Community Development & Neighborhood Conservation Department

2013-14 Consolidated
Annual Performance
Evaluation Report

Primavera Foundation Las Abuelitas Family Housing Project

Pima County Board of Supervisors
Sharon Bronson, Chair, District 3
Ally Miller, District 1
Ramón Valadez, District 2
Ray Carroll, District 4
Richard Elias, District 5
County Administrator
C. H. Huckelberry

Deputy County Administrator

Director
Margaret M. Kish
Affordable Housing Manager
Betty Villegas
Community and Rural Development Program Manager
Daniel Tylutki
Neighborhood Reinvestment Program Manager
Leslie Nixon
NSP2 Program Manager
Gary Bachman

Hank Atha
Department Contact
Kino Service Center, 2797 East Ajo Way, Tucson, Arizona 85713, 520-243-6777
http://webcms.pima.gov/government/community_development_neighborhood_conservation/

2013- 2014 Consolidated Annual Performance Report

Table of Contents
Executive Summary											3
Assessment of Progress toward Consolidated Plan Goals						

7

Other Activities											16
Citizen Participation											17
Self Evaluation											18
Institutional Structure										21
Monitoring												21
CDBG Program Narrative										22
ATTACHMENT 1 - TABLES 									26
TABLE 1 - CDBG Public Services Funding And Outcomes - FY 2013			26
TABLE 2 - CDBG Public Facilities And Infrastructure Activities - FY 2013			

27

TABLE 3 - CDBG Home Repair And Rehabilitation Program - FY2013			

28

TABLE 4 - ESG Awards FY2013									

28

TABLE 5 - Performacne Measurements - Housing Activities					

29

TABLE 6 - Performance Measurements - Needs Of Homeless And Special Populations
			
TABLE 7 - FEMA Emergency Food and Shelter Program – Phase 31				

30
30

TABLE 8 - Home Beneficiaries/Match Leverage Summary FY 2013				

31

TABLE 9 - CDBG Beneficiaries By Racial/Ethnic Category And Income			

32

TABLE 10 - ESG Beneficiaries By Race/Ethnic, Demographic And Population		

33

ATTACHMENT 2 - CDBG Financial Summary Report						

34

ATTACHMENT 3 - Public Notice And Comments						

35

Note: The electronic version of this document has been optimized for electronic viewing. By
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2013- 2014 Consolidated Annual Performance Report

Executive Summary
This report is submitted in accordance with regulations governing the Consolidated Plan Submissions for Community
Planning and Development Programs (24 CFR 91.520) and the Consolidated Annual Performance and Evaluation Reporting
(CAPER) requirements by the Department of Housing and Urban Development (HUD). The purpose of this report is to
measure Pima County’s success in meeting priority needs, goals and strategies as outlined in the 2010-2015 City of Tucson
and Pima County Consortium Consolidated Plan; in addition to, use of federal HUD entitlement funding including the
Community Development Block Grant (CDBG) and Emergency Solutions Grant (ESG). Pima County is also the recipient
of HOME funds through a consortium with the City of Tucson. As the designated lead of the consortium, the City of
Tucson is responsible for reporting on HOME funding sources. This report consists of narrative statements, tables of
outputs, outcomes, and expenses, as well as, maps (where deemed necessary and informative) as a means to illustrate the
progress made in carrying out the activities and achieving the goals and objectives set out in the 2014 Action Plan and 20102015 Consolidated Plan. In some cases goals in the Consolidated Plan are determined jointly by Tucson and Pima County,
yet accomplishments may be documented separately. Finally, this document also describes the methods used to comply with
federal regulations. All of this information chronicles a considerable amount of work by the Community Development and
Neighborhood Conservation (CDNC) staff to carry out the mission of preserving and enhancing communities and improving
the quality of life for lower income individuals and families in Pima County, Arizona.

Administration
Pima County’s Community Development and Neighborhood Conservation Department is charged with the primary responsibility and management of Pima County’s HUD entitlement funding as well as meeting the goals and objectives elucidated in
the Consolidation Plan. In alignment with the Consolidated Plan goals, CDNC’s departmental mission is:
		
		

To create a more livable and viable county and to improve the quality of life for
residents, with a special emphasis on economically and socially disadvantaged
communities, through the development and coordination of programs and services.

CDNC provides services to low income communities and neighborhoods throughout Pima County, principally using CDBG
funds in unincorporated areas as well as the City of South Tucson, the Town of Marana and the Town of Sahuarita. Funds
are allocated to projects in designated community development Target Areas, some of which are also underdeveloped
communities, defined as colonias. Affordable Housing and Neighborhood Reinvestment General Obligation bond funds are
allocated to neighborhoods and communities experiencing “stress” which is defined according to various indicators.

Major Programs and Initiatives
The Pima County Department of Community Development and Neighborhood Conservation operates five (5) main programs in pursuit of its mission and to carry out the work required to meet the County’s goals and objectives under the 20102015 Consolidated Plan and FY 2014 Annual Action Plan.
1. Affordable Housing Initiatives and the Pima County Housing Center: This program works with County jurisdictions,
non-profits and developers to develop and sustain, affordable, decent housing.
2. Community and Rural Development: This program works with neighborhoods and non-profit organizations to develop
more livable and sustainable communities with small capital infrastructure projects available to all residents. Included is
the Pima County Brownfields Program which targets resources to sites that are deemed a liability for reuse and redevelopment due to the potential or perception of contamination from previous uses.
3. Neighborhood Reinvestment Program: This program supports efforts that assist low and moderate income households
in medium and high-stress communities and neighborhoods throughout the County with infrastructure and economic
development opportunities.
4. Planning and Community Stabilization: This program works with Pima County’s larger community wide and area specific
planning including the identification of target areas. The NSP2 Grant is included in this program.
5. Outside Agency Program: This program provides funding to non-profits targeting programs serving disadvantaged communities and at risk populations.
The Affordable Housing Initiatives and The Pima County Housing Center, as well as, the Community and Rural Development
programs primarily utilize the HUD entitlement funding that is the subject of this report. The other three programs utilize a
wide array of other state, federal, and local funding to fully leverage HUD funds.
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2013- 2014 Consolidated Annual Performance Report

In addition to the major program areas previously mentioned, one of Pima County’s primary initiatives under Planning and
Community Stabilization was the award of $22,165,000 for Neighborhood Stabilization Program 2 (NSP2), part of the federal
stimulus through the American Recovery and Reinvestment Act (ARRA).
The Pima County NSP2 Consortium, called PNIP - the Pima County Neighborhood Investment Program - includes eight
partners:
•
•
•
•
•
•
•
•

Chicanos Por La Causa
City of Tucson
Community Investment Corporation
Family Housing Resources
Habitat for Humanity
Old Pueblo Community Services
Primavera Foundation
Southern Arizona Land Trust

CDNC’s Rural and Community Development staff also administer Homeless and Special Population competitive HUD grant
funds including the Supportive Housing Program (SHP) and a three- year Housing Opportunities for People with AIDS
(HOPWA).

Summary of Resources & Distribution of Funds
CDNC managed $2,516,935 in CDBG funding and $176,660 in ESG funding for FY 2014. Additionally, $1,070,052 in
HOME Investment Partnership Program was also committed in FY 2014.
Public Facilities &
Improvements
31%

Public Services
11%
Acquisition
1%

Housing
41%

Administration &
Planning
16%

Rapid ReHousing
27.91%

Homeless
Prevention
15.87%

Data Collection
(HMIS)
1.12%
Administration
7.50%

Shelter
47.59%

Program
CDBG
ESG

CDBG and ESG Program Commitment & Expenditure
Entitlement Amount
Commitment
Expenditures

Balance

$2,516,935

$2,516.935

$2,745,868.15

$1,762,074.67*

$176,660

$176,660

$65,610

$111,050

* Includes current entitlement plus previous years unspent funds

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2013- 2014 Consolidated Annual Performance Report

Leverage
Pima County leverages a significant amount of financial resources and social service capacity through its CDBG and ESG
funding as well as through the consortium with the City of Tucson for HOME funding. As Arizona recovers from the Great
Recession with tight municipal budgets and dwindling national resources, local government must leverage every opportunity in
order to assist our citizens in helping themselves. To meet the needs and enhance the quality of life for Pima County citizens,
CDNC utilizes a wide variety of funds from state, local, and private sources such as local General Obligation bonds, USDA
Housing preservation funds, general funds as well as “non-formula” /”non-entitlement” federal funding including, but not
limited to, SHP, HOPWA & NSP. Often funding sources and programs overlap in order to carry out SHP, HOPWA and NSP
objectives, enabling Pima County to accomplish community goals by approaching problems with a collaborative mindset, and
working closely and problem solving with community members, agencies, other governments, and the private sector.
It is difficult to see the possibilities through the eyes of poverty and blight. Therefore, is imperative that governmental jurisdictions like Pima County support neighborhoods with the tools they need to be viable, healthy and successful. The CDBG
and ESG programs continue to be one of the county’s most valuable tools in addressing community economic sustainability
and development. This program allows the County to become a conduit of opportunity, not only to those citizens that find
themselves in need, but for the network of non-profit organizations which serve their needs, and the community as a whole.

Owner-Occupied Home Repair & Rehabilitation Program
Pima County’s owner-occupied repair/rehabilitation program is a collaboration with government and utility organizations that
provide leveraged dollars for weatherization:
•
•
•
•
•
•

USDA Rural Development
Department of Energy (DOE)
LIHEAP
Southwest Gas Corporation
Tucson Electric Company
Trico Electric Company

These funds are used in conjunction with CDBG funds to ensure that the repairs include energy efficiency improvements that
will reduce utility costs while increasing resident’s comfort. A total of $294,733.00 has been leveraged for FY 2013-2014 in
which a total of 313 homeowners received emergency repairs, weatherization, roof repair, heating and cooling systems repair,
and replacement of septic systems. Adaptations for purposes of accessibility and fostering independence in the homes were
also provided to 20 homes.
Although Pima County has its own Home Repair and Weatherization Program in which staff manage trehabilitation by contracting with local licensed contractors, Pima County collaborates with three (3) non-profit agencies and one (1) local jurisdiction to conduct repairs throughout unincorporated Pima County including the City of South Tucson, the Town or Marana, the
Town of Sahuarita and the Town of Oro Valley:
•
•
•
•
•

Community Home Repair Projects of Arizona (CHRPA)
DIRECT Center for Independence
Habitat for Humanity Tucson
Town of Marana
City of South Tucson

Emergency, Transitional And Permanent Housing “Green” Repair Program
This project is a four (4) year collaboration with the City of Tucson. The goal of the project is to provide decent housing and
a suitable living environment for residents in these housing units owned or managed by non-profit agencies. Funding for this
project includes CDBG and Pima County General Funds.
Agencies participating in this project must have had an assessment prepared and conducted by Poster Frost Mirto Architects
prior to joining the collaboration in order to receive funding. In addition, agencies must attend regular meetings and participate in the trainings and any other established collaborative efforts.
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2013- 2014 Consolidated Annual Performance Report

Through a memorandum of understanding, an agency collaborative and steering committee has been established in which
Habitat for Humanity Tucson is the lead agency providing technical assistance services that include:
1. Facilitate training for participating agency staff in areas including:
o
Energy efficient systems
o
Health, safety and green standards
o
Capital reserve fund
o
Systematic maintenance schedules
o
Improvements with attention to environmental concerns
o
Utilize volunteers in the maintenance and repairs of facilities.
2. Establish joint purchasing among participating agencies for best pricing and cost savings.
3. Explore funding sources to support the program in subsequent years.
Pima County has completed green energy improvements for one (1) transitional housing facility operated by Catholic Community Services (CCS) dba Pio Decimo Center. Improvements to the Byas Apartments included:
•
•
•
•
•
•

Replacement of refrigerators and furnaces
Registers to help balance home HVAC system
Pressure relief grills at all bedrooms to balance HVAC system and keep home energy efficient
Attic insulation increased to R-38
Weatherstripping and weatherization adjustments to all exterior doors in all units
Built and installed energy efficient window sunscreens.

