I. Pima County Community Development Block Grant P rogram Program A. Use of CDBG in Meeting Priorities CDBG funds were used to meet a variety of the Priority Needs identified in the Consolidated Plan, and the Executive Summary (pages 2-3) and Matrix of Accomplishments (Appendix B) of the 08-09 CAPER detail this use of CDBG funds. B. Nature and Reasons for Changes in the CDBG Program The Community Development and Neighborhood Conservation Department (CDNC) rely on 19 public hearings that are conducted annually for the citizens of the County’s Target Areas in order to set program priorities. The priorities most frequently discussed at the meetings are housing rehabilitation, public facilities, and public services such as childcare, healthcare, and youth and senior programs. Approximately 54% of Pima County’s CDBG funding is allocated to housing rehabilitation and public facilities. In the contracting process, CDNC works with agencies to identify their outputs and outcomes from standardized menus that were developed by CDNC. Agencies then submit quarterly and annual reports that include outputs and outcomes, demographics, and narrative information. The agencies can easily access past reports and use other features in the database system. This information, along with general information and HUD’s performance measurement information, is entered by CDNC into HUD’S IDIS Reporting System. Carrying Out the Action Plan Pima County received additional resources to aid in implementing, augmenting, and leveraging its grant programs. In FY08-09, the Housing Rehabilitation Program has received funding from the U.S. Department of Energy, U.S. Department of Commerce, Tucson Electric Power and Southwest Gas Corporation. Pima County has effectively combined CDBG with General Obligation Bonds to develop public facilities. The County is also working closely with the U.S. Department of Agriculture-Rural Development Agency to develop infrastructure in rural areas. The Board of Supervisors has designated 15 Colonias in Pima County. This designation enables USDA Rural Development to provide assistance for improvements in infrastructure as well as loans and grants for housing rehabilitation. The Community Development & Neighborhood Conservation Department also works with other agencies seeking to fund their programs. The Department works with agencies and citizen groups seeking to carry out actions that are consistent with the goals stated in the Consolidated Plan. 1 C. Compliance with National Objectives All Pima County CDBG projects meet the national objective of low-to-moderate income benefit. D. Activities to Minimize Displacement Pima County works with program sponsors to identify alternatives to projects that may cause displacement. Downpayment assistance is not provided to buyers who are acquiring homes that are not vacant or owner-occupied. The County has a written Residential Anti-Displacement and Relocation Assistance Plan. E. Program Income Pima County’s CDBG Program received $976 in program income from repayments to the Home Repair Program. These funds are recycled back into the Home Repair Program. F. Areas of Minority Concentration Refer to Neighborhood/Agency Facilities tables on pages 18-19. G. Race and Ethnicity of Program Participants See Section VII of this Narrative. H. Implementation of the Action Plan Pima County staff has worked diligently with local agencies and community groups to implement the Action Plan. Staff provides technical assistance including grant writers, to assist in preparing applications for programs in HUD’s Super NOFA. Pima County refers requests for “Certification of Consistency” with the Consolidated Plan” to the City of Tucson, which serves as the lead agency for the HOME Consortium. Pima County has provided certifications for those applications for projects based outside of the city for non-housing programs. These included Pima County’s applications for the Continuum of Care, and Rural Housing and Economic Development programs. II. Self-Evaluation and Complimentary Actions, Policies and Initiatives Are the activities and strategies making an impact on identified needs? The output/outcome measurement system and database assists in quantifying the impact made by three grant programs: CDBG, ESG and OA. See Community and Rural Development Section for accomplishments. CDNC surveys clients and constituent groups. Survey finding are typically very positive. 