Pima County Community Development and Neighborhood Conservation Department 2011-2012 Annual Action Plan Stabilizing Communities in Troubled Times: Housing, Infrastructure, and Services “Standing by and doing nothing is not an option when the men and women I represent face the prospect of losing the roof over their heads. A moratorium would help make sure that homeowners facing foreclosure will be treated fairly.” - Congresswoman Gabriella Giffords CONTENTS: EXECUTIVE SUMMARY 2 ECONOMIC TRENDS 6 COMMUNITY AND RURAL DEVELOPMENT 8 HOUSING 16 HOUSING THE HOMELESS 23 HOMELESS ASSISTANCE AND RAPID REHOUSING 27 COMMUNITY PLANNING AND REVITALIZATION 28 NEIGHBORHOOD REINVESTMENT 32 OUTSIDE AGENCY 35 REGIONAL INITIATIVES 38 January 8, 2011 Memorial Photos Courtesy of Bette Mayfield Dedicated to Congresswoman Gabrielle Giffords and Community Outreach Director Gabe Zimmerman for their efforts to promote exemplary public service in all sectors of government. ADDITIONAL INFORMATION 40 CDBG ALLOCATIONS Insert 2011-2012 Annual Action Plan THE PUBLIC COMMENT PERIOD FOR THE ANNUAL ACTION PLAN TOOK PLACE FROM JUNE 15 TO JULY 15, 2011. NO COMMENTS WERE RECEIVED. “As the foreclosure crisis persists, more and more families in our community are forced out of their homes. The work being done by housing counselors and others to assist in these situations is as critical as ever. We must continue to focus the public eye on the crisis and our community’s response to it.” - Gabe Zimmerman NOTE: The online version of this document has been optimized for electronic viewing - by clicking on the different headings on the contents page you can jump to the relevant section accordingly. Back to Table of Contents 2 EXECUTIVE SUMMARY Pima County Community Development and Neighborhood Conservation Department What is the Annual Action Plan? The Annual Action Plan (Action Plan) is submitted to the U.S. Department of Housing and Urban Development (HUD) and serves as the formal application for the use of entitlement funds that are received by Pima County. The Action Plan defines the one-year activities in relationship to the five-year goals and objectives of the City of Tucson and Pima County Consortium Consolidated Plan covering Fiscal Years 2010-2014. The Action Plan provides a brief description of the programs and projects of the Pima County Community Development and Neighborhood Conservation (CDNC) Department in FY11-12, as well as funding announcements for the CDBG, ESG, and Outside Agency programs. The Action Plan also includes information on leveraged investments including funds allocated to CDNC. is in private ownership. Pima County shares approximately 130 miles of border with Mexico. What Geographic Area does the Annual Action Cover? • Tucson, which covers approximately 227 square miles and is the center of a 400 square mile urban area (population 520,116 201o Census); • South Tucson, which covers one square mile and is surrounded by the City of Tucson (population 5,652 2010 Census); • Marana, located north of Tucson and including 127 square miles (population 34,961 2010 Census); • Oro Valley, located north of Tucson and including 35 square miles (population 41,011 2010 Census); and • Sahuarita, located south of Tucson and including about 30 square miles (population 25,259 2010 Census). Pima County consists of 9,189 square miles – an area larger than the States of Rhode Island, Delaware and Connecticut combined. The government holds most of the land in Pima County; less than 14% of the total land area 2011 Annual Action Plan Resources Entitlement Programs 2011 Allocation Community Development Block Grant (CDBG) $ 2,411,471 HOME (through an agreement with the City of Tucson) $ 713,600 Emergency Solutions Grants (ESG) $ 115,952 Housing Opportunities for Persons with AIDS $ 437,942 Homeless Prevention and Rapid Re-Housing $ 1,063,430 Neighborhood Stabilization Program I $ 3,086,867 Neighborhood Stabilization Program II $22,165,000 Competitive and Stimulus Programs Local Resources Outside Agency Program - County General Funds $ 3,590,545 Neighborhood Reinvestment Bond Program $ 5,133,856 HOME Program Income $ 0 FEMA Emergency Food & Shelter Program – Phase 29 $ 529,358 2011-2012 Annual Action Plan In addition to a vast unincorporated County that includes 23 Census Defined Places, Pima County includes 5 incorporated cities and towns: While Pima County funds projects in the City of Tucson, it also directs resources specifically to the unincorporated County and incorporated communities. Back to Table of Contents 3 EXECUTIVE SUMMARY Pima County Community Development and Neighborhood Conservation Department Making Change in Colonias In the coming fiscal year, Pima County will direct significant resources towards mitigating substandard conditions in Colonias. Activities and projects in Colonias will be summarized here when the Board of Supervisors approves funding allocations in early May. Colonias In addition to Community Development Target Areas, there are 15 USDA Designated Colonias in Pima County. Colonias include all types of communities located within 150 miles of the US-Mexico border that meet the federal definition of lacking sewer, wastewater removal, decent housing, or other basic services. Community Development Target Areas (Source: 2000 Census) There are 19 Pima County Community Development Target Areas.  59,081 people (or 7% of Pima County’s total population) reside in these target areas.  39% of the people are Hispanic or Latino  61% of households are low- or moderate-income. Targeting Investments In the coming fiscal year, Pima County will direct significant resources towards Community Development Target Areas. Activities and projects in Community Development Target Areas will be summarized here when the Board of Supervisors approves funding allocations in early May. 2011-2012 Annual Action Plan Back to Table of Contents 4 EXECUTIVE SUMMARY Pima County Community Development and Neighborhood Conservation Department Promote the development of healthy households and sustainable communities throughout Pima County through quality programs, outreach, engagement and supportive services. LOOKING FORWARD FY11-12 The Department provides oversight for general fund, bond fund, and federal and state grants. Staff serves as the departmental liaison to several local and regional committees to establish policies and develop planned delivery of regional services Vision By 2015, the Community Development and Neighborhood Conservation Department will be recognized as the national leader for innovative and exemplary community development initiatives. Mission To provide resources and supportive services which strengthen and empower communities throughout the region to improve their quality of life. • Action Steps • Measure and build community assets • Identify volunteer opportunities, recruit appropriate volunteers, provide technical assistance and training • Connect residents with existing resources and services • Develop effective vertical and lateral communication networks • Review departmental resource allocation methods and redistribute as needed for increased benefits and effectiveness • Cross-train department staff including leadership development, mentoring and coaching • Promote discussion and implementation of best practices • Model collaboration and create and participate in collaborative models 2011-2012 Annual Action Plan a. Identify primary issues effecting community quality of life. Develop innovative strategies to address significant issues, eliminate barriers to community devleopment and improve access to services. b. Promote community capacity building and empowerment by ingful community participation, identifying and developing local proving residents’ knowledge and skills in effectively addressing c. Utilize department resources effectively in order to advance programs and strategies which achieve departmental goals and promote healthy community change. d. Create and participate in meaningful partnerships including jurisdictions, neighborhood organizations, civic organizations, non-profits, faith communities, and businesses. e. Develope effective communication strategies for multiple audiences. f. Demonstrate best practices, increase transparency, highlight program impacts and underscore effective policies and planning efforts which achieve maximun community benefit. Stimulate fresh ideas by informal round-tables and other internal dialogue Financial Highlights and Significant Issues The current economic condition, high unemployment rates (9%+-) and mounting State debt are creating significant issues for low income households and vulnerable populations. Severe state and city cuts in programs and services provided to low income households and vulnerable populations create increased stress on the non-profit sector. The City of Tucson has significantly reduced its grant support to non-profit organizations at a time when the demand for services is increasing. Many of these same agencies are supported through programs funded by this Department, creating a greater reliance on the County for critical funds. High foreclosure rates continue to create instability within the housing market and important intervention strategies are hampered due to current state laws. Pima County is stimulating meanleaders, and imcommunity issues. facing a decline in tax revenues due to the reduced property values which significantly impact the General Fund. The County’s General Fund has traditionally supported the human service agencies. While the 1997 and 2004 Affordable Housing and Neighborhood Reinvestment bonds have been extremely effective in achieving goals related to increased housing and improved neighborhoods, both programs have committed all of the existing bond funds. A proposed 2008 Bond election has continued to be delayed due to the economic climate. The Outside Agency program funding from the County General Funds has been reduced over the past 3 fiscal years due to an overall decline in County revenues. The Community Development Block Grant funds have been targeted by Congress for reductions for the past 5 years while at the same time additional jurisdictions become qualified to receive grants, thus reducing the overall formula allocation Back to Table of Contents 5 EXECUTIVE SUMMARY of funding to Pima County. New federal Housing and Urban Development funding, HERA and ARRA grants have been awarded to Pima County, but are not reliable revenue sources, are limited in their time and scope of allowable activities and have proved complex and challenging to administer. As non-profit agencies continue to receive reduced funding and are forced to eliminate programs, providing support and training is increasingly important for them to maintain the quality of services in an ever-changing environment. The Upcoming Year: Highlighted Initiatives AFFORDABLE HOUSING • Create 48 new homeownership opportunities. • Develop or preserve 90 rental housing units. • Assist 2 existing owners with replacement housing. • Provide housing rehabilitation, including emergency repairs with funding up to $920,000 to 275 housing units. SPECIAL POPULATIONS AND HOMELESS • Utilize dedicated Special Populations Program Coordinator to oversee ESG, SHP, HOPWA, FEMA and HMIS. • Pilot Housing First Model through collaborative effort called 51 homes. 2011-2012 Annual Action Plan Pima County Community Development and Neighborhood Conservation Department • Provide 40 victims of HIV/AIDS and their families with services including tenant-based rental assistance, project-based housing, comprehensive case management services, support services, and/or in-patient substance abuse treatment. COUNTYWIDE ADMINISTRATIVE ACTIVITIES • Southwest Fair Housing Council (SWFHC) will coordinate Fair Housing Outreach, Education and Compliance to the housing industry, service agencies, and residents of Pima County. In addition SWFHC will perform 10 landlord testing and audits to ensure landlord compliance with fair housing laws. • Southern Arizona Legal Aid will coordinate a Homeowner and Tenant Protection Program to provide direct legal assistance, advice to lowincome tenants and homeowners facing eviction or foreclosure, and to aid in the prevention of homelessness. Approximately 162 low-tomoderate income households will be served. • It is anticipated that the HPRP model will expend the full grant allocation of $1,063,430 by December, 2011. Community planning will be critical to ensure a smooth transition and continue the success of this model to address homeless prevention and homeless assistance. This model provides short and medium-term rental assistance to allow individuals and families to remain in their existing rentals or help them obtain and remain in rental units they select. Financial assistance coupled with goal planning, financial education, credit counseling, and legal assistance in order to secure entitlement funds, is a “Housing First” model which demonstrates that comprehensive services meet long term housing stability. HUMAN SERVICES AND ECONOMIC DEVELOPMENT For the coming fiscal year, Pima County received 46 applications for public services funding from 32 organizations totaling $1,425,962. Public Services Funding Recommendations will go before the Board of Supervisors in May 2011. When final allocations are approved, a list of projects and funding amounts will be incorporated into this Plan. Rent, mortgage and utility assistance will be provided to approximately 200 households at risk of homelessness or loss of utilities. FACILITIES AND INFRASTRUCTURE For the coming fiscal year, Pima County received 45 applications for public facilities, infrastructure and housing funding from 36 organizations and geographic areas totaling $4,881,013. Funding Recommendations will go before the Board of Supervisors in May 2011. When final allocations are approved, a list of projects and funding amounts will be incorporated into this Plan. Staff anticipates that $200,000 will be allocated for infrastructure projects and $500,000 will be allocated for community facilities. Back to Table of Contents 6 ECONOMIC TRENDS Pima County Community Development and Neighborhood Conservation Department Socio-economic Data Population. The U.S. Census Bureau recently released State population counts and congressional apportionment numbers based on the 2010 Census. Overall, Arizona saw population gains of approximately 9.7%; County-level data will be available over the next several months. STUDENTS IN POVERTY BY SCHOOL DISTRICT – PIMA COUNTY 2009 2008 Student Pop. In % in Poverty Poverty Student In Pop. Poverty 2008 – 2009 Change % in Poverty Enrollment Poverty 125,690 27,756 24% 123,372 30,776 25% -1.8% 10.9% Ampitheater 21,588 3,778 18% 21,524 4,271 20% -0.3% 13.0% Sunnyside 18,541 6,267 34% 18,503 6,760 37% -0.2% 7.9% Poverty. Small Area Poverty Estimates indicate that poverty among youth has increased. Between 2008 and 2009, poverty among school-aged children increased 11.0% in school districts outside the City of Tucson and 10.9% in districts in Tucson. Student enrollment was relatively stable outside of Tucson, but declined 11.5% in Tucson, with the bulk of the decline in the Sunnyside School District. This may be due to continuing changes to immigration laws. Outside of Tucson, gains were evident in Green Valley and Empire, two of the smallest districts. This may be due to younger families doubling up with parents or other relatives in these communities. TUSD 85,561 17,711 21% 83,345 19,745 24% -2.6% 11.5% Pima County 39,451 4,437 11% 39,453 4,926 12% 0.0% 11.0% 643 204 32% 642 229 36% -0.2% 12.3% Catalina Foothills 6,535 307 5% 6,525 349 5% -0.2% 13.7% Continental (Grn Valley) 352 49 14% 454 64 14% 29.0% 30.6% Empire (Sonoita/ Rain Vlly) 43 9 21% 56 13 23% 30.2% 44.4% 6,532 1 ,463 22% 6,514 1,614 25% -0.3% 10.3% 15,192 1,702 11% 15,153 1,873 12% -0.3% 10.0% Goals and objectives of the 5-year Consolidated Plan assumed an increase in poverty. So, current goals and objectives do not need to be revised. Sahuarita 2,251 243 11% 2,237 262 12% -0.6% 7.8% Tanque Verde 2,659 104 4% 2,654 128 5% 0.2% 23.1% Vail 5,244 357 7% 5,218 394 8% -0.5% 10.4% Federal and State Budget Source: US Census Bureau Small Area Poverty Statistics Federal Budget. The Federal government is currently