Total transitional housing repair and weatherization: $63,400 (CDBG).
The Casitas Apartments, a 12-unit transitional shelter, also owned by CCS Pio Decimo Center is scheduled to be completed by
the end of January 2015.

Increasing and Preserving Affordable Homeownership
HOME Program Down-Payment Assistance
Pima County and the City of Tucson jointly funded a county-wide homebuyer down payment assistance program
through their federal HUD HOME Investment Partnership Program (HOME Program). Eligible low-income
homebuyers must complete a homebuyer education course in order to qualify for the down payment assistance
which is provided by local HUD certified housing counselors. During FY 13-14, $116,052 in County HOME funds
assisted 24 low-income homebuyers.
Habitat for Humanity’s Marana-Amado Partnership Program (HOME Program)
Pima County renewed its agreement with Habitat for Humanity Tucson to provide assistance to homeowners purchasing Habitat homes in the communities of Marana and Amado. Two (2) homebuyers are receiving assistance under the new agreement.
NSP1 / NSP2 – South Tucson Homeownership
Primavera Foundation’s South Tucson Acquisition and Rehab/ Resale program completed the redevelopment and sale of nine
(9) single family homes to low-income homebuyers.
Affordable Housing Bond Program
The Pima County Community Land Trust received $250,000 in General Obligation Affordable Housing bond funds to partially fund the rehabilitation of five (5) single family homes (foreclosures) for sale to qualified, low-income homebuyers. To
date four (4) at 80% and below Area Median Income (AMI) and one (1) at 65% or below AMI have secured housing. Each
unit will remain affordable for a period of 99 years as provided by a ground lease secured by the Land Trust. Neighborhood
Reinvestment Funds from the City of Tucson also supported the program.

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2013- 2014 Consolidated Annual Performance Report

Increasing and Preserving Affordable Rental Housing
Past year accomplishments for the HOME program as it relates to affordable rental housing include:
•

•

Construction was completed at Primavera Foundation’s Las Abuelitas Family Housing, a new LEED® Platinum Certified
12 unit multi-family development for low-income families with children. The grand opening was held in November 2013.
Five (5) units are County HOME Program units. Additionally, as leverage, the County donated the land and provided
other funding for the project.
Unit construction began at Amity Foundation’s Dragonfly Village, a new 30 unit multi-family transitional housing development for homeless families and individuals. Completion is estimated in November 2014. $500,000 of County discretionary HOME funds have been allocated to Dragonfly Village requiring five (5) HOME units (of the 30 total units). The
project also contains four (4) ADOH HOME units and three (3) HTF units. As of June 30, 2014, unit construction was
50% complete.

Homelessness
The Emergency Solutions Grant program funded thirteen programs that benefited 558 individuals and households including:
•
•
•

69 adults and children received Homeless Prevention;
414 adults and children received Emergency Shelter assistance;
50 adults received Street Outreach services.

CDNC’s Outside Agency program provided general funds to significantly leverage homeless and homeless prevention programs.
Special Needs Populations
During the year, the Outside Agency Program funded over $1.9 million dollars to 35 different programs that assisted approximately 60,500 individuals and families with special needs through a variety of activities including emergency rent/mortgage
and utility assistance, shelter and transitional housing, food programs, transportation, housing related services and other assistance.

Assessment of Progress toward Consolidated Plan Goals
HUD requires that all entitlement recipients provide an overview of the results and impacts of the CDBG program. A list of
funded activities, progress in expended funds, and units of assistance are detailed throughout this report. The CAPER defines
the one-year activities in relationship to the 2014 Annual Action Plan, in addition to, summarized program five-year goals and
objectives of the City of Tucson and Pima County Consortium Consolidated Plan covering Fiscal Years 2010-2015.
It should be noted that not all goals or objectives outlined in the Consolidated Plan are addressed annually. Hence, not all the
goals/objectives found in the Consolidated Plan will be highlighted in the annual progress section of this report.

Impediments & actions to affirmatively further fair housing
Pima County worked with the City of Tucson as a consortium to address fair housing choice. The consortium contracts with
the Southwest Fair Housing Council, Inc. (SWFHC), the region’s qualified Fair Housing Organization. One of the first goals
of the Consolidated Plan with regard to affirmatively furthering fair housing was to create a comprehensive Analysis of Impediments to Fair Housing Choice (AI) document, and devise a carefully structured plan for addressing impediments that are
firmly grounded in the AI’s conclusions. The consortium met this goal with a completed AI in 2009. In 2013-2014 the City
of Tucson and Pima County issued an RFP to update the AI and Southwest Fair Housing Council was selected to produce
the document in conjunction with the new Consolidated Plan.

The primary goals in developing documentation for Analysis of Impediments to Fair Housing Choice and its Plan
of Action is consistency with HUD objectives requiring CDBG jurisdictions to affirmatively further fair housing. The goals
addressed and the means to addressing them in the past year include the following:

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2013- 2014 Consolidated Annual Performance Report

Impediment #1: Illegal Housing Discrimination:
•

Pima County has provided funding for testing and enforcement activities through SWFHC – A total of 52 tests were conducted in both the City of Tucson and other areas in Pima County. The details are as follows:
o
o

Types of tests conducted: 2 sales tests, 12 Spanish language advertising tests, and 38 rental tests.
Test bases: 11 race-based tests for sales and rental, 33 national origin-based rental and Spanish Language Advertising, 8 familial status rental tests.

•

Thus far, the results of 32 tests (62%) were questionable but ultimately deemed inconclusive. This means that there may
have been differences in the treatment of the testers, but not enough evidence to file a complaint. A portion of these tests
will be reviewed and tested again. There were 20 tests or 38% of the tests that did not support the allegations of discrimination under the Fair Housing Act.

•

During the period, SWFHC received 307 client contacts (phone calls, walk-ins, event contacts, etc.) from individuals in
Pima County who presented housing problems that alleged possible unlawful discrimination. After detailed follow up and
in-depth conversations with the reporting individuals, 19 of the allegations were referred to HUD and/or the Arizona
Attorney General’s Office for follow up as formal complaints. The clients that had housing issues that were not fair housing related were referred to City of Tucson Property Housing & Complaint (PaHC), the Arizona Residential Landlord
Tenant Act, Southern Arizona Legal Aid Office (SALA), Community Legal Services, the websites for disability—www.
bazelon. org, the Arizona Center for Disability Law (ACDL) and/or to the Don’t Borrow Trouble® Pima County
program and other agencies.

Impediment #2, 3, 4 & 6: Lack of Fair Housing Act Awareness, Lack of Fair Housing Technical Knowledge, Unfair Housing Industry Practices, Adverse Impact on Minororities:
•
•
•

SWFHC education and outreach included 31 presentations, meetings, and workshops for consumers, social service agencies and housing industry professionals in the Pima County area.
Fair Housing education and outreach was provided for Section 8 voucher recipients, housing providers, the general public,
employment agencies, City of Tucson Housing staff and others.
A total of 7,884 pieces of literature on fair housing and fair lending (Eng./Span) were distributed.

Impediment #5: Unfair and misleading mortgage lending and mortgage modification tactics:
•
•
•
•
•
•

1,792 callers were provided resources and/or referrals to local housing counselors/providers for various rental and homeownership resources and services. 85% of these callers were foreclosure related.
23 community fair lending clinics were conducted.
Don’t Borrow Trouble® (DBT) staff participated in/conducted 26 trainings for general public and or industry staff.
153 clients received direct counseling assistance to prevent a foreclosure scam, remedy a scam or obtained a mortgage
modification.
DBT staff identified 75 sites for distribution of fair housing/fair lending literature
DBT staff submitted 29 complaint proposals for review to HUD.

Impediment #7: Barriers to and lack of reasonable accommodations or disabled.
•
•
•

Due to the change in the housing, new construction has slowed significantly in all areas of Pima County. SWFHC continues to monitor new construction for compliance with accessibility standards as stated in the Fair Housing Act.
The largest percentage of calls that SWFHC receives is related to disability issues. The calls come from both the general
public and industry and cover a wide range of issues addressing physical and mental health disability issues.
SWFHC’s Enforcement Department counsels clients with disability related issues. Furthermore, SWFHC’s Education and
Outreach staff incorporates accessibility and disability-related issues into its workshops, presentations and trainings.

Impediment #8: Fair Housing Planning:
SWFHC met and discussed affirmative marketing plans for Pima County to implement with its sub-grantees including affordable housing developers. A draft affirmative marketing guide was created and is currently under review by county staff. An
affirmative marketing education program was developed including workshops conducted by SWFHC.
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2013- 2014 Consolidated Annual Performance Report

Impediment #9: Challenges of Refugee Planning:
•
•

Pima County sponsored SWFHC’s education and outreach efforts which included eight (8) presentations, meetings, and
workshops to organizations such as the Refugee Hwy Partnership, International Rescue Committee, and Iraqi American
Society.
A total of 2,031 pieces of Fair Housing and Fair Lending literature (variety of languages) were distributed to over 250
refugees.

Affordable Housing Goals/Objectives/Strategies
•

GOAL: Increase energy efficiency and sustainability of residential, commercial and public buildings.
Primarily using CDBG funds, the Emergency Home Repair and Weatherization program provides emergency services for
owner-occupied homes, including weatherization, roof repair, heating and cooling systems, adaptations for accessibility
and replacement of septic systems. The program helps to decrease energy costs for low income owners, increases the
life of older homes and provides accessibility for occupants with disabilities.
The program is a collaborative effort including four agencies: Community Home Repair Projects of Arizona (CHRPA),
DIRECT Center for Independence, the Town of Marana, and City of South Tucson. In addition to CDBG, the County
receives funding from other state, federal and utility resources. Approximately 1400 hours were contributed by 35
CHRPA volunteers.
FEDERAL LEVERAGE - NSP 2 AND HOME:
NSP2 adopted green standards that all partners had to meet for both housing rehabilitation and new construction. All
residential housing had to meet the “Silver” certification level of Pima County and/or the City of Tucson’s Regional
Residential Green Building program (the program was similar to LEED but took into account the unique climate of a
desert environment). Homes built to the Silver certification are roughly 30% more energy efficient than a home built to
minimum code.
Pima County leveraged $1,000,000 of NSP2 funding for the Primavera Foundation’s 12-unit, multi-generational,
kinship rental housing complex, Las Abuelitas. The complex achieved LEED platinum and won the State & Local Energy
Report’s Residential Energy Efficiency Award in the New Construction category.
LOCAL LEVERAGE:
Applications for Pima County’s Affordable Housing program which utilizes General Obligation bond funding are evaluated utilizing scoring criteria designed to encourage increased energy efficient and sustainable design.

•

GOAL: Establish the development of affordable housing as a significant community benefit in Pima County.
LOCAL HOME FUNDS:
o

o

$900,000 of HOME and $1,000,000 in NSP2 funding was invested in the Primavera Foundation’s 12-unit,
multi-generational, kinship rental housing complex, Las Abuelitas, while not limited to grandparents raising their
grandchildren, is specifically designed to meet that population’s needs. It serves 100% low income households.
$500,000 of county discretionary HOME funds have been allocated to Amity Foundation’s Dragonfly Village. Unit
construction began at the new 30 unit multi-family transitional housing development for homeless families and
individuals. As of June 30, 2014, unit construction was 50% complete and full completion is estimated for November 2014. The project requires five (5) Pima County HOME units.

FEDERAL LEVERAGE - NSP 2 AND HOME:
o

The aforementioned 30-unit Dragonfly Village also contains $400,000 of Arizona Department of Housing HOME
funding for four (4) units and Housing Trust Fund funding of $350,000 for three (3) additional units, though these
contributions will not be recognized until the close of the project in the next fiscal year.

