PY09 CAPER
Community Development Block Grant Program
2009 Consolidated Annual Performance and Evaluation Report (CAPER)
33 East Broadway
Meridian, ID83642
208/888-4433
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? TABLE OF CONTENTS ?
INTRODUCTION
The City of Meridian is a recipient of federal Community Development Block Grant (CDBG) funds. The U.S. Department of Housing and Urban Development (HUD) provides these funds to the
City on a formula basis. As a recipient of these funds, the City is required to prepare a Consolidated Plan, also known as a five-year strategic plan. The plan identifies the housing
and community needs of the City, organizes these needs based on priority, identifies resources that address the community’s needs, and establishes annual goals and objectives to meet
those needs. The Consolidated Plan is further broken down into annual action plans, which the City prepares and submits to HUD each year. The annual action plan spells out specifically
how the City will address the goals and objectives in the Consolidated Plan during that program year. At the end of each program year, the City provides a summary of expenditures and
related accomplishments to the public and HUD. This annual assessment is called the Consolidated Annual Performance and Evaluation Report (CAPER).
While this report only addresses goals achieved by expending funds for the CDBG program, it is important to note that the success of the program is largely dependent on the efforts and
resources of other private and public agencies and organizations.
CAPER requirements are outlined in 24 CFR § 91.520. The report provides a review and evaluation of the City’s performance during the 2009 Program Year (PY 2009) and the five-year timeframe
of the 2007-2011 Consolidated Plan. The subject program year began October 1, 2009 and ended September 30, 2010.
This document includes reports generated by HUD’s Integrated Disbursement and Information System (IDIS). These IDIS reports summarize the City’s accomplishments for PY2009. HUD-recommended
tables complement the narrative section and IDIS reports to provide an update on the City’s progress in achieving the goals and objectives identified in the Consolidated Plan.
EXECUTIVE SUMMARY
The performance measurement system outlined in the City’s Consolidated Plan is based on the following HUD initiatives:
• Create a Suitable Living Environment
• Provide Decent Housing
• Create Economic Opportunities
These initiatives are carried out by the City of Meridian and various partner agencies and entities. They are consistent with the guidelines set-forth by HUD in accordance with regulations
governing the use of CDBG funds and are based on the needs that the City has identified through its own assessment and on-going input from the citizens of Meridian.
Table 1 provides a summary of PY2009 Action Plan activities, along with an update of activity status (expenditures to date).
Table 1: PY2009 Action Plan Activities
1. Summary of PY2009 Accomplishments
The following is a summary of the City’s accomplishments in PY2009:
Continued distributing the City of Meridian Community Resource Directory
Trained a new CDBG Program Administrator for the City
Completed the 2010 Action Plan
Provided fair housing activity support to Idaho Housing & Finance Association
Assisted three Low-to Moderate Income (LMI) families in the purchase of homes
Completed improvements at Centennial Park to benefit LMI residents in the area
Developed plans for the future construction the Five Mile Creek Pathway (segment H.1)
Provided assistance to community organizations (Senior Center, Boys &Girls Club Transportation Program, and the Meridian Food Bank) for public service projects that benefit LMI individuals
and families.
Continued administration of several projects from previous program years including: Boys & Girls Club Gym Design (PY2008), Infrastructure design (PY2008), Code Enforcement (PY2008),
Street light design (PY2007), Meridian Senior Center Public Services Program (PY2008), and Community Center ADA upgrades (PY2007).
Summary of Resources and Distribution of Funds
The City continued its efforts to address the priority housing and community needs identified in the 2007-2011 Consolidated Plan. The 2009 Action Plan focused primarily on LMI beneficiaries.
Table 2 provides a summary of expenditures by Consolidated Plan goals/objective categories:
Table 2: Expenditure by Consolidated Plan Goal/Objective Category
The following map depicts the geographic distribution and location of expenditures.
