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FY 2021 Year 38 CAPER CAPER 1 OMB Control No: 2506-0117 (exp. 09/30/2021) CR-05 - Goals and Outcomes Progress the jurisdiction has made in carrying out its strategic plan and its action plan. 91.520(a) This could be an overview that includes major initiatives and highlights that were proposed and executed throughout the program year. The City of Northampton's CDBG Program carried out its 38th year of operation from July 1, 2021 to June 30, 2022. The City is pleased to submit this Consolidated Annual Performance and Evaluation Report (CAPER). Through several subrecipient grantee activities, Northampton residents with low- and moderate-incomes benefited from services that contributed to their health and wellbeing. The Northampton Housing Authority completed three projects that benefited residents in three of their properties: the installation of a new playground at Hampshire Heights, two wheelchair ramps for two buildings at Cahill Apartments, and bathroom ADA improvement at two units at Salvo House Apartments. These accessibility upgrades will allow residents to confidently move about their apartments and better access daily activities. The Community Builders, 53-unit affordable-housing development called North Commons is also 100% complete and 100% occupied. This is a passive house certified development on the previous state hospital land. The 18-unit rehabilitation of South Street Apartments was completed, which increased the accessibility of a few apartments, but also made the remaining apartments more suitable and livable. Only 16 units were occupied by the end of the program year. Also, seven of the units were put aside for people who are homeless. The City is reporting five homeless housing units added during this year because only five were occupied by the end of the program year. One home from the Housing Rehabilitation program was fully completed at the end of the program year and three more houses are in progress. It was expected that the funding for this program would be fully used by the end of the program year. This did not happen for a variety of factors: Pioneer Valley Planning Commission, the subrecipient for the program, had unresponsive applicants and contractors being inundated with work. The Burts Pit Road Demolition was completed this program year and the parcel was sold to Pioneer Valley Habitat for Humanity. They will begin construction on three single-family homes for first-time homebuyers as soon as possible. Valley CDC helped two Northampton households with household counseling and downpayment assistance in Northampton’s very difficult market. ServiceNet’s two emergency shelters, Grove Street Inn and the Interfaith Winter Shelter, continued to house people, many of whom are experiencing homelessness due to the pandemic. MANNA Community Kitchen and the Northampton Survival Center, have both done amazing work feeding people in need despite a dramatic increase in demand. CDBG-CV funded their efforts that provided food to more than 3,700 people in total, counting both organizations The City also gave out one microenterprise grant for a small businesses looking to retain/create jobs by pivoting its operations during the pandemic. [Nathan: There were seven total SBGs. Six were were given out in PY 2020. The reporting for them was not complete until PY 2021 since businesses received the grants near the end of PY 2020.] The Community Action Pioneer Valley Rental Assistance program was reporting CAPER 2 OMB Control No: 2506-0117 (exp. 09/30/2021) low numbers each quarter, including only one person helped during one quarter. This may have been due to the availability of other funding programs with higher limits. The City has since approved to an increase in the per-person limit to incentivize the use of the funding. The City of Northampton completed a total of 22 curb cuts at 11 intersections through its Citywide Curb Cuts activity. It is working on 12 more curb cuts in the center of Florence, a village of Northampton. Comparison of the proposed versus actual outcomes for each outcome measure submitted with the consolidated plan and explain, if applicable, why progress was not made toward meeting goals and objectives. 91.520(g) Categories, priority levels, funding sources and amounts, outcomes/objectives, goal outcome indicators, units of measure, targets, actual outcomes/outputs, and percentage completed for each of the grantee’s program year goals. Goal Category Source / Amount Indicator Unit of Measure Expected – Strategic Plan Actual – Strategic Plan Percent Complete Expected – Program Year Actual – Program Year Percent Complete Economic Development & Income Maximization Non-Housing Community Development CDBG: $ Public Facility or Infrastructure Activities other than Low/Moderate Income Housing Benefit Persons Assisted 0 0 0 0 Economic Development & Income Maximization Non-Housing Community Development CDBG: $ Public service activities other than Low/Moderate Income Housing Benefit Persons Assisted 0 98 75 98 130.67% Economic Development & Income Maximization Non-Housing Community Development CDBG: $ Facade treatment/business building rehabilitation Business 0 0 0 0 CAPER 3 OMB Control No: 2506-0117 (exp. 09/30/2021) Economic Development & Income Maximization Non-Housing Community Development CDBG: $ Homeless Person Overnight Shelter Persons Assisted 0 0 0 0 Economic Development & Income Maximization Non-Housing Community Development CDBG: $ Jobs created/retained Jobs 50 0 0.00% Economic Development & Income Maximization Non-Housing Community Development CDBG: $ Businesses assisted Businesses Assisted 50 70 140.00% 40 70 175.00% Economic Development & Income Maximization Non-Housing Community Development CDBG: $ Other Other 0 0 0 0 Improve Public Facilities & Infrastructure Non-Homeless Special Needs Public Facilities and Infrastructure CDBG: $ Public Facility or Infrastructure Activities other than Low/Moderate Income Housing Benefit Persons Assisted 6450 3114 48.28% 4946 3114 62.96% Improve Public Facilities & Infrastructure Non-Homeless Special Needs Public Facilities and Infrastructure CDBG: $ Public Facility or Infrastructure Activities for Low/Moderate Income Housing Benefit Households Assisted 48 0 0.00% 18 18 100.00% CAPER 4 OMB Control No: 2506-0117 (exp. 09/30/2021) Improve Public Facilities & Infrastructure Non-Homeless Special Needs Public Facilities and Infrastructure CDBG: $ Other Other 0 0 13 12 92.31% Preserve Affordable Housing, Tenancy Help & Rehab Affordable Housing Non-Homeless Special Needs CDBG: $ Public Facility or Infrastructure Activities for Low/Moderate Income Housing Benefit Households Assisted 0 0 20 0 0.00% Preserve Affordable Housing, Tenancy Help & Rehab Affordable Housing Non-Homeless Special Needs CDBG: $ Public service activities other than Low/Moderate Income Housing Benefit Persons Assisted 0 22 0 22 Preserve Affordable Housing, Tenancy Help & Rehab Affordable Housing Non-Homeless Special Needs CDBG: $ Rental units constructed Household Housing Unit 25 0 0.00% Preserve Affordable Housing, Tenancy Help & Rehab Affordable Housing Non-Homeless Special Needs CDBG: $ Rental units rehabilitated Household Housing Unit 35 18 51.43% 18 18 100.00% Preserve Affordable Housing, Tenancy Help & Rehab Affordable Housing Non-Homeless Special Needs CDBG: $ Homeowner Housing Added Household Housing Unit 12 0 0.00% CAPER 5 OMB Control No: 2506-0117 (exp. 09/30/2021) Preserve Affordable Housing, Tenancy Help & Rehab Affordable Housing Non-Homeless Special Needs CDBG: $ Homeowner Housing Rehabilitated Household Housing Unit 15 1 6.67% 3 1 33.33% Preserve Affordable Housing, Tenancy Help & Rehab Affordable Housing Non-Homeless Special Needs CDBG: $ Direct Financial Assistance to Homebuyers Households Assisted 15 2 13.33% Preserve Affordable Housing, Tenancy Help & Rehab Affordable Housing Non-Homeless Special Needs CDBG: $ Housing for Homeless added Household Housing Unit 0 5 0 5 Preserve Affordable Housing, Tenancy Help & Rehab Affordable Housing Non-Homeless Special Needs CDBG: $ Housing for People with HIV/AIDS added Household Housing Unit 0 0 0 0 Preserve Affordable Housing, Tenancy Help & Rehab Affordable Housing Non-Homeless Special Needs CDBG: $ Buildings Demolished Buildings 1 1 100.00% 1 1 100.00% CAPER 6 OMB Control No: 2506-0117 (exp. 09/30/2021) Public Services Affordable Housing Homeless Non-Homeless Special Needs Non-Housing Community Development CDBG: $ Public Facility or Infrastructure Activities other than Low/Moderate Income Housing Benefit Persons Assisted 0 0 