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2013- 2014 Consolidated Annual Performance Report

OTHER LEVERAGE:
o
o

•

Pima County also donated the land for Primavera Foundation’s, Las Abuelitas housing complex
valued at $27,000 by the tax assessor.
Pima County’s General Obligation Affordable Housing Bond Program provided $112,000 to Compass Affordable
Housing for the development of 24 new, rental units for very low income (50% and below AMI) persons including
those with disabilities, young adults aging out of foster care and those in recovery from substance abuse. Alvord
Court, with total development costs of $2,826,000, will provide specialized services for tenants, a community center, a community garden and energy efficient appliances. The community benefit to Pima County is the availability
of new, energy-efficient and affordable rental housing with support services provided in collaboration with many
nonprofit service providers dedicated to helping the special needs populations of metropolitan Tucson.

GOAL: Land bank properties for future affordable housing development.
FEDERAL LEVERAGE – NSP2
As part of NSP 2, PNIP participant Southern Arizona Land Trust (SALT) banked 50 properties using NSP2 funds.
OTHER LEVERAGE:
Pima County also donated the site for the aforementioned Las Abuelitas project from its existing land inventory.

•

GOAL: Acquire and place additional properties into the Community Land Trust.
FEDERAL LEVERAGE – NSP2
NSP 2 funds were used to acquire 24 properties (single family homes) which were added to the Pima County Community
Land Trust.

Homeownership Housing Goals/Objectives/Strategies
•

GOAL: Rehabilitate and/or replace the existing housing stock, including historic preservation
LOCAL HOME FUNDED ACTIVITES
o

o
o
o

Continued investment in the Consortium’s Down Payment Assistance Program (in partnership with City of Tucson
Consortium HOME funds have assisted 61 low-income homebuyers, County HOME funds assisting 24 of 61
homebuyers.
Continued to work on revised HOME program policies and procedures in order to comply with the new HOME
Final Rule.
Provided training for the Homeownership Housing Counselors working with the down payment assistance
program.
Renewed its commitment with Habitat for Humanity Tucson to provide assistance to Habitat homeowners purchasing Habitat homes in the rural communities of Marana and Amado. A new written agreement with Habitat was
executed in April 2014, with two (2) homebuyers receiving assistance under the new agreement.

LEVERAGE
The Pima County Community Land Trust received $250,000 in G.O. Affordable Housing bond program funds to
partially fund the rehabilitation of five (5) single family homes (foreclosures) for sale to qualified, low-income homebuyers
four (4) at 80% and below Area Median Income (AMI) and one (1) at 65% or below AMI). Each unit will remain affordable for a period of 99 years as provided by a ground lease secured by the Land Trust. Neighborhood Reinvestment
funds from the City of Tucson also supported the project.
•

GOAL: Support pre-purchase and post-purchase financial and housing counseling and education programs.
Coordinate housing counseling and education resources with down payment, closing cost and new development
funding. Offer counseling and education to owners in gentrifying areas.

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2013- 2014 Consolidated Annual Performance Report

HOME:
Pima County and the City of Tucson jointly fund a county-wide homebuyer down payment assistance program through
their federal HUD HOME Investment Partnership Program (HOME). Eligible low-income homebuyers must
complete a homebuyer education course in order to qualify for the down payment assistance which is provided by local
HUD certified housing counselors. During FY 13-14, $116,052 of County HOME funds assisted 24 low-income home
buyers through the program.
LEVERAGED RESOURCES:
The County general funds provided $130,000 through the Outside Agency program to programs to provide legal services,
mortgage counseling and foreclosure prevention assistance.
•

GOAL: Acquire and rehabilitate foreclosed properties for purchase by households, including middle-income
households.
FEDERAL LEVERAGE – NSP2:
NSP assisted a handful of first time home buyers earning above 80% AMI. Additionally, the program acquired and
rehabilitated homes that are affordable rentals for 65-120% income range. The bulk of these homes are owned and managed by one of Pima County’s non-profit partners, the Southern Arizona Land Trust.

•

GOAL: Identify alternative methods of capitalizing City and County Housing Trust Funds.
In 2005, the Pima County Board of Supervisor’s adopted the Affordable Housing Policy and Strategies, recommending
adoption of an affordable housing fee to fund affordable housing projects, rather than use of “inclusionary zoning.” The
Affordable Housing Agreement and Lien is the document designed as the mechanism to exact this fee, which is then
deposited into the Pima County Housing Trust Fund established in 1997 by Ordinance 1997-35 in accordance with
Arizona Revised Statutes § 11-381. There are two problems with the Affordable Housing Fee, one underlying
and one more recent which has led to its suspension during the FY 12-13.
The underlying problem is that the Affordable Housing Fee was tied to home sales, which left it vulnerable to changes
in market conditions. The subsequent great recession and housing market crash in 2008 brought the execution of new
agreements to a near halt. During FY 12-13, the County’s review of recent Arizona Superior Court cases led to
a temporary suspension of new Affordable Housing Agreements.
The current Pima County Housing Trust Fund balance is $33,500 and once it reaches $50,000, the funds can be
allocated according to policies and procedures to be formulated by the Pima County Housing Commission. While the Affordable Housing Fee was designed to be the main source of contributions to the County Housing Trust Fund, other
sources have been identified and have contributed to Housing Trust Fund. In prior reporting years affordable housing lien and deed of trust documents were developed and utilized for affordable housing developments that have benefited from an investment of County funds or County land; if homes are sold within a specified time frame then a portion of
the investment may be repayable for deposit into the County Housing Trust Fund.
During FY 13-14, County staff (CDNC and County Attorney) updated our affordable housing lien that is utilized when
County Housing Bond Funds are invested in affordable housing developments. County staff and the Pima County Housing Commission continued to explore new potential revenue streams for the Housing Trust Fund.

Barriers to Affordable Housing - Goals/Objectives/Strategies
•

BARRIER: A separate housing element is not included in the comprehensive plan; however this is consistent
with State statutory guidelines regarding County comprehensive plans.
Pima County and the City of Tucson are currently drafting the 10 year Comprehensive Planning document for the
urban and rural communities in both the incorporated and unincorporated areas of the County. However, a housing element is included. In addition to publishing the draft online, 15 public meetings were held in different communities across
the County including in Ajo, Arizona which is 3 hours from Pima County’s largest population center, Tucson. The draft

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document can be accessed at http://webcms.pima.gov/government/pima_prospers.
While other regulatory barriers have not been addressed or overcome as of yet, Pima County CDNC continues to facilitate the
reduction of impact fees as well as hook-up costs for the installation of water meters for affordable homes.

Homelessness and Non-Homeless Special Populations
Emergency Solutions Grant
Pima County focused on the alignment of the Emergency Solutions Grant (ESG) with the HEARTH Act regulations.
In Pima County, ESG funds were used to operate emergency shelters and new street outreach activities within the “Hold
Harmless” cap amount ($86,952) to provide essential services. In addition, homeless prevention activities targeted clients under the new income limit of 30% AMI.
Funds are awarded through a combined RFP including the CDBG and Outside Agency programs. Additionally, CDNC allocates funds to Sullivan Jackson Employment Center for emergency shelter and to the Community Action Agency for homeless
prevention.
Sources of matching funds for ESG included FEMA the Emergency Food and Shelter program; Arizona Department of
Economic Security, HUD Supportive Housing Program (SHP); the City of Tucson; U.S. Department of Health and Human
Services; Pima County Outside Agency program; and, private sources.
Supportive Housing Program
Pima County CDNC continued participation in HUD’s Supportive Housing Program (SHP) through the local Tucson Pima
Collaboration to End Homelessness (TPCH) Continuum of Care (CoC) Homeless Assistance Program. Pima County administers six (6) SHP projects, which are renewed annually. CASA for Families is administered through CDNC, the others through
the Sullivan Jackson Employment Center.
For FY 2013-14, the CASA for Families program assisted homeless families in obtaining and stably transitioning to permanent
housing through an integrated focus on housing, case management, employment, training, targeted educational services, and a
variety of support services. This continued collaboration between CDNC, the grantee, and its three (3) non-profit grant sponsors: Primavera Foundation, Inc., The Salvation Army of Tucson, and Our Family Services, along with Pima County’s Sullivan
Jackson Employment Center.
County, HUD, and Other Federal Funds Allocated to Assist the Homeless and Special Needs Populations
During the year, the Outside Agency Program funded over $1.9 million dollars to 35 different programs that assisted approximately 60,500 individuals and families with special needs through a variety of activities including emergency rent/mortgage
and utility assistance, shelter and transitional housing, food programs, transportation, housing related services and other assistance.
Plan to End Homelessness
The Continuum of Care, Tucson Pima Collaboration to End Homelessness (TPCH) finalized its strategic plan and worked
with the HUD Technical Assistance consultants to create the new Continuum of Care Governance Structure and continued
the planning process for the local Coordinated Intake and Assessment System.
Housing First Model
51 Homes and the partners working on the Veterans Challenge continue to develop best practices in our community to address housing first strategies and to work together to successfully house the homeless and to keep them housed. Updates on
the 51 Homes project, Veterans Challenge and other stories and information, can be found at: http://www.51homes.net.

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Homeless Prevention and Rapid Re- Housing

ESG Rapid Rehousing Client Success Story 2013-2014

Rapid Re-Housing efforts have increased in Pima County.
Two agencies serving Pima County residents in rural areas
such as Green Valley and Marana, where emergency shelters
don’t exist, are providing Rapid Re-Housing services with
best practice models as shared by the National Alliance to
End Homelessness.

Mariah, and her seven-year-old son Julian, found success and stability through AZYP rapid rehousing services. Mariah entered the program with feelings of defeat and hopelessness, but her determination
to provide a stable life for her son lead her to access services from
the program. Mariah and her son were fleeing a domestic violence
situation. Here is their story:

Homeless Management Information System (HMIS)

“This program helped me a great deal. When I left the domestic violence situation and came back to Tucson I felt like my life was over,
I had no self-esteem. I didn’t know where to go or where start. My
main concern was my son and his wellbeing.

The Pima County Homeless Management Information
System (HMIS) continues to evolve as the HEARTH Act
influences the CoC regulations. The HMIS is under the new
management of Pima County Community Services and Employment Training Department.
The Street Count 2014 report was presented to the community providing both unsheltered (street) and sheltered point
in time counts results. Many community volunteers, representing various agencies throughout the continuum, entered
the assessment data from the Street Count interviews into
HMIS, which allowed a special report to be exported for data
analysis.
The TPCH CoC made the decision to use the Service Prioritization Decision Assistance Tool (SPDAT) for the HMIS
screening tool. The SPDAT tool prioritizes housing services
by assessing the acuity of specified medical and risk factors
respectively, addressing problems arising from the common
yet faulty “first come-first served” strategy. Over one-hundred agency employees have been trained on the new screening tool.
The TPCH CoC rolled out the coordinated assessment using
HMIS with the 25 Cities Initiative, a joint effort by the VA,
HUD, the U.S. Interagency Council on Homelessness and
local community partners to end homelessness among military veterans and chronically homeless persons in the 25 U.S.
cities with the highest concentrations of persons experiencing
homelessness. TPCH is to begin the process of coordinating assessment throughout the community using permanent
supportive housing by HUD’s deadline for instituting coordinated assessment.
In response to the HEARTH Act requirement, the new
TPCH governance charter consolidated its standing committees, including the HMIS-Data Subcommittee and Street
Count which will continue to assist with the data review and
planning, and assist Pima County as the lead HMIS agency
to develop policies and procedures. They will also lead the
Street Count event and data collection.
Housing Opportunities for Persons with AIDS (HOPWA)
Pima County CDNC administers a three year competitive
HOWPA grant. The three year 2010 HOPWA contract

I called several shelters and they didn’t have room for us. We slept in
our car for several nights. I went to another agency and they referred
us to AZYP for help getting into a motel for the weekend. That felt
really good, like this was a new beginning for us. I felt that someone
did care, and it was first time I had a smile on my face. When I was
referred to AZYP, I felt that there was hope.
When I started the program I was working at a low paying part time
job, even though I have a Master of Arts in Education/Secondary
Education. My son and I were in and out of local shelters, and that
was a first for us. The first night was hard, my son got very sick, and
the next night I couldn’t sleep, I just wanted to shelter him. While we
were in the shelter, AZYP was working with us to get stable housing.
Within a week things were looking up. Thanks to AZYP and my AZYP
Case Manager we have our own apartment, and we are so happy! We
are in a safe area close to my son’s school. Now that I’m out of the
negative relationship, and am on my feet, I’ve been able to reconnect
with my two older sons. They are so proud of me. Years had gone by
since I was able to cook a family dinner and sit around my dinning
table with all my sons.
With the emotional toll and physical injuries I endured due to the
domestic violence, I didn’t think I could be motivated to find a job
that fit with the career I wanted, to become a early education teacher.
With motivation and support from the program and case manager,
I found a good career as a high school teacher with benefits and retirement plan. I’m back on track towards the career I want, and will
be taking my exam to become certified in early childhood education
in September. I’m motivated right now and am very confident about
where I am.
In addition to the help with housing, my resume and the support
I needed to look for employment, AZYP was able to connect me to
more resources and support like legal aide and domestic violence
counseling.
This program gives us a hand so we can keep walking, an extra push,
motivation and support. This helps us believe that we can do it and
we have potential.
I feel like my life has started over.