2 Activities in Ajo related to the Curley School project continue to show their impact on the local economy. Artisans have moved into the affordable rental units and begun developing their enterprises. A retail store has opened. The project has drawn much local and national attention and awards. What indicators would best describe the results? CDNC staff is recognized for their leadership skills and ability to work with the community and organizations to successfully implement projects and programs. Projects that have been funded by CDNC are visible throughout low-income neighborhoods and target areas in unincorporated Pima County, Marana and South Tucson. What barriers may have a negative impact on fulfilling the strategies and overall vision? • • • • • • • • • • • Due to several factors it has become difficult to locate appropriate sites and obtain funding for the development of rental housing. Shifts in federal and state priorities that redirect resources Unfunded mandates that create a strain on existing dollars Programs have not been historically funded at a level to truly meet the identified needs Reduction in funding; funding base not secure from year to year National models are not always flexible, adaptable or appropriate to local conditions. They may not be effective when implemented at the local level Non-profit agency partners are facing escalating costs to maintain existing programs; no new are dollars targeted for emerging needs Increases in capital costs and land acquisition mean that a limited number of projects can be implemented despite continued growth and need in the community. The declining economy has severally effected non-profits’ ability to fund raise. The declining tax base has caused Pima County to decrease funding to non-profit agencies by 15% over the past two years. There is a shortage of community leaders in some neighborhoods who have the time to deal with the complexities of projects. This particularly applies to the communities with the lowest incomes. What is the status of grant programs? • • • • There is a shrinking pool of federal resources and more demand on local elected officials to make difficult funding decisions Staff is able to keep projects on schedule so that we believe that the Board of Supervisors and voters will support additional allocations of bond funds for the Neighborhood Reinvestment and Housing Programs. Staff has successfully incorporated HUD’s Outcome and Performance Measurements into an electronic system of program reports for CDBG, ESG and the Outside Agency Program The Flowing Wells NRSA continues to be successful in stimulating improvements in the community. Are any activities or types of activities falling behind schedule? • Delays have slowed progress on several projects that have received Pima County Bond funds. These projects also receive HOME funds. Delays are caused by several factors, 3 • • • but common concerns include lack of capacity, experience, and processing of plans and permits. Staff has adopted methods to track progress through the regulatory system. Lack of sufficient funding limits the ability to enhance and/or expand services to vulnerable and special needs populations. Maintenance of existing services that address the most pressing needs is a primary concern. Projects that are funded through Intergovernmental Agreements can be delayed when that project is not a high priority of that government, or needed resources are not available Rehabilitation of owner-occupied units is not at level anticipated for two reasons: we are spending more per unit due to the needs of the homes, and higher material costs. Are grant disbursements timely? • • Staff is working with the City of Tucson to review HOME projects and expenditures to ensure that allocations and expenditures meet guidelines that were established for the HOME program. Pima County remains in compliance with the “1.5 expenditure ratio” for CDBG. Are major goals on target? Although the Department experienced cutbacks in federal funding, staff has been most creative in identifying opportunities that exist which will enhance communities, develop effective strategies for collaboration with other jurisdictions, create regional partnerships and work with local community leaders to more clearly identify practical solutions to new and emerging needs. The Department has several goals that are not dependent on funding. • • • • Community/Citizen participation-All programs have an established goal of citizen involvement and participation. Some of the programs have Board of Supervisors appointed Commissions and Committees. Program staff works at the most locally defined level, with neighborhood organizations, citizen coalitions, non-profit councils and advisory bodies. Programs staff develop effective outreach to the rural areas, attend citizen meetings in unincorporated communities, participate with Fire Districts and School Districts, non-profits, service organizations and citizen groups. Work with non-profit organizations to develop a collective decision making model regarding the identification of needs and the prioritization of emerging needs for funding. Department Administrators and Program Managers meet with staff and elected officials from the 5 jurisdictions within Pima County as well as representatives from other counties to discuss common solutions based on a regional approach. Department Administration, Program Managers and County IT Department developed a web-based performance measurement database for reporting quarterly and annual program outputs, outcomes and client information. This unique model allows the Department to be more fully accountable to the Board of Supervisors for the administration of programs, the identification of community benefits by geographic area, target populations, specific program activity and service delivery. 