137 0 0.00% Public Services Affordable Housing Homeless Non-Homeless Special Needs Non-Housing Community Development CDBG: $ Public Facility or Infrastructure Activities for Low/Moderate Income Housing Benefit Households Assisted 0 0 0 0 Public Services Affordable Housing Homeless Non-Homeless Special Needs Non-Housing Community Development CDBG: $ Public service activities other than Low/Moderate Income Housing Benefit Persons Assisted 1900 150 7.89% 0 150 CAPER 7 OMB Control No: 2506-0117 (exp. 09/30/2021) Public Services Affordable Housing Homeless Non-Homeless Special Needs Non-Housing Community Development CDBG: $ Public service activities for Low/Moderate Income Housing Benefit Households Assisted 75 0 0.00% Public Services Affordable Housing Homeless Non-Homeless Special Needs Non-Housing Community Development CDBG: $ Homeless Person Overnight Shelter Persons Assisted 1000 56 5.60% 230 56 24.35% Public Services Affordable Housing Homeless Non-Homeless Special Needs Non-Housing Community Development CDBG: $ Overnight/Emergency Shelter/Transitional Housing Beds added Beds 25 0 0.00% 0 0 CAPER 8 OMB Control No: 2506-0117 (exp. 09/30/2021) Public Services Affordable Housing Homeless Non-Homeless Special Needs Non-Housing Community Development CDBG: $ Homelessness Prevention Persons Assisted 500 21 4.20% Public Services Affordable Housing Homeless Non-Homeless Special Needs Non-Housing Community Development CDBG: $ Jobs created/retained Jobs 150 0 0.00% Removal of Slums and Blight Affordable Housing Non-Housing Community Development Public Facilities CDBG: $ Buildings Demolished Buildings 1 0 0.00% Table 1 - Accomplishments – Program Year & Strategic Plan to Date Assess how the jurisdiction’s use of funds, particularly CDBG, addresses the priorities and specific objectives identified in the plan, CAPER 9 OMB Control No: 2506-0117 (exp. 09/30/2021) giving special attention to the highest priority activities identified. The $60,000 for the removal of slums and blight is for the 2022 program year and will not be reported on in this 2021 CAPER. As to the Accomplishments for the 2021 Program Year (Table 1), five of the City's actual accomplishment indicators exceeded or met the expected goal numbers in the Action Plan , six actual indicators fell short of the goal numbers , and four actual indicators do not have corresponding goals that were programmed into the Action Plan. The Housing Rehab program completed one out of four housing units. There has been difficulty with getting contractors and finding qualified candidates in the City. The three remaining housing projects are in process. The homeless and overnight shelter experiend COVID restrictions that have limited the amount of people allowed into the congregate shelter. The City had activities whose goals it did not enter in the Strategic or Action Plans, showing zero in some of the Expected columns while the Actual columns have positive numbers in them. The causes were subrecipients performing additional unexpected benefits and the accomplishment reporting not exactly matching the plan goals. One surprise benefit was from the South Street Apartment rehabilitation activity where the apartment owning-entity dedicated five of the rehabilitated units to formerly homeless households in PY 2021. Home City Development received $83,175 in CDBG to rehabilitate 18 units in South Street Apartments. It rehabilitated all 18, but the apartment had 2 vacancies by the end of PY 2021. In early PY 2022 at the time of this report, the owner dedicated the 2 vacant units to formerly homeless household. In the row “Preserve Affordable Housing, Tenancy Help & Rehab, Affordable Housing > Non-Homeless Special Needs > Public service activities other than Low/Moderate Income Housing Benefit”, the City did not enter any expected numbers in the Strategic Plan or the Action Plan because it was only planning on homebuyer downpayment assistance through the subrecipient with the First Time Homebuyer Counseling & Downpayment Assistance Administration activity. The activity ended up providing counseling to 22 prospective homebuyers, adding 22 people to the Actual columns. In the row “Public Services > Affordable Housing, Homeless, Non-Homeless Special Needs, Non-Housing Community Development > Public service activities other than Low/Moderate Income Housing Benefit”, it reported 150 people actually assisted from a combination of three public service activitie that all provide Employment Training. There is additional text in below text box discusing the stategic plan. Table 2 Narrative In Table 2, the row â¿¿Improve Public Facilities & Infrastructure > Non-Homeless Special Needs, Public Facilities and Infrastructure > Public CAPER 10 OMB Control No: 2506-0117 (exp. 09/30/2021) Facility or Infrastructure Activities for Low/Moderate Income Housing Benefit listed 48 households in the Strategic Expected column. This was for the River Run Condominium project that did not move forward. The actual number of jobs created/retained under the Economic Development accomplishments was zero when our expected stratetic goal was 50. due to the City configuring national objective for Economic Development activities as LMC, which does not ask for jobs retained or created. We later updated the National Objective for microenterprise assistance activity to LMCMC and saw new fields for job creation/retention. The direct financial downpayment assistance for first-time homebuyers had an expected strategic outcome of 15, which we do not expect to fulfill since the subrecipient moved to a much larger funding source. For our activitywe allocated 3 grants for $4,000 each and only two households qualified in PY 2021. Buyers could not compete with wealthier homebuyers paying thousands of dollars over asking price in cash. Many potential applicants dropped out of the grant process or did not succeed in securing a home. The Strategic Plan lists 500 expected for the Homelessness Prevention indicator under the Public Services , but the Program Year Expected goal and Actual number show zero. However, Community Legal Aid helped 21 households with their homelessness prevention program and this number would have reflected in that outcome. This is because the outcome was not identified in this Action Plan and we likely have a misconfiguration in the activity setup. CDBG planning staff will correct this error in next program year. The expected goal for jobs created/retained in Public Services was set up as 150 in the Con Plan, but it is likely not an appropriate indicator since public services focus on providing essential needs and helping secure employment, not create new jobs or retain existing jobs. CAPER 11 OMB Control No: 2506-0117 (exp. 09/30/2021) CR-10 - Racial and Ethnic composition of families assisted Describe the families assisted (including the racial and ethnic status of families assisted). 91.520(a) CDBG White 72 Black or African American 9 Asian 2 American Indian or American Native 1 Native Hawaiian or Other Pacific Islander 1 Total 85 Hispanic 22 Not Hispanic 86 Table 2 – Table of assistance to racial and ethnic populations by source of funds Narrative Hispanic households comprise about 25% of Northampton’s 114 total households that benefitted from CDBG. White is the majority Race category. Other multi-racial is the second largest category, but much smaller at 18 households. The high price of housing in Northampton, is one barrier to people to move here. The analysis of impediments to fair housing looked at other factors, such as local choice at the housing authority, which further excludes people who do not already live in Northampton. CAPER 12 OMB Control No: 2506-0117 (exp. 09/30/2021) CR-15 - Resources and Investments 91.520(a) Identify the resources made available Source of Funds Source Resources Made Available Amount Expended During Program Year CDBG public - federal 1,629,975 723,992 Table 3 - Resources Made Available Narrative The resources made available column includes 2021 CDBG allocation at $693,839.00, carryover from the previous year was $324,256.53, program income at $41,298.57, and CDBG-CV at $570,580.61 (leftover from 2020). The City has a significant amount of funding obligated to activities via formal contracts, but the City have not completed expending the funds due to the slow speed of construction. One example is the Florence Curb Cut Activity (IDIS 997) which has $175,000 committed to two different contractors, but only $1,900 expended as of August, 2022. Of the CDBG-CV money that has been made available, $416,824.00 has been committedbut unspent. The