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expired in 2013, and Pima County has recently been provided a new contract. These funds have provided urgent housing
and case management needs for people living with AIDS through outstanding partners – Southern Arizona Aids Foundation
(SAAF) and City of Tucson Community Services. The Pima County HOPWA partnership, Positive Directions, focuses on:
•
•
•

Establishing and maintaining housing stability for people living with HIV/AIDS, and their family members;
Reducing the risk of homelessness
Increasing access to health care and support for participants in the program

The program’s Annual Performance Report for the past six years demonstrate an effective program serving an average of 45
households with Tenant Based Rental Assistance and 12 households with permanent housing, all of whom receive case management services for mental and physical health care.
In the past year, SAAF and the City of Tucson were fortunate to participate in Getting to Work – HOPWA Employment Initiative. Pima County recognizes the need to build additional capacity to work with clients in accessing employment and training
resources. The County appreciates the opportunity received through the HOPWA Employment Initiative for training and
building organizational capacity relating to employment services.
The services delivered by the Pima County HOPWA partners effectively remove major barriers (problems with managing
substance abuse and mental illness) to stable housing. The success of this program continues as HUD recently awarded Pima
County another 3-year grant totaling $1,385,585, which is leveraged by $187,522 including Ryan White program funding and
client rent payments to landlords.
As a result of HOPWA funding:
•
•
•
•
•

Tenant-Base Rental Assistance was provided to 45 households.
Project-based permanent housing was provided to 12 households.
All 57 households receiving housing assistance through this grant also received comprehensive case management.
34 people living with HIV/AIDS received in-patient substance abuse treatment in order to maintain stable housing.
93 individuals (57 eligible people living with HIV/AIDS and 36 family members) received housing assistance.

Other Activities
Pima County and the City of Tucson have partnered together to jointly implement consultation efforts with the Tucson Pima
Collaboration to End Homelessness (TPCH) and Continuum of Care (CoC) to effectively address ESG program changes as a
result of the Homeless Emergency Assistance and Rapid Transition to Housing (HEARTH) Act of 2009. Pima County and
the City of Tucson and are also working on a ESG Manual.
FEMA Phase 31 Awards
Refer to Attachment 1 - Table 7.

Homelessness Goals/Strategies/Objectives
•

GOAL: Increase emergency shelter and Safe Haven sites in Tucson with detox, on-site human services and public transportation accessibility that also have 24-hour access.
FEDERAL LEVERAGE – ESG:
ESG funded several non-profit partners that run emergency shelters in FY 13-14. The beneficiaries were Primavera
Foundation’s Casa Paloma and the Greyhound Family Emergency Shelter, EMERGE’s emergency shelter, and Our Family
Services scatter sites emergency shelters (pending HUD approval). Each shelter addresses various populations, specifically
single women, single women with children, families, and individuals dealing with domestic abuse. These agencies all enter
their bed availability into HMIS which promotes the most efficient allocation of resources amongst the emergency shelter
providers in accommodating client needs.

•

GOAL: Continue to actively participate in and support Continuum of Care planning and activities.

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ESG:
In FY 13-14 Pima County participated in the ESG Committee as part of the Tucson Pima Council on Homeless Continuum of Care Homeless Assistance Program (TPCH CoC). The Committee exists to increase transparency for the use of
ESG funding, to act as an advisory body for annual ESG allocations, and to promote communication among homeless
shelter and service providers to best meet the needs of the homeless population. Additionally, Pima County continues to
actively participate with TPCH as a collaborative applicant with three non-profit agencies under the umbrella of the
CASA for Families program.
FEDERAL LEVERAGE – SHP:
Approximately $8 million of SHP funding was leveraged and invested in Pima County and the City of Tucson through
the local Continum of Care process. Pima County continues to actively participate with the TPCH as a collaborative
applicant with three non-profit agencies under the umbrella of the CASA for Families program.
LOCAL LEVERAGE - OUTSIDE AGENCY (Pima County General Funds):
Pima County further invested $315,000 in organizations receiving ESG and SHP funding including Our Family, Emerge,
Southern Arizona Aids Foundation (SAAF) and the Primavera Foundation. Additionally, Outside Agency provides funding and administrative support to the Housing Help and Resources website which supports these agencies and their work.
•

GOAL: Increase eviction and foreclosure prevention resources. Develop a model that demonstrates the
cost-benefit of preventing homelessness through foreclosure or eviction prevention activities.
LOCAL LEVERAGE - OUTSIDE AGENCY (Pima County General Funds):
Southwest Fair Housing, Southern Arizona Legal Aid and Pima County Community Land Trust all have foreclosure prevention programs. These programs are supported through the Pima County Outside Agency program.

•

GOAL: Increase the supply of emergency shelter, transitional housing, permanent supportive housing, and
related supportive services.
ESG:
The use of ESG funds were expanded into rural unincorporated areas of Pima County including Three Points, Marana
and Green Valley through Homeless Prevention and Rapid Rehousing activities where no emergency shelter exists, increasing emergency shelter and transitional housing.

•

GOAL: Support a community education campaign that increases understanding of homelessness and communicates success.
LOCAL LEVERAGE – OUTSIDE AGENCY (Pima County General Funds):Agencies
Agencies with whom Pima County works and that participate in CoC including Our Family, Emerge, SAAF, Primavera, as
well as Southwest Fair housing, Southern Arizona Legal Aid and Pima County Community Land Trust.

•

GOAL: Support a collaborative and inter-related network of services and shelter providers.
FEDERAL LEVERAGE - SHP:
CDNC and the County’s Sullivan Jackson Employment Center collaborate with three (3) non-profit agencies, Primavera Foundation, Our Family Services, and Salvation Army, under the umbrella program CASA for Families.
Together they apply for Supportive Housing Program (SHP) funds for CASA for Families where homeless families are
provided transitional housing and supportive services including employment counseling and training. Each family is case
managed to assist them with transitional housing.

•

GOAL: Work cooperatively with workforce investment agencies, employers and nonprofit agencies to provide

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job training and employment services for vulnerable populations.
ESG:
ESG is used in conjunction with SHP funding to provide employment training for the homeless individuals in both
programs. Non-profit partners, Primavera Foundation and Our Family Services provide their own employment training
to the homeless individuals receiving support services. Salvation Army refers their homeless individuals to the Sullivan
Jackson Employment Center.
FEDERAL LEVERAGE – SHP:
SHP funding is used in conjunction with ESG to support the above described employment training programs as appropriate.
Non-Homeless/Special Populations
•

GOAL: Retrofit existing housing units to improve accessibility.
Pima County’s CDBG housing rehabilitation activities have collaboratively repaired the homes of 38 disabled individuals.

•

GOAL: Expand public transportation opportunities.

Any client receiving supportive services through ESG, SHP or HOPWA receive bus vouchers for free transportation services
for childcare, medical appointments, or employment opportunities.
•

Other non-homeless/special populations goals include:
o
o
o
o
o
o

Increase the supply of permanent, supportive housing.
Incorporate accessibility standards into rehabilitation and development guidelines on a regional basis.
Support in-home services for the homebound.
Work cooperatively with workforce investment agencies, employers and nonprofit agencies to provide job training
and employment services for vulnerable populations.
Support additional social services for care-givers.
Research Housing First/Pathway to Housing program as a possible model for providing housing and mental health
services.

Other Activities
Lead-Based Paint Hazards
STRATEGY: Rehabilitation Projects – 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 Consortium has licensed contractors who are available to perform appropriate abatement and/or removal procedures if lead-based paint is present.
Pima 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. All work performed for the Pima County’s Home Repair
and Weatherization Program is procured through a bidding process and contracted to licensed contractors; and in compliance
with the current International Building Codes and any other rehabilitation standards set forth by the funding source. Additionally, all subgrantees utilizing federal funding including CDBG and HOME are required to comply with HUD Lead Safe
Housing requirements and federal National Environmental Policy Act environmental review procedures. At a minimum,
HUD’s Renovate Right brochures are distributed to every home repair applicant.

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Unit # Summary for Housing
45,000
40,000
35,000
30,000
25,000
20,000
15,000
10,000
5,000
0

Housing
constructed
before 1978

Exempt: housing
constructed
1978 or later

Otherwise
exempt

Exempt: Hard
costs <= $5,000

Citizen Participation
Summary of Citizen’s Comments
The CDNC department complies with all public notice requirements for HUD mandated plans and reports. In addition,
not only is CDNC dedicated to creating “a more viable and livable county and to improve the quality of life for residents (as
declared by the Mission Statement),” but the department is also committed to giving those residents a voice in the funding and
project design processes. This commitment ensures that local needs are addressed with CDNC funding and establishes trust
with residents as they observe and help determine the use of taxpayer dollars. The following are some of the ways the public
were including CDNC activities:
•

•

While CDBG funds are used to accomplish national objectives, there is flexibility inherent in the program to meet locally
determined priorities. These priorities were communicated to local agencies and communities. Subsequently the agencies
and communities submitted proposals for projects addressing these issues. In addition to sending a Request for Proposals (RFPs) to local groups, advertisements explaining this process were published in local newspapers and Pima County’s
website. CDNC provided technical assistance to communities and agencies with identified needs and goals.
Residents of stressed neighborhoods participate in Neighborhood Reinvestment (NR) Program project development and
construction, including:
o
o
o
o
o
o

Infrastructure project consideration and consensus selection
Drafting of project proposal with assistance from NR staff
Presentation of proposal to the Neighborhood Reinvestment Committee
Attendance at regularly scheduled meetings to discuss design and construction of the project
Planning and coordination of the project dedication ceremony
Completion of written post-construction survey and annual survey relating to maintenance and use of project

The Neighborhood Reinvestment Oversight Committee, which reviews project proposals and forwards recommendations to
the Board of Supervisors, consists of community residents who reside in the target areas.
To ensure additional citizen participation and oversight involvement and oversight, there are three citizen advisory boards that
provide funding and policy recommendations to CDNC staff and the Board of Supervisors: the Pima County Housing Commission, the Neighborhood Reinvestment Oversight Committee, and the Outside Agency Advisory Committee.
Finally, Pima County and the City of Tucson have partnered together to jointly implement consultation efforts with the Tucson Pima Collaboration to End Homelessness (TPCH) and Continuum of Care (CoC) to effectively address ESG program
changes as a result of the Homeless Emergency Assistance and Rapid Transition to Housing (HEARTH) Act of 2009.