PY2009 Distribution of Funds
THREE – FIVE YEAR PLAN ASSESSMENT OF PROGRESS
Three – Five Year Goals and Objectives
Due to the broad range of goals and objectives outlined in the Consolidated Plan relative to resources available for its implementation, the City was not able to address each specific
objective in the Consolidated Plan during the 2009 Program Year. All expenditures did, however, achieve outcomes and address goals put forth in the City’s Consolidated Plan. Approximately
73% of the PY2009 funds (this excludes administrative funds) that were expended this year, were spent in the target areas. The City of Meridian has chosen a three year period of 2007,
2008, and 2009 to meet its Certification of Overall Benefit. As identified in the attached report (PR26), the City’s certification percentage for the three year period is 87.69% benefit
to low/moderate income persons. The City made progress on the following objectives through PY2009 activities as described below:
Five Mile Creek Pathway (Suitable Living Environment): The Five Mile Creek Pathway segment will traverse along the east side of Five Mile Creek from Pine Avenue to Fairview Avenue.
The project is located in a pre-designated LMI area as identified by HUD (Census Tract 010321, Block Group 1). The 2009 Action Plan allocated $33,000 for the continuing environmental
study of this project and possible construction funding. While this project did not expend any PY2009 funds, the project is advancing and approximately $45,000 was spent from PY2007.
The City has submitted the Environmental Assessment to HUD along with a Request for Release of Funds, and is awaiting approval to continue the process. Multiple public meetings have
been held to provide the surrounding property owners with an opportunity to comment on the specifics of the proposed project. A final alignment needs to be determined, and the City anticipates
the project beginning construction in 2011. In addition, the City’s 2010 Action Plan allocated $120,000 for construction of this pathway.
Centennial Park Improvements (Suitable Living Environment): The Park is located at 223 E. Idaho Avenue, just south of Census Tract 010321, Block Group 1. The PY09 Action Plan allocated
$55,000 for improvements to be constructed in Centennial Park. The entire $55,000 was expended during this program year, and nearby residents are enjoying the enhanced amenities. The
improvements installed at the Park include a state-of-the-art NEOS 360 electronic play system, a picnic shelter, bike racks, and game tables. This project contributed to the sustainability
of a suitable living environment (SL-3) as outlined in the Consolidated Plan.
Meridian Food Bank (Suitable Living Environment): In PY2009, the City allocated $20,000 for use by the Meridian Food bank to purchase food for area residents in need. In addition,
$18,271.96 was reallocated from PY2008. The Meridian Food Bank expended all of the PY2009 funds, as well as, the majority of the reallocated PY2008 funds. There is only $192.41 remaining
in PY2008 funds. The Meridian Food Bank has been instrumental in filling a critical need within the community. The Food Bank provided food to over 29,000 individuals during this past
year, and 96% of those individuals were low to moderate income persons. This contributed to the sustainability of a suitable living environment (SL-3) as outlined in the Consolidated
Plan.
Boys & Girls Club Transportation Program (Suitable Living Environment): In PY2009, $17,000 was allocated to the Boys & Girls Club Transportation Program. This public service program
provided free transportation to students from targeted area schools to the Boys and Girls Club for after school programs during the 2009-2010 school year. This transportation program
sought to provide a suitable living environment by promoting the health, safety, and welfare of the children in Meridian’s LMI Areas. 61% of the students transported through this program
were from L/M income households. The Boys and Girls Club is located in Census Tract 010322, Block Group 1, which is a designated LMI area. To date, this program has expended $6,782.59.
The program is continuing during the 2010-2011 school year, and it is anticipated that the program will expend the remaining $10,217.41 during PY2010.