operating on a continuing resolution and next year’s budget remains a mystery. The most recent Federal budget proposals would cut Community Development Block Grants from as little as 5% to as much as 67%, HOME funds by as much as 10%, and FEMA Emergency Food and Shelter funding by as much as 50%. Budget proposals would also eliminate funding for Brownfields, and cut funding 2011-2012 Annual Action Plan Tucson 2009 Ajo Flowing Wells Marana for programs important to nonprofit organizations and rural communities in Pima County, including Housing Counseling Assistance, Rural Housing and Economic Development, and the Section 202 and Section 811 Programs. Congress is also considering rescinding funds from this fiscal year. HUD and its grantees could be significantly impacted as HUD has a larger proportion of unobligated funds than many other agencies; primarily due to the large volume of capital programs. It is possible that any reductions in formula funding for the CDBG or HOME programs would be offset by increased funding due to changes in population, poverty, or housing conditions identified through the 2010 Census. In addition to proposed cuts to entitlement programs, it is important to note that national competition for Back to Table of Contents 7 ECONOMIC TRENDS HUD and other programs is becoming increasingly common. This points to a continued need for community and neighborhood planning, as many of the competitive programs measure demand and/or need, capacity of the implementing organization, and readiness to proceed; elements typically addressed through planning efforts. State Budget. State budget estimates include a shortfall ranging from $600 million to $800 million for the coming fiscal year. It is too early in the legislative and budget process to determine any impacts, however additional cuts are expected among the social service and health programs so many of our low-income families depend upon. In turn, the County can expect increased demand for services, both direct and through nonprofit partners. Nonprofit Impact Even before the economic recession, Arizona’s nonprofit organizations struggled to provide a high level of service while maintaining organization stability. As most nonprofits rely on government funding, declining revenues and budget cuts combined with ever-increasing demand have further challenged nonprofits. According to the Urban Institute survey, nearly half (48%) of surveyed Arizona nonprofits are operating at a deficit, including 100% of small nonprofits (expenditures between $100,000 and $249,000). The Urban Institute identified two key issues facing nonprofit organizations in Arizona. 1. Government payments are not sufficient to cover the full cost of contracted services, and 2011-2012 Annual Action Plan Pima County Community Development and Neighborhood Conservation Department strict limitations on operating and overhead expenses are not sufficient to cover the full cost of administering human services programs. 2. Bidding and reporting processes are overly complex and time consuming. Arizona ranks 13th among States for bidding procedures that are overly complex or simply don’t work, and 14th among States for reporting burdens. Overly complex bidding and reporting requirements utilize already-limited staff time and resources without direct benefit to people in need. Pima County & Section 3: Working to Create Jobs for Low-Income Residents In accordance with the new emphasis on job creation and on Section 3 compliance efforts, Pima County has been working diligently to develop a Section 3 policy covering its HUD-funded programs. By attending trainings, through discussions within the department and with other County department’s, and during meeting’s with City of Tucson Procurement, the Pima County Community Development and Neighborhood Conservation Department (CDNC) has been refining its Section 3 strategy to both ensure compliance and make it as agency/contractor-friendly as possible. In its current draft form, CDNC’s Section 3 policy includes the following major components: planning and coordination of Section 3 activities; setting and implementing Procurement standards for Section 3 contracting opportunities; outreach to and certification of Section 3 businesses; education and training of contractors, subrecipients, and developers regarding their Section 3 responsibilities; notification of Onestop and their qualified, low-income clients regarding Section 3 employment opportunities, and; compliance and reporting to HUD of Section 3 outcomes. The department is presently focusing on setting procurement standards for meeting Section 3 contracting goals, establishing roles with Section 3 policy partners (such as Pima County Onestop, and the City and County Procurement departments. As the HUD grantee for Section 3-covered programs, CDNC will be coordinating activities and spearheading many components of the Section 3 Policy. Programs that will be covered under this policy are the Community Development Block Grant (CDBG), Neighborhood Stabilization Program 1 (NSP1), Neighborhood Stabilization Program 2 (NSP2), Home Repair and Weatherization, and HOME (new construction) Programs. The Community Development and Neighborhood Conservation Department is committed to implementing a successful Section 3 policy, and will continue planning activities with the target implementation date of early FY2011-12. Casitas on Broadway - LEED Certified Housing for Elderly Back to Table of Contents 8 COMMUNITY AND RURAL DEVELOPMENT The function of RURAL DEVELOPMENT is to promote development of infrastructure and neighborhood facilities; improve critical service delivery to youth, seniors, and those in need; and promote cultural and recreational services in low and moderate income communities, including neighborhoods within South Tucson, Marana, and unincorporated Pima County. Description of Services Provide grants to local governments and nonprofit community based agencies for neighborhood revitalization and infrastructure improvements in low and moderate income communities outside the City of Tucson. Provide grants to local governments and nonprofit community agencies to increase or improve services, or to add specified new services, especially in economically disadvantaged and rural communities. Supply technical assistance and grants to local governments and nonprofit community agencies for community development planning and resource development. Determine contract compliance and ability to meet funding objectives. Provide housing rehabilitation services in low income communities outside the City of Tucson. Program Goals and Objectives • Provide community facilities in low income rural areas • Provide infrastructure improvements in low income rural areas • Rehabilitate houses for eligible elderly/ disabled/low income clients • Promote economic development initiatives in low income rural areas 2011-2012 Annual Action Plan Pima County Community Development and Neighborhood Conservation Department Program Performance Measures – 5 Year Goals 10-14 Projected 11-12 Public Facilities Improved 55 12 Infrastructure Projects Funded 70 7 In Housing Section 275 324 Contracts/19,850 people 13 In plan as number of businesses 1 Houses Rehabilitated Public Services Provided Economic Development Initiatives Funded Assistance to Microbusinesses 30 Code Enforcement/Demolition 9 Financial Highlights and Significant Issues Congress has proposed a cap of $1.055 trillion for domestic discretionary funding for FY 2011, the current fiscal year. This cap is $32 billion below current spending levels and will mean deep cuts in domestic programs, including those administered by HUD, which administers the CDBG, ESG and HOME programs. The Transportation and Housing and Urban Development (THUD) Subcommittee must find $11.6 billion in cuts. At that point amendments will be allowed that could further reduce or eliminate funding along the lines suggested by the Republican Study Group, which has called for the elimination of CDBG. These funding cuts to CDBG could have a dramatic impact on the County’s ability to provide public facility and infrastructure improvements, rehab of houses for the very low income and support services provided by non-profit agencies. CDBG is an economic development program, creating and sustaining jobs throughout Pima County through construction, support services and public non-profit agency programs. Pima County received ONE TIME CDBG-R (ARRA) funding which provided $700,000 for rural area projects. This loss of funding will reduce the County’s ability to support capital projects. Donations to private not for profit agencies are down due to the weak economy. This affects their ability to operate and raise funds for capital projects. This should create an even higher demand for the Pima County CDBG funds. COMMUNITY DEVELOPMENT: CDBG Community Development Objectives: 1. Develop, expand and rehabilitate existing public facilities to support neighborhood and community demographics and encourage community involvement in support services and recreation opportunities. 2. Provide housing rehabilitation, including emergency home repairs to low-to-moderate income residents. 3. Increase energy-efficiency through the Weatherization Program for low-tomoderate income residents. 4. Support public safety and security through fire protection. Back to Table of Contents 9 COMMUNITY AND RURAL DEVELOPMENT Pima County Community Development and Neighborhood Conservation Department Microenterprise development: CDBG funding has been set aside in support of microenterprise business activities including but not limited to: general support to persons developing microenterprises such as entrepreneurial training to owners of microenterprises, loans, and rehabilitation to a public facility or installation of commercial equipment. International Sonoran Desert Alliance (ISDA) is a non-profit organization in Ajo, Arizona. ISDA has been instrumental in accomplishing and receiving grant funds to promote economic development to Ajo residents. The Ajo Cooks! Program is ISDA’s culinary microenterprise program. ISDA expects at least 10 microenterprise businesses to start up and/or expand during the following year. The Ajo Cooks! Program will teach low-income individuals how to license, sell and operate catering operations. In order to provide the training ISDA has received funding to renovate the former Ajo Elementary kitchen including installation of a new commercial kitchen. In addition, the kitchen will be available for use by the low-income individuals who have completed the program to prepare food for their operations. Leveraged funding for this project includes: CDBG ($75,000), USDA Rural Business Enterprise Grant funding ($85,000), local contributions ($30,000), Community Foundation for Southern Arizona to the Ajo Food Partnership for the Ajo Cooks program and for growing food in the courtyard outside the kitchen ($25,000). 2011-2012 Annual Action Plan Sonoran Hot Dog Cart in action - all food prep for vending done in a commercial kitchen More Tamales The group making tamales for the cultural dinner Fun in the Kitchen Back to Table of Contents 10 COMMUNITY AND RURAL DEVELOPMENT Roof prior to repair Pima County Community Development and Neighborhood Conservation Department HOUSING REHABILITATION Over $900,000 Requested for Housing Rehabilitation in 2011 Pima County and five organizations hope to rehabilitate 275 units during the next year, including:  Handicap accessibility improvements to 20 units.  Emergency Home Repairs and Housing Rehabilitation to 255 units. “The roof makes all the difference in the world!” Pima County Home Repair Client Roof after repair 2011-2012 Annual Action Plan The Pima County Home Repair Program provides grant assistance to low-income homeowners who live in unincorporated Pima County, Sahuarita and Oro Valley. Conventional and manufactured homes are eligible for rehabilitation that may include repairs or replacement of roofs, heating and cooling systems, septic systems, and other major systems such as electrical, gas and water. Pima County, or one of its nonprofit or local government partners, inspects the home, prepares a cost estimate of work to be performed, and hires licensed contractors. Upon completion of the repairs, a final inspection and walk through with the homeowner is conducted. Resources for housing rehabilitation come from multiple sources including:  U.S. Department of Housing and Urban Development (Est. 11-12 $700,000)  U.S.Department of Energy ( Est. 11-12 DOEARRA Weatherization - $750,000)  U.S. Department of Health and Human Services Low Income Homeowner Emergency Assistance Fund (from Arizona Department of Economic Security-Est. 11-12 LIHEAP $98,000)  Southwest Gas (Est. 11-12 $11,500)  Tucson Electric Power Company ( Est. 11-12 $98,000)  Arizona Department of Commerce Before and After HVAC repair Back to Table of Contents 11 COMMUNITY AND RURAL DEVELOPMENT Pima County Community Development and Neighborhood Conservation Department Lead-based Paint Reaching out to Communities Childhood lead poisoning is a serious pediatric health problem. Children ages six years old and younger are particularly susceptible to lead poisoning. Research indicates that even a low level of lead in a child’s blood can have harmful effects on physical and developmental health. In Pima County, CDBG provides an example of a program that takes direction from its communities and residents and is accountable through its elected officials who ultimately select the projects to be funded. The most common source of exposure is deteriorating lead-based paint and leadcontaminated dust found in the home, but other sources include pottery, jewelry, candy and makeup. The use of lead-based paint became illegal in 1978. To reduce the risk of lead poisoning, information is distributed to participants in County housing programs. The County follows strict HUD guidelines for testing and abatement of lead-based paint and other hazardous substances, and requires compliance from its contractors and subcontractors. Any structure built before 1978 that is proposed for rehabilitation under federal programs, is tested for lead-based paint. Notices and requirements regarding testing and removal of lead-based paint are provided to program participants, contractors and project sponsors. The County has licensed contractors who are available to perform appropriate abatement and/ or removal procedures if lead-based paint is present. CDNC staff is researching Grant sources that promote healthy homes and lead hazard control. Projects and programs using CDBG funds must serve low-income neighborhoods, communities and residents. While responsive to broad national objectives, there is flexibility inherent in the program to provide funds to meet locally determined priorities. A series of fifteen public meetings are conducted each year to assist with this process. Ideas are studied and discussed to ensure that communities and agencies develop the best project ideas possible. As communities and agencies set their own priorities based on their needs County staff will work with them to strengthen and formulate their proposals. Other examples of partnerships/initiatives include staff participating in local boards such as: These boards are comprised of Governmental and non-profit agencies that meet on an ongoing basis to learn from one another thus providing additional information or resources for residents. Funding Agencies that Address Fair Housing Impediments In 2011, the Countywilll fund two agencies that provide fair housing and related legal assistance and education: • Southwest Fair Housing Council - $24,000 for Fair Housing Outreach, Education and Compliance. • Southern Arizona Legal Aid - $20,000 for a Homeowner and Tenant Protection Program. Pima Prevention Partnership-Pima County Teen Court Program - Chavez quote Arizona Rural Human Services Network (ARHSN) Arizona Chapter of NAHRO Tucson Pima Collaboration To End Homelessness (TPCH) Homeless Management Information System (HMIS) First Things First Pro Neighborhoods 2011-2012 Annual Action Plan Back to Table of Contents 12 COMMUNITY AND RURAL DEVELOPMENT Pima County is Increasingly Diverse Nearly three quarters (73%) of the population is White. One third of households are Hispanic. The population is becoming more diverse. Approximately 10,000 refugees have moved to Tucson since 1975, including 3,000 in the past three years. Recent refugees are coming mostly from Bhutan, Iran, Iraq, Cuba, Afghanistan, and Somalia. From 2000 to 2008:  The White population grew 13%.  