Consolidated Annual Performance And Evaluation Report (CAPER) · Sunrise community, Inc. – building demolition and parking lot expansion. CDBG - Goal: Housing Rehab and Acquisition

Draft

Consolidated Annual Performance

And Evaluation Report (CAPER)

For

U.S. Department of Housing

Prepared

and Urban Development

CDBG, HOME, and ESG Programs Program Year October 1, 2018 through September 30, 2019

Affordable Housing Services Department

601 E. Kennedy Blvd, 24th Floor

Tampa, FL 33602

CAPER

OMB Control No: 2506-0117 (exp. 06/30/2018)

1

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 fourth CAPER of the 2016-2020 Consolidated Plan covers the period of October 1, 2018 through September 30, 2019. This report details the

County's progress in meeting the goals and objectives that were established in the Program Year 2018 Annual Action Plan and the accomplishments

in the Consolidated Plan. This CAPER also references completed activities funded in previous program years with accomplishments reported during

Program Year 2018.

Hillsborough County received PY 2018 funding from three federal grant programs, the Community Development Block Grant Program (CDBG), the

Home Investment Partnerships Program (HOME), and the Emergency Solutions Grant (HESG). The Program Year 2018 allocations were: $6,962,758

for CDBG, $2,761,057 for HOME, and $546,769 for ESG. During PY 2018, Hillsborough County Affordable Housing Services funded activities that

included single and multifamily housing projects, homeless services, public facilities and public services.

Comparison of the proposed versus actual outcomes for outcome measure submitted with the consolidated plan and each

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 grantee’s program year goals. of the

Goal Category Source /

Amount

Indicator Unit of

Measure

Expected

–

Program

Year

Actual –

Program

Year

Percent

Complete

Household CHDO Housing

Projects

Affordable

Housing HOME:

Rental units

rehabilitated Housing

Unit

12 6 50.00%

Household CHDO Housing

Projects

Affordable

Housing HOME:

Homeowner

Housing Added Housing

Unit

9 7 77.78%

CAPER 2


Direct Financial Down Payment Affordable

HOME: Assistance to Households

4 4 100% Assistance Housing

Homebuyers Assisted

Emergency Public service

Shelter activities other than Persons

Operations and Homeless CDBG: Low/Moderate Assisted

310 1023 330.00%

Homeless Income Housing

Services Benefit

Public service

Employment

Training Services

Non-Homeless

Special Needs CDBG:

activities other than

Low/Moderate

Income Housing

Persons

Assisted 105 65 61.9%

Benefit

Public Facility or

Infrastructure

Handicapped

Centers

Non-Homeless

Special Needs CDBG:

Activities other

than

Low/Moderate

Persons

Assisted 107 213

199.07%

Income Housing

Benefit

Public service

Handicapped

Services

Non-Homeless

Special Needs CDBG:


Low/Moderate

Income Housing

Persons

Assisted 125 127

101.6%

Benefit

Public service

Homebuyer

Counseling

Affordable

Housing CDBG:

activities for

Low/Moderate

Income Housing

Households

Assisted 394 449 113.9%

Benefit

CAPER


3

Public Facility or

Infrastructure

Homeless

Facilities

Non-Housing

Community

Development

CDBG:

Activities other

than

Low/Moderate

Persons

Assisted 180 101 56.1%

Income Housing

Benefit

Public service

Homeless

Services Homeless

CDBG: /

ESG:


Low/Moderate

Income Housing

Persons

Assisted 1230 1115 91%

Benefit

Tenant-based Homeless

Services Homeless

CDBG: /

ESG: rental assistance /

Households

Assisted 300 292 97.3%

Rapid Rehousing

Household Housing

Acquisition

Affordable

Housing CDBG:

Homeowner

Housing Added Housing

Unit

4 1 25.00%

Public Facility or

Infrastructure

Infrastructure

Improvements

Non-Housing

Community

Development

CDBG:

Activities other

than

Low/Moderate

Persons

Assisted 5411 2470 45.65%

Income Housing

Benefit

CAPER


4

Public Facility or

Infrastructure

Improvements

Non-Housing

Community

Development

CDBG:

Infrastructure

Activities for

Low/Moderate

Income Housing

Households

Assisted 1500 0 0.00%

Benefit

Affordable CDBG: $ Household

Multifamily

Housing

Housing

Non-Homeless /

HOME:

Rental units

rehabilitated Housing

Unit

23 20 86.9%

Special Needs

Public Facility or

Infrastructure

Parks and/or

Recreation

Facilities

Non-Housing

Community

Development

CDBG:

Activities other

than

Low/Moderate

Persons

Assisted 1345 1345 100%

Income Housing

Benefit

Program Administration

CDBG: /

HOME: Other Other 2 2 Administration 100.00%

/ ESG:

Public Facility or

Infrastructure

Public Facilities

and

Improvements

Non-Housing

Community

Development

CDBG:

Activities other

than

Low/Moderate

Persons

Assisted 580 0

0.00%

Income Housing

Benefit

CAPER


5

Public service

Public Services

Non-Housing

Community

Development

CDBG:


Low/Moderate

Income Housing

Persons

Assisted 290 146

50.3%

Benefit

Rapid Re- Tenant-based Households

Housing and Homeless ESG: rental assistance / Assisted

65 133 204.6%

Stabilization Rapid Rehousing

Public Facility or

Infrastructure

Sidewalks

Non-Housing

Community

Development

CDBG:

Activities other

than

Low/Moderate

Persons

Assisted 1260 1260 100.00%

Income Housing

Benefit

Public Facility or

Sidewalks

Non-Housing

Community

Development

CDBG:

Infrastructure

Activities for

Low/Moderate

Income Housing

Households

Assisted 1500 0 0.00%

Benefit

Single Family Affordable Rental units

Household

Housing

Construction Housing

HOME: constructed

Housing

Unit

24 6 25.00%

Single Family Affordable

Homeowner Household

Housing

Rehabilitation Housing

CDBG: Housing

Rehabilitated

Housing

Unit

10 1 10.00%

CAPER


6

Public Facility or

Infrastructure

Street

Improvements

Non-Housing

Community

Development

CDBG:

Activities other

than

Low/Moderate

Persons

Assisted 2470 2470 100.00%

Income Housing

Benefit

Public Facility or

Street

Improvements

Non-Housing

Community

Development

CDBG:

Infrastructure

Activities for

Low/Moderate

Income Housing

Households

Assisted 1500 0 0.00%

Benefit

Public Facility or

Infrastructure

Youth Centers

Non-Housing

Community

Development

CDBG:

Activities other

than

Low/Moderate

Persons

Assisted 6 6 100%

Income Housing

Benefit

Table 1 - Accomplishments – Program Year & Strategic Plan to Date

CAPER


7

Assess how the jurisdiction’s use of funds, particularly CDBG, addresses the priorities and specific objectives identified in the plan,

giving special attention to the highest priority activities identified.