Boise City/Ada County Housing Authority (BCACHA) (Decent Housing):
In order to increase the availability/accessibility of decent housing as outlined in the Consolidated Plan (DH-1), the City allocated $35,000.00 to BCACHA for homeownership assistance
through the housing choice voucher program. In addition, BCACHA had remaining PY2008 funds that were spent during program year 2009. The PY2008 funds were a combination of the original
action plan allotment of $50,000 and an additional allotment of $15,000 when the City reallocated funds in February 2010. BCACHA assisted three low/moderate income families to purchase
homes in Meridian in the 2009 Program Year. Each family received $15,000.00 in down payment, closing cost, and/or principle buy down assistance. One household utilized $15,000 of remaining
PY2008 funds, one household utilized $5,000 from PY2008 and $10,000 from PY2009 funds, and one household utilized $15,000 from PY2009 funds. With these expenditures, the PY2008 funds
have been expended in their entirety. The City plans to continue this partnership in PY2010, and BCACHA will ask to roll the remaining $10,000.00 from PY2009 in with next year’s funds
to continue assisting LMI families achieve homeownership.
Boys & Girls Club Gym Design (Suitable Living Environment): Forty thousand dollars ($40,000) of PY2008 funds was allocated to the Boys & Girls Club to design a new gym at their location
in downtown Meridian. Thirty thousand dollars ($30,000) was expended during the 2008 Program Year, and the remaining $10,000 was drawn down in the 2009 Program Year. The gym design
is complete and the project has expended all of its allotted funds. This project advanced the sustainability of a suitable living environment as identified in the Consolidated Plan (SL-3).
The Boys and Girls Club is located in Census Tract 010322, Block Group 1.
Meridian Senior Center (Suitable Living Environment): In February 2010, City staff proposed a reallocation of unexpended CDBG funds. This reallocation designated $14,795 for use in
public service programs at the Meridian Senior Center. While this activity took some time to advance due to the need to coordinate with a variety of service providers, it is now underway
and has provided public health services and art classes to elderly individuals within the community. The public services provided by this activity include blood testing, mammograms,
and art classes. To date, 38 elderly individuals have been served by these programs, and $2,774.95 has been expended. These programs
will continue through the 2010 Program Year. This activity contributes to a suitable living environment as identified in the Consolidated Plan (SL-3).
Public Works Infrastructure Design (Suitable Living Environment): In February 2010, City staff proposed a reallocation of unexpended PY2008 CDBG funds. This reallocation resulted in
a new project to design water and sewer line replacements in residential parts of the LMI area. This project was allocated $40,000, and to date, $38,775.00 has been spent. The remaining
balance of $1,225.00 is anticipated to be spent prior to the end of the 2010 Program Year. This activity advanced the sustainability of a suitable living environment as identified in
the Consolidated Plan (SL-1). These infrastructure improvement projects are located in Census Tract 010322, Block Group 1.
Code Enforcement (Suitable Living Environment): In February 2010, City staff proposed a reallocation of CDBG funds that resulted in a decrease of funding from $20,000 in PY2008 to $9,000
for the Code Enforcement activities in the LMI area. This activity sought to achieve sustainability of a suitable living environment as identified in the Consolidated Plan (SL-3) by
encouraging community pride, preserving neighborhood integrity, and protecting property values. Through Program Year 2009 (ending September 30, 2010) $7,951.83 has been expended, with
only $1,048.17 remaining. Through PY2009, 260 cases have been investigated and followed-up on by the City’s Code Enforcement Officer. These investigations took place in Census Tract
010322, Block Group 1 and 2 and Census Tract 010321, Block Group 2.
Community Center ADA Upgrades (Suitable Living Environment): The amended PY2007 Action Plan identified an ADA upgrade project for the Meridian Community Center. This project will enhance
the accessibility of this much used community facility as identified in the Consolidated Plan (SL-3). The environmental review is complete, as well as the project design. The City
has opened the bid process, and construction is anticipated in early 2011. To date, $7,630.00 has been expended, with $12,370.00 remaining. Because the construction is anticipated
to cost significantly more than the remaining $12,370, the City will be proposing an amendment to the 2009 Action Plan and reallocation of funds to cover the construction costs for this
project. The Community Center is located at 201 E. Idaho Avenue in Census Tract 010321, Block Group 1.