majority of this unspent funding is for the purchase of the property for the Community Resilience Hub. We also have $10,000 remaining in public services towards responding to COVID. It was going to be spent on programs and lockers for homeless people, but another funding source was found. This funding will likely go toward another public service agency. The "other" category for available resources is composed of several other sources. For the 2021-2022 Program year, Community Preservation Act (CPA) funding at $1,528,068 for the program year put towards affordable housing, housing for the homeless, and down-payments assistance funds. Another $621,422 of CPA funds was used for historic preservation, open-space, and recreation. The affordable housing project was also leveraged with $50,000 in short-term rental fees, e.g. AirBnB. The City received a $10,000 grant to create an accessible soft-surface trail at the Pine Grove section of the Rocky Hill Greenway near an environmental justice community. Another $15,000 grant was used to study the accessibility to the Connecticut River Greenway. Over the last program year, the City has expended the last $200,000 of the $1.2 million Congestion Mitigation and Air Quality (CMAQ) grant for the regional expansion of ValleyBike in Northampton and the region to provide equitable transportation access, with a priority on serving environmental justice. The City expended $682,693.88 in 2021 CDBG (not including CDBG-CV) and $41,298.57 in program income. The City spent $46,960.58 of its CDBG-CV allocation in the PY 2021Of the $76,206.92 available for rental assistance in PY 2021, the subrecipient disbursed only $10,628.01. The State of MA is offering a more flexible and generous program for rental assistance, possibly diverting people away from applying for the Rental and Utility Assistance program. The Planning staff did a retroactive salary draw adjustment for PY 2020 under its Admin Activity 952, which shows as a negative $3,587.64 adjustment CAPER 13 OMB Control No: 2506-0117 (exp. 09/30/2021) in Line 14 and Line 39 of PR-26 for PY 2021. The Program Year 2020 PR-26 has the corresponding updates, showing as positive $3,587.64 in the equivalent lines Identify the geographic distribution and location of investments Target Area Planned Percentage of Allocation Actual Percentage of Allocation Narrative Description Table 4 – Identify the geographic distribution and location of investments Narrative The City has not designated any HUD defined target areas. All public service activities, as well as the Housing Rehab program, First Time Homebuyer program and Micro-Business assistance programs are available to all income eligible Northampton residents across the City. The City will target CDBG funds toward LMI households and individuals. CAPER 14 OMB Control No: 2506-0117 (exp. 09/30/2021) Leveraging Explain how federal funds leveraged additional resources (private, state and local funds), including a description of how matching requirements were satisfied, as well as how any publicly owned land or property located within the jurisdiction that were used to address the needs identified in the plan. CDBG allocations for public service agencies are very small amounts compared to their overall budgets. The awards range from $7,000 - $20,000. The City’s support with CDBG funds is to leverage other funding awards such as Community Preservation Act funding and other grants from the state and private organizations. The North Commons (53 units) at Village Hill leveraged $150,000 in federal CDBG funds, along with $250,000 in local CPA funds. This project should have been finished the prior program year, but due to the pandemic, it was delayed. South St Apartments used $83,175 of CDBG funds and $639,173.31 of state and local funds to rehabilitate 18 affordable rental units. By the end of the 2021 program year, 16 units were occupied. The last two remaining units were filled in August of 2022. Other housing projects in the City, will use a combination of Community Preservation Act, MassWorks (state), Housing Choice Grant (state), and fees from short-term rentals (local) to acquire, install infrastructure (e.g., water, storm water, sewer, electrical), cover soft costs (e.g., engineering, surveys), and prepare the land ahead of disposition to an affordable housing developer. CAPER 15 OMB Control No: 2506-0117 (exp. 09/30/2021) CR-20 - Affordable Housing 91.520(b) Evaluation of the jurisdiction's progress in providing affordable housing, including the number and types of families served, the number of extremely low-income, low-income, moderate-income, and middle-income persons served. One-Year Goal Actual Number of Homeless households to be provided affordable housing units 0 5 Number of Non-Homeless households to be provided affordable housing units 83 3 Number of Special-Needs households to be provided affordable housing units 0 0 Total 83 8 Table 5 – Number of Households One-Year Goal Actual Number of households supported through Rental Assistance 48 1 Number of households supported through The Production of New Units 23 0 Number of households supported through Rehab of Existing Units 18 18 Number of households supported through Acquisition of Existing Units 0 53 Total 89 72 Table 6 – Number of Households Supported Discuss the difference between goals and outcomes and problems encountered in meeting these goals. The five affordable housing units for for homeless households at South Street Apartments was not planned by the City of Northampton staff. There are seven units in total, but two were vacant until August 2022, which is after PY 2021 The Community Action Rental & Utility Assistance program only supported 14 people out of its stated goal of 40, in part due to the availability of other rental assistance programs that provide more funding CAPER 16 OMB Control No: 2506-0117 (exp. 09/30/2021) over a longer period. The delay in meeting these "worst case needs" in housing for these people with disabilities was a serious health risk, as they were housing insecure, severely rent burdened, or homeless during the first and second wave of the pandemic. The Laurel Street infrastructure project was expected to generate 20 affordable housing units, but due to transfer of the land taking longer than anticipated and other infrastructure projects taking presecdence, it was not completed. The Burts Pit Road demolition project was completed and the City has transferred ownership to City the Pioneer Valley Habitat for Humanity. The City has applied to make the property a part of the Chapter 40R district. There are three units that are expected in next 2-3 years. The South Street Rehab project completed its 18 units and had 2 vacancies by the end of PY 2021. They The 53 units at Village Hill were completed this program year and are fully occupied. The Housing Rehabilitation program completed one housing rehab project, which is lower than the City's goal. This was due in part because of people taking precautions during the pandemic, the increased cost of building materials and construction, and contractors with backed-up work schedules. However, four projects are in process. The Burts Pit Road demolition project was completed and the City has transferred ownership to the Pioneer Valley Habitat for Humanity. Since some people may utilize more than one public service program, they may get counted multiple times across different activities. For example, someone living in a shelter is probably attending the MANNA meals. Or someone using the tenancy protection program may also be attending the Literacy Project classes. This may be especially true during the pandemic, which has seen an increase in safety- net programs such as the emergency food pantry and soup kitchen. The number of people experiencing homelessness includes people served at the year-round Grove Street Inn and the Inter-Faith Winter Shelter but does not include the unsheltered population or those served by Safe Passage. Some of those clients are not considered homeless. There is no data available for the 17 emergency shelter beds operated by Soldier On at the Veterans Administration campus. Discuss how these outcomes will impact future annual action plans. City will reconsider having more conservative goal outcome indicators for some of its projects as several did not meet its expectations. Due partly to the direct effects of the pandemic and indirect effects, such as more funding available from alternate sources. The ongoing pandemic that has demonstrated the needed for increased shelter capacity and the need