Hillsborough County’s projects addressed the following priorities, goals and objectives identified in the 2016-2020 Consolidated Plan:

CDBG - Goal: Public Services – Homeless Services were provided by these projects - Alpha House of Tampa, DACCO, Metropolitan Ministries-

Uplift U-Small Group Approach, Metropolitan Ministries –Youth Services, Metropolitan Ministries – Families Services. Handicapped Services –

Tampa Lighthouse for the Blind – Independence after Vision Loss. Legal Services were provided by these projects – Bay Area Legal Services – Fair

Housing for Low Income South County Vets. – CDC of Tampa, Inc. – Homeownership Center, Solita’s House – Credit

Counseling and Homebuyer Education, Employment Training Services – Centre for Women’s Women Building Futures – Partners for Well-

Homebuyer Counseling

The

Being, ACTS – Hearts to Work. Youth Services were provided by these projects – FICS-Partners for Well-Being. These activities directly addressed

a high priority for Public Services.

CDBG - Goal: Homeless Facilities – Acquisition and rehabilitation for the Community Services and Emergency Shelter components of the Family

CAPER 8


Housing Solutions Center.

CDBG - Goal: Neighborhood Facilities – Harvest Hope Cultural Campus – acquisition of properties for future home cultural campus.

CDBG - Goal: Handicapped Centers – Sunrise community, Inc. – building demolition and parking lot expansion.

CDBG - Goal: Housing Rehab and Acquisition – Bright Community Trust – acquisition and rehabilitation of 2 homes.

CDBG - Goal: Housing Services – Florida Home Partnership, Inc. – Project delivery and staff costs in support of housing program.

CDBG - Goal: Street Improvements – Plant City road resurfacing.

CDBG - Goal: Infrastructure Improvements – Temple Terrace roadway resurfacing and sidewalk improvements.

CDBG - Goal: Public Works Infrastructure - El Capitan Infrastructure project.

HOME - Goal: CHDO Housing Projects - Projects meeting the High Priority need of Housing include: Habitat for Humanity –El Capitan New

Construction of 7 Single Family Homes, and acquisition of 4 parcels in Temple Terrace (Sunnyside and 53rd St.) for construction of single family

home ownership housing; Florida Home Partnership – Bayou Pass VI Construction of 4 Single Family Homes in Ruskin.

HOME - Goal: CHDO Multifamily Housing – Activities are yet to be determined but will meet the high priority Consolidated Plan goal of Housing.

ESG - Goal: Rapid Re-Housing and Stabilization – Alpha House, DACCO, Metropolitan Ministries - Youth, Metropolitan Ministries – Stable

Families will provide Rapid Re-Housing for homeless individuals and families.

CAPER 9


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 HOME ESG

White 3210 5 372

Black or African American 1797 10 742

Asian 36 1 0

American Indian or American Native 10 0 0

Native Hawaiian or Other Pacific Islander 12 1 1

Total 5065 17 1115

Hispanic 379 2 239

Not Hispanic 4686 15 876

Table 2 – Table of assistance to racial and ethnic populations by source of funds

Narrative

The County served a total of 6,197 total households; CDBG funds serviced 5,065 low to moderate income

households ; HOME funds serviced 17 households; and ESG funds serviced 1115 households during PY

2018. The HUD chart does not include a line these clients in the chart above. Of this combined total,

3587 were white, 2549 were black or African American, 37 were Asian, 10 were American Indian or

American Native, and 14 were Native or other Pacific Islander. As for Ethnicity, there were 620

Hispanic persons and 5577 non Hispanics served in this reporting year.

Hawaiian

for

CAPER 10


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 $ 6,992,758 $3,725,704.64

HOME public - federal $ 2,911,057 $870,056.51

ESG public - federal $546,769 $1,007,585.44

Table 3 - Resources Made Available

Narrative

During program year 2018 Hillsborough County expended a total of $5,603,346.59 of CDBG, HOME and

ESG funds for both PY 2018 activities and several prior year's projects:

Housing: The County disbursed $622,260.77 in CDBG funds towards housing activities.

Homelessness: ESG funds of $1,007,585.44 (PY17 $690,081.72 and PY18 $317,503.72) were expended to

provide Emergency Shelter and Rapid Re-Housing assistance to homeless individuals through programs

operated by Tampa Hillsborough Homeless Initiative, DACCO, Alpha House and Metropolitan Ministries.

Public Facilities and Infrastructure: CDBG funds of $1,332,253 were utilized for the renovation and

improvements to several Public Facilities during PY 2018. These include acquisition and rehab of an

emergency shelter for the homeless, renovations and improvements to a home for foster care children,

the expansion of a neighborhood facility, renovatons and improvements to a handicapped cented.

Infrastructure projects were completed during PY 2018, taking place in the Plant City and Temple Terrace

areas.

Public Services: CDBG funds of $681,517.36 assisted 3,543 persons with public services that included:

employment training, various homeless services for individuals, housing counseling, youth services, child

care, senior services and services for physically challenged.

HOME Housing: HOME funds of $300,014 assisted Habitat for Humanity to provide 7 First Time Home

Buyers with acess to homeownership; Florida Home Partnership provided 4 Homes with direct Down

Payment assistance of $118,758 and $182,307.36 for development subsidy to provide four newly

constructed homes. The County also partnered with CDC of Tampa in providing $1,270,000 of which $4000

has been expended to assist in the development of 24 townhome apartment units in East Tampa of which

6 are HOME units.

CAPER 11


https://182,307.36

https://681,517.36

https://317,503.72

https://690,081.72

https://1,007,585.44

https://622,260.77

https://5,603,346.59

Identify the geographic distribution and location of investments

Target Area Planned Percentage of

Allocation

Actual Percentage of

Allocation

Narrative Description

Hillsborough County 100 100 See Below

Table 4 – Identify the geographic distribution and location of investments

Narrative

Program Year 2018 funds and prior year’s funds from CDBG, HOME and ESG were made available for

eligible activities countywide including the City of Plant City and the City of Temple Terrace. Funds were

not targeted geographically, the County has no target areas. The geographic areas determined for each

project are carefully evaluated and surveyed in order to ensure that each location will benefit low and

moderate income persons. The infrastructure projects were used as an area benefit to low and moderate

income persons living in CDBG eligible areas determined by census tracts and block groups.