The Hispanic population grew 24%.  The Minority population grew 24%. Despite increasing diversity in the County, there is a trend towards decreased population diversity in suburban communities. While the 2006/2008 American Community Survey did not provide data on race/ethnicity for the Urban County, from 1990 to 2000 the White population increased from 68% to 84%, while the Hispanic population decreased from 37% to 19%. Areas of Minority Concentration Areas of minority concentration are those in which the proportion of minorities is 10% or more than the proportion of minorities as a whole. According to the 2010 Analysis of Impediments to Fair Housing Choice, six zip codes in Tucson and Pima County have a disproportionate concentration of minorities. All of these zip codes are located in or immediately adjacent to Tucson and South Tucson. Pima County Community Development and Neighborhood Conservation Department Target Areas based on the 2000 Census and special surveys. Within each of these sub-regions exist areas of low-income or minority concentration or both. Areas of low-income concentration are those in which more than 51% of households have incomes at or below 80% of the AMI as established by HUD (Pima County Target Areas Map appears on page 3).  Geographical distribution of projects  Total cost and cost feasibility  Urgency of the project  Capacity for project to achieve objectives and be successful Providing Technical Assistance Each year Pima County issues a Request for Proposals for projects, combining CDBG, Emergency Shelter Grant and Outside Agency Program funds. On December 1, 2010, the County began this process for FY2011. The proposal forms were posted on CDNC’s website, and approximately 500 were e-mailed, mailed or given to area agencies attending the public meetings. Public meetings were held in 15 communities throughout unincorporated areas of Pima County from November 2010 through January 2011 to explain the proposal process, discuss potential projects, and offer technical assistance to citizens interested in developing proposals. The Town of Marana and the City of South Tucson hold their own proposal process and submit their recommendations to Pima County. The deadline for the application was February 4, 2011. Ninety-five applications were received, totaling $7,064,881 in requests.  Capacity of project to clearly link to statutory objectives and key goals applied by HUD  Coordination with other community development efforts  Evidence of substantial neighborhood or public support  Benefit to a high number of low/moderate income people  Plan for permanent funding for project program  Ability to spend grant funds in timely manner Computers at Robles Ranch Community Center Staff reviews projects using the following criteria to evaluate which projects will be recommended for funding. Recommendations are then submitted to the Board of Supervisors.  Eligibility of project  Leverage of other funds In addition, there are 19 Pima County Development 2011-2012 Annual Action Plan Back to Table of Contents 13 COMMUNITY AND RURAL DEVELOPMENT Monitoring Pima County CDNC is committed to ensuring accountability and performance in all programs receiving funding. Funded programs are monitored on fiscal accounting requirements and program requirements. In order to reduce duplication of staff effort, when a program receives more than one source of funding from CDNC, staff will coordinate a set of general questions pertaining to fiscal, certifications, building accessibility and staff availability for clients with special needs. The staff representing each funding source will coordinate monitoring on the program component. Programs that be specifically meet certain criteria will targeted for monitoring:  Entitlement grant sub-recipients (Marana and South Tucson)  Programs receiving funding from multiple departmental sources Pima County Community Development and Neighborhood Conservation Department activities, and the OA and ESG Programs. CDBG public service activities will be analyzed using the Monitoring - Risk Analysis Tool. Each program participant’s past performance is analyzed and compared to:  Audit findings (if any)  Problems with project (has project or program encountered difficulties, which may or may not be related to contractor performance)  Timeliness of reports and meeting deadlines (regular or infrequent occurrence- Do sub-recipient’s staff understand reporting requirements)  Monitoring dates within the previous two years (may not be necessary if there were no issues or findings within the past year)  Monitoring issues (if any from previous monitoring visits)  Staff stability (if new, may effect operations)  Programs that have been experiencing difficulty with monthly billing, quarterly reporting, or other contract requirements, or that require follow-up to outstanding issues from prior monitoring visits  Current activity under contract  Programs experiencing significant changes in organization (mergers, etc.) or staffing  Status of draws (regular/irregular or consistent/ inconsistent to determine if there are internal issues)  Agency capacity (assessment of the subrecipient’s current staffing and experience in carrying out the activity) This method ranks programs in descending order, from highest to lowest risk. Three categories are used: high, medium, and low risk. The work plan identifies the actions that will be taken to assess a programs performance, including which programs will be monitored, the type of monitoring (e.g., in-depth, limited, on-site, remote), the programs/functions to be monitored, the expected monitoring dates and needed staff. Quarterly monitoring meetings are also conducted with staff. Issues of concerns or findings from prior monitoring that need to be resolved are discussed. The quarterly meetings are another step that helps CDNC ensure accountability and meet performance measurements for all programs receiving funding. “Since the opening of the community building in Catalina, the distribution of health care and food services has increased tremendously and allows us to better serve the community.” --Al Skorupski, past Executive Director of Catalina Community Services  New agency (if not familiar with program may require monitoring)  Recipients of large grants totaling over $100,000 CDNC will target for monitoring a minimum of 60% of all programs funded through CDBG public service 2011-2012 Annual Action Plan  Timeliness of expenditures as it pertains to CDBG 1.5 rule. Back to Table of Contents 14 COMMUNITY AND RURAL DEVELOPMENT Pima County Community Development and Neighborhood Conservation Department Outcome Measurement System Programs funded through CDBG, ESG and the Outside Agency Programs provide program documentation to the output/outcome measurement system. Agencies that submit new Request for Proposals (RFPs) complete a worksheet which provides a description of the proposed activity, numbers served, outputs and outcomes, and the measurement tools utilized to determine success. In addition monthly, quarterly and annual reports are submitted to CDNC with actual unduplicated numbers of participants served under each activity funded by CDBG, OA and ESG. The three primary HUD-defined outcomes are: 1) Availability/Accessibility; 2) Affordability; and 3) Sustainability. Within each program and considering the possible outcomes, there are three objectives: 1) Creating Suitable Living Environments; 2) Providing Decent Affordable Housing; and 3) Creating Economic Opportunities. Accordingly, come for there each are objective HUD Outcome Code Key nine possible outcomes is identified according to and the the following outkey: Availability/Accessibility Affordability Sustainability Decent Housing DH1 DH2 DH3 Suitable Living Environment SL1 SL2 SL3 Economic Opportunity EO1 EO2 EO3 Sample screen shot of CIRS database in progress HUD has requested that grantees identify the objectives according to the System suggesting that the objectives be identified using a “shorthand” to identify the outcomes that are linked to the specific projects. A matrix has been suggested so that the objectives and outcomes can be “mapped” and linked to projects. The charts detailing the funded recommendations for the CDBG and ESG programs show the HUD recommended shorthand numbering system. 2011-2012 Annual Action Plan Back to Table of Contents 15 COMMUNITY AND RURAL DEVELOPMENT CDBG RECOMMENDED PUBLIC SERVICES FUNDING ALLOCATIONS Pima County Community Development and Neighborhood Conservation Department CDBG RECOMMENDED PUBLIC FACILITIES, INFRASTRUCTURE, HOUSING AND ADMINISTRTION ALLOCATIONS CDBG Program Allocation for 2011-2012: $2,411,471 CDBG Program Allocation for 2011-2012: $2,411,471 Maximum Public Services Allowed (15%): $361,720 Maximum Administration (20%) allowed: $482,294 For the coming fiscal year, Pima County received 46 applications for public services funding from 32 organizations totaling $1,425,962. Public Services Funding Recommendations will go before the Board of Supervisors in early June 2011. For the coming fiscal year, Pima County received 45 applications for public facilities, infrastructure and housing funding from 36 organizations and geographic areas totaling $4,881,013. Funding Recommendations will go before the Board of Supervisors in early June 2011. When final allocations are approved, a list of projects and funding amounts will be incorporated into this Plan. Staff anticipates a Public Service allocation in the amount of $356,000. Staff anticipates that funds will be allocated to the following activities:  Administration - $457,800  Housing Rehab - $1,040,800.  Infrastructure - $96,200  Community Facilities - $436,671  Fair Housing - $24,000. Congresswoman Gifffords with local students at the Amado Community Building 2011-2012 Annual Action Plan CDBG DAY 2010 Back to Table of Contents 16 HOUSING Pima County Community Development and Neighborhood Conservation Department The function of HOUSING is to provide leadership and support in Pima County to address sustainability, stabilization, and preservation of affordable housing, and to expand home ownership opportunities and provide access to affordable housing for low and middle income residents with new and existing initiatives that will ensure long term affordability of housing units. Program Performance Measures – Demolition/Reconstruction 30 6 Description of Services Rental units produced 100 134 Rental units for Special Populations 200 • • • • • • Assist low income residents with down payment assistance and repair of owner occupied homes. Provide subsidy for the development of rental housing for low income residents. Participate with other jurisdictions, nonprofit, and for-profit organizations within Pima County to develop effective strategies, secure funding, and implement housing programs serving low income residents. Manage housing programs including the Home Investments Partnership (HOME), Neighborhood Stabilization Program I (NSP I)), General Obligation Bond Funds for the Affordable Housing Program, and the Housing Trust Fund. Support the Don’t Borrow Trouble Pima County Coalition in combating foreclosures, predatory lending through education, assessment, and referral for residents experiencing credit problems. Develop planning documents to guide the department’s activities. New Housing Development Projects Approved New housing construction units produced (home ownership) Down payment support to new home buyers Owner Occupied Housing Rehabilitation • • • Program and Goals • Provide staff support to the Pima County Housing Commission to ensure affordable 2011-2012 Annual Action Plan • 5 Year Goals 10-14 Projected 11-12 No Numeric goal in plan 1 100 40 300 50 1,935 Community & Partnership meetings/training No Numeric goal in plan 70 Roadway Dev. Impact Fee waivers granted No Numeric goal in plan 70 Assistance for homeless and special needs No Numeric goal in plan 6 Foreclosure notifications No Numeric goal in plan 9,000 Foreclosure Prevention outreach/ referrals No Numeric goal in plan 2,500 Environment Remediation Site Assessments No Numeric goal in plan 10 Tenant based Rental Assistance 50 0 Housing Counseling/Training 2,000 Accessibility Improvements 150 Acquisition, Rehab, Resale 200 Preserve the existing rental housing stock 300 housing strategies and goals for all housing related programs approved by the Board of Supervisors are implemented Increase home ownership opportunities for low income residents of Pima County Reduce substandard housing in unincorporated areas of Pima County Preserve, rehabilitate, and develop affordable rentals and owner occupied homes to meet green sustainability standards Respond to the foreclosure/default crisis affecting Pima County homeowners by maintaining 11 effective partnerships and collaborations with the private and nonprofit sectors to address key issues that impede housing opportunities for residents Financial Highlights The housing market continues to experience a large volume of defaults and foreclosures due to home values continuing to decline, and continued high unemployment rates. Homeowners are seeing wages decrease and jobs ending along with loan modifications declined or options from lenders that are unattainable. The Community Planning Back to Table of Contents 17 HOUSING and Housing Program (CPHP) continues to take a leadership role in the local Foreclosure Prevention Coalition, working with the Don’t Borrow Trouble Pima County, U.S. HUD approved counseling agencies, and other community partners to address residents at risk of losing their homes. The credit market and weakened economy have affected the number of households able to buy new homes. Due to this we saw a significant decrease in down payment assistance support, though it is anticipated that this may be improving. The need for safe, decent and affordable single family and multifamily rentals has increased for the same reasons. The newly created regional housing center scheduled to open this Spring will provide more accessibility to the public for housing and housing related services under one roof. The facility will have space for community partners to be co-located and meeting space to support housing related community workshops and forums. The center will also serve as a resource for affordable housing stakeholders. The HOME program allocation continues to be an important federal program that provides housing opportunities for our low income residents. The Community Planning and Housing Program (CPHP) has purchased and rehabbed foreclosed properties with Neighborhood Stabilization Program (NSPI) funding that will be rented and/or sold to low income families. The families will be expected to attend financial education and housing counseling to help them achieve financial stability and wealth building through homeownership 2011-2012 Annual Action Plan Pima County Community Development and Neighborhood Conservation Department Mission Provide resources, support and leadership to create just, sustainable, accessible, and quality affordable housing to residents of Pima County. Goal #4: Integrate services to create a continuous “Bridge out of Poverty” for participating households. Goal #5: Develop new and existing relationships and collaborations with public/private partners. Vision Housing our Community The year 2011-2012 will bring challenges and opportunities for Pima County. Our NSP I program will be winding down but families will be able to rent or buy affordable newly rehabbed, energy efficient homes. Our HOME funding will be used for programs for first time homebuyers to realize their dreams of homeownership, and multi-family rentals that are safe, decent, and affordable for our low income residents. We will work with our partners to create programs that promote sustainability through energy efficiency and preservation and continue to help our community recover from the devastation of foreclosures. Some of the goals we have included: Goal #1: Complete our housing staff move to a comprehensive resource center for Pima County residents to seek information and services related to affordable housing and housing related issues to include a “rapid response” model for families facing hardship due to foreclosures and/or evictions. GRL Apts1 Clubhouse GRL Apts1 Joesler Unit Goal #2: Provide resources programming for homeownership and rental development, and foreclosure prevention and/or recovery. Goal #3: Focus on a collaborative approach that leverages resources with other county departments, local agencies and jurisdictions to maximize available housing opportunities and information for low income households and individuals. Back to Table of Contents 18 HOUSING Pima County Community Development and Neighborhood Conservation Department PIMA COUNTY HOUSING CENTER • Thanks to the foresight, initiative and collaboration of the Pima County Board of Supervisors, County Administrator, Menlo Park Neighborhood Association, County Housing Commission and CDNC Staff, Pima County will open its first housing center designed to provide our citizens with one convenient location to learn everything about affordable housing and sustainable homes. There are six key strategies directing this new endeavor. Community partners and residents will influence the development of these strategies and help Pima County meet and support the ever changing needs of its residents. • Walk-in services will be available to individuals including access to computers, consultations with housing staff, meetings with housing counselors and participating lending institutions. • Local partners and housing staff will offer a series of housing workshops at the Center. • Foreclosure prevention and mortgage modification assistance will be offered by HUD approved housing counseling agencies. • Family budgeting and financial classes will be offered by our • The Center will offer resources and information to affordable housing developers interested in learning how to apply for various federal, state and local programs which fund units otherwise inaccessible to low and moderate income residents. 