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Self Evaluation
Are the activities and strategies making an impact on identified needs?
The output/outcome measurement system and database assists in quantifying the impact made by three grant programs:
CDBG, ESG and OA. The system and database provided is in conjunction with the three primary HUD-defined outcomes:
availability/accessibility, affordability and sustainability; and with the three objectives: creating suitable living environments;
providing decent affordable housing; and, creating economic opportunities. In addition, in collaboration with the HUD Regional Office; the Continuum of Care, Tucson Pima Collaboration to End Homelessness (TPCH); and, the City of Tucson
ESG non-profits organizations provide client data through the Homeless Management Information System (HMIS). HMIS
reports developed provide more outcomes-based reporting including measures such as reducing: the number of homeless
episodes; recidivism back into homelessness; chronic homelessness; the number of homeless individuals; and, other measures
as determined by HUD and TPCH.
CDNC surveys clients and constituent groups. Survey findings are typically very positive.
•

Flowing Wells Neighborhood Revitalization Strategy Area (NRSA)

The Flowing Wells Neighborhood Association and Community Coalition (FWNACC) continues to write grant proposals
for the Flowing Wells community. In addition, FWNACC assists the Flowing Wells Unified School District in applying for
available funds.
The Board and Coalition members continue to be pro-active in several activities:
o
o
o
o

Living Street Alliance participated in a Neighborhood Walkability Study for a neighborhood in the Flowing Wells
area.			
Habitat for Humanity: continue to work in an effort to plan for new housing at the Curtis Road property - a former
Brownfield belonging to Northwest Fire District.
Partnered with the non-profit Amistades, Inc. in the Take Back the Meds Event and other teen events.
Flowing Wells Community Connectors-Elder Initiative Program and Senior Housing: partnered with various
community groups to implement a community cleanup even for those in need and continue to finds ways to obtain
grants for senior housing.

New activities that the Board is focusing on:
o

Dog park
Additional Take Back Med Events
o
New basketball/volleyball facility
o
Northwest Transportation Coalition for Orange Grove Road improvements
o
Sidewalks for Romero Road, Roger Road and Wetmore Road
o
Planning and construction of the Interstate interchanges at Prince, Ruthrauff and Sunset Roads
		
The Coalition website continues to be viewed by many. This past year there were over 90,000 web hits. The Coalition
continues to distribute flyers with resource information to the residents in the Flowing Wells area as well as publish and
distribute the Flowing Wells Newsletter.
o

What barriers may have a negative impact on fulfilling the strategies and overall vision?
•
•
•
•
•
•
•

Due to several factors it has become difficult to locate appropriate sites and obtain funding for the development of rental
housing.
Shifts in federal and state priorities that redirect resources.
Unfunded mandates that create a strain on existing dollars; pass through of State responsibilities to the County.
Programs have not been historically funded at a level to truly meet the identified needs.
Reduction in funding; funding base from year to year.
National models are not always flexible, adaptable or appropriate to local conditions. They may not be effective when
implemented at the local level.
Non-profit agency partners are facing both reductions in funding and escalating costs to maintain existing programs; no

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•
•
•
•

new dollars are targeted for emerging needs.
The declining economy has severally affected non-profits’ ability to fund raise; fewer private grant dollars available.
The declining tax base has caused Pima County to decrease funding to non-profit agencies by 20% over the past four
years.
There is a shortage of community leaders in some neighborhoods who have the skills and resources to deal with complex,
long-term progress. This particularly applies to the communities with the lowest incomes and in rural areas.
Leveraging, while critical to making projects viable; also adds layers of complexity, potentially causes delays, as funders are
often on different schedules.

What adjustments or improvements to strategies and activities might meet your needs more effectively?
Pima County places a high value on working with local communities and organizations – to articulate their needs, issues and
concerns. CDNC has adopted a strategy to aggressively promote Pima County and the Department as an agency that can effectively manage grant funds, implement innovative programs, and leverage resources. To this end the following strategies have
been pursued:
•
•
•
•
•
•
•
•

Increased efforts continue to identify models for economic development in rural communities, utilizing a regional approach to education, skill development and capacity building for residents in at least three target areas.
The Micro Loan Program designed for new or existing low-to-moderate income businesses provides technical assistance,
advice, training, general support and loans to stabilize or expand their businesses.
Determine effectiveness of current contractual relationship with our Participating Jurisdiction partner; and whether there
is a fair share distribution of funds from the State of Arizona to Pima County.
Seek representation on local, state and national panels, commissions and task force groups that address common problems
and search for creative solutions.
Strategic efforts provide information to elected officials and administrators on the value of programs and the effectiveness
of funding to derive the greatest community benefit.
The newly redesigned website provides greater transparency to the public when accessing program information and reports.
Social media provides an opportunity to increase outreach and communication with the public.
Collaboration with Pima County Project Management Office assists CDNC in completion of the CDBG Public Facilities
projects in a timely manner.

What indicators would best describe the results?
•
•
•
•
•
•
•
•
•

Projects that have been funded by CDNC are visible throughout low-income neighborhoods and target areas in unincorporated Pima County, Marana and South Tucson.
Client surveys, letters and comments received by CDNC indicate satisfaction.
The County’s programs that aid Pima County’s low-to-moderate population in which effective systems to tract activities
are maintained and impact the community.
Pima County’s Housing Rehabilitation programs helped maintain existing public housing and affordable housing for low
and moderate income families, plus addressed energy conservation issues. The program was successful in maintaining and
repairing existing affordable housing stock, and benefitting 313 owner-occupied homeowners.
The County’s public service activities assisted and addressed homelessness, youth programs and substance abuse services
by awarding 24 grants to subrecipients who provided services and benefits to over 23,827 residents.
CDNC and Project Management Office have worked together to expend CDBG funding for public facilities in a timely
manner. Facility projects currently included several previous years funding that are now complete (20 of 36 projects were
completed) assisting approximatley 30,000 residents.
The stability, knowledge and experience of CDNC staff that provides leadership skills and the ability to work with the
community and organizations to successfully implement projects and programs. Technical assistance is provided on a as
needed basis for each organization.
Ensuring the timely expenditure of funds to obtain the greatest benefit of CDBG resources for low-income people. Pima
County met its timeliness requirement with a 1.18 ratio.
CDBG activities met the national objectives and outcomes.

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What is the status of grant programs?
•
•
•
•

There is a shrinking pool of federal, state and local resources and an increased demand on local elected officials to make
difficult funding decisions.
Staff is able to keep projects on schedule and within budget via effective remediation planning efforts which increases the
Board of Supervisors and voters’ confidence when requesting public support for additional allocations of bond funds for
the Neighborhood Reinvestment and Housing Programs.
Staff has successfully incorporated HUD’s Outcome and Performance Measurements into an electronic system of program reports for CDBG, ESG and the Outside Agency program.
The Flowing Wells NRSA continues to be successful in stimulating improvements in the community.

Are any activities or types of activities falling behind schedule?
•
•
•
•
•
•

Delays are caused by several factors, but common concerns include lack of agency capacity, experience, and processing of
plans and permits. Staff has adopted methods to track progress through the regulatory system.
Lack of sufficient funding limits the ability to enhance and/or expand services to vulnerable and special needs populations. Maintenance of existing services that address the most pressing needs is a primary concern.
Projects that are funded through Intergovernmental Agreements can be delayed when that project is not a high priority of
that government, or desired resources are not available.
Rehabilitation of owner-occupied units is backlogged. We are spending more per unit due to the needs of the homes, and
higher material costs.
CDNC’s SHP program had been significantly delayed 6 months by Congressional Sequestration.
CDNC has experienced a significant delay executing its competitive HOWPA grant per pending HUD, Technical Assitance provider, City of Tucson and SAAF negotiations.

Are grant disbursements timely?
•
•
•

The collaboration with Pima County Project Management Office has allowed for slow moving Public Facilities projects
in HUD remediation to be completed from previous years funding of which sixteen (16) have been completed and six (6)
others are scheduled to be completed by the end of the year.
Pima County remains in compliance with the “1.5 expenditure ratio” for CDBG (currently 1.18).
CDNC is under the CDBG Administrative cap of 20% at 17.16%; and the Public Services cap of 15% at 11.82%.

Are major goals on target?
Although CDNC experienced cutbacks in federal funding, staff has been most creative in identifying opportunities that exist
which will enhance communities, develop effective strategies for collaboration with other jurisdictions, create regional partnerships and work with local community leaders to more clearly identify practical solutions to new and emerging needs. The
CDNC grant writer continues to assist in identifying additional funding for the department.
Pima County CDNC has several goals that are not dependent on funding.
•

•
•
•

Community/Citizen Participation: All programs have an established goal of citizen involvement and participation. Some
of the programs have Board of Supervisors appointed Commissions and Committees. Program staff works at the most
locally defined level, with neighborhood organizations, citizen coalitions, non-profit councils and advisory bodies. Programs staff develop effective outreach to the rural areas, attend citizen meetings in unincorporated communities, participate with Fire Districts and School Districts, non-profits, service organizations and citizen groups.
Work with non-profit organizations to develop a collective decision making model regarding the identification of need
and the prioritization of emerging needs for funding.
Department Administrators and Program Managers meet with staff and elected officials from the five (5) jurisdictions
within Pima County as well as representatives from other counties to discuss common solutions based on a regional approach.
CDNC web-based performance measurement database for reporting quarterly and annual program outputs, outcomes and
client information allows the Department to be more fully accountable to the Board of Supervisors for the administration
of programs, the identification of community benefits by geographic area, target populations, specific program activity
and service delivery.

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Institutional Structure
The Pima County Department of Community Development and Neighborhood Conservation operates five main programs:
1. Affordable Housing Initiatives and the Pima County Housing Center- This program works with County jurisdictions,
non-profits and developers to develop and sustain, affordable, decent housing.
2. Community and Rural Development - This program works with neighborhoods to develop more livable and sustainable
communities via social (public) services and small capital infrastructure projects available to all residents. Community and
Rural Developoment is the largest CDNC program consisting of five sections: community development; home repair and
weatherization; homeless and special populations; brownfields and revitalization; and federal compliance.
3. Neighborhood Reinvestment Program - This program supports efforts that assist low and moderate income households
in medium and high-stress communities and neighborhoods throughout the County with housing, infrastructure and economic development opportunities.
4. Planning and Community Stabilization – This program works with Pima County’s larger community wide and area specific
planning including the identification of target area. The NSP2 Grant or PNIP is included in this program.
5. Outside Agency Program - This program provides funding to non-profits targeting programs serving disadvantaged communities and at risk populations.

Actions taken to overcome gaps in institutional structures & enhance
coordination
•
•

•

•

Pima County and the City of Tucson continue to maintain the HOME
Consortium and collaborate on policies and procedures as well as other
projects that include CDBG and Homeless/Special Populations.
Pima County and the City of Tucson have formed the CDBG Transitional/Shelter collaborative. This is a joint effort for the next five (5) years to
provide improvements to these housing units, and provide decent housing
and suitable living environments for residents. As a result of this collaborative the agencies participating in this project have formed a steering
committee with Habitat for Humanity Tucson as the lead agency to ensure
that the improvements made are safe, green and healthy.
Pima County staff participates in neighborhood meetings throughout
each year in unincorporated Pima County, Town of Sahuarita and Town
of Marana to address the needs of the community and provide technical
assistance in the preparation of the CDBG RFP. Staff attends other events
throughout Pima County.
Pima County provides subreceipent HUD entitlement funding for two
local jurisdictions, City of South Tucson and Town of Marana, for eligible
CDBG activities including home repair, clean-up, graffiti abatement and
youth programs.