Public Facility improvements were funded throughout the County as long as the activities being carried

serve the residents of Hillsborough County and are serving low to moderate income eligible clientele.

CAPER 12


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.

AHS provides CDBG public service, public facilities and housing counseling funding to local nonprofits that

leverage these funds with private or foundation funding for the operation of their programs, and the

construction or rehabilitation of public facilities. CDBG funding leveraged for activities completed during

program year is $3,317,101.

The County's county General Revenue funds are provided for waivers of fire, parks and mobility impact

fees to local affordable housing single family and multifamily development.

AHS also leverages the State Housing Initiatives Partnership Program (SHIP) funding received through the

State of Florida. SHIP funds are instrumental in supplementing federal resources and enabling the County

to assist moderate income families to diversify the economic mix of neighborhoods.

Fiscal Year Summary –

1. Excess match from prior $44,701,102

2. Match $247,500

3 .Total match for 1 plus Line 2) $44,948,602

4. Match liability for $468,439.46

5. Excess match carried over to next Federal fiscal year (Line 3 minus Line 4) $44,480,163

Federal fiscal year

contributed during current Federal fiscal year

available current Federal fiscal year (Line

current Federal fiscal year

HOME Match

Table 5 – Fiscal Year Summary - HOME Match Report

CAPER 13


Match Contribution for the Federal Fiscal Year

Project No. or

Other ID

Date of

Contribution

Cash

(non-Federal

sources)

Foregone

Taxes, Fees,

Charges

Appraised

Land/Real

Property

Required

Infrastructure

Site

Preparation,

Construction

Materials,

Donated labor

Bond

Financing

Total Match

HOME

Down

Payment

Assistance

Cases - 33

10/01/2018

To

02/27/2019

$247,500 0 0 0 0 0 $247,500

CDBG

USDA

10/01/2018

To

02/27/2019

$2,045,070 0 0 0 0 0 $2,045,070

CDBG

FHP

10/01/2018

To

02/27/2019

$206,609 0 0 0 0 0 $206,609

CDBG

Catholic

Charities

10/01/2018

To

02/27/2019

$375,903 0 0 0 0 0 $375,903

CDBG

Seniors In

Service

10/01/2018

To

02/27/2019

$313,370 0 0 0 0 0 $313,370

CDBG

McDonald

Training

Center

10/01/2018

To

$150,000 0 0 0 0 $150,000

CDBG

Center For

Women

10/01/2018

To

02/27/2019

$141,149 0 0 0 0 0 $141,149

CDBG

Housing and

Education

Alliance

10/01/2018

To

02/27/2019

$85,000 0 0 0 0 $85,000

02/27/2019

0

0

Table 6 – Match Contribution for the Federal Fiscal Year

CAPER 14


HOME MBE/WBE report

Program Income – Enter the program amounts for the reporting period

Balance on hand at

begin-ning of reporting

period

$

Amount received during

reporting period

$

Total amount expended

during reporting period

$

Amount expended for

TBRA

$

Balance on hand at end

of reporting period

$

$241,687.01 $155,420.57 0 0 $397,107.58

Table 7 – Program Income

CAPER 15


Minority Business Enterprises and Women Business Enterprises – Indicate the number and dollar

value of contracts for HOME projects completed during the reporting period

Total Minority Business Enterprises White Non-

Hispanic Alaskan

Native or

American

Indian

Asian or

Pacific

Islander

Black Non-

Hispanic

Hispanic

Contracts

Number

Dollar

Amount

Sub-Contracts

Number

Dollar

Amount

$40,162

Total Women

Business

Enterprises

Contracts

Number

Dollar

Amount

Sub-Contracts

Number

Dollar

Amount

$40,162

Male

Table 8 - Minority Business and Women Business Enterprises

Minority Owners of Rental Property – Indicate the number of HOME assisted rental property owners

and the total amount of HOME funds in these rental properties assisted

Total Minority Property Owners White Non-

Hispanic Alaskan

Native or

American

Indian

Asian or

Pacific

Islander

Black Non-

Hispanic

Hispanic

Number 0 0 0 0 0 0

Dollar

Amount

0 0 0 0 0 0

Table 9 – Minority Owners of Rental Property

CAPER 16


Relocation and Real Property Acquisition – Indicate the number of persons displaced, the cost of

relocation payments, the number of parcels acquired, and the cost of acquisition

Parcels Acquired 0 0

Businesses Displaced 0 0

Nonprofit Organizations

Displaced

0 0

Households Temporarily

Relocated, not Displaced

0 0

Households

Displaced

Total Minority Property Enterprises White Non-

Hispanic Alaskan

Native or

American

Indian

Asian or

Pacific

Islander

Black Non-

Hispanic

Hispanic

Number 0 0 0 0 0 0

Cost 0 0 0 0 0 0

Table 10 – Relocation and Real Property Acquisition

CAPER 17


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 580 1115

Number of Non-Homeless households to be


Number of Special-Needs households to be


Total 1,520 1540

Table 11 – Number of Households

One-Year Goal Actual

Number of households supported through

Rental Assistance 0 0


The Production of New Units 13 23


Rehab of Existing Units 2 2


Acquisition of Existing Units 5 19

Total 20 44

Table 12 – Number of Households Supported

Discuss the difference between goals and outcomes and problems encountered in meeting these goals.

Hillsborough County experienced some delays due to environmental reviews with some of the projects

during this reporting period. However, the County wa able to surpass its goals and continues to strive to

meet the stated needs and objectives despite the project delays.

The County provided down payment assistance for 4 low to moderate income first time homebuyers

during PY 2018 with HOME CHDO funds that were awarded to Florida Home Partnership located in Ruskin,

Florida. Habitat for Humanity (HfH) constructed 7 new homes with HOME CHDO funds. The county also

supported three multifamily developments. The CDC of Tampa has developed 6 of 24 units in

unincorporated East Tampa for HOME set aside units to assist families 80% and below median family

income.

CAPER 18


Discuss how these outcomes will impact future annual action plans.

Program Year 2019 is the fourth year of the 2016-2020 Consolidated Plan. The County did Substantial

Amendments to the PY 2017 and PY 2018 Annual Action Plans to either add new projects from re-

programmed funds or define changes to existing projects. Any prior year project balances will be

reprogrammed by a substantial amendment into new projects in the PY 2019 program year.