4 What adjustments or improvements to strategies and activities might meet your needs more effectively? We believe that we are effective in working with local communities and organizations – to articulate their needs, issues and concerns. CDNC has adopted a strategy to aggressively promote Pima County and the Department as an agency that can effectively manage grant funds, implements innovative programs, and leverage resources. To this end the following strategies will be pursued: • • • • Increased efforts will be made to identify models for economic development in rural communities, utilizing a regional approach to education, skill development and capacity building for residents in at least 3 target areas. Determine effectiveness of current contractual relationship with our PJ partners; and whether there is a fair share distribution of funds from the State of Arizona to Pima County. We seek representation on local, state and national panels, commissions and task force groups that address common problems and search for creative solutions. Strategic efforts will be undertaken to provide information to elected officials and administrators on the value of programs and the effectiveness of funding to derive the greatest community benefit. III. Other Actions A. Public Participation Effort has been made to continue to create documents (Annual Plan and CAPER) that are usable and accessible. In addition to working with a consultant, the Plan to End Homelessness in Pima County was formatted by staff and a PowerPoint presentation was created to accompany the Plan. CDNC maintains a website with information available to the public on all programs and opportunities for public participation. The website is updated regularly with documents produced by the department. Public meetings continue to be a critical component of the CDBG Process. An important part of the CDBG and Outside Agency process continues to include working with communities and agencies to identify and prioritize needs. B. Performance Measurements CDNC has finalized implementing a web-based reporting system, the Community Impact Reporting System (CIRS), which captures an array of information from funded agencies on the CDBG, ESG, and OA programs on a quarterly and annual basis. CDNC worked with outside consultants to standardize outputs and outcomes. Grantees will and report on their outputs and outcomes. The outputs and outcomes are meaningful, measurable, and demonstrate the impact funded programs have on Pima County. 5 The CIRS database has integrated HUD’s performance measures – outcomes and indicators. CDNC will be able to provide better oversight and accountability through this system, allowing for a variety of methods of analysis and data aggregation. Funded agencies were involved in the development of the standardized outputs and outcomes. Training sessions were held for all funded agencies, with additional technical assistance available on an individual basis. Overall, feedback was very positive, and agencies seem to have understood the value in CDNC being able to “better tell their story”. As the web-based system rolled out, agencies also tested it. Testing sessions were scheduled. Initial feedback regarding the system was extremely positive; as the agencies feel electronic reporting will be time-saving for them and leave less room for errors or loss of hard copies. C. Eliminating Barriers to Affordable Housing See pages 37-38 for details on Pima County’s aggressive initiative to prevent foreclosures, which is eliminating one major barrier to affordable homeownership. D. Foster and Maintain Affordable Housing Pima County has historically addressed two housing priorities through its Home Repair and First Time Homebuyer Programs. Home Repair programs help to maintain the quality of existing housing stock. Weatherization improvements provide increased affordability, and energy conservation improvements reduce monthly utility payments. A critical component of the homeownership programs is insuring that all participants receive homebuyer education so that buyers are prepared for the responsibilities of ownership. Pima County CDNC and Don’t Borrow Trouble Pima County have partnered with members of the United Way’s Financial Education Coalition of Southern Arizona (FECSA) to build a Speakers Bureau of volunteers trained by housing counseling education specialists to