Monitoring

Grand Marshall - 4th of July- Arivaca Gloria Soto, CDNC Program Coordinator,
shown with her husband Arthur

Monitoring is the principal means by which CDNC assures compliance with applicable federal requirements and ensures that
performance goals are being met. Staff monitoring of subgrantees is an ongoing process involving continuous communication
and evaluation. Such a process involves frequent telephone contacts, written communication, analysis of quarterly reports and
audits, and periodic meetings. Staff keeps fully informed concerning compliance with program requirements and the extent to
which technical assistance is needed by the agencies. The overriding goal of monitoring is to identify deficiencies and promote
corrections in order to improve, reinforce, or augment grant performance. Emphasis is on prevention, detection and correction with a positive attitude. Whenever possible, deficiencies are corrected through discussion, negotiation or technical assistance in a manner that maximizes local discretion.

FY 2013-14 Monitoring Activity
CDBG staff conducts monthly and quarterly desk reviews to ensure compliance that includes:
Pima County Community Development & Neighborhood Conservation

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21

2013- 2014 Consolidated Annual Performance Report

•
•
•
•

Verification of each monthly payment request submitted for reimbursement to ensure all proper documentation is provided: invoices, employee time and effort sheets, and checks.
Drawdown requests for funds budgeted, received drawdowns to date, funds obligated in current period and to date, funds
expended in current period and to date, and balance remaining
Quarterly and annual reports to track actual project accomplishments, obligations, and spending patterns against planned
operations and accomplishments through Pima County Community Impact Reporting System (CIRS).
CAPER data collection involving the following: activity’s name, matrix code, description, location, compliance with
national objective being met, amount expended during then program year, and activity status and specific units of accomplishments.

Pima County complies with HUD’s IDIS reporting requirements for the CDBG program which requires viewing all activities/
projects on a continuous basis and particularly focusing on:
•
•
•

Long-standing, open activities
Cancelled activities with draws
Draws revised from one activity to another

The system flags and requires justifications by grantees and field office approval for:
•
•
•
•

Activities that have had no draws for a year
Activities that have not reported accomplishments for three years
Activities that have 80 percent of their funding amount disbursed and no accomplishments reported
Activities that grantees request to cancel withdraws

Revised draws require justifications by grantees but do not require field office approval.
Pima County had 20 activities/projects that were in remediation in FY 2014. Currently there is one (1) which is in the process
of being completed. Staff conducts a more intense review and monitoring about 60% of its agencies annually. Staff provided
Technical Assistance utilizing the HUD Self-Monitoring tools including: setting up case management shadowing opportunities
with other provider agencies; reviewing HUD compliant eligibility criteria; identifying community resources for existing clients;
developing outreach strategies; and, brainstorming ideas to engage more clients in the upcoming year.
The Affordable Housing Initiatives and the Pima County Housing Center monitored compliance for the HOME Program,
NSP1 Program and the Affordable Housing Bond Program.
Pima County is responsible for monitoring HOME projects funded with County discretionary HOME funds. NSP1 and
Home projects are monitored for compliance during development, at completion and annually for long term affordability
requirements. For FY 13-14, there were five (5) County HOME rental development projects that were monitored for annual
compliance. CDNC Housing staff completed on-site monitoring of HOME units and tenant files at all five (5) County funded
developments following HUD protocol. For FY13-14, there were no regulatory findings to report. However, there were some
non-regulatory concerns noted regarding tenant file organization and housing unit and common area maintenance; all have
been addressed or are in the process of being addressed.
County NSP1 Program has one (1) sub-recipient which was monitoring for compliance on two (2) properties that were sold
during FY13-14. There were no significant findings or concerns.

CDBG Program Narrative
Use of CDBG in Meeting Priorities
•

CDBG funds were used to meet a variety of the Priority Needs identified in the Consolidated Plan, and the Executive
Summary (page 3-7) and Matrix of Accomplishments (page 29), as detailed in this FY 13-14 CAPER.

Nature and Reasons for Changes in the CDBG Program
•

CDNC sets CDBG program priorities through six (6) public hearings that are conducted annually for the citizens of

Pima County Community Development & Neighborhood Conservation

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2013- 2014 Consolidated Annual Performance Report

County established HUD community development Target Areas. The priorities most frequently discussed at the meetings are housing rehabilitation; public facilities; infrastructure including water system improvements and fire hydrants;
and, public services such as childcare, healthcare, and youth and senior programs. Approximately 65% of Pima County’s
CDBG funding is allocated to housing rehabilitation, public facilities and infrastructure.
•

During the contracting process, CDNC works with agencies to identify their outputs and outcomes from standardized
menus. Agencies submit quarterly and annual reports that include outputs and outcomes, demographics, and narrative
information. The agencies can easily access past reports and use other features in the database system. This information,
along with general information and HUD’s performance measurement information, is entered by CDNC into IDIS.

Carrying Out the Action Plan
•

•

•
•

Pima County received additional resources to aid in implementing, augmenting, and leveraging of its grant programs. In
FY13-14, the CDNC Home Repair and Weatherization Program received funding from the U.S. Department of Energy,
Governor’s Office of Energy Policy, LIHEAP, Tucson Electric Power, Southwest Gas Corporation, Trico Electric Coop
and USDA Housing Preservation Grant. In addition, in collaboration with Pima County Community Action Agency
(CAA) , staff conducted inspections and recommendations for the Utility Repair Replacement Deposit (URRD) Program
that repairs or replaces stoves, refrigerators, water heaters, washers and dryers and microwaves.
Pima County effectively developed public facilities using CDBG funds in collaboration with non profit agencies and/or
other departments including: Facilities Management; Cultural Resources; Natural Resources Parks and Recreation; Procurement; and, Project Management Office (PMO CIP). The county is also working closely with the U.S. Department of
Agriculture-Rural Development Agency to develop infrastructure in rural areas. There are 15 Board of Supervisors designated Colonias in Pima County. This designation enables USDA Rural Development to provide assistance for infrastructure improvements as well as loans and grants for housing rehabilitation.
CDNC continues to work with other agencies to seek funding for their programs. CDNC employs a full-time grant
writer, a portion of whose time is dedicated to assisting community agencies. The Department works with agencies and
citizen groups seeking to carry out actions that are consistent with Consolidated Plan goals.
Since 2002 CDNC has worked with the Pascua Yaqui Tribe and Tohono O’Odham Nation under Proposition 202. Under
Proposition 202, Arizona tribes agreed to share a portion of their revenues with the State of Arizona. Twelve percent of
revenues are made available to cities, towns and strengthen public safety, open up educational opportunities, and address a
multitude of other infrastructure needs.

Compliance with National Objectives
•

All Pima County CDBG projects meet the national objective of low-to-moderate income benefit.

Activities to Minimize Displacement
•
•

Pima County works with program sponsors to identify alternatives to projects that may cause displacement.
The County has a written Residential Anti-Displacement and Relocation Assistance Plan.

CDBG Program Income
Areas of Minority Concentration
•

Areas of minority concentration are identified through the Analysis of Impediments (AI) to Fair Housing Choice. According to the AI, six (6) 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. Refer to Neighborhood/Agency
Facilities Table 2 on page 27 of this report for low-income or minority concentration or both. Refer to Pima County Target Areas Map and Pima County USDA Designated Colonias for location.

Implementation of the Action Plan
•
•

Pima County staff has worked diligently with local agencies and community groups to implement the Action Plan. Staff
provides technical assistance including grant writers to assist in preparing applications for programs in HUD’s Super
NOFA.
Pima County refers requests for “Certification of Consistency” with the Consolidated Plan to the City of Tucson, which

Pima County Community Development & Neighborhood Conservation

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23

2013- 2014 Consolidated Annual Performance Report

serves as the lead agency for the HOME Consortium. Pima County has provided certifications for those applications for
projects outside of the city for non-housing programs. These included Pima County’s applications for the Continuum of
Care, and Rural Housing and Economic Development programs.

CDBG Reaches out to Minority Households
•

Through bi-lingual (English and Spanish) marketing and services Pima County continues to ensure that minorities have
access to the services that benefit low- and moderate income households.

The Consolidated Plan is a tool that is designed to enable officials and citizens to become more aware of the larger picture and
the extent to which all related programs are effective in collectively solving neighborhood and community problems. Moving
beyond the compilation of program outputs, there is a focus on results that will allow a community to assess progress in meeting the priority needs and specific objectives identified in the strategic plan and action plan in order to help make the community’s vision of the future a reality. This self-evaluation answers important questions asked by HUD to ensure that vision does
become a reality.

Pima County Community Development & Neighborhood Conservation

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24

2013- 2014 Consolidated Annual Performance Report

Microenterprise Development:
Catholic Community Services (CCS) Pio Decimo Center has continued to work closely with ACCION, Eller College
of Management, MAC and SCORE to cross-refer and support clients’ preparation of business plans. 25 clients are
actively working on their business plan in preparation for a small loan. 14 clients have completed their business
plans resulting in four (4) referrals to ACCION. Four (4) additional loans have been approved by CCS and four (4)
jobs have been retained. All clients are low-to-moderate income individuals.
CCS staff has worked with SCORE to refine the referral and partnership process, including establishing an
agreement that SCORE counselors will continue to meet with Pio Decimo clients’ regularly after loan closing and
for the life of the loan.
Pio Decimo CCS microloan staff created a program YouTube video to enhance marketing and outreach for
the program; in addition to providing the Pima County Library’s Business Information Center initiative with
information for interested entrepreneurs.
CCS Pio Decimo is also working with several other agencies to expand the program including International
Sonoran Desert Alliance (ISDA) in Ajo, Amistades/Primavera Familias Platicas in Flowing Wells NRSA; and, the
Gospel Rescue Mission in South Tucson.
Program income and interest paid to the U.S. Treasury will be captured in the FY 14-15 CAPER.