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 1318 0

Low-income 201 0

Moderate-income 137 17

Total 5065 17

Table 13 – Number of Households Served

Narrative Information

The County’s CDBG and HOME housing activities served 5082 low and moderate income persons during

PY 2018. During the County’s application process every application must meet the National Objective of

benefitting low and moderate income persons. If awarded, the successful applicant is required to provide

evidence that the beneficiaries of the agency’s project or program meet applicable HUD income

guidelines.

The County provided down payment assistance for 4 low to moderate income first time homebuyers

during PY 2018 with HOME CHDO funds that were awarded to Florida Home Partnership located in Ruskin,

Florida. Habitat for Humanity (HfH) constructed 7 new homes with HOME CHDO funds. The CDC of Tampa

has developed 6 of 24 units in d East tampa unincorporate for HOME seta side units to assist families 80%

and below median family income.

CAPER 19


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

Tampa Hillsborough Homeless Initiative (THHI), as the Collaborative Applicant and the Lead Agency for

the Tampa/Hillsborough County Continuum of Care (CoC), has primary responsibility for assessing the

needs and coordinating the community’s response to homelessness. On-going street outreach efforts are

conducted through the CoC Outreach Committee, led by Tampa Police Department Officers (TPD) and

Hillsborough County Sheriff’s Office Deputies (HCSO), and various community partners to include but is

not limited to THHI, Hillsborough County Homeless Services Department, Tampa Housing Authority, St.

Vincent DePaul, Catholic Charities, Gracepoint Wellness, other nonprofits, and faith-based groups in the

community which has enhanced efforts in assessing and securing temporary and permanent housing for

homeless persons. Medical students from the University of South Florida (USF) have initiated street

outreach efforts by bringing a level of medical intervention to the streets. Two Federally Qualified Health

Centers and James A. Haley Veterans Hospital offer mobile medical services reaching low-income,

homeless persons, and veterans lacking access to health care.

Since August of 2015, THHI has supplied over 20 IPads for several members of the Outreach Committee

in an effort to help them be able to quickly assess homeless persons including completing a Vulnerability

Index-Service Prioritization Decision Assistance Tool (VI-SPDAT) and research information on homeless

clients in UNITY, the Homeless Management Information System. Throughout the year, the Outreach

Committee coordinated street outreach events along with other community partners. Street outreach in

the Tampa-Hillsborough County area is a dual focus operation:

THHI just recently launched the 560 In 560 Plan (see attached) which addresses the issues of

unsheltered homelessness and some of the top causes leading to homelessness. The goal of the 560

In 560 Plan is to provide opportunities to 560 people in 560 days. This Plan assembles an housing

array of resources that will individuals and families from emergency shelters and rapidly house

move them towards self-sufficiency with minimal assistance. Hillsborough County has committed

financial and existing resources to help implement this plan and THHI is leveraging the County’s

Commitment to garner support from other local governments as well as private sector partners.

The Hot Spot Mobile Outreach will be staffed with providers and resources to work directly with

persons on housing and supportive services. The Mobile Hot Spot Outreach Team will be located in

the area for up to consecutive 30 days. THHI is partnering with the State Attorney’s Office to hold

Expungement Clinics which will improve access to housing and employment opportunities. Also,

THHI Staff is planning the Second Chance/ Re-Entry Job Fair which will target persons on the streets

and in shelters as well.

CAPER 20


As part of a multisector collaborative effort to address this issue, a group of leaders were

assembled across several sectors to assess, discuss, and implement potential solutions and

programs. This group has been working for some time and has enacted several changes already at

the Trinity Café Site on Nebraska. Feeding Tampa Bay has enlisted the University of South Florida

for a comprehensive study and are awaiting these results which should be available soon. The data

collected will help regarding future interventions in the area. The County provides funding to

Metropolitan Ministries BrigAIDe which is an outreach team that travels to locations throughout the

County to provide outreach efforts to help persons at risk or experiencing homelessness.

The CoC Outreach Committee focused on the community’s larger encampment area(s) at least once a

month. They engaged with persons living on the streets, assessed their vulnerability using the VI-SPDAT,

addressed their immediate and basic needs, and facilitated their transition from the streets into

temporary/bridge and permanent housing as quickly as possible. The VI-SPDAT is a tool to match persons

to the most appropriate housing based on the vulnerability of the person.

The CoC Outreach Committee also organizes and coordinates quarterly Community Outreach events to

address the needs of persons experiencing unsheltered homelessness. These events are held in different

areas of Hillsborough County, based on need information from outreach workers, community members,

and other social service agency personnel.

Addressing the emergency shelter and transitional housing needs of homeless persons

The number of emergency shelter/interim housing beds has increased while the number of transitional

beds decreased as more rapid re-housing efforts were implemented.

Utilizing ESG funding, Hillsborough County through THHI, the CoC Lead Agency, contracted with the

following agencies for Rapid Re-housing and Stabilization:

1. Alpha House of Tampa to provide case management, rapid re-housing and stabilization services

to assist 15 homeless pregnant and parenting mothers into permanent or permanent supportive

housing.

2. DACCO to provide case management, rapid re-housing and stabilization services to assist 20

homeless individuals into permanent or permanent supportive housing.

3. Metropolitan Ministries to provide case management, rapid re-housing and stabilization services

to assist 15 homeless families into permanent or permanent supportive housing.

4. Metropolitan Ministries to provide case management, rapid re-housing and stabilization services

to assist 15 homeless youth into permanent or permanent supportive housing.

The partnerships with Alpha House, DACCO, and Metropolitan Ministries provided 308 households with

permanent housing that included short-term rental and financial assistance.

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

CAPER 21


programs and institutions); and, receiving assistance from public or private agencies that

address housing, health, social services, employment, education, or youth needs

An integral part of the coordinated assessment system is a Prevention/Diversion Assessment that includes

exploring alternative housing options to determine resources that can: 1) stabilize the current situation

or, 2) return someone to a previous housing option with resources to stabilize the situation - even if just

for a short period with plans to move the household to more stable housing later. The idea is to divert

people from becoming homeless for the first time or returning to homelessness. During this process

victims of domestic violence and persons with treatment issues are referred to other systems, with special

care for protecting each family’s safety.

THHI’s role relative to discharge planning is one of support and advocacy to implement a cohesive,

community wide process and the CoC provides a venue to find ways to successfully implement the

discharge of persons from publicly funded institutions or systems of care to not immediately result in

homelessness. Prevention through improved discharge planning from state and local institutions is one of

the strategic priorities in the community strategy for ending homelessness in Hillsborough County.