2011-2012 Annual Action Plan Neighborhoods concerned about sustaining the culture, safety and other qualities unique to their communities are invited to use the center for community meetings and obtain support from the county in convening key stakeholders for discussions about local strategies, resources, and opportunities for better housing, parks, streets and other issues driving neighborhood concerns. Stay tuned for announcements about the Open House and schedule of activities and programs! Foreclosure Forum Services Workshop planning partners. Front entrance to the Pima County Housing Center located at 801 W. Congress Street El Banco Building Back to Table of Contents 19 HOUSING Pima County Community Development and Neighborhood Conservation Department HOME Program – Pima County Discretionary Allocation for 2011-12: $ 713,600 other resources such as Federal Home Loan Bank of San Francisco’s AHP, WISH & IDEA Programs • $641,923 for Projects, $ 71,677 for Administration For the fiscal year ending 6/30/2012 (2011 Program Year), CD &NC will create 48 new homeownership opportunities, assist 2 existing owners with replacement housing and develop or preserve 90 rental housing units. HOME funds are targeted to projects located in unincorporated Pima County, incorporated communities, designated colonias, and neighborhood stress areas. A priority for the use of HOME funds is to preserve existing affordable housing. Staff Recommendations: Homebuyer/Homeownership Assistance: 50 homeowners assisted ’11-‘12 County HOME = $221,923 ’11’12 County Match = $80,000 (Estimated) 2009 & 2010 HOME funds carried over to 11-12 $215,000 (Estimated) Programs include: • Down Payment Assistance Programs • Employer Assisted and Workforce Housing Programs • Transit Oriented Housing Projects • Leveraged assistance in combination with 2011-2012 Annual Action Plan Mortgage Revenue Bond Program/ Mortgage Credit Certificates • Housing Bond Projects • Replacement Home Programs for existing homeowners of sub-standard housing that is beyond repair or renovation. • Other Targeted local programs Priority will be placed on implementation of programs and projects that are transit oriented, compatible with FHA products and for purchase or development of homes through the Community Land Trust. Priority will also be given to sustainable development projects that incorporate Pima County Residential Green Building Standards, USGBC LEED Standards and Energy Star Standards. It is expected that these funds will leverage other forms of financing, including City of Tucson HOME funds. Rental Housing $420,000 / 90 units County communities. It is expected that HOME loans will leverage other forms of financing such as Low Income Housing Tax Credits, HUD 202 or 811programs and City of Tucson HOME funds. Pima County will continue working began in 2010 with the City of Tucson to develop a HOME funded Tenant Based Rental Assistance Program designed to supplement existing HUD Voucher Choice and VA Supporting Housing Programs. Administration $ 71,677 Rental housing that is developed using HOME funds are inspected on an annual basis to insure that they meet HQS. Owner occupied homes that are replaced with manufactured or site-built housing and homes acquired by down payment assistance programs will continued be monitored at project Habitat Home Dedication Amado Funds will be made available in the form of loans to both non-profit and for profit developers to preserve and develop rental housing. A high priority will be placed on the need to preserve existing affordable rental housing, provide housing opportunities for special needs populations, and to develop new transit oriented rental housing or new rental housing in the downtown area or in targeted Pima Back to Table of Contents 20 HOUSING completion/closing for compliance with all HOME Program regulations. Program income is not anticipated for 2011-12. Matching funds for the HOME program will come from the continued investment of HOPE 3 proceeds, grants to HOME funded projects from various sources including the Federal Home Loan Bank, Grants such as I’m HOME Grant from CFED, Pima County Housing Bond funds invested in HOME funded projects, waived fees, and volunteer donations. Pima County Community Development and Neighborhood Conservation Department ADDRESSING IMPEDIMENTS TO FAIR HOUSING IN PIMA COUNTY In 2011-2012 Pima County will participate in the following actions to address ten impediments to fair housing as identified by the Analysis of Impediments to Fair Housing Choices prepared by the Southwest Fair Housing Council, Inc. IMPEDIMENT # DESCRIPTION ACTION(S) TO ADDRESS IMPEDIMENT(S) Impediments 1, 2, 3, 4 & 6: Illegal Housing Discrimination; Lack of Fair Housing Act Awareness; Lack of Current Fair Housing Law Technical Knowledge; Unfair housing industry practices; and Neighborhood Disinvestment and Adverse Impact on Minorities Support, encourage, and seek legal remedies where applicable. Survey compliance with fair housing laws. Conduct two annual fair housing law trainings for city, county and nonprofit housing personnel. Educate housing industry on fair housing responsibilities. Southwest Fair Housing CDBG funding for Fair Housing Outreach, Education and Testing / $24,000 Impediment # 5: Unfair & Misleading Mortgage Lending and Mortgage Modification Tactics Pima County and the City of Tucson will support Don’t Borrow Trouble® Pima County in its efforts to respond to foreclosure related complaints and provide counseling, education and related services to homeowners facing foreclosure. A special service to elderly homeowners is provided in the form of reverse mortgage counseling. HUD approved housing counseling agencies including Administration of Resources & Choices($16,500); Catholic Community Services dba Pio Decimo Center($18,500); Chicanos por la Causa($31,500); and Family Housing Resources,Inc. ($27,000) in Outside Agency Funding for Mortgage Default and Foreclosure Counseling RESPONSIBLE AGENCY/FUNDING Southern Arizona Legal Aid Inc. CDBG funding for Homeowner and Tenant Protection Programs / $20,000 Administration of Resources and Choices CDBG funding for Reverse Mortgage Counseling / $10,000 Southwest Fair Housing Council, Inc. Outside Agency funding for Pima County Don’t Borrow Trouble® campaign/$25,000 Impediment # 7: Barriers to and lack of Reasonable Accommodations for the Disabled seeking Affordable Rental Housing and New single Family Homes 2011-2012 Annual Action Plan The City of Tucson and Pima County DIRECT Center for Independence /CDBG funding will develop testing, education and out- for the Home Access Program - $50,000 reach for owners, developers and builders regarding their responsibilities for removing barriers to and enhancing the visitability for the disabled. Pima County also supports the Home Access Program for the disabled. The City and County will also provide refresher courses on federal accessibility requirements to building inspectors. Back to Table of Contents 21 HOUSING Pima County Community Development and Neighborhood Conservation Department Fair Housing Strategies & Best Practices (What we will do) workers; • Pima County CDNC Department affirmatively furthers fair housing that is healthy, sustainable and affordable for all protected classes identified by the Federal Fair Housing Act (FFHA). A number of nonprofit agencies work with the department to achieve the various initiatives related to fair housing. The Southwest Fair Housing Council (SWFHC) undertakes programs and secures funding to address impediments to and affirmatively promote fair housing choices in Pima County. Consistent with HUD’s new and broader approach to promoting fair housing, Pima County in partnership with the SWFHC will monitor county housing programs, policies and procedures. Specifically, the following will be observed: • • Community Land Trust and Family Housing Resources, Inc. in securing the long term affordability of foreclosed homes renovated and resold or rented to low-income residents in the areas hardest hit by foreclosures; Rio Nuevo transportation projects and development of transit oriented affordable housing; • Ajo revitalization projects with the International Sonoran Desert Alliance; • Habitat for Humanity Tucson projects with Chicanos por la Causa in Amado, Arivaca and Marana; • Workforce housing development in the Town of Marana for town employees and low-income 2011-2012 Annual Action Plan Workforce housing in the Town of Sahuarita and its downpayment assistance program for low-income workers; • Replacement of substandard housing with manufactured housing in the City of South Tucson in partnership with The Primavera Foundation; • Monitoring of growth in both Pima County and urban Tucson as affordable housing development is affected by plans to protect existing county, state and federal parks and other protected lands; and • Controlling the impact of predatory lending companies working in areas with few, if any traditional banks are located and where residents are mostly low-income and financially stressed by high debt, low paying jobs and limited housing choices. In addition, the SWFHC Don’t Borrow Trouble® Pima County Program (DBT) provides servicers to help homeowners achieve affordable mortgage modifications; avoid or prosecute mortgage fraud; and meet face to face with HUD approved housing counseling agencies and mortgage services. In 2011, DBT staff will move to the new Pima County Housing Center conveniently located downtown Tucson near Interstate 10. As Pima County’s link between homeowners facing foreclosure and HUD approved housing counseling agencies, DBT is the community’s chief referral service. Pima County is funding HUD approved housing counseling agencies who are helping protected classes such as minorities and families with children who were targeted with predatory mortgage products resulting in foreclosures and mortgage modifications making homeownership difficult to maintain and afford. At the new Pima County Housing Center DBT staff will implement the SWFHC $323,000 grant to investigate mortgage modification fraud and show homeowners how to avoid these companies. Working in partnership with all local HUD approved housing counseling agencies DBT staff will focus grant efforts on helping the Spanish speaking population. Several grant milestones for DBT include: • Identification of 75 statewide distribution sites for residents and housing providers to disperse fair housing/fair lending literature; • Coordination of bi-monthly consumer fair lending and discrimination clinics • Coordination of fair lending and fair housing workshops for nonprofits • Coordination of video conference financial literacy workshops • Operation of a statewide toll-free help line As Pima County’s referral service for homeowners seeking help from HUD approved housing counseling agencies, DBT is also the primary referral service to affordable legal services; the Arizona Attorney General’s Office; the Arizona Department of Financial Institutions; the Pima County Community Action Agency; and a host of other community services designed to help homeowners work through homeownership or rental issues. DBT is the main connection between Pima County and the mortgage Back to Table of Contents 22 HOUSING servicing industry including such partners as Fannie Mae, Freddie Mac, the HOPE NOW Alliance, the Federal Reserve Bank of San Francisco, the Arizona Foreclosure Prevention Task Force and the Pima County Foreclosure Prevention Coalition. Housing Center staff will continue sending letters to all residents receiving Notices of Trustee Sale (foreclosure proceedings) inviting them to the new Pima County Housing Center to meet with Don’t Borrow Trouble and learn what options exist to help them save their homes. Pima County Community Development and Neighborhood Conservation Department County Foreclosure Prevention Workbook and other tools including access to computers will help Pima County residents get what they need. In addition to the foreclosure issues, Don’t Borrow Trouble staff at the new housing center will continue to coordinate efforts with the SWFHC to: • Investigate individual complaints of housing discrimination. • Obtain evidence to support enforcement action by public agencies conducting legal or administrative actions. • Initiate complaints and litigation to serve fair housing goals. • Inform and advise community residents of their fair housing rights, including presentations at community meetings and special events. • Conduct mediations. • Conduct conferences, training programs, and seminars to inform housing professionals about housing laws. Staff at the new Housing Center monitors the ongoing foreclosure crisis by tracking the number and location of homes in foreclosure. That information is mapped and reported to local officials who want to know where the troubled families reside and where services are needed. Approximately 90% of all calls received by the Don’t Borrow Trouble Hotline are foreclosure related. • Assist businesses, neighborhood groups, agencies, and units of government in the development of fair housing goals, plans and strategies, and actions. • Provide information and referrals for persons and families with housing needs. The new Housing Center will offer educational materials for all its housing partners. The Pima CDNC housing staff is planning to develop a Limited English Proficiency Implementation Plan to identify At the new Housing Center, DBT invite HUD approved housing counselors and mortgage servicers to meet face to face with borrowers during evening and weekend hours to accommodate the schedules of working families. Families living in rural areas of Pima County including Three Points, Ajo and Sahuarita will be able to access the new Housing Center’s services through video conferences or by events DBT will deliver in those areas in their community centers, schools, libraries or other local facilities. DBT works closely with the Pima County Library System in holding library workshops and providing foreclosure prevention education – including the Pima County Foreclosure Prevention Workbook. 