offer budgeting and foreclosure information workshops to community groups requesting this service for their clients, neighbors or parishioners. It is important to educate residents on budgeting and how to recognize scams and other predatory services targeting borrowers involved in a mortgage delinquency, foreclosure or other financial difficulty. E. Compliance and Monitoring Various mechanisms for compliance and monitoring have continued to be improved upon by CDNC. All Entitlement and grant programs, as well as the County-funded Outside Agency program, are monitored on an annual to bi-annual basis (depending on risk factors). Staff visits the program site and uses a joint monitoring tool. Staff assures that quarterly reports, annual reports, and other required documents are submitted in a timely manner. This year, grantees of CDBG, ESG, and OA who are late in submitting quarterly/annual reports have had their monthly payments withheld. In developing contracts for FY2008-09, deadlines for submitting financial information and quarterly/annual reports were included as requirements. 6 F. Overcoming Gaps in Institutional Structure Pima County and the City of Tucson have formed a Consortium for the HOME program, jointly submitting a Five Year Consolidated Plan which includes priorities and strategies. Where feasible and in particular for the HOME program, applications for funding are jointly accepted and reviewed. Meetings are held to coordinate activities and funding of housings projects. Staff coordinates funding of community development projects. G. Obstacles to Meeting Underserved Needs In recent year federal funds have been decreased or been level funded, while costs continue to increase. However for FY 2009 there has been a small increase in CDBG funding. Pima County covers a large geographical area – there are 19 target areas. Uncontrolled or wildcat development continues in many areas of the county. H. Lead Based Paint Staff members have received training and appropriate certifications for implementation of regulations regarding hazards involved with lead-based paint. Materials on lead-based paint are distributed to applicants for the housing rehabilitation program and to homebuyers purchasing existing homes through our homebuyer assistance programs. Pima County works closely with developers seeking funding for rental housing acquisition and rehabilitation projects to ensure that required HUD and EPA guidelines are adhered to. In the upcoming year, Pima County and certified staff members will be renewing their respective LeadBased Paint certifications with the EPA. I. Reduction in Poverty CDNC, in conjunction with its sister Department, Community Services – Employment and Training, administer an array of innovative programs to reduce poverty and the effects of poverty in Pima County. In addition to federally funded entitlement programs, Pima County has undertaken the following innovative initiatives: • • • The Jackson Employment Center provides job readiness and skill training for the homeless. Neighborhood Reinvestment – works with local neighborhoods and communities to fund local infrastructure needs Housing Rehabilitation and Weatherization – assisting owners in addressing serious housing needs. J. Public Housing The City of Tucson administers Pima County’s Section 8 Program. City of Tucson, on behalf of Pima County was awarded 50 Family Unification Program vouchers one of 37 PHA’S to receive these awards. 7 IV. Emergency Services Funding Emergency Services Funding Pima County FY07, 08 & 09 Fiscal Year Funding Funding Sources Emergency Rent/Mortgage/Utility Assistance OA FEMA SHP HOPWA CDBG ESG CSBG ESN Emergency Rent/Mortgage/Utility Assistance FY06-07 FY07-08 FY08-09 Total $0 $132,768 $0 $0 $0 $33,254 $0 $860,000 $0 $142,034 $0 $0 $0 $0 $16,491 $842,000 $110,622 $177,970 $0 $0 $107,373 $30,537 $0 $592,000 $110,622 $452,772 $0 $0 $107,373 $63,791 $16,491 $2,294,000 $1,026,022 $1,000,525 $1,018,502 $3,045,049 Emergency Home Repair OA FEMA SHP HOPWA CDBG ESG CSBG ESN Total Emergency Home Repair $0 $0 $0 $0 $785,000 $0 $0 $0 $785,000 $0 $0 $0 $0 $791,000 $0 $50,000 $0 $841,000 $0 $0 $0 $0 $791,000 $0 $50,000 $0 $841,000 $0 $0 $0 $0 $2,367,000 $0 $100,000 $0 $2,467,000 Shelter/Transitional Housing OA FEMA SHP HOPWA CDBG ESG CSBG ESN $32,300 $72,750 $419,275 $315,147 $10,000 $33,597 $80,598 $0 $13,376 $67,994 $419,275 $315,147 $0 $52,383 $0 $0 $354,368 $86,422 $266,880 $309,620 $0 $52,500 $0 $0 $400,044 $227,166 $1,105,430 $939,914 $10,000 $138,480 $80,598 $0 Total Shelter/Transitional Housing $963,667 $868,175 $1,069,790 $2,901,632 $265,400 $371,237 $72,000 $106,801 $0 $0 $0 $0 $6,683 $0 $29,000 $55,000 $35,000 $0 $0 $0 $408,083 $533,038 Continued on next column… $0 $109,313 $0 $0 $0 $20,000 $0 $0 $129,313 $636,637 $288,114 $0 $0 $6,683 $104,000 $35,000 $0 $1,070,434 Mass Shelter OA FEMA SHP HOPWA CDBG ESG CSBG ESN