Agencies targeted for this purpose include: child protective services/foster care, the health care system,

the mental health system, and the criminal justice system. The following are details on each type of

system.

The Department of Children and Family Services, its agents, or community-based providers operate a

who exit foster care at age 18 to make the transition to self-sufficiency as adults. Services include

Foster Care:

system of independent living transition services to enable older children in foster care and young adults

aftercare support services, Road to Independence and transitional support Scholarship Program,

services. Eckerd is the community based care organization (CBC) in the Tampa / Hillsborough County

CoC responsible for providing directly or contracting with a qualified organization for the development

and implementation of the Independent Living Services Transitional Plan for each child aging out of

foster care. This plan is designed to assist the young adult in accessing education, employment and

housing to prevent homelessness. The plan also addresses physical health, mental health and other

needs. This program has been successful in arranging for lower rents with landlords providing market

rate units, arranging for youth to share accommodations, and finding campus housing at Hillsborough

Community College and the University of South Florida.

Health Care

Many homeless persons are covered by the local county health care plan or Medicaid which includes

primary care, hospitalization, skilled nursing facilities and rehab. To facilitate discharge or transfer, the

hospital is expected to assess the patient’s needs, and link them to appropriate aftercare to ensure

continuity of care (which may include medical follow-up, including mental health or substance abuse

treatment). In the last year, a respite care center targeting veterans was operationalized. Persons are

assisted in transitioning to permanent housing or other long-term care program based on their

individual needs.

CAPER 22


Mental Health:

The State requires discharge planning for all persons leaving mental health institutions. Persons released

from state hospital have adequate discharge plans. The State only encourages local facilities to develop

discharge plans that prevent persons from becoming homeless upon discharge. A Collaborative

Agreement currently exists with four of the major local behavioral health care providers for discharge

planning. The plan is for ongoing dialogue and monitoring through CoC meetings, use of the HMIS,

cross systems training, referrals to appropriate support systems, identification of high users of Crisis

Services and linkage to intensive intervention needed to engage them in outpatient services and

residential programs if more treatment is needed before they can be safe living independently. Use of

CoC-funded programs may be accessed in extreme cases when other housing is not available and the

person meets the project’s eligibility criteria.

Corrections Facilities (i.e., local jails and state or federal prisons:

The Florida Department of Corrections, Office of Reentry program’s mission is to provide inmates and

offenders with comprehensive programs and services that will assist in the successful re-entry into the

community, thereby reducing recidivism while enhancing public safety, and promoting post-release

success.

The Hillsborough County Sheriff’s Office discharge planning policy provides linkages to facilitate

continued care and follow-up after release such as provision of short term medication, coordination of a

Pre-Release Skill Training to overcome needs or problems identified including topics such as goal setting,

control of one’s emotions, pre-employment skills, money management, and educational attainment.

Also linkages to community based organizations and providers. Upon release, persons are given a copy

of the Discharge Continuity of Care Form and any other pertinent health information to assist in re-

entry. THHI participates in training law enforcement about homelessness as part of the community’s

strategies for jail diversion.

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

THHI, with the input of national and local experts, is finalizing a strategy to reduce and effectively end

homelessness in Hillsborough County. The drafted plan is based on the recommendations from two

previous local initiatives: Priority Community Initiative and Dedicating Opportunities to End

Homelessness. These proposed recommendations have been integrated into the various strategies and

initiatives within the CoC plan to Effectively End Homelessness according to the national goals.

The CoC plan will integrate the system developed through the efforts of the National Mayor’s Challenge

to End Veteran Homelessness in collaboration with VA, HUD and the U.S. Interagency Council on

CAPER 23


Homelessness (USICH) to assist selected communities in accelerating and aligning existing efforts

towards making homelessness rare, brief, and non-recurring among Veteran and non-Veteran chronic

homelessness into the initiatives to address the other subpopulations, according to the National Goals.

The proposed strategies include increasing housing opportunities for households at 30 percent area

median income; bring more programs/agencies in-line with Housing First standards; continued focus on

making homelessness rare, brief, and non-recurring among Veterans, chronically homeless,

unaccompanied youth, families and unsheltered individuals; expanding rapid rehousing; continue

strengthen the Coordinated Entry System; adopting program models based on evidenced based best

and next practices; and establishing clear performance measures for greater accountability of provider

agencies.

As part of the community efforts to assist with the transition to permanent housing, the rapid re-

housing projects funded through THHI and the emergency shelter/bridge housing projects that are

funded by the County include case management, supportive services, rapid re-housing and stabilization

services. The case management included working on assessing social and economic resources and

permanent housing plans and the rapid re-housing services ensured that time spent in the shelters is

brief and clients are in safe, decent, and affordable housing. In addition, as part of the coordinated

response to homelessness, more community partners are using the Coordinated Entry Process to ensure

that we reach out to clients.

The CoC has increased emphasis on prevention through the development of the Coordinated Entry

Process, reallocation to support rapid re-housing, and through consultation with the ESG recipients to

increase the percentages of funds being spent on rapid rehousing, and at the same time helping families

develop plans for preventing homelessness. Reaching out to the Outreach Teams is critical for helping to

reduce time families are homeless, by quickly getting them on the Prioritization List and assisting in

reconnecting persons/families with loved ones that can house them. Also, the length of homelessness is

reduced through increased emphasis on creating new units of permanent supportive housing, rapid

rehousing, and developing strategies for accessing mainstream resources.

Homeless Prevention is important to ensure that clients do not return to homelessness. Case

Management plays a assisting clients to permanent housing. As part of their

efforts, case managers educate on self-sufficiency and how to access resources to prevent

very important part in

clients

homelessness. The County has five (5) Community Resource Centers that provide Prevention

Assistance. In addition, there are several agencies in the community that provide Prevention Assistance

to include Tampa Crossroads, Metropolitan Ministries, and many others.

CAPER 24


CR-30 - Public Housing 91.220(h); 91.320(j)

Actions taken to address the needs of public housing

Hillsborough County does not own, operate or manage public housing.

Actions taken to encourage public housing residents to become more involved in

management and participate in homeownership


Actions taken to provide assistance to troubled PHAs


CAPER 25


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 County has identified the following specific strategies to remove barriers to affordable housing:

1. Expedite processing of approvals of development orders or permits for affordable housing projects.

2. Modify Impact Fee requirements, including reduction or waiver of fees and alternative methods of

fee payment for affordable housing.