2011-2012 Annual Action Plan the language needs for residents in Pima County based on the Four Factor Analysis developed by the U.S. Department of HUD and the U.S. Department of Justice. Some of the languages identified by Pima County’s Superior Court - the first county court in the State of Arizona to publish an LED plan - reports after Spanish, in order of greatest need, the languages spoken and requiring English interpretation are ASL, African languages, Asian languages, European languages and Native American languages. Back to Table of Contents 23 HOUSING THE HOMELESS Supportive Housing Pima County continues to receive funding from the Supportive Housing Program (SHP) through the Continuum of Care application process. • • • • • • CASA-Coalition Assisting Self-Sufficiency Attainment will serve single parents with children, unaccompanied youth, and Individuals without dependents. La Casita will serve parenting teens and unaccompanied youth between the ages of 18 to 21. New Chance Collaboration will serve exoffenders. Project Advent will serve veterans and chronically homeless individuals and families. CASA for Families II will assist families with transitional housing and supportive services. Pima County HMIS will continue implementation of the data collection system for the Tucson/Pima County Continuum of Care. Pima County Community Development and Neighborhood Conservation Department the Homeless Emergency and Rapid Transition To Housing (HEARTH) Act. The Tucson Pima Collaboration to End Homelessness (TPCH,) the local Continuum of Care, has begun conversations about how it will adapt to the new HUD requirements. The Continuum of Care is faced with a unique challenge for the coming year, as the current fiscal agent is no longer able to provide the fiscal management for the collaborative. The members are exploring options ranging from finding a new fiscal agent to becoming a legal entity for fiscal responsibilities, a 501c3. This challenge, along with the expansion to the HUD definition of homelessness and the consolidation of the Supportive Housing Program (SHP,) Shelter Plus Care (SPC,) and Mod Rehab/SRO into a Single Continuum of Care Program, is presenting many new opportunities to the community. Pima County remains a committed partner within the Continuum of Care. Collaborating and working more closely together Tucson Homeless Connect events held semi-annually connect homeless to key community agencies and services, such as housing, Arizona Identification, Medicaid & TANF registration, medical/dental evaluations, and even pet food/ immunizations to foster a more efficient use of resources are key components of the HEARTH Act. The TPCH Homeless Youth Committee is exploring ways to engage more McKinney Vento school liasons to get actively involved in TPCH, as well as inviting Child Protective Services (CPS) to be part of the committee. The TPCH Membership Committee is planning strategies to identify and connect with other key community partners to TPCH to build a stronger Continuum of Care for this community. Some TPCH member organizations have are already begun implementing a Housing First model and others are part of the local 51homes project, the national 100,000 homes initiative. This exercise gives the community an opportunity to learn how to help people access mainstream services in a more expedited and efficient manner. Specific funding for the HEARTH Act, as well as the new Emergency Solutions Grant (ESG) formula funds, have not yet been released due to federal budget delays. The Continuum of Care The Continuum of Care and 10-year Plan to End Homelessness in Pima County (PTEH) guides the use of nearly $400,000 in annual HUD resources that help the homeless. Pima County has provided funding for the PTEH coordinator for three years to assist with plan implementation. There is much anticipation for the upcoming changes to the Continuum of Care that are expected under 2011-2012 Annual Action Plan Back to Table of Contents 24 HOUSING THE HOMELESS Pima County Community Development and Neighborhood Conservation Department Housing the Homeless and Special Populations Housing Opportunities for People with AIDS (HOPWA) Renewal Grant Special Populations Program Coordinator In Pima County, the HOPWA-funded project is called Positive Directions. Positive Directions is a collaborative effort of Pima County and two project sponsors: the Southern Arizona AIDS Foundation (SAAF), and the City of Tucson. The project is designed to create a continuum of care for people who are low-income and HIV positive, and their families, by filling gaps in both housing and services in Tucson and Pima County. Pima County has fully implemented a key management plan for Homeless funding and resource development, including the creation of a Special Populations Program Coordinator. This position provides oversight for a variety of homeless funding sources: ESG, HOPWA, SHP, HMIS, and FEMA. In addition, this person will be instrumental in fostering community relationships, developing partnerships, and identifying additional funding opportunities to provide efficient funding and implementation of homeless services and programs in Pima County. Recognizing the importance of stable housing, the primary goals of the Positive Directions project are: • Establishing and Maintaining stable housing for people with HIV/AIDS • Improving access to Healthcare • Reducing the Risk of Homelessness The project addresses these through three key components: transitional housing, long-term rent subsidies, and support and referral services through intensive case management. The services offered are based on priorities established by the County HIV Care Consortium. The project provides needed housing and support services under the Continuum of Care plan. 2011-2012 Annual Action Plan Housing the Homeless Tucson is piloting a Housing First model, known locally as 51homes, to foster more widespread adoption of utilizing a medical triage approach for prioritizing need. 100,000 Homes Campaign, a national effort, aims to house 100,000 of the most medically vulnerable homeless people in the U.S. by 2013. The Tucson initiative, named 51homes, administered a Vulnerability Index survey to several hundred homeless people in April 2011 in order to identify the 51 most medically-vulnerable homeless individuals who are at risk of early mortality due to living outdoors. 51homes is securing funding to hire two Navigators who will provide intensive outreach, engagement, and care coordination to move these individuals into housing. 51homes already has commitments of 51 housing units for this purpose. Additionally, some providers are taking steps to change their Transitional Housing units to permanent - reflecting the federal policy emphasis on rapid re-housing. TPCH and local homeless service providers are working more closely and effectively with local schools in order to coordinate resources for serving homeless students and their families. Back to Table of Contents 25 HOUSING THE HOMELESS Homeless Management Information System Pima County will continue working with the HUD Regional Office, the Continuum of Care – represented by the Tucson Planning Council for the Homeless (TPCH), and the City of Tucson will continue operations of the HMIS. Through the Community Development and Neighborhood Conservation Department (CDNC), Pima County will continue its role as HMIS Contractor. In the capacity of HMIS Contractor, CDNC will continue working closely with the other principal parties to the HMIS Protocol for Governance. HMIS in Pima County is in step with national homeless management as recommended by HUD. The HMIS partners, Bowman Systems Pima County Community Development and Neighborhood Conservation Department and Symmetric Solutions, continue to provide upgrade and training to the community, staying on the cutting edge of HUD changes and preparing for upcoming HEARTH Act implementation. More users continue to be added, as more agencies begin using HMIS to help manage client data. For example, the addition of VA participation in HMIS will produce more comprehensive data, including improved data on homeless veterans. HMIS data for the 2010 calendar year shows that 7,800 unduplicated homeless individuals accessed homelessness services at some point during the year. Of these, 20% were children. HMIS users are being asked to consider sharing their client to create a more comprehensive Continuum of Care environment. Additionally, each organization is reviewing how their organization uses HMIS to track clients and if they can use HMIS to help them collect and report even more data about their clients. This data will be key as the community moves into the HEARTH Act, a more collaborative and comprehensive model of care for the homeless and homeless prevention in Pima County. As the Continuum of Care moves into new performance measures and evaluation, data management will be critical. The Continuum of Care is committed to maximize the utilization of HMIS and ensure funding is secured to maintain and support HMIS for the community. Pima County is a dedicated partner with the Continuum of Care to ensure adequate fiscal support and oversight is maintained. The Tucson/Pima County HMIS is well positioned to meet the requirements of the HEARTH Act to be implemented in 2011-2012 and beyond. The HEARTH Act emphasizes prevention and rapid re-housing through the implementation of the Emergency Solutions Grant (ESG). We will be able to build on our successes with HMIS for Project Action, the local HPRP program, as it expands with new ESG funding for prevention and rapid re-housing. HMIS will also be expanded to include all ESG providers, including the Community Action Agency that provides prevention services in the County. The HEARTH Act also focuses on outcomes and performance measurement. HMIS reports will be developed to provide more outcomes-based reporting including measures such as reducing lengths of homeless episodes, reducing recidivism back into homelessness, reducing chronic homelessness, reducing the numbers of homeless individuals, and other measures determined by HUD and TPCH. Ensuring quality data is critical to such performance reporting. Several initiatives will be put in place to provide higher-quality data, including additional data quality reporting and monitoring. In addition, data sharing will be expanded between emergency shelters and some transitional housing programs. Data sharing of program entries and exits, universal data elements, and program-specific data elements will result in improved data quality, reductions in duplicate data entry, and improved client service. The HMIS team will continue to provide data to the local Continuum, to the State of Arizona for statewide reporting, and to HUD for national reporting, including the Annual Homeless Assessment Report (AHAR) and the quarterly Homeless PULSE report. HMIS will continue its support of additional Federal projects that are now participating in HMIS including the Veteran’s Affairs (VA) Grant & Per Diem and VASH programs and the PATH (Providing Assistance to Transitional Housing) program from SAMHSA. -Don Logue, Tucson/Pima County HMIS Project Manager 2011-2012 Annual Action Plan Back to Table of Contents 26 HOUSING THE HOMELESS Emergency Services Grant (ESG) Program Pima County Community Development and Neighborhood Conservation Department FY11-12 Funding Allocation : $115,952 * *At 2010 funding level Activities (limited to 30% of the grant amount) and are designed to prevent the incidence of homelessness. Matching funds are required and provided through grants and private contributions to recipient agencies. The purpose of the Emergency Services Grant program is to increase the number and quality of emergency shelters and transitional housing facilities for homeless individuals and families, to operate these facilities and provide essential social services, and to help prevent homelessness. Examples of Eligible Activities that can be carried out with ESG funds include: Essential Services, (limited to 30% of grant amount); Operation of homeless shelters and transitional housing, and Homeless Prevention The ESG program is incorporated into the McKinney Vento Act through which Supportive Housing Program funds are received by Pima County. ESG funds are allocated to communities using the same formula that drives the allocation of CDBG funds. Funds are initially allocated to Pima County’s Jackson Employment Center, for emergency shelter and to the Community Action Agency for homeless prevention. Preventing homelessness is critical, along with the upcoming changes from the HEARTH HMIS USERS CITY OF TUCSON CODAC COMPASS COPE ESPERANZA EN ESCALANTE GOSPEL RESCUE MISSION JACKSON EMPLOYMENT CENTER LA FRONTERA CENTER LA PALOMA FAMILY SERVICES NEW BEGINNINGS FOR WOMEN AND CHILDREN OLD PUEBLO COMMUNITY SERVICES OPEN INN OUR FAMILY SERVICES PIMA COUNTY PIO DECIMO CENTER PRIMAVERA SAAF SOUTHERN ARIZONA LEGAL AID THE SALVATION ARMY 2011-2012 Annual Action Plan Agency Act, to begin implementation of the Federal Strategic Plan to Prevent and End Homelessness. Funding recommendations for the entire ESG allocation are submitted to the Board of Supervisors for approval. Match required for ESG funding is provided through grants and private contributions to recipient agencies. Specific funding recommendations are not yet finalized. The Board of Supervisors must review and approve. This document will be revised should projects and funding allocations change. Program Funding Allocation Catholic Community Services, dba Pio Decimo Center Transitional shelter for homeless Families $8,000.00 La Paloma Family Services Amparo de Los Angeles $3,500.00 New Beginnings for Women and Children Roof, Job, and Beyond $6,500.00 Open Inn, Inc. Emergency Housing for LGBT Youth $3,000.00 Our Family Services Teens in Transition $6,000.00 Primavera Foundation, Inc Greyhound Family Emergency Shelter $12,000.00 Primavera Foundation, Inc Casa Poloma Women’s Center $12,000.00 Tucson Center for Women and Children Inc., dba EMERGE! Domestic Violence Shelter $19,000.00 Jackson Employment Center Operating $11,952.00 Caridad de Porres Operating $5,000.00 Pima County Community Action Agency Homeless Prevention $29,000.00 $115,952.00 Back to Table of Contents 27 HOMELESS ASSISTANCE AND RAPID REHOUSING Pima County Community Development and Neighborhood Conservation Department HOMELESS ASSISTANCE AND RAPID REHOUSING administers U.S Housing and Urban Development formula grant funds (ARRA) to prevent homelessness in Pima County Program Performance Measures – 5 Year Goals 10-14 Projected 11-12 Homeless and Prevention Financial Assistance No numeric goal in plan 239,267 Description of Services Homeless and Prevention Relocation Assistance No numeric goal in plan 128,836 A new model was developed based on collaboration with the City of Tucson to implement a seamless service to the residents of Pima County. The City of Tucson contracts with three non-profit organizations to provide direct services of financial assistance and case management for households which may become homeless. County contracts for legal services, financial education outreach services and program evaluation. Implementation and monitoring of the program is a shared responsibility with the City of Tucson. Data Collection and Program Evaluation, Admin No numeric goal in plan 21,269 Program Goals and Objectives • Coordinate HPRP with City of Tucson to provide seamless program delivery • Fund services to agencies serving vulnerable populations at risk of homelessness throughout Pima County • Fund services to agencies serving homeless, for rapid rehousing options • Fund effective case management (6 months average) to build skills and knowledge of services • Provide technical assistance and training to non-profit agencies receiving funds • Provide community education regarding programs, services and access to services Financial Highlights and Significant Issues This is a HUD grant through the ARRA funds which are intended to create community strategies that will reduce homelessness and provide mechanisms 2011-2012 Annual Action Plan to ensure that individuals and households receive supportive services. The grant is for 3 years, ending August 2012. By the end of FY 2010-11, 60% of the funds will be