Street Lighting Design (Economic Opportunity): In April 2010, the Meridian Development Corporation moved forward with plans to use funds allocated in PY2007 to reduce the spread of
slum and blight in the designated Urban Renewal Area. This activity is funding the design of street lighting that will be constructed with a future roadway project (estimated construction
in 2013). As identified in the Consolidated Plan, this project seeks to promote economic opportunity (EO-3). To date, $24,215 has been expended, and staff anticipates that the remaining
funds will be completely spent by early 2011.
Administration (General): Administrative funds paid for staff time, required notices, staff training, and other miscellaneous expenses. To date, the City has expended $38,976.33 of
its allocation of administrative funds, which is 78% of the total allocation.
Façade Improvements (Economic Development): The PY2009 Action Plan allocated $40,000 to be used for façade improvements in the City’s Urban Renewal Area, in partnership with the Meridian
Development Corporation. City staff and the staff at the Meridian Development Corporation had originally anticipated using the funds at a specific site; however due to floodplain issues
at the site, this project was not able to be advanced and another site was not selected. Therefore, the City has submitted a proposed reallocation of the unspent $40,000 and an amendment
to the PY2009 Action Plan. The City is conducting the public hearing and comment period on the proposed reallocation in concurrence with the hearing and comment period for this CAPER.
CDBG-R
During the 2009 Program Year, the City of Meridian submitted a substantial amendment to the PY2008 Action Plan to apply for ARRA (stimulus) funds through HUD (CDBG-R). The City was
awarded $64,584 and expended $24,565 to complete the construction of the 8th Street Pedestrian Pathway. The Pathway project was completed in early August 2010, and the City is considering
other projects that may benefit from the remaining $40,000. If an eligible project is identified, the City will submit another substantial amendment to the PY2008 Action Plan.
Lessons Learned
Based on experiences in PY2009 the City will likely make the following changes in the future:
Using the Sub-Recipient Agreement to discuss roles and responsibilities: During the 2009 Program Year, the CDBG Administrator worked with more sub-recipients than in previous program
years. The Administrator used the sub-recipient agreement as an introduction to the roles and responsibilities for new or continuing sub-recipients. The Administrator set up a time
to meet individually with the persons responsible for the implementation of the various CDBG projects carried out by sub-recipients to discuss reporting requirements, documentation,
reimbursement plans, etc. The City does not execute sub-recipient agreements for projects being managed by other City Departments; however, the new CDBG Administrator is drafting a
document to guide the roles and responsibilities of City staff for projects managed internally. The City has seen its sub-recipients work diligently during this past program year to
comply with all the reporting and documentation requirements. The sub-recipients have become invaluable partners in carrying out the work of utilizing these funds effectively.
More frequent monitoring. An elevated level of communication between the CDBG administrator and sub-recipients/project managers puts the City in a better position to identify potential
issues and address them before they become actual issues. The City brought on a new program administrator this year, and a great deal of time and effort went to orienting the new administrator
about the CDBG program, related regulations and requirements, existing processes, etc. Luckily, due to the relatively small size of the program, the City was still able to maintain
an acceptable level of monitoring to keep most activities moving forward, avoid timeliness violations, and achieve program objectives. Based on comments received
by HUD staff during their on-site review, the City has established an updated on-site monitoring plan for its sub-recipients. City staff anticipates implementing this new plan during
Program Year 2010.
Improve public involvement. The City would like to receive more input from the public in shaping the CDBG program. In the future the City will continue exploring new avenues to broaden
public involvement, especially among populations that can benefit the most from CDBG activities.