for rental assistance. However, other programs such as the Residential Assistance for Families in Transition (RAFT) program offers much more more rental assistance that CDBG rental assistance, making CDBG rental assistance less attractive. The shelter capacity has increased in the region overall, but at the same time, each shelter had to house less people due to pandemic restrictions. The City saw one of its first Housing First units on Franklin Street funded and created in a long time and this has created a lot of excitement. This was not funded by CDBG. There are also several affordable CAPER 17 OMB Control No: 2506-0117 (exp. 09/30/2021) housing projects in the development pipeline with the affordable housing developers that the City uses. The property for the Community Resilience Hub is still in the process of being acquired, so staff is devoting some of its time to it and other associated costs. Include the number of extremely low-income, low-income, and moderate-income persons served by each activity where information on income by family size is required to determine the eligibility of the activity. Number of Households Served CDBG Actual HOME Actual Extremely Low-income 0 0 Low-income 2 0 Moderate-income 16 0 Total 18 0 Table 7 – Number of Households Served Narrative Information In total 18 households benefited from CDBG project funding this past year. CAPER 18 OMB Control No: 2506-0117 (exp. 09/30/2021) CR-25 - Homeless and Other Special Needs 91.220(d, e); 91.320(d, e); 91.520(c) Evaluate the jurisdiction’s progress in meeting its specific objectives for reducing and ending homelessness through: Reaching out to homeless persons (especially unsheltered persons) and assessing their individual needs The City continued to work closely with Eliot Community Homeless Services. Their Outreach Coordinator and Street Outreach Clinician attended monthly meetings of the Next Step Collaborative and regularly reported on the needs and numbers of people living outside. The City also works with the outreach worker from MANNA soup kitchen to engage with homeless persons. The City used its homeless encampment notification protocol for addressing encampments, either through cleanup measures or warning people camping in flood zones. The City’s plan to create a Community Resilience Hub in downtown that houses several public service agencies is a perfect fit for assessing and serving the needs of the unhoused. It will be close to public transportation, shelters, and will be co-located with other services. This ‘living room’ model may prove exceptionally beneficial to homeless persons. These have both become essential as the pandemic forced more people onto the streets. As of this CAPER, the search for the building is still under moving forward. The encampment protocol was to identify, notify, assess, and take the appropriate action (services, post notice, etc.). The Health Dept., Eliot, ServiceNet, Tapestry Health, and other partners can join the outreach effort as the inhabitants' needs are identified. People are directed towards services where possible. They were also given ample warning if they needed to relocate for safety reasons (e.g., camping in a flood plain) to avoid loss of personal items. The number of people living outside has stayed steady from the last program year. Although several unhoused people have moved in from other communities, there has not been as dramatic an increase in local evictions as predicted. Successful models operating in other parts of the country are when outreach workers can immediately house homeless people into houses. This is made difficult during the pandemic, from the increased need and from shelters being required to operate at reduced capacity. Street outreach is hugely successful when units are immediately available. The City will continue to advocate regionally to create a robust homeless shelter network, share best practices, and build suitable housing arrangements for those who are homeless. Throughout the pandemic, the Mayor has advocated for dynamic housing options at the state level. In Northampton, ServiceNet’s Hampshire County Resource Center continued to provide case management services, laundry, shower facilities, emergency food and shelter services - despite the pandemic Addressing the emergency shelter and transitional housing needs of homeless persons The City has created a Department of Community Care (DCC) that will take away some of the current CAPER 19 OMB Control No: 2506-0117 (exp. 09/30/2021) emergency calls to the police department and respond in a trauma informed way. Many of the people who will be using those services are unhoused and this will keep them out of the police records, just for having a bad day. The DCC has been a part of the ongoing Community Resilience Hub conversation. MANNA, who is CDBG-CV funded, has expanded their scope last year by giving out many more meals, providing showers for unhoused people, and lockers in a downtown location. Relevant service providers throughout the City met weekly to discuss Coordinated Entry and periodically identify the most vulnerable of their clients and worked hard to find housing placements for them. The Community Development Planner has sat in on some of these meetings to understand where the City’s role was in the process. The City continued to support both shelters for individuals with CDBG funding and other public services that help those that are homeless. The Community Development Planner facilitated the Next Step Collaborative, a monthly gathering of housing and shelter service providers and regularly attends the Western Massachusetts Network to End Homelessness monthly meetings. At these meetings, local leaders and service providers discussed policies that needed supporting and how to best utilize new sizable federal money available. The Three County CoC is composed of Berkshire, Franklin, and Hampshire Counties and is primarily rural in nature. The Three County CoC administers the Coordinated Entry system. However, there is often not enough housing to get people into a unit. The City will continue to investigate creating housing first units, continue its funding for SRO support and shelter, fund the building of more affordable rental units, and maintain a healthy housing stock through housing rehab. The need has been exacerbated by the flight to more rural areas like Northampton during the pandemic. The Annex in Easthampton, which had provided six overflow beds to Northampton, did not operate this year for the second year in a row due to the pandemic and staffing levels. This affected the regional shelter efforts. It is truly a regional collaboration with people from ServiceNet, Friends of Hampshire Homeless, Our Lady of the Valley parish, and Soldier On when it is operational. Many shelter providers must apply for multiple funding applications, soliciting private donations, and securing volunteer support in order to provide their services. This creates extra overhead for the staff that is not directly helping their clients. Tapestry Health Systems, Eliot Homeless Services, ServiceNet, Inc., the Northampton Police Department, Forbes Library, Friends of Hampshire County Homeless, and MANNA have all worked together for several years to identify, engage, and serve those people most at risk in Northampton. Helping low-income individuals and families avoid becoming homeless, especially extremely low-income individuals and families and those who are: likely to become homeless after being discharged from publicly funded institutions and systems of care (such as health care facilities, mental health facilities, foster care and other youth facilities, and corrections programs and institutions); and, receiving assistance from public or private agencies that address housing, health, social services, employment, education, or youth needs Social workers from the local hospital attend Next Step Collaborative meetings to network with housing CAPER 20 OMB Control No: 2506-0117 (exp. 09/30/2021) and shelter providers to avoid discharging patients into homelessness. The Department of Mental Health (DMH) increased their capacity to house clients with the expansion of Sergeant Housing SRO. Soldier On continued to pick up and transport veterans being discharged from the Hampshire County House of Corrections who chose to go to Soldier On and did not have other housing options. Access to an affordable housing opportunity in Northampton is life changing for those that do get the chance. Safe, decent, and affordable housing is an intervention in and of itself. Individuals who are