expended. The McKinney-Vento Act Hearth Amendment will create new strategies to address homelessness prevention and rapid rehousing. It is not clear how funds will be allocated to jurisdictions and how they will be administered March 2012 is the beginning of the final six months of funding from the HUD for the HPRP. If no new funding is identified new referrals will be limited to 4 per a month until May 2012 when no new participants will be accepted. All participants will be prepared to be self sufficient though helping them accomplish goals and contribute a higher amount to their household expenses as the financial assistance is decreasing. Evaluation Project Action has contracted with a consultant to conduct program evaluation from the start of the program. The consultant will continue to provide an analysis of Homeless Management Information System data to evaluate the accuracy of data, appropriateness of referrals and types of financial services. The consultant will review program design and implementation process to improve and comply with HUD requirements. The consultant continues to analyzed client and staff satisfaction through interviews and surveys. Follow-up study of the program’s long term effectiveness will be conducted from mid point of program’s 3 year run. Contractor will contact exited participants at least 3 months after their exit and ask the former participants about their current housing status and stability. Project Action hopes to learn the value of case management coupled with emergency financial assistance. A study will be conducted to determine the kinds of information, referrals and guidance provided to participants that lead to successful housing stability though an analysis of case management data entered into HMIS. Back to Table of Contents 28 COMMUNITY PLANNING AND REVITALIZATION Pima County Community Development and Neighborhood Conservation Department COMMUNITY PLANNING AND REVITALIZATION is primarily responsible for administration of the Neighborhood Stabilization Program 2 (NSP2) Grant, providing leadership, support and oversight for the $22.1 million grant funded from the American Recovery and Reinvestment Act. In addition staff provides support for county-wide activities involving community revitalization and planning. As the grantee Pima County is responsible for subgrantee performance, grant and contract compliance, and program reporting. Description of Services The NSP2 office operates and staffs the Pima Neighborhood Investment Partnership (PNIP) from its office located on Evans Blvd. Working with subgrantees the City of Tucson and seven non-profit agencies staff provides support for sub-grantee activities which include acquisition of foreclosed properties redevelopment of vacant land, land banking, and demolition of blighted structures. NSP2 activities are limited to a target area consisting of 29 census tracts located in the City of Tucson, South Tucson and an unincorporated area of Pima County. Program and Goals Successful completion of NSP2 Grant Goals includes: • Reducing foreclosures, increasing market values, stabilizing neighborhoods, reduction in utility consumption and dependence on autos by participants increasing the diversity of neighborhoods in the target area. • Communicate and coordinate activities with five neighborhoods in the target area • Provide technical assistance, support and training for sub-grantees staff • Accurately report on NSP2 accomplishments Staff also administers two EPA Brownfields Grants, targeted to Flowing Wells and Ajo and provides support for CDNC staff on other grant funded activities for HOME, SHP, SHP-HMIS, HOPWA, as well as for required planning and reporting. • • to both the federal government as well as to the local community and partners Provide technical assistance for CDNC staff for grant programs as well as provide reports and studies to assist with department efforts Administration of two Brownfields grants including promotion of the grant In Flowing Wells and Ajo; conduct activities which will encourage redevelopment and investment Financial Highlights and Significant Issues The NSP2 grant is funded through the American Recovery and Reinvestment Act (ARRA) which contains significant reporting and accountability requirements. Approximately midway in the fiscal year, February 12, 2012, at least half of the $22.1 million grant will need to be spent. The grant expires in 2013, however should the projects realize income, it will be incumbent upon the County to accurately account for and appropriately expenditure of program income across multiple projects by subgrantees. “When I think of my vision of what the NSP2 Grant will achieve if it is successful, I believe that ultimate success will be determined by how well we live up to the name of the Grant “NSP2” -- Neighborhood Stabilization Program. The grant will be a success if SALT has an impact at bringing stability to the neighborhoods that we are focusing on. To achieve the most success we are concentrating our grant funds on a few neighborhoods. By limiting our grant funds to just a few neighborhoods we believe that we’ll be able to have a noticeable impact on the neighborhoods and help with the property value decline caused by the economy and real estate market. As we purchase foreclosed houses or multi-family units we are stimulating the local economy by providing a number of jobs as we rehabilitate these properties. Although the focus may be on stabilizing neighborhoods due to the real estate depression that we are experiencing, it goes well beyond that. It is always nice to see what the Grant funds are doing on an individual level. The NSP2 Grant funds are giving SALT the opportunity to provide affordable housing to numerous families who otherwise might not be able to afford it. SALT’s vision is to have 35-50 single family homes, 150-200 apartment units, and a number of improved lots to build houses on. These properties purchased with NSP2 grant funds will provide a long-term positive impact for families seeking affordable housing” -Paul Sorensen SALT 2011-2012 Annual Action Plan Back to Table of Contents 29 COMMUNITY PLANNING AND REVITALIZATION Pima County Community Development and Neighborhood Conservation Department Goals and Objectives • Goal 1: Successfully plan, implement and complete current NSP2 and Brownfields grant funded projects and programs: • • • • • Continue to develop, modify, and complete all applicable and eligible activities and successfully comply with all program monitoring. Ensure financial accountability for existing programs and projects by effectively participating and completing scheduled subgrantee and contractor monitoring. Continue to coordinate all applicable monthly, quarterly or annually reporting activities accurately and on time. Efficiently leverage cash and community resources whenever feasible. Goal level • • • 2: of Develop appropriate community planning and revitalization methodologies compatible with targeted communities. Identify appropriate community scale to apply funding. Goal 4: Continue to promote and seek opportunities to create public/private partnerships to build consensus and maximize available resources: • • Engage and work directly with other County departments to expedite current projects and programs. Engage and work directly with non-profit agencies to insure that the capacity developed using NSP resources is sustained beyond program close-out. • Engage three private implementing specific sector partners in program activities. Goal 5: Seek, deploy and provide staff to utilize the most effective community outreach activities to inform, educate, and promote current and proposed projects and programs: • • • Continue to develop and maintain PNIP Reportor newsletter as a hardcopy publication to disseminate information regarding for all division project, programs, and initiatives. Continue to develop and maintain pnip.org website for all division project, programs, and initiatives. Utilize all forms of social media, and integrate Effectively sustain and expand service, projects and programs: Research various funding sources for community and economic development efforts. Effectively utilize program income and other available revenue streams to sustain program(s). Sustain and expand staff to provide opportunities for current and future employees as well as opportunities for internships. Goal 3: Develop and employ approaches and strategies that effectively target available resources to appropriate community needs: • • Research and identify existing community assets to pursue available grant funding and resources. Work with other County departments and agencies to develop community assets. 2011-2012 Annual Action Plan Back to Table of Contents 30 COMMUNITY PLANNING AND REVITALIZATION • directly into PNIP website, to most effectively convey important information about existing and proposed projects and programs. Continue to provide and make available the Pima Neighborhood Investment Partnership Office to community groups, non-profit agencies, and public/private entities for meetings, trainings and/or conferences. Pima County Community Development and Neighborhood Conservation Department Goal 6: Utilize the most effective and practical green and sustainable resources in all project and program applications with the goal of reducing short and long-term operating costs and consumption of non-renewable resources: • Utilize Pima County’s Sustainable Action Plan for County Operations as applicable. • Educate and required renewable building green techniques, as applicable, in all grantee, sub grantee, and sponsor contracts. Goal 7: Actively employ yearly production objectiveto measure the success of current Community Planning and Revitalization Division Programs such as the following for Annual Plan/FY 11/12: NSP2 • • “NSP-2 will be a success, if we can spark non-NSP-2 families into buying, and retrofitting homes all over our targeted area. If we can make it HIP to buy in the Centro core of Tucson, where renovation, and business development can perk up. Where being from Southside of the city Tucson is source of pride. Success would be to have Tucsonans making the Southside a destination for great food, fun and family activities. “ -Alonzo Morado, Outreach Coordinator • Brownfields • • • • • 2011-2012 Annual Action Plan Spend 50% of NSP2 funds for eligible activities by 2/12/2012. Attain 75%, or 285 housing units, completeness rate for all required housing units per the NSP2 grant by 7/1/2012. Distribute any NSP2 program income to PNIP partners to sustain program and leverage further resources. Conduct 10 Phase I and 3 Phase II Environmental Site Assessment in Flowing Wells, Arizona. Conduct 14 Phase I and 3 Phase II Environmental Site Assessment along the Ajo, Why, Lukeville Corridor. Assist in the redevelopment activities of 2 assessed Brownfields properties to a higher or better use in either Flowing Wells or the Ajo, Why, Lukeville Corridor Assist in attracting non-profit agencies with an explicit mission to redevelop Brownfields to Pima County. Research and analyze future funding for Brownfields projects for Pima County. Back to Table of Contents 31 COMMUNITY PLANNING AND REVITALIZATION PIMA NEIGHBORHOOD INVESTMENT PARTNERSHIP Pima County Community Development and Neighborhood Conservation Department • Having been launched in February 2011, PNIP has embraced ambitious goals and objectives. PNIP is a partnership between Pima County as grantee and seven subrecipients which include: The City of Tucson, Habitat for Humanity, Community Investment Corporation, Southern Arizona Land Trust, Family Housing Resources, Primavera Foundation, and Chicanos Por La Causa. While the primary focus of the grant involves the disposition of foreclosed and abandoned properties a critical component of PNIP is to engage the local community, serving three purposes • • • • To determine local needs which could be met though activities funded by PNIP, Gain support for PNIP and its projects Marketing for potential participants Sustainable practices PNIP has hired an Outreach Coordinator to work directly with neighborhood associations and local leaders. The Coordinator is available to address local meetings on PNIP activities. PNIP initiatives include: • • Development of a website: www.PNIP.org. The website will contain information on PNIP activities, documents, and homes that are for sale. Advisory Committee – is a neighborhood and stakeholder group which meets on a quarterly basis to provide advise of policy and initiatives related to PNIP. 2011-2012 Annual Action Plan • • University of Arizona’s Drachman Institute has worked in five neighborhoods in the target area. The topic that Drachman is exploring is whether the investments made by PNIP will “make a difference.” Windshield surveys have been conducted in five neighborhoods in the target area. Presentations summarizing the findings are being made to the associations. Workshops will be held on topics related to neighborhood improvements. Interviews will be conducted in neighborhoods, of both PNIP participants as well as existing residents to survey the impact of PNIP on the neighborhood and community. The architecture firm Poster, Frost, Mirto has been hired to work with PNIP partners to improve and increase the use of sustainable practices in homes that are acquired for rehabilition. This includes exploration of five areas: • Energy conservation • Water use – including conservation and harvesting • Use of safe materials in construction – including low volatile compounts • Accessibility • Outdoor use and comfort by residents. In addition a “Green Home Guide” has been developed with the cooperative of Pima County’s Department of Envirmental Quality (DEQ). The intention is to distribute the manual to purchasers of each home. It will contain details on proper management and maintenance of the homes as well as community information on topics such as recycling. The Guide is to serve as a model, customizable for each house. Sunnyside Pointe - first of 20 homes assisted with NSP2 funds Back to Table of Contents 32 NEIGHBORHOOD REINVESTMENT Pima County Community Development and Neighborhood Conservation Department The function of NEIGHBORHOOD REINVESTMENT is to provide stability and revitalize stressed communities pursuant to 1997 and 2004 Neighborhood Reinvestment Bond Ordinances, promote the funding of small capital improvement projects selected through a community consensus process, develop community leaders, identify emerging needs, and strengthen community decision making. Program Performance Measures – Description of Services Neighborhood Reinvestment Program Coordinators work with neighborhood residents to identify and implement desired infrastructure and public facilities improvement projects that will improve the quality of life in their communities; implement strategies for stabilizing communities through the support of community based initiatives by partner agencies, organizations, churches, and other jurisdictions; and identify service gaps in communities and work with residents to prioritize needs for programs and services Program Goals and Objectives • Empower neighborhood groups and residents to accomplish community goals through informational outreach Sir Francis Bacon rightly declared that “Knowledge is power,” and providing pertinent information to communities will be a priority task for Neighborhood Reinvestment staff in 2011/12. Delivery methods include presentations at neighborhood association meetings and resource networking fairs. Information will include community resources for planning and sustainability (e.g., PRO Neighborhoods, the Drachman Institute, Water Management Group); funding sources (e.g., U.S. Housing and Urban Development Department, Federal Highway Administration Transportation Enhancement 2011-2012 Annual Action Plan 5 Year Goals 10-14 Projected 11-12 Community Outreach Events Held No numeric goal in plan 30 Projects Approved/Funded No numeric goal in plan 2 Projects Completed No numeric goal in plan 8 Proposals Developed No numeric goal in plan 2 Evaluations Completed No numeric goal in plan 8 Activities, Community Foundation for Southern Arizona), and crime prevention (e.g., Graffiti Removal Program, Community Watch