Improve internal coordination. During HUD’s annual audit of the city this year, HUD noted that the internal coordination for projects managed by the City could be improved. The City
has several CDBG projects that are managed internally by various city staff in various departments, and the City does not execute sub-recipient agreements with internal departments.
Because of this, the CDBG Administrator has drafted a document outlining the roles and responsibilities of an internal project manager of a CDBG project. This document seeks to clarify
the roles and responsibilities of the Project Manager, the CDBG Administrator, and individuals in the Finance Department for internally managed projects.
ASSESSMENT OF ANNUAL PROGRESS
Affirmatively Furthering Fair Housing
The City of Meridian’s Analysis of Impediments to Fair Housing (AI) identifies variables that can act as barriers to housing choice. Among the barriers identified in the AI were a lack
of understanding of the requirements of the Fair Housing Act, a need for vouchers under the Section 8 Rental Assistance Program, limited income and high housing costs, and lack of understanding
about housing accessibility requirements under the Americans with Disabilities Act.
Meridian acted primarily to address the lack of understanding of fair housing issues within the community. The City continued disbursing the Community Resource Guide, which was prepared
and printed with CDBG funds in PY2007. The Guide directs residents to available services throughout the community and region, including fair housing counseling and related service providers.
Fair Housing information is available on the City’s website, and the City participates in the Idaho Fair Housing Forum which is a “community of stakeholders dedicated to open and respectful
discussion of issues impacting housing consumers, providers and advocates.” The group meets throughout the year to discuss issues affecting not only the Treasure Valley, but the state
as a whole. The website (www.fairhousingforum.org) provides links to news, events, and other fair housing information.
Affordable Housing
In the 2009 Program Year the City partnered with Boise City/Ada County Housing Authority (BCACHA) to address affordable housing issues. The City allocated $35,000.00 in CDBG funds to
BCACHA for homeownership assistance. BCACHA provided down payment, closing cost, and principle buy down assistance to low income buyers identified through the Housing Choice Voucher
Program. The Housing Authority successfully helped three buyers purchase homes. The Consolidated Plan identifies a multi-year goal of five affordable housing units made available to
LMI residents, and the City and BCACHA, to date, has assisted six households purchase homes. In addition, all three units purchased this year are considered affordable as defined in
24 CFR 92.254, and all three buyers are very low income earners (less than 50% of area median income).
The City partners with El Ada Community Action Partnership to provide utility bill assistance through the Meridian Cares Program. Funded with City enterprise revenues(not CDBG), Meridian
Cares allows residents living at or below the poverty limit to receive up to $70.00 per year to pay City utility bills (water, sewer, and trash). The program does not differentiate
between owners and renters; low-income renters are absolutely (although not exclusively) eligible. The program avoids service interruptions that would otherwise make a housing unit
substandard (no water, for example).
The City reallocated unused funds from PY2007 for ADA upgrades in the Meridian Community Center during the 2008 Program Year. The plans have been completed and the project will begin
construction in January 2011.
Continuum of Care
The City of Boise has taken the lead on outlining an inclusive process to establish and implement a continuum of care strategy for Ada County. The City of Meridian will be actively
involved in this process once initiated. In the meantime, Idaho Housing and Finance Association (IHFA) administers HUD Emergency Shelter and Supportive Housing Grant funds that benefit
local homeless individuals and providers. Meridian does not have a substantial homeless population and as such does not currently have any housing facilities to administer services to
this population. The City maintains contact with El-Ada Community Action Partnership, Neighborhood Housing Services, BCACHA, IHFA, and others interested in homeless and special needs
populations and contributes to the dialogue as opportunities arise.
Meridian does not administer any programs for individuals with HIV/AIDS. The Idaho Housing and Finance Association (IHFA) contracts with HOPWA service providers throughout the State
to facilitate affordable housing for persons with HIV/AIDS and their families. BCACHA is the HOPWA provider serving Meridian. BCACHA’s administration of HOPWA funds is undertaken in
accordance with IHFA’s HOPWA policies, which are designed to provide resources and incentives to devise long-term comprehensive strategies for meeting the housing needs of persons with
HIV/AIDS. The City is working to better understand their overall goals and objectives and the role Meridian can play.