stably housed have better outcomes over time, i.e. reduction in inpatient hospitalizations, reduction in the use of crisis services, and forensics engagements as compared to those experiencing housing instability. Secondly, the affordable housing providers are more sensitive to the needs and challenges of DMH’s housing participants which are not often found in the general landlord community. These housing providers are willing to work with Service Providers around the shared goal of maintaining the housing while at the same time holding people accountable for their behavior and expecting them to abide by the normal tenancy requirements. Since the vast majority of DMH clients cannot afford to own and maintain a car, the proximity to transit, services, shopping and recreation are important for them so it is a real bonus having these housing units located right in the heart of the downtown corridor. One of the challenges with some DMH clients in Northampton is the use of the Metro Fair Market Rent, which ties vouchers to the Springfield Metropolitan area, which has a lower average rent than Northampton. This means a voucher that cannot fully support leases in Northampton. This causes people to move out of the City and farther from their support services. The Northampton Police Department started work on intervention strategies and identifying clients at risk on the streets. The Hampshire County Resource Center has opened back up at a limited capacity and they provide office space for the Benefits Analyst, a medical exam room for Health Care for the Homeless doctors and nurses, and case management staff to link people with housing and services. Helping homeless persons (especially chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth) make the transition to permanent housing and independent living, including shortening the period of time that individuals and families experience homelessness, facilitating access for homeless individuals and families to affordable housing units, and preventing individuals and families who were recently homeless from becoming homeless again During this program year, the South Street apartment complex that was being rehabbed with CDBG funds, put aside seven units for people that were homeless. The City reported on five of those units that were filled at the end of the 2021 program year. The Hampshire County Resource Center has opened back up, but at a limited capacity. Two street outreach teams in the City, the Northampton Police Department, and other providers regularly refer people to assistance at the various locations and time in the City that services are provided. The search for a Community Resilience Hub location has begun in earnest, but no site has been secured at this CAPER 21 OMB Control No: 2506-0117 (exp. 09/30/2021) point. In lieu of the Resource Center, many people have been going to MANNA for showers, laundry, and food. Healthcare is not provided at MANNA. Providing these resources can dramatically improve the quality of life for people who are homeless. The Center for Human Development (CHD) operates Jessie's House in Amherst, where six families at a time are served, which is the only family emergency shelter in Hampshire County. Soldier On has case management and a service delivery system to serve men and women Veterans. They operate emergency shelter beds, transitional housing, permanent supported housing, and homeownership opportunities. They are located at the Northampton VA Medical Campus, where residents can access mental health and general healthcare. Dial/Self serves unaccompanied homeless youth in the Franklin/Hampshire county region. These are the first units for youth in Hampshire County. It addresses a high priority need, as assistance for this age group (18-24) is imperative to reduce adult homelessness episodes. Shortening lengths of stay in the shelter is dependent on the availability of housing units for people to access The City continued to support the Community Legal Aid Homelessness Prevention Program, the Community Housing Support Services Program, and the SRO Outreach Project to keep people sustainably housed. Homelessness prevention is a high priority activity area for the City, especially in the midst of the pandemic. Once a household loses its rental subsidy, it is very difficult for them to re-secure housing stability. Impacting homelessness "upstream" is a goal of the Continuum of Care and the Western Mass Network to End Homelessness. The State's RAFT and ERMA programs, and along with the other resources provided for under the Governor’s Eviction Diversion Initiative, are critical for keeping people housed or getting them rehoused as quickly as possible. The Office of Planning & Sustainability has handed out hundreds of wallet sized resource cards to service providers and advocated throughout the City. The City continued to support prevention activities by providing CDBG funding to the Community Legal Aid Program. CLA provides free legal assistance to families and individuals with low incomes facing eviction in Housing Court. With mediation efforts, the majority of tenancies are preserved. With more than half of the households presenting in Court already residing in rent assisted units, the issues revolve around life skills, financial literacy, and increasing their wages. CAPER 22 OMB Control No: 2506-0117 (exp. 09/30/2021) CR-30 - Public Housing 91.220(h); 91.320(j) Actions taken to address the needs of public housing The accessibility improvements at two Northampton Housing Authority (NHA) properties and the outdoor playground at their Hampshire Heights apartment complex were finally complete this program year. These were both put on hold due to constraints brought by the pandemic. The Resident Services Coordinator at NHA continued to oversee family developments. A member of the Northampton Housing Partnership and former resident at the NHA has worked to get more interaction with tenants and the leadership at NHA and that person is also now on the board of directors for the NHA. The NHA received HUD 811 Mainstream Vouchers and additional Emergency Housing Vouchers (EHV), which can be used by non-elderly disabled people, including chronically homeless people. These vouchers will help people to leave the emergency shelter system or get off of the streets. The NHA will utilize the Coordinated Entry list, and preference will be given to those highest on the list. NHA leadership regularly meets with the Three Country Continuum of Care, other Housing Agencies to discuss the Coordinated Entry list. While the NHA has many ways to help people get housed, all of the programs have seen more difficulty housing people due to the pandemic. The waiting list for getting into housing could be years. Actions taken to encourage public housing residents to become more involved in management and participate in homeownership The Northampton Housing Authority's Board of Directors has always had tenant representation. The NHA has worked hard to involve more of its residents in planning projects and keeping a resident as a member of the board. Two tenants at NHA properties are on the Northampton Housing Partnership, which advocates for affordable and fair housing in the City. One CDBG funded project, Hampshire Heights Playground was a community-inspired project designed to coordinate with the community. Additionally, the NHA has accepted one of its residents' to serve a 3-5 year term on the NHA Board of Directors. A former Latinx NHA tenant is now a member of the board. Actions taken to provide assistance to troubled PHAs The Northampton Housing Authority is not designated as troubled. The Analysis of Impediments (AI) to Fair Housing did conclude that the Housing Authority's local preference (for tenant selection) is a deterrent to housing mobility from other parts of the region into Northampton. The NHA Director has met with the Northampton Housing Partnership to discuss this in 2021 and are actively looking for ways to address this but no consensus on changes to this policy have emerged. CAPER 23 OMB Control No: 2506-0117 (exp. 09/30/2021) CR-35 - Other Actions 91.220(j)-(k); 91.320(i)-(j) Actions taken to remove or ameliorate the negative effects of public policies that serve as barriers to affordable housing such as land use controls, tax policies affecting land, zoning ordinances, building codes, fees and charges, growth limitations, and policies affecting the return on residential investment. 