Pima County Community Development & Neighborhood Conservation

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25

2013- 2014 Consolidated Annual Performance Report

ATTACHMENT 1 - TABLES
TABLE 1 - CDBG PUBLIC SERVICES FUNDING AND OUTCOMES - FY 2013
Program
Year

Agency

Program

FY2013 Funding

2011

City of South Tucson

Community Policing, Crime Prevention

2011

City of South Tucson

Youth Program & Family Assistance

2011

Picture Rocks

Community Center Computers/Internet

2011

University of Arizona

Summer Leadership Program

2012

Flowing Wells Community Coalition

Operating Funds

2012

Picture Rocks Community Center

Food, Diaper & Clothing Assistance

2012

City of South Tucson

Youth Program & Family Assistance

2012

City of South Tucson

Graffiti Abatement

2012

Administration Resources & Choices

Reverse Mortgage Program

2012

Chicanos Por La Causa

Corazon de Aztlan

2012

Pima Prevention Partnership

Pima County Teen Court Program

2012

Southern Arizona Legal Aid

Homeowner Tenant Assistance

2012

Ajo Ambulance

Paramedic Training

-

2012

Three Points Fire District

Family Safety Program

2012

Town of Marana

Colonia Neighborhood Clean Up

2012

Town of Marana

Graffiti Abatement

2013

Flowing Wells Community Coalition

FWNACC Operating Funds

Spent in FY
2013

HUD
Outcome

$

8,400

SL3

$

4,044

SL3

$

72

SL1

$

4,818

-

$

2,608

SL1

$

4,738

SL3

$106,478

SL3

$

4,277

$ 10,000
$

DH3

4,372

SL

$ 4 ,526

SL3

$ 20,000

DH3

$

4,277

SL3

-

$

5,000

SL3

-

$

2,744

SL1

$

1,155

SL1

$ 10,000

$

2,182

SL3

2013

Flowing Wells Resource Center

Operating Funds

$ 13,000

-

SL3

2013

Flowing Wells -Amistades

Flowing Wells Ellie Town Teen Program

$ 15,000

-

SL3

2013

Green Valley Assistance

Fire and Home Safety Program

$ 10,000

-

SL1

2013

Robles Junction Catholic Community
Services

Information & Referral

$ 10,000

6,888

SL1

2013

Three Points Fire District

Community Be Safe Program

$ 10,000

-

SL1

$

2013

Drexel Heights Fire District

Family Safety Program

$ 10,000

$

6,707

SL1

2013

City of South Tucson

Community Policing, Crime Prevention

$ 45,000

$ 45,000

SL3

2013

City of South Tucson

Youth Programs & Family Assistance

$130,000

2013

Town of Marana

Colonia Neighborhood Clean Up

$ 10,000

2013

Town of Marana

Graffiti Abatement

$ 10,000

2013

Administration Resources & Choices

Reverse Mortgage Program

$ 10,000

-

SL1

$

2,074

SL1

-

SL1

$

3,527

DH3

2013

Chicanos Por La Causa

Nahui Wellness Program

$ 10,000

-

SL1

2013

Pima Prevention Partnership

Teen Court

$ 15,000

$ 10,968

SL1

2013

Southern Arizona Legal Aid

$ 25,000

$ 19,364

DH3

$333,000

$284,219

Homeowner Tenant Assistance
TOTAL

Pima County Community Development & Neighborhood Conservation

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26

2013- 2014 Consolidated Annual Performance Report

ATTACHMENT 1 - TABLES
TABLE 2 - CDBG PUBLIC FACILITIES AND INFRASTRUCTURE ACTIVITIES - FY 2013
Agency

Program

Status

Target Area of Minority
Area
Concentration

HUD
Outcome

Ajo Desert Senita Health Center

Facility Improvements

In Design

√

√

SL3

Ajo ISDA

Ajo Plaza Reborn*

95% Complete

√

√

SL3

Ajo ISDA

Ajo Plaza Sprinklers

In Design

√

√

SL3

Amado Community Food Bank

Facility Improvements

Arivaca

Old Schoolhouse Park Exterior Lighting*

Arivaca Action Center

Early Childhood Center HVAC

Arivaca Townsite Water Coop

In Town Water Yard Storage Building

Catalina Golder Ranch Fire District

Fire Hydrants*

Catholic Community Services Pio Decimo

Transitional Housing HVAC

95% Complete

√

√

SL3

Complete

√

√

SL3

Complete

√

√

SL3

In Progress

√

√

SL3

Complete

√

50% Complete

SL3

Chicanos Por La Causa

New facility improvements*

Complete

√

City of South Tucson

Fire Safety Equipment*

95% Complete

√

√

City of South Tucson

Garden Kitchen Project*

98% Complete

√

√

Drexel Heights Fire Disitrict

Fire Hydrants*

Complete

√

Drexel Heights Fire Disitrict

Fire Hydrants

Complete

Dunbar Coalition

Facility Improvements*

Complete

Dunbar Coalition

Facility Improvements

98% Complete

EMERGE

Facility Improvements*

Complete

EMERGE

Facility Improvements

Flowing Wells

Street Lights*

Flowing Wells Unified School District

Facility Improvements*

Flowing Wells-Northwest Fire District

Fire Hydrants

Green Valley PC Parklands Foundation

Canoa Preserve Green Valley Community
Park Improvements

Green Valley UCHC Clinic

Pediatric Equipment/Dental Program*

Interfaith Community Services

Improvements to Reception Area

SL1
√
SL
√

Complete
90% Complete

√

Complete

√

√

SL3

SL3

In Progress

√

√

SL1

Complete

SL1

Complete
90% Complete

SL3

La Promesa Transitional Housing

Facility Improvements*

Complete

√

Old Pueblo Community Services

Improvements to Veterans Properties*

Complete

√

Picture Rocks Community Center

Skate Park Lighting

In Design

SL3

Picture Rocks Fire District

Point to Point Wireless System*

Rillito

Water Improvements*

Rillito Community Coalition

Street Lights*

In Design

Robles Junction

Playground Equipment*

Complete

Robles Junction

High Chaparral Water Co-op Water
Improvements*

Complete

√

√

San Ignacio Yaqui Countil

Facility Improvements *

Complete

√

Complete

√

SO AZ AIDS Foundation

Facility Improvements *

Tanque Verde Valley Fire District

Fire Hydrants

Town or Marana

Marana Heritage Park *

Complete

√

√

20% Complete

√

√

SL3

√

√

SL3

√

√

50% Complete
Complete

SL1
√

√

*Indicates funding from prior fiscal years

Pima County Community Development & Neighborhood Conservation

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27

2013- 2014 Consolidated Annual Performance Report

ATTACHMENT 1 - TABLES
TABLE 3 - CDBG HOME REPAIR AND REHABILITATION PROGRAM - FY2013
Program Year

Agency

Program

FY2013 Funding Spent in FY 2013

HUD Outcome

Units

2008

City of South Tucson

Code Enforcement

*

$

2,771

2009

City of South Tucson

Home Repair

*

$

10,700

DH1

*/1

2010

City of South Tucson

Home Repair

*

$

69,453

DH1

*/1

2011

City of South Tucson

Home Repair

*

$

49,990

DH1

*/1

2011

Town of Marana

Home Repair

*

$

42,732

DH1

*/2

2012

CHRPA

Emergency Home Repair

*

$

49,731

DH1

*/41

2012

DIRECT

Home Adaptations

*

$

30,587

DH1

*/5

2012

Town of Marana

Emergency Home Repair

*

$

61

DH1

*/0

2013

CHRPA

Emergency Home Repair

$ 100,000

$

92,207

DH1

180/162

2013

DIRECT

Home Adaptations

$

50,000

$

32,344

DH1

14/15

2013

HABITAT

Preserve-A-Home

$

50,000

$

0

DH1

13/0

2013

Pima County

Emergency Transitional
Permanent Housing Repair

$ 100,000

$

76,771

DH1

5/1

2013

Pima County

Home Repair

$ 675,970

$ 636,496

DH1

70/74

$

2013

Pima County

Septic Program

2013

Town of Marana

Emergency Home Repair

2013

Town of Marana

Owner Occupied Housing

TOTAL CDBG Housing Activity

95,000
*

$

25,500

$1,096,470

$

41,167

DH1

11/6

$

17,579

DH1

15/1

$

57,959

DH1

$1,210,548

10/3
318/313

* Previous Year Funding

TABLE 4 - ESG AWARDS FY2013
Agency

Program

Arizona Youth Partnership

Building Futures

Chicanos Por La Causa
CODAC
Compass Affordable
Pima County Community Action
Agency
Pima County Sullivan Jackson
Employment Center
EMERGE! Center for Domestic
Abuse
Open Inn Inc
Primavera Foundation
Primavera Foundation

Emergency Services
Open Doors
MOMS
Emergency Services

Street
Outreach

Emergency
Shelter

Homeless
Prevention

Rapid
Re-housing
$4,551

PC Admin

$30,000
$26,165
$15,000
$29,000

Emergency Shelter

$11,952

Reflection Center

$17,500
$16,335
$10,000
$5,000

Pima County CDNC

LGBT Emergency Housing
Greyhound Family Shelter
Casa Paloma Drop In
Center
Grant Administration

Total FY2013/2014 ESG Award

176,660.00

$11,157
$26,165

$60,787

$59,000

$19,551

$11,157

The ESG Street Outreach and Emergency Shelter CAP set by HUD is $86,952.00

Pima County Community Development & Neighborhood Conservation

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28

2013- 2014 Consolidated Annual Performance Report

ATTACHMENT 1 - TABLES
TABLE 5 - PERFORMANCE MEASUREMENTS - HOUSING ACTIVITIES
Activity

Priority

New Construction Rental Housing (Total)*

5-year
Goal
100

New Construction Rental Housing (0-30% MFI)

High

New Construction Rental Housing (31-50% MFI)

High

New Construcion Rental Housing (51-80% MFI)

Medium

Rental Housing for Disabled Populations

High

Rental Housing for Elderly

Medium

200
300

Acquisition/Rehabilitation/ Rental or Lease

0
High

Owner-occupied Housing Rehabilitation (Total)*
Owner-occupied Housing Rehabilitation 0-30% MFI

3

5

X

3

5

X

128

X

128

Preservation of Existing Affordable Rentals

Rental Housing for Special Needs Populations

FY
FY
FY
FY
CDBG HOME ESG
10-11 11-12 12-13 13-14

600

11

X

2

X

X (NSP1)

8

X

X
(Housing
Bonds)

345

216

245

313

187

132

163

207

Owner-occupied Housing Rehabilitation 31-50% MFI Medium

74

56

60

67

84

28

22

39

66

140

2,000

Homeownership Assistance (Total)*

300

1,206

Homebuyers 0-30% MFI

High

Homebuyers 31-50% MFI

Medium

7

22

Homebuyers 51-80% MFI

Medium

59

117
27

2

X

150

24

Acquisition/Rehabilitation/Resale

200

3

Reconstruction (manufactured)

X
X
X

X
26

X
X

1

New Construction for 1st-time Homebuyers

X

X

Owner-occupied Housing Rehabilitation 51-80% MFI Medium
Foreclosure Prevention (legal counseling)

X

X

50

High

Other

X

X
1

X

2

25

X

41

21

X
(Housing
Bonds)

1

2

X (NSP1)

1

X

No
Numeric
goal in
plan

29

22

Community & Partnership meetings/training @ Pima
County Housing Center

No
Numeric
goal in
plan

329

373

396

X

Foreclosure Notifications

No
Numeric
goal in
plan

9,986

6,756

4,983

X

Foreclosure Prevention (one-on-one assistance
provided to homeowners @ Pima County Housing
Center)

No
Numeric
goal in
plan

43

194

523

X

289

275

Roadway Dev. Impact Fee waivers granted

X

Other Housing related assistance

Housing Counseling/Training

2,000

X

* 5-year consolidated Plan Goal all income levels

Pima County Community Development & Neighborhood Conservation

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29

2013- 2014 Consolidated Annual Performance Report

ATTACHMENT 1 - TABLES
TABLE 6 - PERFORMANCE MEASUREMENTS - NEEDS OF HOMELESS
AND SPECIAL POPUALTIONS
Activity

Priority

Homeless
Homeless Prevention
Operating Subsidy for Shelters
Case Management/Essential Services
Development of Supportive Housing
Non-Homeless Special Needs
Home Adaptations for Disabled
Reverse Mortgage Program
Assistance to Frail Elderly
Assistance for Victims of Domestic Violence
Assistance to Developmentally/
Physically Disabled

5-year
Goal

10-11 11-12 12-13 13-14

High
High
High
High

250
100
1,250
200

54
174
38

High
High
High
High
High

150
250
2,000
4,250
150

12
80

74

CDBG

HOME

ESG

Other

X
X
X

X
X
X
X

35

X
11
190

565
12

13
116
277

15
87

X
X

X

127

X
X

X
X
X

TABLE 7 - FEMA Emergency Food and Shelter Program – Phase 31
Pima County serves as the qualifying jurisdiction to administer the FEMA Emergency Food and Shelter Program, a program aimed at
assisting individuals in need with emergency food, shelter, and related needs. The program pays specific attention to the needs of the
elderly, families with children, Native Americans, and veterans.