3. Allow flexibility in densities for afforable housing.

4. Support development near transportation hubs, major employment and mixed use centers.

5. Allow affordable accessory residential units in residential zoning districts.

6. Reduce parking and setback requirements for affordable housing.

7. Allow flexible lot configurations, including zero-lot line configurations for affordable housing.

8. Modify street requirements for affordable housing.

9. Establish a process by which a local government considers, before adoption, policies, procedures,

ordinances, regulations, or plan provisions that increase the cost of housing.

10. Prepare a inventory of locally owned public lands suitable for affordable housing.

Actions taken to address to meeting underserved needs. 91.220(k); 91.320(j) obstacles

Hillsborough County continues to look for new projects and programs that address underserved needs

through the application process. The County addressed underserved needs this past year through the

following CDBG public services and ESG activities: employment training for women, a job training program

for adults with disabilities, emergency shelters and homeless services for families, individuals and youth,

rapid re-housing services, a community residence with supportive services for women with AIDS, and a

senior companion service and homebuyer counseling.

Several public facilities addressed underserved needs: renovations to a group home for homeless and

foster care youths, acquisition and rehabilitation of a group home that will provide residential services

to homeless youth.

CAPER 26


Actions taken to reduce lead-based paint hazards. 91.220(k); 91.320(j)

Hillsborough County Affordable Housing Services Department (AHS) recognizes that lead-based paint

hazards are a serious problem and seeks to mitigate the effect these hazards have in the community. AHS

engages in a number of homeownership and rehabilitation initiatives throughout Hillsborough County,

usually targeting low income areas which have a higher incidence of older housing and greater incidence

of lead-based paint. All residential structures built prior to 1978 are tested for lead-based paint if they are

receiving Federal assistance.

Any housing projects funded through the CDBG or the HOME program are required to comply with HUD's

"Requirements for Notification, Evaluation and Reduction of Lead-Based Paint Hazards in Federally Owned

Residential Property and Housing Receiving Federal Assistance" effective on September 15, 2000. All pre-

1978 federally funded projects supported by Hillsborough County will undergo a visual assessment of

interior and exterior painted surfaces to identify damaged or defective surfaces; conduct lead-based paint

inspections in accordance with the "Residential Lead-Based Hazard Reduction Act of 1992" (Title X,

Housing and Community Development Act of 1992); and submit paint samples from defective surfaces.

Inspections focus on painted surfaces to be disturbed during rehabilitation projects or identified testing

combinations in First Time Home Buyer properties.

All of the actions to reduce lead based paint hazards are included in Affordable Housing Services internal

and subrecipient policies and procedures, as well as subreicipient contracts for any projects involving

housing construction and rehabilitation.

Actions taken to reduce the number of poverty-level families. 91.220(k); 91.320(j)

The County addressed issues of poverty through assistance to external agencies and administering

internal County programs. CDBG activities that assist lower income populations include: an employment

training program for adults with disabilities, s senior home companion program for house bound seniors,

and several emergency shelters and homeless services programs.

ESG assisted activities for the homeless include: Homelessness Prevention, and Rapid Re-housing services

provided to homeless families, individual and youth. These services provided families or individuals the

opportunity to become more self-sufficient and gain financial independence.

Actions taken to develop institutional structure. 91.220(k); 91.320(j)

Hillsborough County’s institutional delivery structure is comprised of local government departments, local

non-profit organization partners, and property developer partners to administer grant programs designed

to meet the housing and non-housing community development needs of the community at large,

homeless populations and non-homeless special needs populations. Our ability to partner with local

service providers ensures success in achieving the 5 year and 1 year goals, and provide services that are

an urgent need in the community.

CAPER 27


Actions taken to enhance coordination between public and private housing and social service

agencies. 91.220(k); 91.320(j)

There are two public housing authorities that the County works in partnership with, the Tampa Housing

Authority and the Plant City Public Housing Authority. These housing authorities provide public and

assisted housing opportunities to very low and low income residents throughout the county.

Identify actions taken to overcome the effects of any impediments identified in the

jurisdictions analysis of impediments to fair housing choice. 91.520(a)

Hillsborough County promotes fair housing and addresses any fair housing complaints that help to remove

barriers based upon a person’s protected class as dictated by the Hillsborough County Code of Ordinances

and Laws, Chapter 30, Article II (Hillsborough County Human Rights Ordinance No. 00-37, as amended).

This year, _33_ housing inquiries were responded to by the Equal Opportunity Administrator’s Office. Of

the _33_ housing inquiries received, _0_ complaints were filed, 0 case was investigated.

Efforts this fiscal year by the EOA Office to affirmatively further fair housing are as follows:

• Attended and coordinated _6_ Human Relations Board Meetings

• Participated and worked on the Planning for the Tampa Bay Fair Housing Consortium, during the

development and implementation of the 16th Annual Fair Housing Symposium held in Tampa,

April 2019.

• Provided outreach brochures to 12 community events in Hillsborough County to promote fair

housing practices and communicate office location for filing complaints

CAPER 28


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

The Monitoring process begins with Contract development and management. All applicable

rules/citations for a particular program are included in each written agreement in accordance with all

program regulations. AHS monitors each subrecipient and each project to determine the adequacy of

performance under each written agreement, and takes appropriate action when performance measures

are not met. AHS staff provides technical assistance to any agency that requires additional assistance to

meet contract goals and outcomes.

A desk audit and risk assessment is completed on each project and a monitoring schedule is developed

for the calendar year to determine the level of monitoring needed for each contract. A Desk audit review

includes program and financial performance, regulatory compliance, and is completed for all

projects. Pending the results of the Desk audit review and risk assessment, on-site monitoring of files may

be completed.

The Desk Audit for multifamily projects and public facilities projects within the affordability period begins

with a notification letter that details the Audit/Monitoring process and requires the development to

submit pertinent information, i.e. rent rolls, Affirmative Fair Housing Marketing Plan, Tenant and Unit

Certification Documentation, Insurance, and Audited Financial Statements to ensure compliance with the

rules and regulations governing the aforementioned programs. These documents are reviewed for

accuracy and compliance with ongoing requirements pertinent to the funding source and agreement with

the agency.

Annual Risk Analysis monitoring priorities are determined in relation to past monitoring of the

subrecipient/development, current performance, staff turnover, and the amount of funding in each

project. The risk analysis process allows AHS to indicate whether an organization falls in to Low, Moderate

or High Risk Category. This ranking is used when selecting agencies that will require an on-site review of

files.