91.220 (j); 91.320 (i) The Analysis of Impediments (AI) Report from 2019 identified several policies that are affecting the ability of people to find suitable housing in Northampton. One item was the broker fees that are borne by people applying for market-rate rental housing. This is allowed under current regulations, but the Northampton Housing Partnership has advocated with the City Council to make this practices illegal. That will require a home-rule petition to the state, which was introduced to the state government. The City is awaiting the state’s approval. While the Housing Partnership had previous conversations with the NHA regarding the Metro FMR, that conversation has not progressed in a meaningful way. This still means that the vouchers that are given out are often not enough to fully support leases in Northampton, so people move outside of the City once they get a voucher. The Housing Partnership would like to reengage with the NHA at some point. The high cost of housing was also identified as a barrier to housing while the Housing Partnership does not create affordable housing, they can and have done meaningful advocacy work towards that goal. They have advocated for and done the initial analysis for the City to adopt the real-estate transfer fee law that once passed, would generate income from the sale of real-estate for the production of affordable housing. The AI Report did note that the City is doing everything it should to promote mixed-use, affordable housing and increase housing choice. The City is encouraging higher density development by promoting infill, permitting small lot residential development, encouraging mixed-use developments by allowing housing in all districts and industrial districts, permitting live/work units. It is working to increase housing diversity and affordability by allowing accessory dwelling units in all zones and providing density incentives for affordability. The City passed a two-family by right zoning amendment that streamlined the process and decreased the cost for creating two-family houses anywhere in the City as well as zoning that more than doubled the allowable density for affordable housing in all residential zoning districts. The City had previously established two Smart Growth Overlay districts called Massachusetts Chapter 40R districts, which require an affordability component, and expanded one of those districts last year to include a parcel that we have sold to an affordable housing developer. That site could potentially have up to 23 affordable units, which would likely use a combination of CDBG and CPA funds. Following recommendations made in earlier AI reports, the City now permits up to six units by right with the site-plan review, has simple standards for larger multi-family structures, requires no traffic CAPER 24 OMB Control No: 2506-0117 (exp. 09/30/2021) mitigation or parking for residential construction downtown, allows mixed-use housing by right with site plan review and doubled - and in some cases tripled - the density allowed in some zones within the urban core. By reducing lot size throughout the City to better reflect existing development patterns, possibilities for 2-3 unit dwellings is increased. The City is also an eligible community for Opportunity Zones created by the federal government. The City's Office of Planning and Sustainability and Habitat Humanity previously had successful design competitions to create affordable and sustainable single- family homes. These have culminated in several limited development projects where people now live. Northampton also instituted a Senior Citizen and Veteran Tax Work-Off Program to increase the chances that participants can afford to remain in their homes. Actions taken to address obstacles to meeting underserved needs. 91.220(k); 91.320(j) Housing-first units, or units that are meant for people coming directly from homelessness were created during the last program year. Although not funded by CDBG, this older nursing home at 5 Franklin Street was transformed into a 16-unit home for people who are homeless and have critical medical needs. The project has been called transformative. It took collaboration between the neighbors, the funders, medical staff, the City, and even the state government to create this project. The City is investigating how CDBG funds may be used to support this project in the future. The AI Report has provided the City with several years of work, such as policies that need to change and new projects . The Community Development Planner has monthly meetings with the Housing Partnership, where they have prioritized the AI Report's action steps and have begun to take steps towards meeting those needs. For instance, addressing the Small Area FMR that the NHA uses and investigating broker fees by private rental agencies. This is a barrier keeping people out of the City with its heavy upfront costs of moving, so a Housing Partnership subcommittee has been meeting to make recommendations to address it. Another act of legislation that is being moved through the state is a ‘real-estate transfer fee’, which would be levied on the sellers/buyer of residential real estate transactions over a certain amount. The details, such as who pays, at what percentage of the sale price, and what home price is eligible is still being investigated by the Housing Partnership. Each city would be able to set their own terms if this policy passes. The Community Development Planner continued with the City’s involvement in the Western Massachusetts Network to End Homelessness, Three County Continuum of Care meetings, staff support to the Northampton Housing Partnership, and the Next Step Collaborative. All of these meetings work towards meeting the needs of underrepresented and underserved people in our community. Additionally, the ADA Self-Evaluation and Transition Plan identified several barriers to people with disabilities in their access to City buildings, sidewalks, and programs. The ADA/Section 504 Coordinator also serves as the staff person for the Disability Commission and have together identified action steps towards addressing issues from the report. CAPER 25 OMB Control No: 2506-0117 (exp. 09/30/2021) The City received a $10,000 Community Health Inclusion Index (CHII) grant from the Massachusetts Department of Public Health in December 2021. This grant helped create an accessible soft-surface trail at Rocky Hill Greenway, Pine Grove section which the City purchased in 2020. Actions taken to reduce lead-based paint hazards. 91.220(k); 91.320(j) While lead-based paint abatement did not progress in a substantial way, the Community Development Planner attended a workshop at a NCDA conference on lead-paint abatement and has established meaningful connections to other municipal employees that have volunteered their experienced to help create a leadbased paint abatement program in Northampton and apply for HUD’s lead-based paint remediation grant. The City would like to explore how a lead program would interact with the current housing rehab program and the Massachusetts “Get the Lead Out” program. The Community Development Planner has started to gather data for the application for HUD’s “Lead Based Paint Hazard Reduction Program Grant”, which the City will likely apply in the next one or two funding cycles. The rates of lead paint poisoning among children remain low locally, but this can be deceiving. The presence of lead paint is a silent discriminator when landlords refuse to rent to families with young children because they are unwilling to certify that there is no lead paint or are unable to abate their units in compliance with the Massachusetts Lead Paint Notification law. The presence of lead paint can be assumed for every home built before the lead paint ban in 1978, which for Northampton is about 50% of the total housing stock. Once again, this was identified in the AI Report and is considered a barrier to family housing in Northampton. The City's Housing Rehabilitation Program conducted lead paint testing at every home that participated in the program, regardless of the current household composition. A single-family homeowner can participate in a 15-year deferred payment with 0% interest loan program in which lead paint can be abated if necessary. The upward project cost limit of $45,000 was set high to permit abatement activities if needed. The Northampton Board of Health continued to keep up the database of units that have been abated and so certified as such. When funds were available, the Valley CDC's Homeownership Center continued to refer people to the State's “Get the Lead Out Program.” Actions taken to reduce the number of poverty-level families. 