The total Continuum of Care Funding for Ada County is $959,607. There are seven projects and three applicant agencies funded, and they are as follows:
Boise Cares – Boise City Housing Authority $64,514
Landmark Project – Boise City Housing Authority $7,696
WCA Transitional Housing – Women’s and Children’s Alliance $113,450
Threshold Crossing -Boise City Housing Authority $18,410
Coordinated Housing Options and Individualized Services – Ada County housing Authority $541,169
Permanent Housing Bonus – Supportive Housing and Innovative Partnerships $39,144
Shelter Plus Care – Ada County Housing Authority $175,224
Other Actions in Strategic Plan/Action Plan:
Address obstacles to meeting underserved needs.
The primary obstacle in Meridian to meeting underserved needs is identification of those needs. Data is available at the state and county level, but there is little information about
needs within Meridian. The City is eager to work with BCACHA, IHFA, and others interested in meeting underserved needs to develop an approach to data refinement toward the end of developing
an area wide plan.
Unfortunately, a great deal of time in PY2009 was devoted to (1) managing and monitoring activities already in process, (2) training and bringing the another new CDBG administrator up
to speed on other HUD requirements, regulations, etc.,
and (3) preparing for next program year. As the administrator builds a foundational understanding of the CDBG program the City will have additional time to devote to this sort of undertaking.
Again, in the meantime, the City is involved in the regional dialogue and contributes as opportunities arise.
Foster and maintain affordable housing.
Please see “Affordable Housing” above.
Eliminate barriers to affordable housing.
Page 43 of the Consolidated Plan states that “After thorough evaluation and consideration of the elements of the 2006 [Meridian Comprehensive Plan], no specific barriers to affordable
housing, controlled by the City were identified. These considerations were relative to local tax policies, land use controls, zoning ordinances, building codes, fees and charges, growth
limits, and policies that affect the return on residential investment.” The City is now going through the process of updating its Comprehensive Plan, and the CDBG Administrator and
the Comprehensive Planning Manager have convened a group of local experts to review the City’s housing goals, objectives, and actions items in the Comprehensive Plan. This Housing Sub-Committee
will be making recommendations to revise and update these goals and objectives in coordination with an understanding of the City’s Consolidated Plan.
Barriers identified in the Consolidated Plan that are outside of the City’s control include high cost of land (which increases with demand for housing units), cost of building materials
and supplies, labor costs, escalating County tax assessments, and high transportation costs. With the exception of transportation, the cost of each of these elements has moderated or
receded in the last year.
On the ground, the primary barrier to affordable housing is adequate capital to purchase a home. The City’s partnership with and CDBG assistance to BCACHA seeks to address this barrier.
Overcome gaps in institutional structure and enhance coordination.
The City continuously seeks to enhance coordination and overcome gaps in institutional structure. The new CDBG administrator spent considerable time becoming familiar with the program
and many partners who work toward the same or similar goals. Participation in the continuum of care, attendance at IHFA and related events, and participation in regional coalitions
and associations to forward program objectives all work toward the end of enhancing coordination.
Internally, the City continues to become more familiar with the CDBG program. Department Directors are showing more interest in the program and its possible application within their
areas of focus, and potential new activity ideas are suggested regularly. Staff continues to establish standard operating procedures and guiding documents to monitor the program, track
financials, ensure compliance, and address program requirements in a timely manner.
Improve public housing and resident initiatives.
The City does not provide these services, but it continues to support BCACHA and other providers in improving public housing.
Evaluate and reduce lead based paint hazards.
The City has available on its website information to increase awareness and begin addressing the issues surrounding lead based paint hazards.
Ensure compliance with program and comprehensive planning requirements.