Annually the on-site physical inspection of Multi-Family units is completed for all projects still within the

established affordability period. The physical property inspection is performed by the County’s Code

Enforcement Department. At a minimum, twenty percent (20%) of the total number of set aside units at

each property is inspected in accordance with Local County and Federal Housing Quality Standards. A final

passed inspection report for each unit inspected is provided.

All monitoring reviews which result in findings or concerns, agencies are provided written notification of

the deficiencies as well as a written corrective action plan to resolve the issues. Upon satisfaction of

CAPER 29


completion of the corrective action, a comprehensive Monitoring Report is prepared which details the

results of the review of project records, documentation of eligibility, health of the organization, and

compliance with Hillsborough County funding agreement requirements.

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.

Hillsborough County is committed to ensuring that the citizens of the County, particulary persons who

may be under-represented in the public process, as well as other interested parties and stakeholders, are

provided opportunities to participate in the planning and preparation of the Consolidated Plan, subsquent

amendments, the Assessment of Fair Housing, the Annual Plan, and the CAPER. The main goal of this plan

is to increase citizen participation, promote community partnerships, and receive input from residents

regarding the projects and activities funded through the CDBG, HOME and ESG Programs as well as actions

taken to affirmately further fair housing.

The County conducts at least two public hearings every year. The public review and comment period and

the public hearing is advertised in local newspapers, in mironity newspapers and the AHS department

website. During the public comment period any comments from citizens on the proposed annual Action

Plan, Consolidated Annual Performance and Evaluation Report (CAPER), the Citizen Participation Plan, and

Substantial Amendments are reported to HUD. Copies of Plans, reports and Substantial Amendments are

delivered to libraries in several Hillsborough County locations to obtain citizen's views on housing and

community development issues and program performance. Residents are informed of these public

hearings including the time, date, place and procedures of these hearings as well as topics to be

considered.

CAPER 30


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.

During Program Year 2018 the County did substantial amendments to the PY 2017 and 2018 Annual Action

Plans. For CDBG funds, a new multi-family rental rehab activity was created, an activity was canceled and

another had an increase in funding. In ESG, two activities were deleted with a resulting increase in funds

for 3 activities and the addition of a new activity.

The grant disbursements are timely based on the type of project. For public services projects the activities

are following the monthly disbursement schedule throughout the year. For the construction projects the

timing is based on the environmental reviews, the weather, permitting, insperctions and laborers. AHS

staff tracks all projects and receives quarterly reports from subrecipients. If the project is falling behind,

requests are made on the status of the project and technical assistance is offered.

Does this Jurisdiction have any open Brownfields Economic Development Initiative (BEDI)

grants?

No

[BEDI grantees] Describe accomplishments and program outcomes during the last year.

N/A

CAPER 31


CR-50 - HOME 91.520(d)

Include the results of on-site inspections of affordable rental housing assisted under the

program to determine compliance with housing codes and other applicable regulations

Please list those projects that should have been inspected on-site this program year based upon

the schedule in §92.504(d). Indicate which of these were inspected and a summary of issues

that were detected during the inspection. For those that were not inspected, please indicate

the reason and how you will remedy the situation.

On-site inspections are performed in accordance with Housing Quality Standards (HQS) by Hillsborough

County Code Enforcement for multifamily developments. Property inspection results were provided to

the property owner for necessary corrections. Once corrections were made, the inspectors revisited the

property to verify further compliance and to close the review. In PY 2018, 27 property inspections were

conducted with all units passing inspection for the plan year.

During the monitoring period Hillsborough County Affordable Housing Services all HOME funded

properties were monitored. A list of projects and a summary of issues identified and follow-up actions are

found below:

PY 2018 CAPER

Multifamily Annual Compliance Review Summary

Project/Property Review Date #of Finding

2

#f Concerns Status of Findings

Arbor Place 03/27/2018 1 Closed on 09/04/2018

Diana Pointe 01/09/2019 1 1 Awaiting project completion

Golden Glade 11/30/2018 1 2 Closed on 03/04/2019

Groves at Wimauma 06/11/2018 1 2 Closed on 07/12/2018

Haley Park 05/29/2018 0 1 Closed on 05/29/2018

Irongate 11/09/2018 0 0 N/A

JayMar Farms 11/20/2018 2 3 Closed on 08/05/2019

Kensington Gardens 04/05/2018 0 0 N/A

La Estancia 06/18/2018 0 1 Closed on 06/19/2018

Lake Pointe 04/10/2018 0 2 Closed on 07/09/2018

Lakewood Shores 03/26/2018 1 0 Closed on 07/13/2018


CAPER 32

Newport Landing 05/22/2018 0 0 N/A

Oak Chase 05/24/2018 0 1 Closed on 05/25/2018

Royal Palm Key 06/27/2018 1 1 Closed on 07/13/2018

Sabal Ridge 06/28/2018 0 1 Closed on 06/29/2018

San Jose Mission 06/01/2018 0 1 Closed on 07/05/2018

Sweetwater 09/19/2018 0 1 Closed on 09/28/2018

Westchester 10/11/2018 1 1 Closed on 12/20/2018

Williams Landing 05/01/2018 0 1 Closed on 07/05/2018

Woodbridge 12/05/2018 0 0 N/A

Windermere 1, 2 10/18/2018 1 2 Closed on 12/20/2018

Provide an assessment of the jurisdiction's affirmative marketing actions for HOME units.

92.351(b)

AHS's HOME application contains the submission of an "Affirmative Marketing Plan". The

applicant is directed to describe the methods for informing the public, owners, and potential tenants

about federal fair housing laws. In addition, narrative regarding procedures to be used to inform and solicit

applications for persons in the housing marketing area who are not likely to apply for housing without

required

special outreach is requested. Finally, the applicant is asked to keep records describing actions to be taken

to affirmatively market units and assess the results actions. of those

Refer to IDIS reports to describe the amount and use of program income for projects,

including the number of projects and owner and tenant characteristics

During Program Year 2018 CDBG no Program Income was used for CDBG or HOME projects.

Describe other actions taken to foster and maintain affordable housing. 91.220(k) (STATES

ONLY: Including the coordination of LIHTC with the development of affordable housing).

91.320(j)

Hillsborough County programs to foster and maintain affordable housing include:

First Time Homebuyers Down Payment Assistance Program: The program assists low to moderate

income homebuyers to purchase their first home by providing down payment assistance. All applicants

attend at least 8 hours of first time homebyers training that includes pre and post purchase counseling,

credit repair, and budgeting. Funds are provided through the HOME and SHIP programs.

CAPER 33


Impact Fees: The County allocates funds to offset costs related to affordable housing development. In PY

2018 the County expended $53,917 for impact fee relief to 30 single family households and

$402,430.63 for four multi family development.