Agency

Program

Award

Mass
Feeding

Arizona Youth Partnership

Rapid Rehousing

$ 2,715

Catalina Community Services

Senior Meals Program

$ 9,266

$ 9,266

Catholic Community Services
CPSA/TPCH

$ 6,404
$ 14,116

$ 6,404

$ 10,660

$ 10,660

Interfaith Community Services

Nutrition Services
Homeless
Nutritious Food to Help
Aid Recovery
Meals for Seniors

$ 26,759

$

8,759

Mobile Meals of Tucson

Senior Meals Program

$ 6,542

$

6,542

$ 9,989
$ 7,636

$

8,989

The Haven

Our Family Services
Emergency Family Shelter
PPEP
Homeless
Pima County Communty Services
Community Action Agency
Employment & Training
Emergency Shelter
Primavera Foundation, Inc
Programs
The Salvation Army, Inc.
Hospitality House
TCWC/Emerge!
Domestic Violence
Pima County CDNC
Administrative Allowance
TOTAL:

Mass
Shelter

Other
Shelter

Rent/
Utilty
Mortgatge Assistance

$ 2,715

$ 14,116

$ 18,000
$ 1,000
$

$111,727
$ 76,116

$ 46,116 $ 30,000

$ 34,800 $ 9,000
$ 14,692
$ 6,764
$ 338,185 $ 59,620

$ 16,800 $ 9,000
$ 14,692

Pima County Community Development & Neighborhood Conservation

$ 91,724 $ 42,715

7,636

$ 109,727

$ 2,000

$ 135,362

$ 2,000

Return to Table of Contents

30

2013- 2014 Consolidated Annual Performance Report

ATTACHMENT 1 - TABLES
TABLE 8 - HOME BENEFICIARIES/MATCH LEVERAGE SUMMARY FY 2013

2013 Template

Homeownership
- Downpayent
Assistance
Program

Homeownership Habitat For
Humanity's
Marana Housing
Partnership

Homeowneship Owner occupied
Replacment
Homes

Rental
Development
- New or
Acq’/ Rehab’ Primavera’s
Las Abuelitas

TOTALS

24

2

0

5

31

Total Households Assisted
# Households 0-30%AMI

0

# Households 30-50%AMI

1

5

6

# Households 50-60%AMI

4

4

# Households 60-80%AMI

20

1

Hispanic

17

1

3

21

Non-Hispanic

7

1

2

10

23

2

3

28

2

2

21

ETHNICITY

RACE
11-White
12-Black or AfricanAmerican
13-Asian

0

14-American Indian or Alaska Native

0

15-Native Hawaiian or Other Pacific Islander

0

16-American Indian or Alaska Native & White

0

17-Asian & White

0

18-Black or AfricanAmerican & White

0

19-American Indian or Alaska Native & Black
or African American

0

20-Other Multi Racial

1

1

HOME Funds Provided

$

116,052.50 $

54,000.00

$

900,000.00

$ 1,070,052.50

Non-Federal Match Funds Provided
(HOME eligible Match)

$

33,000.00 $

19,782.00

$

340,000.00

$

Private Mortgage $’s Leveraged

$

2,500,320.00 $

212,000.00

$

1,600,000.00 $ 4,312,320.00

$

1,000,000.00 $ 1,000,000.00

Other Federal funds leveraged

Pima County Community Development & Neighborhood Conservation

Return to Table of Contents

392,782.00

31

2013- 2014 Consolidated Annual Performance Report

ATTACHMENT 1 - TABLES
TABLE 9 - CDBG BENEFICIARIES BY RACIAL/ETHNIC CATEGORY AND INCOME
Race

Total

Hispanic

White

53.66%

0.00%

Black/African American

5.72%

0.00%

Asian

0.11%

0.00%

American Indian/Alaskan Native

6.41%

18.71%

Natice Hawaiian/Other Pacfic Islander

0.00%

0.00%

American Indian/Alaskan Native & White

0.00%

0.00%

Asian & White

0.11%

0.00%

Black/African American & White

0.11%

0.00%

American Indian/Alaskan Native & Black/African American

0.00%

0.00%

Other multi-racial

33.87%

81.29%

Asian/Pacific Islander (valid until 03-31-04)

0.00%

0.00%

Hispanic (valid until 03-31-04)

0.00%

0.00%

Income Level

Percentage

Extremely Low Income (<=30%)

18.92%

Low Income (30-50%)

11.93%

Moderate Income (50-80%)

69.15%

Total Low and Moderate Income (<=80%)

100.00%

Non Low and Moderate Income (>80%)

Pima County Community Development & Neighborhood Conservation

0.00%

Return to Table of Contents

32

2013- 2014 Consolidated Annual Performance Report

ATTACHMENT 1 - TABLES
TABLE 10 - ESG BENEFICIARIES BY RACE/ETHNIC, DEMOGRAPHIC AND POPULATION
ESG Persons Assisted
Race

Homeless Prevention Activities Shelter Activities Street Outreach

White

55

270

39

Black/African American

32

31

3

Asian

0

3

0

American Indian/Alaskan Native

0

46

6

Natice Hawaiian/Other Pacfic Islander

0

0

0

Asian & White

0

1

0

Black/African American & White

0

35

0

American Indian/Alaskan Native & Black/African American

0

2

0

Other multi-racial

0

25

0

Unknown

9

1

0

Hispanic/Latino

35

179

9

Age - Over 24

49

189

48

Age - 18-24

15

42

2

Age - Under 18

18

182

2

Age - Unkown

7

1

2

Male

22

143

35

Female

40

270

17

Unknown

7

1

3

0

87

33

Demographic

Special Populations
Other Disability
Chronic Substance Abuse

3

48

36

Severely Mentally Ill

10

105

11

Chronically Homeless

4

30

37

HIV/AIDS

0

0

0

Elderly

0

3

3

Victims of Domestice Abuse

11

102

11

Veterans

0

8

16

Pima County Community Development & Neighborhood Conservation

Return to Table of Contents

33

2013- 2014 Consolidated Annual Performance Report

ATTACHMENT 2 - CDBG FINANCIAL SUMMARY REPORT
Office of Community Planning and Development

DATE:

09-11-14

U.S. Department of Housing and Urban Development

TIME:

19:29

Integrated Disbursement and Information System

PAGE:

1

PR26 - CDBG Financial Summary Report
Program Year 2013
PIMA COUNTY , AZ
Metrics
Grantee
Program Year
PART I: SUMMARY OF CDBG RESOURCES
01 UNEXPENDED CDBG FUNDS AT END OF PREVIOUS PROGRAM YEAR
02 ENTITLEMENT GRANT
03 SURPLUS URBAN RENEWAL
04 SECTION 108 GUARANTEED LOAN FUNDS
05 CURRENT YEAR PROGRAM INCOME
05a CURRENT YEAR SECTION 108 PROGRAM INCOME (FOR SI TYPE)
06 RETURNS
07 ADJUSTMENT TO COMPUTE TOTAL AVAILABLE
08 TOTAL AVAILABLE (SUM, LINES 01-07)
PART II: SUMMARY OF CDBG EXPENDITURES
09 DISBURSEMENTS OTHER THAN SECTION 108 REPAYMENTS AND PLANNING/ADMINISTRATION
10 ADJUSTMENT TO COMPUTE TOTAL AMOUNT SUBJECT TO LOW/MOD BENEFIT
11 AMOUNT SUBJECT TO LOW/MOD BENEFIT (LINE 09 + LINE 10)
12 DISBURSED IN IDIS FOR PLANNING/ADMINISTRATION
13 DISBURSED IN IDIS FOR SECTION 108 REPAYMENTS
14 ADJUSTMENT TO COMPUTE TOTAL EXPENDITURES
15 TOTAL EXPENDITURES (SUM, LINES 11-14)
16 UNEXPENDED BALANCE (LINE 08 - LINE 15)
PART III: LOWMOD BENEFIT THIS REPORTING PERIOD
17 EXPENDED FOR LOW/MOD HOUSING IN SPECIAL AREAS
18 EXPENDED FOR LOW/MOD MULTI-UNIT HOUSING
19 DISBURSED FOR OTHER LOW/MOD ACTIVITIES
20 ADJUSTMENT TO COMPUTE TOTAL LOW/MOD CREDIT
21 TOTAL LOW/MOD CREDIT (SUM, LINES 17-20)
22 PERCENT LOW/MOD CREDIT (LINE 21/LINE 11)
LOW/MOD BENEFIT FOR MULTI-YEAR CERTIFICATIONS
23 PROGRAM YEARS(PY) COVERED IN CERTIFICATION
24 CUMULATIVE NET EXPENDITURES SUBJECT TO LOW/MOD BENEFIT CALCULATION
25 CUMULATIVE EXPENDITURES BENEFITING LOW/MOD PERSONS
26 PERCENT BENEFIT TO LOW/MOD PERSONS (LINE 25/LINE 24)
PART IV: PUBLIC SERVICE (PS) CAP CALCULATIONS
27 DISBURSED IN IDIS FOR PUBLIC SERVICES
28 PS UNLIQUIDATED OBLIGATIONS AT END OF CURRENT PROGRAM YEAR
29 PS UNLIQUIDATED OBLIGATIONS AT END OF PREVIOUS PROGRAM YEAR
30 ADJUSTMENT TO COMPUTE TOTAL PS OBLIGATIONS
31 TOTAL PS OBLIGATIONS (LINE 27 + LINE 28 - LINE 29 + LINE 30)
32 ENTITLEMENT GRANT
33 PRIOR YEAR PROGRAM INCOME
34 ADJUSTMENT TO COMPUTE TOTAL SUBJECT TO PS CAP
35 TOTAL SUBJECT TO PS CAP (SUM, LINES 32-34)
36 PERCENT FUNDS OBLIGATED FOR PS ACTIVITIES (LINE 31/LINE 35)
PART V: PLANNING AND ADMINISTRATION (PA) CAP
37 DISBURSED IN IDIS FOR PLANNING/ADMINISTRATION
38 PA UNLIQUIDATED OBLIGATIONS AT END OF CURRENT PROGRAM YEAR
39 PA UNLIQUIDATED OBLIGATIONS AT END OF PREVIOUS PROGRAM YEAR
40 ADJUSTMENT TO COMPUTE TOTAL PA OBLIGATIONS
41 TOTAL PA OBLIGATIONS (LINE 37 + LINE 38 - LINE 39 +LINE 40)
42 ENTITLEMENT GRANT
43 CURRENT YEAR PROGRAM INCOME
44 ADJUSTMENT TO COMPUTE TOTAL SUBJECT TO PA CAP
45 TOTAL SUBJECT TO PA CAP (SUM, LINES 42-44)
46 PERCENT FUNDS OBLIGATED FOR PA ACTIVITIES (LINE 41/LINE 45)

Pima County Community Development & Neighborhood Conservation

PIMA COUNTY , AZ
2,013.00
1,991,007.82
2,516,935.00
0.00
0.00
0.00
0.00
0.00
0.00
4,507,942.82
2,313,985.64
0.00
2,313,985.64
431,882.51
0.00
0.00
2,745,868.15
1,762,074.67
0.00
0.00
2,245,051.19
68,934.45
2,313,985.64
100.00%
PY: PY: PY:
0.00
0.00
0.00%
297,559.84
0.00
0.00
0.00
297,559.84
2,516,935.00
0.00
0.00
2,516,935.00
11.82%
431,882.51
0.00
0.00
0.00
431,882.51
2,516,935.00
0.00
0.00
2,516,935.00
17.16%

Return to Table of Contents

34

2013- 2014 Consolidated Annual Performance Report

ATTACHMENT 3 - PUBLIC NOTICE AND COMMENTS

PUBLIC NOTICE
Public Comment Requested for 2013-2014 Consolidated Annual Performance and Evaluation Report.
Pima County is accepting comments on the draft Consolidated Annual Performance and Evaluation
Report (CAPER). The report provides information on accomplishments and expenditures of the
Community Development Block Grant (CDBG), Emergency Shelter Grant (ESG) Program, and the
Home Investment Partnership (HOME) Program, for the period covering July 1, 2013 through June
30, 2014 A draft of the CAPER will be available September 10-25, 2014 at the following location:
Pima County Community Development and Neighborhood Conservation Department
2797 East Ajo Way, 3rd Fl
Tucson, AZ 85713
Contact: Daniel Tylutki
Phone: 243-6754 Fax: 243-6796
Email: daniel.tylutki@pima.gov
To view the draft document, visit our website @
http://webcms.pima.gov/cms/one.aspx?portalId=169&pageId=12301
Comments will be accepted through September 25, 2014 at 5:00 p.m. and may be
delivered, faxed, emailed or mailed.
PUBLISHED:
The Daily Territorial
September 10, 2014

NO PUBLIC COMMENTS WERE RECEIVED

Pima County Community Development & Neighborhood Conservation

Return to Table of Contents

35

Community Development & Neighborhood Conservation Department

2013-14 Consolidated Annual Performance
Evaluation Report