Staff continues to establish standard operating procedures and documents to guide the program, track financials, ensure compliance, and address program requirements in a timely manner.
The CDBG administrator communicates regularly with CPD staff to stay on top of requirements related to the CDBG program and is unaware of any major missteps over the 2009 Program Year.
The City also understands that this is a very large and multifaceted program, and will continue working to understand its many nuances and address the related requirements that it entails.
Reduce the number of persons living below the poverty level.
The City focuses primarily on job creation and availability of educational opportunity to reduce the number of persons living below the poverty level. For example, the City, through
its Economic Development Administrator, works to recruit new employers and encourage business expansion within in Meridian. One example is the “Core” which is a healthcare, education,
and technology enterprise zone east of Downtown. The Core capitalizes on the success of complimentary businesses and services that are already present in the area. Examples include
St. Luke’s Hospital, Idaho State University, Meridian Joint School District No. 2, MWI Veterinary Supply, Crucial/Lexar Media, and others. The City has successfully facilitated the
creation/recruitment of hundreds of jobs over the last few years by highlighting this emerging industry cluster in Meridian. These new jobs and educational opportunities are available
for the entire area, including residents currently living in poverty. The economic downturn has had a dramatic impact on the region as a whole, but the City continues to do what it
can to reduce the number of people living in poverty.
Leveraging Resources
During Program Year 2009, the City was unable to leverage additional resources. The originally planned façade improvement program, in coordination with the Meridian Development Corporation
(MDC), the City’s Urban Renewal Agency, failed to proceed as planned. It was originally anticipated to leverage approximately $50,000 in private funds. Despite this setback, the City
looks forward to working with MDC to identify projects where private resources can be leveraged and economic development goals can be achieved.
Citizen Comments
In addition to the requirements of the Citizen Participation Plan (which is included in the Consolidated Plan), the City took steps to broaden public participation this program year.
To get word out about the program and what it seeks to achieve, and discuss possible projects and activities, staff met with several non-profit entities throughout the community. In
preparation for the PY2010 Action Plan, staff sought the input of the City’s Department Directors on May 3, 2010 to determine possible projects. In addition, staff held a public meeting
on May 26, 2010 for local non-profits to learn about the CDBG Program and to solicit potential project ideas. Throughout the coming Program Year, the CDBG Administrator will work to
increase public awareness of the CDBG Program both to beneficiaries of the program and to possible sub-recipients. This can be accomplished by improving the information available on
the City’s Community Development webpage, as well as, participating in the “This Week in Meridian” videos. These brief videos are posted weekly on the City’s main webpage and highlight
things happening in the City during the week.
The City did not receive any comments on the subject report during the public hearing process.
Self Evaluation
The City is on to its fourth CDBG Administrator in as many years. As such, a substantial amount of time and effort went to bringing the new administrator up to speed on activities in-process,
regulations and requirements related to the program, the City’s approach to implementing CDBG activities, and the program in general. The previous administrator developed standard operating
procedures and refined financial tracking mechanisms with other departments and City staff. These procedures, processes, and instruments helped guide the program with a new administrator
who started in August 2010. This management guide provided continuity for the new administrator and enabled the new administrator to get up speed on the processes and practices of the
City’s CDBG Program.
The PY2009 Action Plan states the following priorities and related outcomes. An update of progress/success in achieving each anticipated outcome is included.
Priority 1: Community Improvement
Anticipated Outcomes:
Centennial Park: Install playground equipment and other park amenities.
This project was completed on time (September 30, 2010) and on budget. The citizens are already enjoying the amenities and enhancements to this City park.
Five Mile Creek Pathway: Begin construction of segment H.1.
As identified earlier, while this project did not expend any PY2009 funds it is advancing. The City has conducted public meetings to gather input from surrounding property owners and
to help determine an appropriate final
alignment. The environmental documentation is currently being reviewed by HUD. The City anticipates construction to begin in 2011.