Infill Lots: Hillsborough County has an inventory of available properties for infill development. AHS will

publish a Request for Proposals in PY2019 to make these properties available for nonprofit and for profit

developers to develop affordable housing.

NSP: NSP1

The final active project are to complete the development of the Foxworth property and the El Capitan

property. AHS is currently procuring engineering services in anticipation of improving the existing

infrastructure, enabling a developer to construct Multifamily or single family affordable housing for each

said property.

CR-60 - ESG 91.520(g) (ESG Recipients only)

ESG Supplement to the CAPER in e-snaps

For Paperwork Reduction Act

1. Recipient Information—All Recipients Complete Basic Grant Information

Recipient Name HILLSBOROUGH COUNTY

Organizational DUNS Number 069672137

EIN/TIN Number

Indentify the Field Office JACKSONVILLE

Identify CoC(s) in which the recipient or Tampa/Hillsborough County CoC

subrecipient(s) will provide ESG

assistance

ESG Contact Name

Prefix Ms

First Name C

596000661

Middle Name

Last Name

Suffix

Title

0

Howell

0

Director

ESG Contact Address

Street Address 1

Street Address 2

P.O. Box 1110

0

CAPER 34


https://402,430.63

City Tampa

State FL

ZIP Code -

Phone Number 8132746673

Extension 0

Fax Number 8136358134

Email Address [email protected]

ESG Secondary Contact

Prefix Ms

First Name B

Last Name Brackins

Suffix 0

Title Finance Manager

Phone Number 8132746732

Extension 0

Email Address [email protected]

2. Reporting Period—All Recipients Complete

Program Year Start Date 10/01/2018

Program Year End Date 09/30/2019

CAPER 35


mailto:[email protected]

3a. Subrecipient Form – Complete one form for each subrecipient

Subrecipient or Contractor Name: Alpha House of Tampa

City: Tampa

State: FL

Zip Code: 33609,3231

DUNS Number: 838471951

Is subrecipient a victim services provider: N

Subrecipient Organization Type: Other Non-Profit Organization

ESG Subgrant or Contract Award Amount: $139,279

Subrecipient or Contractor Name: DACCO (Drug Abuse Comprehensive Coordinating Office)

City: Tampa

State: FL

Zip Code: 33605,3233





Subrecipient or Contractor Name: Metropolitan Ministries

City: Tampa

State: FL

Zip Code: 33602,2204


Is

Subrecipient Organization Type: Non-Profit Organization Other

subrecipient a victim services provider: N


Subrecipient or Contractor Name: Metropolitan Ministries

City: Tampa

State: FL

Zip Code: 33602,2204





CAPER 36


CR-65 - Persons Assisted

This ESG reporting section has been replaced with the SAGE – the HMIS Reporting Repository

System. The SAGE screens for ESG replace screen CR-65. The SAGE report will include all the

ESG information and will be included in the Final CAPER PY 2018 in Appendix 3 – ESG Reports.

CAPER 37


CR-70 – ESG 91.520(g) - Assistance Provided and Outcomes

10. Shelter Utilization

Number of New Units – Rehabbed 0

Number of New Units – Conversion 0

Total Number of bed - nights available 5,520

Total Number of bed - nights provided 3,361

Capacity Utilization 61%

Table 24 – Shelter Capacity

11. Project Outcomes Data measured under the performance standards developed in

consultation with the CoC(s)

AHS and the Tampa Hillsborough County CoC consult to determine how funds will be allocated, develop

performance standards, evaluate outcomes of ESG assisted projects.

Quarterly reports are required to report project status and data. The ESG data reported is used to evaluate

performance and make decisions and adjustments in the program.

ESG reporting by subrecipients is done using the HMIS data system. This ESG data is then reported

annually through SAGE, the HMIS Reporting Repository that is used by all receipients of HUD CoC

homeless assistance grants to submit their APR’s (Annual Performance reports). This data that is reported

by each of the subrecipients is included in the PY 2018 CAPER towards the program year goals and is also

used to evaluate performance and make decisions about future allocations. The SAGE ESG report is

submitted to HUD along with the CAPER.

CAPER 38


CR-75 – Expenditures

11. Expenditures

11a. ESG Expenditures for Homelessness Prevention

Dollar Amount of Expenditures in Program Year

2016 2017 2018

Expenditures for Rental Assistance 211,835 1,461 $272,022

Expenditures for Housing Relocation and

Stabilization Services - Financial Assistance 121,692 756,235

$651,889.09

Expenditures for Housing Relocation &

Stabilization Services - Services 0 0

0

Expenditures for Homeless Assistance under

Emergency Shelter Grants Program 0 0

0

Subtotal Rapid Re-Housing $333,527 $757,696 $928,910.09

Table 25 – ESG Expenditures for Rapid Re-Housing

11c. ESG Expenditures for Emergency Shelter

Dollar Amount in Program Year

2016 2017 2018

Essential Services 0 0 0

Operations 30,000 149,999 $44,999.39

0 0 0

Major Rehab 0 0 0

0 0 0

$30,000 $149,999 $44,999.39

Renovation

Conversion

Subtotal

of Expenditures

Table 27 – ESG Expenditures for Emergency Shelter

11d. Other Grant Expenditures

Dollar Amount of Expenditures in Program Year

2016 2017 2018

Street Outreach 0 0 0

HMIS 0 0

Administration $17,562 $75,758 $33,675.96

Table 28 - Other Grant Expenditures

11e. Total ESG Grant Funds

CAPER 39


Total ESG Funds

Expended

2016 2017 2018

381,089 983,453 $1,007,585.44

Table 29 - Total ESG Funds Expended

11f. Match Source

2016 2017 2018

Other Non-ESG HUD Funds 0 0

Other Federal Funds 434,546 477,328 488,645

State Government 30,000 0

Local Government 31,920 0

Private Funds 0 0

Other 0 322,021

Fees 0 0 0

Program Income 0 0 0

Total Match Amount 496,466 799,349 488,645

Table 30 - Other Funds Expended on Eligible ESG Activities

11g. Total

Total Amount of Funds

Expended on ESG

Activities

2016 2017 2018

845,635 1,782,802 1,009,226.94

Table 31 - Total Amount of Funds Expended on ESG Activities

CAPER 40


Consolidated Annual Performance And Evaluation Report (CAPER) · Sunrise community, Inc. – building demolition and parking lot expansion. CDBG - Goal: Housing Rehab and Acquisition

Documents