Total Mass Shelter Funding Sources Other Housing Related Services OA FEMA SHP HOPWA CDBG ESG CSBG ESN Total Other Housing Related Services FY07-08 FY08-09 $158,800 $0 $0 $0 $890,000 $0 100,000 0 $124,146 $0 $0 $0 $0 $249,394 $0 $0 $0 $95,000 $0 $0 $0 $70,000 $0 $0 $0 $170,000 $0 $1,148,800 $194,146 $344,394 **$1,687,340 Food OA FEMA SHP HOPWA CDBG ESG CSBG ESN Total Food $237,530 $28,000 $0 $0 $110,000 $0 $83,512 $0 $459,042 $460,345 $32,750 $0 $0 $0 $493,095 $460,345 $30,500 $1,950 $0 $40,000 $5,000 $121,415 $0 $659,210 $1,158,220 $91,250 $1,950 $0 $150,000 $5,000 $204,927 $0 $1,611,347 Mass Feeding OA FEMA SHP HOPWA CDBG ESG CSDG ESN Total Mass Feeding $88,300 $68,750 $0 $0 $13,554 $5,000 $119,273 $0 $294,877 $189,551 $71,807 $0 $0 $20,000 $5,000 $0 $0 $286,358 $185,673 $99,996 $0 $0 $20,000 $5,000 $0 $0 $310,669 $463,524 $240,553 $0 $0 $53,554 $15,000 $119,273 $0 $891,904 $29,500 $0 $5,546 $0 $0 $0 $0 $0 $35,046 $29,500 $0 $5,546 $0 $0 $0 $0 $0 $35,046 Transportation OA FEMA SHP HOPWA CDBG ESG CSBG ESN Total Transportation FY06-07 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Continued on next page… $0 $0 $0 $0 $0 $0 $0 $0 $0 Total $532,340 $0 $0 $0 $985,000 8 Emergency Services Funding Pima County FY07, 08 & 09 (continued) Funding Sources Other Emergency Services OA FEMA SHP HOPWA CDBG ESG CSBG ESN Total Other Emergency Services FY06-07 $470,608 $0 $0 $0 $0 $0 $91,000 $0 $561,608 FY07-08 FY08-09 $397,652 $0 $0 $0 $0 $0 $100,000 $0 $497,652 $139,280 $0 $0 $0 $0 $0 $100,000 $0 $239,280 Total $1,007,540 $0 $0 $0 $0 $0 $291,000 $0 $1,298,540 Youth Services OA FEMA SHP HOPWA CDBG ESG CSBG ESN Total Youth Services $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $147,000 $147,000 $0 $0 $0 $0 $0 $0 $147,000 $147,000 FY06-07 FY07-08 FY08-09 Total Combined Totals $5,647,099 $4,713,989 $4,786,204 $15,147,292 *Part of the Emergency Services Network administered by Pima County Community Action Agency 9 V. Leveraging Resources A. FY08-09 Leverage – County Source Pima County Neighborhood Reinvestment Bonds Pima County Housing Bond Funds/funds committed Shelter Plus Care - CPSA Emergency Shelter Grant HOME Program –various sources HOPWA Grant Community Action Agency Supportive Housing Program Tucson Electric Power Southwest Gas Trico LIEAP Department of Energy Pima County General Funds TOTAL Activity Neighborhood Improvements Affordable Housing Housing for the Chronically Homeless Match MATCH Housing/Services Human Services Homeless Services/Housing Weatherization Weatherization Weatherization Weatherization Weatherization Outside Agency Program Amount 2,270,656 345,345 135,408 Recipient New Beginnings for Women & Children Primavera Foundation Pima County Tucson Planning Council for th Homeless COMPASS City of Tucson Amount 36,663.00 $113,037 525396 384,498 418415 615,802 85,000 11,509 0 115,332 41,403 4,123,513 $ B. FY08-09 Leverage- State Source/Activity ESG ESG HMIS Match Homeless Planning Vida Serena – 72 units LIHTC MLK at Depot Plaza - LIHTC MLK - HOME Transitional Youth – Housing Trust Fund TOTAL Open Inn 37,166.86 $25,000 $35,000 $889,388 $1,000,000 $750,000 $47,772 $2.820,990 10 VI. FY08-09 HOME Program Match Pima County HOME Program Match Table –Fiscal Year Ending 6/30/09 for Contributions made between July 1, 2008 and June 30, 2009 CASH NON-FED. $’s Program/Activity LOCAL BOND FUNDS Source FHLB Affordable Housing Programs Amount 217,500 City of Tucson Gen Funds Seller Gift 30,000 CPLC IDA 10,078 Source 25% of MRB’s * Amount 165,057 SITE PREP’, DONATED MAT’s, LABOR, LAND WAIVED FEES Source Amount TOTAL by Project TOTAL MATCH 382,557 County G.O. Bonds 52,928 82,928 15,810 15,810 HOMEBUYER ASSISTANCE PROGRAMS 10,078 Primavera Foundation 3,000 3,000 500 Harris Bank Realtor Gift 500 200 **CountyG.O. Bonds PIMA COUNTY G.O. BOND HOUSING PROGRAM SO. TUCSON REPLACMENT HOME PROGRAM (PRIMAVERA) FHLB Affordable Housing Programs Primavera Foundation CFED GRANT 345,345 200 495,073 345,345 345,345 23,000 23,000 5,000 5,000 28,000 2,323 PIMA COUNTY I'M HOME PROGRAM (FHR) 2,323 - 2,323 $ $ $0 307,411 563,330 870,741 *Per HOME Program Regulations, this amount can not exceed 25% of the Primary Jurisdiction’s total match liability for the program year. The surplus match dollars can be banked for use in future years. TOTALS BY MATCH TYPE ** See chart below for Pima County G.O. Bonds invested in City of Tucson HOME Projects 11 ** Pima County G.O. Bond Housing Program Pima County G.O. Bond Housing Units Completed&Sold FY ending 6/30/09 Project Name (Developer) # Units Bond Total Bond Funds/Unit Funds We-Chij Estates (OPCS) Corazon Del Pueblo (HFHT) Lessons From Civano (DDBC) Iowa Project (CPLC) TOTALS 10 6 0 1 17 21,170 17,648 31,758 27,757 $211,700 $105,888 $0 $27,757 $345,345 VII. Race/Ethnicity Information of Households Assisted PROGRAM WHITE BLACK CDBG 2.3% 53.5% NATIVE ASIAN AMERICAN 6.3% 3.5% HISPANIC MULTIRACIAL 29.8% 4.6% 12