91.220(k); 91.320(j) The City funds several public services that can help reduce poverty, such as the Literacy Project and Center for New Americans. Both program teach valuable information and increase the skill level of their students, giving them the confidence to secure better employment. Community Action's Youth Employment Readiness Program helped young individuals and families gain education and employment skills to increase economic empowerment and self-sufficiency. These programs are all CDBG subrecipients. CDBG funds continued to support local small businesses that employ low-income people through micro-enterprise grants. CAPER 26 OMB Control No: 2506-0117 (exp. 09/30/2021) The Valley CDC First Time homebuyer program provides counseling and downpayment assistance to prospective first-time homebuyers. Homeownership can often have a lower monthly cost than renting and enables homeowners to build equity. The Northampton Housing Partnership had a few more conversation internally about the Northampton Housing Authority and its participation in HUD's Small Area Fair Market Rent. When the Community Development Planner brought up this idea to the Partnership the prior year, there did not seem to be too much support for it. The NHA participating in the SAFMR would likely increase the ability of people with low incomes to use HUD Housing Choice Vouchers in Northampton. Because Northampton is included in the Springfield MSA, fair market rents have been much lower than market-rate rents for decades. Actions taken to develop institutional structure. 91.220(k); 91.320(j) The City continued to have regular monthly meetings of the Northampton Housing Partnership, the Next Step Collaborative, and the Disability Commission. These have helped create that institutional framework of collaboration, but also help implement the action items from the AI and support CDBG funded efforts. Other meetings, such as the Coordinated Entry meetings for the Three County Continuum of Care and the Western Mass Network to End Homelessness have helped the Community Development Planner stay current on issues. The action steps and directives from recent studies like the Mayor's Work Group on Panhandling (2019), the Analysis of Impediments (2019) and the ADA Self-Evaluation/Transition Plan (2020) have kept the City busy with identified tasks to ameliorate some of the issues that residents are facing. Available trainings for federal grants such as CDBG and state specific planning were taken regularly by members of the Office of Planning & Sustainability. Feedback on the operations and gaps in the system were discussed at various meetings throughout the year by the Community Development Planner, the Community Preservation Committee, the Office of Planning and Sustainability, the Human Rights Commission, the Disability Commission, the Police Department, the Health Department, the Building Department, the Public Works Department, all of whom work together to identify and address community issues. The Mayor, the Mayor's Chief of Staff, Director of Planning & Sustainability, and other department had met monthly to ensure a coordinated community development strategy. The municipal structure that exists is quite collaborative. The Action Plans formulated by the Analysis of Impediments Update and the Mayor's Work Group on Panhandling call for collaboration between the various entities responsible for implementing a myriad of recommendations to ensure our community is welcoming and accessible to all. The Northampton Housing Partnership has worked strategically with members of the City Council, the Human Rights Commission, and the Northampton Housing Authority to work on the issues identified in the recent studies mentioned. CAPER 27 OMB Control No: 2506-0117 (exp. 09/30/2021) Actions taken to enhance coordination between public and private housing and social service agencies. 91.220(k); 91.320(j) The City has continued to look for a building to purchase / rent for the Community Resilience Hub. While that search has been underway, the organizational structure, governances, and support services that would be housed have progressed in a measurable way. Community Action Pioneer Valley will be sponsoring the hub and have been having monthly meetings for over a year. Many of the same organizations that attend that meeting have worked alongside each other because of their work providing social services or their involvement with the Next Step Collaborative. The Next Step Collaborative meetings are monthly gatherings of local housing and homeless service providers started in 1994. One or two City staff members regularly attend it. Guests are those who have lived experience, advocates for the homeless, people serving Veterans, people living with HIV/Aids, people in recovery, people living in subsidized housing, people managing subsidized housing, and people providing housing stabilization support services. This group has continued to advocate for getting Housing First units, expanded shelter capacity, and a Resilience Hub (day shelter) to get out of the elements and provide services such as storage lockers or consultations with service agencies. The pandemic has increased the need for shelters and laid bare the need for more public and private housing as well. The Community Development Planner and the Northampton Housing Partnership have met with the Northampton Housing Authority members to understand their processes better and look for solutions to the barriers identified in the AI. These meetings were just as much for getting to know each other as they were for information sharing. The Housing Partnership has expressed appreciation for NHA members talking with them, and NHA has expressed interest in having further discussions. Identify actions taken to overcome the effects of any impediments identified in the jurisdictions analysis of impediments to fair housing choice. 91.520(a) This last program year was spent diving deeper into the recommendations and action steps given by the various studies that came out in 2019 and 2020. The Housing Partnership and Disability Commission worked with the Community Development Planner on the action steps, prioritizing the issues and choosing the most implementable steps. The Housing Partnership and the Disability Commission works as an advisory board to the Mayor. Still, they are also instrumental in influencing public opinion on issues and starting conversations with stakeholders. The Housing Partnership has taken on the real estate transfer fees, rental fees, and adopting the Small Area FMR as their priority. CAPER 28 OMB Control No: 2506-0117 (exp. 09/30/2021) CR-40 - Monitoring 91.220 and 91.230 Describe the standards and procedures used to monitor activities carried out in furtherance of the plan and used to ensure long-term compliance with requirements of the programs involved, including minority business outreach and the comprehensive planning requirements Quarterly reports are required from all subrecipients and are submitted through the Neighborly software system. The data in those reports is used for IDIS accomplishment reports and is closely reviewed for progress and compliance with all applicable laws and regulations by both the Grants Administrator and the Community Development Planner. Performance outcomes are outlined in the Scope of Services at the beginning of each program year in the CDBG Agreement or Contract before the issuance of funds. When applicable, contracts also include requirements for submissions of other HUD reports such as Section 3, FFATA information, Department of Labor MBE/WBE reports, and Davis Bacon wage rate compliance certifications, payroll records, and on-site monitoring interviews conducted by the Community Development Planner. Desk Monitoring were carried out throughout this program year by the Community Development Planer and the Grants Administrator for several public service and housing subrecipients: the Center for New Americans, the Literacy Project, Northampton Housing Authority, MANNA Community Kitchen, and Valley CDC. At the end of the 2021-2021 program year, City staff created a risk based assessment tool that will be used prior to the creation of a scope of services and the signing of contracts. This has helped create a more data-focused monitoring schedule and has informed the City’s pre-award orientation meetings with the grantees. During these monitoring visits, the City staff verified client income levels and completeness of the submitted reports. The day-to-day operations of the programs were discussed to ensure that they align