Program, Gang Outreach, Summer Youth Employment Program) • Target stressed communities which do not have active neighborhood associations to help achieve neighborhood project goals Neighborhood Reinvestment staff have observed that, in addition to those neighborhoods which have not had functioning community organizations in recent memory, there are a number of neighborhoods which previously had effective structures which are now nonfunctioning. Whether this is a result of the economic downturn, the paucity of available funding for projects, or a cyclical phase, NR staff will work with those communities to establish or reinvigorate effective organizations. This will be done by enlisting the assistance of PRO Neighborhoods, which has specialized in developing neighborhood group structures and by utilizing our own skills in working with diverse stressed communities. • Work with new neighborhood groups to select community goals and strategies Organizing a grass roots neighborhood group is only the first step. The second step is for the residents to develop community goals and strategies. Because Neighborhood Reinvestment staff has years of assisting communities with this consensus process, they will work with the neighborhood associations to prioritize their goals and appropriate strategies. This will require NR assistance in conducting effective meetings of association planning committees, studying the options, and presenting the choices to the residents via community meetings or surveys • Assist community leaders in development of functional neighborhood project proposals After potential funding sources are identified, neighborhoods will begin the process of developing proposals or applications. Neighborhood Reinvestment staff have assisted more than 50 communities with their NR proposals and therefore have the experience and skills to share with neighborhoods preparing their grant applications. Back to Table of Contents 33 NEIGHBORHOOD REINVESTMENT Until there is another Pima County bond election, there are no Neighborhood Reinvestment funds for infrastructure projects, which means NR staff will be partnering with communities to investigate other funding sources. It is likely these will be small projects, but the exercise of preparing a viable funding proposal will provide a sound foundation for the neighborhood’s future grant proposals. Financial Highlights Currently all 1997 ($5 million) and 2004 ($20 million) Neighborhood Reinvestment bond funding has been allocated by the Board of Supervisors. The Pima County Bond Advisory Committee has approved $30 million for the Neighborhood Reinvestment Program to be included on the ballot for the next Pima County bond election. The election, which has been postponed several times due to economic conditions, now is expected to be scheduled in 2012 or 2013. The Neighborhood Reinvestment Program also draws upon funding from the beneficiary jurisdictions, from state and federal grant programs, and from local nonprofits and faith communities. Due to the extended economic downturn which has affected local, state, and national funders, these supplemental funding sources have diminished to a trickle. Therefore the future bond election is crucial to the continuation of this essential community revitalization program. Until new NR funds are available and traditional funding sources are replenished, Neighborhood Reinvestment staff will continue to seek nontraditional sources for neighborhood improvements. Several staff have attended grant writing workshops and received training in obtaining project funding during the national recession. This will be the challenge for Neighborhood Reinvestment staff during 2011/12. 2011-2012 Annual Action Plan Pima County Community Development and Neighborhood Conservation Department NEIGHBORHOOD REINVESTMENT FORECAST A mother nervously walks her children to school in the bicycle lane of a busy road…A grandfather limits his grandchildren to fifteen minutes on the rusting playground equipment…A night shift worker makes her way through the dark streets of her neighborhood to reach the bus stop… Teenagers climb over a security fence to ride their skateboards in a private parking lot…A homeowner reluctantly lists his home for sale after learning that his local government has no funds to replace the deteriorating sidewalks and streets… The strength of the Pima County Neighborhood Reinvestment Program is its grass roots component. Community residents organize for the purpose of obtaining NR funding for capital improvements, develop neighborhood consensus for a specific project, prepare a written proposal, and make a presentation to the Neighborhood Reinvestment citizen oversight committee. In the upcoming year, community members participating in the NR program include: • • • • Parents with young children seeking safer pedestrian routes and an improved playground in their neighborhood park (Barrio San Antonio and Menlo Park) Working families and senior citizens needing nighttime street lighting for pedestrian commuters and residents walking for exercise (Elvira, Avondale, and Barrio Centro Youth needing a safe, dedicated location for recreational skateboarding (Wakefield Teachers, students, and area residents • collaborating to apply for new playground equipment and park amenities on the property of two elementary schools (South Tucson Youth) Residents and local artists using a community art project incorporated into infrastructure improvements for the purpose of uniting their diverse neighborhood (Dunbar Spring) As Neighborhood Reinvestment Program staff and community residents develop their project concept, they explore additional funding sources and community partners to maximize the scope and impact of the project. Partners include government, nonprofit organizations, faith based groups, school districts, and small businesses, which have added a total of $14.6 million to the $25 million NR bond funding. As government budgets continue to tighten, supplemental funding sources have become more essential to well planned projects. Identifying and tapping these sources is a priority challenge for the Pima County Neighborhood Reinvestment Program staff during the upcoming year. A mother walks her children to school on the newly installed sidewalks of her neighborhood, greeting senior citizens out for their morning exercise… Under a shaded ramada, a grandfather lays out a picnic lunch for his grandchildren, who are enjoying the new shaded play structure in their local park…A night shift worker strolls the brightly lighted street to her bus stop, waving at her neighbors who sit on their lawns watching their block’s evening activities… Teenagers carry their skateboards to the local skate park for an afternoon of runs and jumps…A homeowner compliments his neighbor on her yard cleanup and newly planted flower bed, which edges the recently installed sidewalk and curbing… Back to Table of Contents 34 NEIGHBORHOOD REINVESTMENT NEIGHBORHOOD REINVESTMENT HIGHLIGHTED 2011/12 INITIATIVES Six urban projects will be constructed in FY2011/12 (Barrio Centro street lights, Wakefield skate park, Toumey park /sidewalk/ pedestrian improvements, West University park improvements, Avondale street lights, Dunbar Spring sidewalks and pedestrian improvements). Neighborhood Reinvestment Program staff have partnered with stimulus-funded Pima Neighborhood Investment Partnership to provide outreach and evaluation for neighborhoods participating in this housing revitalization program. In 2011/2012 this will provide additional clients for the PNIP down payment and homeownership programs and will provide feedback concerning the programs’ impact on the targeted neighborhoods. Pima County Community Development and Neighborhood Conservation Department “It’s so important to get to know your neighbors, so when someone needs help, they know someone close by. When you get to know your neighbor, they are no longer a stranger, they are your friend.” - Willie Blake Jr., - Kino Coalition Park Project “Our community is grateful for the addition of the pediatric clinic, I would like to thank everyone who made this happen.” - Mary Esparaza - Continental Pediatric Clinic “The installation of chicanes, curb extensions and water harvesting on 9th and 10th streets has resulted in an increased awareness of pedestrians and sustainable landscaping for neighborhoods.” -Carrie Strum, Rincon Heights Neighborhood resident “The two mini-parks are] important because in South Tucson there is not a lot of open space.” -Jennifer Eckstrom, Mayor, City of South Tucson, Neighborhood Reinvestment staff will undertake a project utilization and maintenance review of completed 1997 and 2004 bond projects for the purpose of ensuring that community projects are being utilized appropriately and that the beneficiary jurisdictions are maintaining the projects at the level required by intergovernmental agreements. The 2011/12 goal for these reviews is completion of twenty 1997 NR projects and twelve 2004 NR projects. Neighborhood Reinvestment staff will continue to work with urban and rural communities to facilitate the organization and action of effective grass roots organziaations, to develop a vigorous community voice and to facilitate collaborations among neighborhoods, social service providers, government, faith based organizations, and school districts. 2011-2012 Annual Action Plan “The new bridge gave us a renewed sense of safety and community” - Mrs. Alice Vega - Rose Pedestrian Bridge “The project and the Neighborhood Reinvestment process was a great, valuable community building experience.” -Karen Zopf Picture Rocks resident Picture Rocks BMX/Skate Park Back to Table of Contents 35 OUTSIDE AGENCY OUTSIDE AGENCY Administers County General Funds to nonprofit agencies that have successfully completed a community review process and are determined to be qualified to deliver essential food and clothing services to identified groups. Description of Services • Work with community agencies to identify program gaps. • Provide support to a Board of Supervisors appointed citizens committee to develop and implement a community planning process. • Administer contracts which meet priority community needs and deliver specific services. • Assure accountability for program funds through effective monitoring, technical assistance, and reporting. Pima County Community Development and Neighborhood Conservation Department The Outside Agency Community Advisory Committee, which is appointed by the Board of Supervisors and County Administrator, meet to review applications and determine funding priorities. The recommendation process begins in the Fall when the Community Advisory Committee is chosen. Outside Agency Funding Process Financial Highlights and Significant Issues The Outside Agency program funding from the County General Funds has been reduced over the past 3 fiscal years due to an overall decline in County revenues. As non-profit agencies continue to have funding eliminated at the state and local level, many are forced to eliminate programs provided to low income households and vulnerable populations create increased stress on the non-profit sector. The City of Tucson has significantly reduced its grant support to non-profit organizations at a time when the demand for services is increasing. Many of these same agencies are supported through programs funded by this Department, creating a greater dependency on the County for critical funds. Providing support and training is increasingly important for agencies to maintain the quality of services in an ever-changing environment. Additionally, the City and County should be actively looking at ways to fund and support the merging of services, administrative responsibilities and agencies whenever appropriate in order to reduce expenditures and ensure the delivery of services. The Pima County Outside Agency program provides funding to non-profit entities to serve economically and socially disadvantaged populations through social service programs. The Pima County Board of Supervisors establishes funding limits for the program and grants are awarded to agencies through a committee process. This is the second year in a two year grant cycle and awards are expected to remain the same. It is anticipated that the OA program funding may be reduced from 1.5% to 5%. Should that happen, the Outside Agency Citizen Advisory Committee will determine how cuts will be made by programs within the six Service Categories. Program Goals and Objectives • Deliver essential services which benefit Pima County residents • Provide services to vulnerable populations throughout Pima County • Provide technical assistance and training to non-profit agencies receiving funds • Provide community education regarding programs, services and access to services 2011-2012 Annual Action Plan Agency Highlights Administration of Resources and Choices Save My Home AZ offers troubled AZ homeowners assistance with two foreclosure prevention programs. Unemployed AZ homeowners can apply for the Unemployed Payment Assistance Program, which provides temporary payment assistance for up to 24 months while homeowner seeks employment. Underemployed AZ homeowners can apply for the Principal Reduction Program. The Principal Reduction Program provides a loan modification utilizing principal reduction of up to $50,000 provided by AZ Dept of Housing (ADOH) with matching contribution from participating lender to reduce the mortgage payment to 31% of the homeowner’s monthly income. Participants must meet certain requirements, including eligible hardship, property type, loan balance, income level, and other conditions. Arizona Department of Housing with the assistance of Administration of Resources and Choices approved and placed the first eligible homeowner in the UPAP of Save My Home AZ. ARC’s client’s contribution toward her mortgage is $78.43 and the ADOH’s monthly assistance amount is $989.68 which added together is the full Principal, Interest, Taxes, and Insurance (PITI) payment of $1,068.11 to her mortgage holder. Back to Table of Contents 36 OUTSIDE AGENCY Service Categories (Goals and Objectives) Pima County Community Development and Neighborhood Conservation Department Program Performance sures - Mea- 5 Year Goals 10-14 Projected 11-12 Emergency Food and Clothing No numeric goal in plan 8 Clients Served No numeric goal in plan 23,167 Senior Service Grants No numeric goal in plan 10 16,000 1,280 2,250 Individuals 19 No numeric goal in plan 12,353 No numeric goal in plan 28 No numeric goal in plan 11,388 EMERGENCY FOOD AND CLOTHING • Deliver essential food and clothing services which benefit Pima County residents • Provide for the dignity and a basic quality of life of extremely poor households • Provide services to vulnerable populations SENIOR SERVICES • Deliver essential senior services in low income and rural areas • Promote healty lifestyles, dignity and independence for seniors • Provide services to vulnerable populations Clients Served SUPPORT SERVICES, SHELTER AND DOMESTIC VIOLENCE • Provide essential suppor services through shelters and case-management to vulnerable populations • Provide services that ensure the protection and well-being of individuals at risk of phusical harm or who live in unsafe conditions • Provide services to vulnerable populations Support Services, Shelter, DV Grants Clients Served YOUTH, YOUNG ADULT AND FAMILY SUPPORT • Deliver essential youth and family support services in low income and rural areas Youth, Young Adult and Family Support • Promote healty environments, education and opportunities for at risk youth and young Serivces adults Clients Served • Provide services to vulnerable populations COMMUNITY SERVICES • Deliver essential services in low income and rural communities • Provide funding to programs that are starting up essential programs or maintaining essential services • Provide services to vulnerable populations Community Support Grants No numeric goal in plan 7 Clients Served No numeric goal in plan 24,665 General Service Grants No numeric goal in plan 24 Clients Served No numeric goal in plan 25,660 GENERAL SERVICES • Deliver identified programs and services that benefit Pima County residents • Provide services to vulnerable populations 2011-2012 Annual Action Plan Back to Table of Contents 37 OUTSIDE AGENCY Ajo Las Artes GED and Jobs Program Located in rural western Pima County, the Ajo Las Artes GED and Jobs Program, administered by the International Sonoran Desert Alliance, provides a much needed alternative to youth who are not successful in traditional school settings. The Las Artes program offers GED instruction, life skill building activities, micro enterprise activities and job training for youth between the ages of 16 to 24 who have not obtained their high school diploma. The community of Ajo supports the program in many ways, including purchasing mosaic tiles produced by the students; providing mentorship and tutoring; and offering internships and enrichment activities. Additionally, the students receive stipends for attendance and their GED test fees are paid for. To participate in the program, all students must commit several hours a month in volunteer time. The Las Artes program has been successful in its approach and offers an alternative education curriculum in a community with limited options in this regard. The following is a quote from the program’s second quarter report that illustrates this point: “The additional concentrated math time has inspired a new method of math instruction which has supported our students well and leads to academic gain. Following this math time early in the week, which consists of a tutor acting as a teacher’s aide working with a small group, students do a follow up and review the math concept throughout the week. They are also doing a formative assessment after each concept is introduced so that we can chart their progress. Each student is equipped with a binder which details their areas of need so that they can track their own progress and show others where they 2011-2012 Annual Action Plan Pima County Community Development and Neighborhood Conservation Department need help. Students have increased an average of one grade level in math for this quarter, with two students increasing two grade levels, one increasing three.” Community Outreach Services for the Deaf A fair in the Plaza fundraiser “During the previous quarter Youth Now engaged 540 youth in 2933 hours of service to the Community! The projects included planting new beds at the farm, sewing dog toys for animal shelters and reading to children. Additionally, AmeriCorps members at the Community Food Bank Farm engaged youth in several projects that heightened their understanding of food security, nutrition and skills related to gardening and farming.” -second quarter report Volunteers packing food boxes Community Food Center Back to Table of Contents 38 REGIONAL INITIATIVES The Long Game – CDNC a Partner in Regional Initiatives to Ensure a Brighter Future for Pima County At a time when many are reducing services and activities to minimal levels to weather the current economic crisis, several groups in Pima County are pushing forward to provide a long-term vision for the region. As an organization focused on improving the quality of life for all of Pima County’s residents and making a more sustainable county, the Pima County Community Development and Neighborhood Conservation Department is an active participant in many of these regional initiatives. Advocating for economically and socially disadvantaged communities in particular, CDNC recognizes the importance of collaboration to developing comprehensive solutions to the complex challenges we face now and in the future. Imagine Greater Tucson (IGT) With the broadest topical scope of these regional initiatives, Imagine Greater Tucson (IGT) is a regional visioning process aimed at creating a positive vision and action plan for the Tucson region (eastern Pima County). This initiative involves people from all levels of the community, from grassroots involvement of residents and community groups to nonprofits, businesses, and local governments. Topics addressed through this effort vary greatly and include land use, transportation, resource management, social services, and cultural resources. The foundation of the IGT vision consists of shared regional values identified through an intensive public outreach and engagement campaign, which included more than 40 Community Conversations (public discussions) and thousands of surveys completed by a wide range of 2011-2012 Annual Action Plan Pima County Community Development and Neighborhood Conservation Department community members. These values are now being used to develop several future scenarios, which will be evaluated based on their consistency with community values and will inform the development of an action plan to achieve the region’s desired future. Through its connections to communities and organizations throughout the region, CDNC has been actively involved in reaching out and engaging diverse groups in the community to promote more representative public participation in this planning initiative. By linking neighborhoods and community groups that the Neighborhood Reinvestment and Community and Rural Development Programs work in with the Imagine Greater Tucson effort, CDNC has helped give underserved communities a voice in an initiative that will inform policies in the region for years to come. Communities Putting Prevention to Work (CPPW) Broader in geographic scope but narrower in topical scope, several organizations are coming together to combat obesity and diabetes throughout Pima County through the new Communities Putting Prevention to Work (CPPW) grant awarded by the Center for Disease Control. Focusing on improving access to healthy foods, providing better urban environments, reinforcing healthy eating habits and several other activities, this effort involves many of CDNC’s normal partners and one of its staff members. The Drachman Institute, the Community Food Bank, the Pima County Department of Public Health, and PRO Neighborhoods, are all involved in CPPW and have regular contact with CDNC, which has assisted the effort by connecting CPPW partners to key members in certain disadvantaged communities. The department’s new Coordinator for Special Populations, Pam Moseley, is also actively involved in this effort through her role as a Community Connector for her community of Picture Rocks. Pima County Infrastructure Assessment A third regional initiative that CDNC is involved in is the Pima County Infrastructure Assessment being conducted leading up to the County Comprehensive Plan update. While this task has historically been left to the Pima County Public Works departments that deal with the construction of physical infrastructure, County Administration instructed Public Works to take a more inclusive approach to this process and involve all County departments in this undertaking. By expanding the definition of infrastructure to include elements such as community facilities and social service agency service levels, CDNC is helping the Development Services Department (the department tasked with the Plan update) realize the interconnections between infrastructure provision and quality of life for residents. Community Development and Neighborhood Conservation has also helped call attention to certain low-income areas that are acutely underserved for infrastructure, in the hope that future funding decisions will consider projects in these communities. Once this Infrastructure Assessment is complete, the County will use this information to direct growth and future infrastructure investment. Collectively, CDNC’s participation in these various initiatives show the department’s determination to thrive, rather than just survive. The department will continue its involvement in these different efforts as it works to connect its own programs in affordable housing and community development with those in the greater community, thereby making Pima County more livable and sustainable. Back to Table of Contents 39 REGIONAL INITIATIVES The INSIDE – OUT Assessment of Liveable Homes The Community Development and Neighborhood Conservation Department (CDNC) will be working with a local architect and planner to determine opportunities for residents to make cost effective and strategic repairs to their homes which will yield the greatest benefit as well as implement changes to increase the impact that “greening” can achieve. Based upon a local initiative from the faith based community, Call to Action, CDNC began to compile information and research safety and environmental issues within a home which could lead to related health issues and determine the cost of ameliorating those issues compared to the cost for medical care and treatment. The goal of Call to Action is for everyone in the region to have access to safe, decent housing they can afford by the year 2030. While it is important that new housing achieve LEED standards, it is essential that the existing housing stock be examined. The information that will be expanded upon in this coming year will be used to work with jurisdictional partners and the faith-based Call to Action committee to determine what steps can be taken to educate home owners, home rehabilitation specialists, “CHODO’s” and other community non-profit agencies regarding the cost-benefits of certain repairs that will achieve the greatest impact for creating a healthy living environment. The study will contain information on environmental issues that can help to reduce energy costs and create a more sustainable living environment. The “inside-outside” analysis will be developed to assist homeowners in determining what approaches are most cost-effective in meeting their specific needs for improved “livability.” 2011-2012 Annual Action Plan Pima County Community Development and Neighborhood Conservation Department Josh Hope is an intern at Pima County Community Development and Neighborhood Conservation. He is a Master of Public Administration candidate at the School of Government and Public Policy at the University of Arizona and is graduating in May 2011. Josh drafted a report for Pima County titled, Home Environmental Health Hazards: Health and Work Absence Costs Associated with Home Environmental Hazard Conditions and the Cost of Home Repairs to Remedy These Conditions. Data in the report is divided into a number of categories, including: • Mold, allergens, asbestos, lead, physical hazards, water and waste hazards, viruses, pesticides, mercury, radon, excessive health or cold, faulty wiring, carbon monoxide poisoning, and noise pollution. • • • • As an intern for the Pima County Community Development and Neighborhood Conservation Department I was tasked with researching and reporting on the issue of home health hazards. The purpose of the report was to outline the costs to health caused by home health hazards and the costs to remediate these hazards in the form of home repairs. This report was also intended to be used as a tool, or starting point, to assess the costs and benefits of home repairs that could effectively remediate these health hazards. It was assumed the home’s occupant was a single middle-aged adult with health insurance and no pre-existing health conditions. The home was assumed to be of average size. Therefore, estimates made in this report are very conservative. Health costs and home remediation costs would be higher if the home was larger or older, if there were more or younger residents, and if the occupant or occupants do not have health insurance. Environmental conditions considered: Triggers that cause or make environmental health conditions worse, Influences on health and work absence, Costs associated with adversely affected health and work absences, and Home repairs, and the costs of home repairs. While there is no way to determine whether or not an environmental condition would result in adverse health effects, or to what extent those health effects would be, the following home repairs are most cost effective: asbestos abatement, lead encapsulation, allergen abatement, and noise pollution reduction. Estimates for alleviating excessive heat or cold are somewhat misleading. Although there are high upfront costs, the long-term costs for excessive heat or cold abatement would likely be zero or result in savings. Therefore, alleviating excessive heat or cold is also cost-effective. It is important to note that it was determined that just about all indoor environmental air quality issues could be improved by installing or repairing ventilation systems that lower humidity and pollutants. The report concludes that most home repairs are cost effective. Due to the uniqueness of each case, a cost-benefit analysis must be conducted before any repairs take place. Back to Table of Contents 40 ADDITIONAL INFORMATION PIMA COUNTY BOARD OF SUPERVISORS Pima County Community Development and Neighborhood Conservation Department KEY LINKS AFFORDABLE HOUSING & COMMUNITY PLANNING www.pima.gov/CED/CDNC/AH/ C.H. Huckelberry COMMUNITY & RURAL DEVLEOPMENT DEPUTY COUNTY ADMINISTRATOR FOR COMMUNITY AND ECONOMIC EVELOPMENT www.pima.gov/CED/CDNC/CRD/ Ramón Valadez Chairman, District 2 Ann Day District 1 Sharon Bronson District 3 PIMA COUNTY ADMINISTRATOR NEIGHBORHOOD REINVESTMENT www.pima.gov/CED/CDNC/NR.HTML COMMUNITY DEVELOPMENT BLOCK GRANT PROGRAM www.pima.gov/CED/CDNC/CRD/CDBG.html OUTSIDE AGENCY PROGRAM www.pima.gov/CED/CDNC/CRD/outsideAg.html CURRENT APPLICATIONS AND GRANTS (RFPs) www.pima.gov/CED/Grants/rfp.html#RFPs AFFORDABLE HOUSING TRUST FUND Raymond J. Carroll District 4 www.pima.gov/CED/CDNC/AH/TRUSTFUND.HTML Richard Elías District 5 PIMA NEIGHBORHOOD INVESTMENT PARTNERSHIP LOW COST HOUSING LIST www.pimacountyhousingsearch.com www.pnip.org/ Henry Atha PIMA COUNTY COMMUNITY DEVELOPMENT AND NEIGHBORHOOD CONSERVATION DEPARTMENT Kino Service Center 2797 East Ajo Way Tucson, AZ 85713 (520)243-6777 www.pima.gov/ced/cdnc Margaret M. Kish, Director DEPARTMENT DATA & REPORTS www.pima.gov/CED/Data/reports.html#CDNC 2011-2012 Annual Action Plan Back to Table of Contents Insert CDBG ALLOCATIONS Pima County Community Development and Neighborhood Conservation Department JURISDICTION/APPLICANT PROGRAM/PROJECT ALLOCATION AJO Curley School Gym Stabilization $ 89,671 ARIVACA Old Schoolhouse Park Exterior Lighting $ 20,000 CCS - Senior Meals Construction & Expansion $ 25,000 Golder Ranch Fire Dept-Fire Hydrants $ 30,000 Casa de Esperanza-Facility Improvements $ 90,000 Flowing Wells School District - Family Resource Center $ 13,000 CATALINA CONTINENTAL FLOWING WELLS FWNACC - Operating Funds $ 5,000 PICTURE ROCKS CFPR -Community Center Computers and Internet Service $ 10,000 ROBLES JUNCTION Robles Ranch Community Center Basketball Courts $ 90,000 Drexel Heights Fire Dept-Family Safety Program $ 10,000 Drexel Heights Fire Dept-Fire Hydrants $ 20,000 Administration $384,000 Home Repair Program $667,000 Septic Program $100,000 Administration $ 15,000 Housing Rehabilitation $ 85,000 Administration $ 58,800 VALENCIA WEST PIMA COUNTY CDNC DEPARTMENT TOWN OF MARANA Community Cleanup CITY OF SOUTH TUCSON 8,400 Community Policing & Crime Prevention $ 63,000 Fire Safety Equipment $ 46,200 Home Repair Program $ 58,800 Graffiti Abatement Program South Tucson Youth Programs & Family Assistance 2011-2012 Annual Action Plan $ $ 1,275 $115,325 Back to Table of Contents Insert CDBG ALLOCATIONS (Continued) Pima County Community Development and Neighborhood Conservation Department JURISDICTION/APPLICANT PROGRAM/PROJECT ALLOCATION ADMINISTRATION OF RESOURCES AND CHOICES Reverse Mortgage Program $ 10,000 AZ RURAL HUMAN SERVICES NETWORK Operating Funds CHILD LANGUARGE CENTER Preschool Replacement of A/C system $ 32,000 COMMUNITY HOME REPAIR PROJECTS OF ARIZONA Emergency Home Repair Program $ 80,000 COMIN’ HOME, INC. Street Outreach $ 25,000 Corazon De Aztlan Wellness Program $ 15,000 Housing Counseling $ 15,000 DIRECT CENTER FOR INDEPENDENCE Home Access Program $ 50,000 INTERFAITH COMMUNITY SERVICES Food Bank Construction $ 90,000 PIMA PREVENTION PARTNERSHIP Pima County Teen Court $ 25,000 SOUTHERN ARIZONA LEGAL AID Homeowner and Tenant Protection Program $ 20,000 SOUTWEST FAIR HOUSING COUNCIL Fair Housing Outreach, Education & Compliance $ 24,000 SOCIAL JUSTICE EDUCATION PROJECT - U OF A Social Justice Education Project $ 15,000 CHICANOS POR LA CAUSA TOTAL 2011-2012 Annual Action Plan $ 5,000 $2,411,471 Back to Table of Contents