with national objectives and eligibility requirements, as well as the description provided in the original application. Project directors and financial staff were asked to be present during the meetings to provide information pertinent to CDBG funds and associated activities. If an audit was conducted since the last monitoring visit, that was also reviewed for issues. During the CDBG planning phase, Public Service applicants are interviewed during a competitive application cycle by the City’s Public Services Advisory Committee composed of community members, City councilors, and City staff. Purpose, organizational capacity and past performance are evaluated. Contractors are informed about the above-mentioned reports and affirmative action hiring goals during the pre-award orientation session and in the sub-recipient agreement. Most smaller projects, such as housing rehab, are completed by sole owner businesses. Larger projects can do the outreach but often do not need to expand their workforce to complete a project. The housing rehab program requires solicitation for contractors, including the statements and actions that women/minority-owned businesses or Section 3 businesses are encouraged to apply. CAPER 29 OMB Control No: 2506-0117 (exp. 09/30/2021) Citizen Participation Plan 91.105(d); 91.115(d) Describe the efforts to provide citizens with reasonable notice and an opportunity to comment on performance reports. For the 2021-2022 program year, legal ads were published in the local newspaper for all public hearings and publication of the Draft Plan and Action Plan giving the dates of meetings and times available for review in the office. All documents were also uploaded to the City's website. Residents were encouraged to call or email with comments. Physical meeting is allowed during this current phase of the pandemic, but an online version was also available to allow for hybrid public participation. For this CAPER, the City will publish an ad in the Daily Hampshire Gazette on September 1st, 2022, with a link to the CAPER and instructions on commenting or receiving a paper copy. The public comment period will be open until September 16, 2022. CR-45 - CDBG 91.520(c) Specify the nature of, and reasons for, any changes in the jurisdiction’s program objectives and indications of how the jurisdiction would change its programs as a result of its experiences. The majority of activities outlined in the Action Plan for the Program Year now being reported on proceeded without any issues. This program year, the construction projects that were delayed from the previous program year due to indoor work prohibitions and supply chain issues, finally moved forward and were completed. Most of the public services continued their operations that were moved to either hybrid format or fully online format since the beginning of the pandemic. This has increased some of the administrative burden to the public service agencies, but also increased the number and distance of people they reach. The City made one amendment to the goals of the Consolidated Plan, adding “Slums and Blight on a Spot Basis” for one property over the remainder of the Con Plan. The City had one property that needed to be demolished, but it was not certain what the site would be used for. During the next Con Plan planning process, the City will likely maintain the slums and blight goals as these parcels may occasionally come up. The Con Plan for 2020-2024 was edited to reflect the appropriate goal outcome indicators in the SP-45 section. For the next program year, the City will adjust the goals and outcome indicators to ensure that they are CAPER 30 OMB Control No: 2506-0117 (exp. 09/30/2021) reflective of actual activities. There were a few instances during this CAPER where the goals and outcome indicators did not pull through the system properly and they had to be manually adjusted. Does this Jurisdiction have any open Brownfields Economic Development Initiative (BEDI) grants? No [BEDI grantees] Describe accomplishments and program outcomes during the last year. CAPER 31 OMB Control No: 2506-0117 (exp. 09/30/2021) CR-45 - CDBG 91.520(c) Specify the nature of, and reasons for, any changes in the jurisdiction’s program objectives and indications of how the jurisdiction would change its programs as a result of its experiences. The majority of activities outlined in the Action Plan for the Program Year now being reported on proceeded without any issues. This program year, the construction projects that were delayed from the previous program year due to indoor work prohibitions and supply chain issues, finally moved forward and were completed. Most of the public services continued their operations that were moved to either hybrid format or fully online format since the beginning of the pandemic. This has increased some of the administrative burden to the public service agencies, but also increased the number and distance of people they reach. The City made one amendment to the goals of the Consolidated Plan, adding “Slums and Blight on a Spot Basis” for one property over the remainder of the Con Plan. The City had one property that needed to be demolished, but it was not certain what the site would be used for. During the next Con Plan planning process, the City will likely maintain the slums and blight goals as these parcels may occasionally come up. The Con Plan for 2020-2024 was edited to reflect the appropriate goal outcome indicators in the SP-45 section. For the next program year, the City will adjust the goals and outcome indicators to ensure that they are reflective of actual activities. There were a few instances during this CAPER where the goals and outcome indicators did not pull through the system properly and they had to be manually adjusted. Does this Jurisdiction have any open Brownfields Economic Development Initiative (BEDI) grants? No [BEDI grantees] Describe accomplishments and program outcomes during the last year. CAPER 32 OMB Control No: 2506-0117 (exp. 09/30/2021) CR-58 – Section 3 Identify the number of individuals assisted and the types of assistance provided Total Labor Hours CDBG HOME ESG HOPWA HTF Total Number of Activities 0 0 0 0 0 Total Labor Hours 0 Total Section 3 Worker Hours 0 Total Targeted Section 3 Worker Hours 0 Table 8 – Total Labor Hours Qualitative Efforts - Number of Activities by Program CDBG HOME ESG HOPWA HTF Outreach efforts to generate job applicants who are Public Housing Targeted Workers 0 Outreach efforts to generate job applicants who are Other Funding Targeted Workers. 0 Direct, on-the job training (including apprenticeships). 0 Indirect training such as arranging for, contracting for, or paying tuition for, off-site training. 0 Technical assistance to help Section 3 workers compete for jobs (e.g., resume assistance, coaching). 0 Outreach efforts to identify and secure bids from Section 3 business concerns. 0 Technical assistance to help Section 3 business concerns understand and bid on contracts. 0 Division of contracts into smaller jobs to facilitate participation by Section 3 business concerns. 0 Provided or connected residents with assistance in seeking employment including: drafting resumes,preparing for interviews, finding job opportunities, connecting residents to job placement services. 0 Held one or more job fairs. 0 Provided or connected residents with supportive services that can provide direct services or referrals. 0 Provided or connected residents with supportive services that provide one or more of the following: work readiness health screenings, interview clothing, uniforms, test fees, transportation. 0 Assisted residents with finding child care. 0 Assisted residents to apply for, or attend community college or a four year educational institution. 0 Assisted residents to apply for, or attend vocational/technical training. 0 Assisted residents to obtain financial literacy training and/or coaching. 0 Bonding assistance, guaranties, or other efforts to support viable bids from Section 3 business concerns. 0 Provided or connected residents with training on computer use or online technologies. 0 Promoting the use of a business registry designed to create opportunities for disadvantaged and small businesses. 0 Outreach, engagement, or referrals with the state one-stop system, as designed in Section 121(e)(2) of the Workforce Innovation and Opportunity Act. 0 CAPER 33 OMB Control No: 2506-0117 (exp. 09/30/2021) Other. 0 Table 9 – Qualitative Efforts - Number of Activities by Program Narrative For the 2021-2022 program year, there were no Section 3 activities.