Public Services: Engage in public service activities with non-profit service providers to promote the health, safety, and welfare for LMI residents.
The City made great advances regarding this anticipated outcome. The City worked with the Meridian Senior Center to offer art classes and free health related screenings for elderly
individuals. The Meridian Boys & Girls Club began a transportation/bussing program that enabled children from LMI households to attend the valuable after school programs offered by
the Boys & Girls Club at their location in downtown Meridian. In addition, the Meridian Food Bank provided food to over 29,000 persons who were in need from their location in the LMI
area.
Priority 2: Economic Development
Anticipated Outcomes:
Partner with the Meridian Development Corporation to complete one façade improvement project to address slum and blight in the Urban Renewal Area.
As discussed earlier, this project did not advance as originally planned and anticipated. The City will continue to work with the Meridian Development Corporation to identify projects
that will reduce slum and blight and meet the economic development goals of both MDC and the City. Due to this project not advancing, the City will be proposing an amendment to the
PY2009 Action Plan and request a reallocation of the $40,000 originally allocated to this project.
Priority 3: Affordable Housing
Anticipated Outcomes:
Partner with Boise City/Ada County Housing Authority to provide affordable housing opportunities.
During PY2009, BCACHA provided down payment and closing cost assistance to three LMI families using CDBG funds.
One Fair Housing awareness activity.
It is not clear if this outcome anticipates City staff attendance at a fair housing activity, or that the City will sponsor a fair housing activity. Staff attended the 2010 Idaho Conference
on Fair Housing, and the City believes this achieves the stated outcome.
Increase awareness of affordable homeownership opportunities and programs.
The City continued distributing the Community Resource Guide. It is difficult to estimate how many copies were dispersed to area residents; the Resources Guide is available on the
City’s website. In addition, printed copies are available to residents at the City Clerk’s Office, the Meridian Library, and the
Meridian Senior Center. The guide includes a housing section that directs residents to affordable homeownership resources. However, the City has no tracking mechanisms in place to determine
how many residents’ awareness of affordable homeownership opportunities was increased as a result.
Explanation: Lack of adequate tracking capabilities. In the future the City will propose activity-based outcomes that are (1) quantifiable, (2) directly related to proposed CDBG expenditures,
and (3) trackable.
Due to the broad range of goals and objectives outlined in the Consolidated Plan relative to resources available for its implementation, the City was not able to address each specific
objective in the Consolidated Plan during the 2009 Program Year. All expenditures did, however, achieve outcomes and address goals outlined in the City’s Consolidated Plan. The City
is confident that it will, over the next two program years, achieve the multi-year objectives to a satisfactory degree. Additional information regarding the City’s progress toward achieving
multi-year objectives is available in Joint Table 1C, 2C, and 3A in the Appendix.
Clearly, the City could benefit by better aligning quantifiable outcomes with action plan objectives and proposed expenditures, and establishing procedures for measuring success in achieving
stated outcomes. HUD has a wealth of information available to assist local jurisdictions in this regard (“Promising Practices in Grantee Performance Measurement,” for example) and the
City will use this guidance to refine its practices in future program years.
Implementation of the CDBG Program to date has been somewhat disjointed. An outside consultant prepared the Consolidated Plan and four different Program administrators have since managed
its implementation. As discussed previously, development of SOPs and related internal documents will allow the City to maintain a higher degree of program continuity. The City, with
much help from CPD staff, is increasing its familiarity with the CDBG program and looks forward to establishing, refining, and improving its processes in the future.
Monitoring
The City used a variety of techniques to monitor subrecipients and review for compliance. Expectations were outlined in sub-recipient agreements, tailored specifically to each activity
and sub-recipient entity. Through phone conversations, written correspondence, desk monitoring, and on-site monitoring visits, staff reviewed sub-recipients’ progress toward meeting
the program’s financial, production, and overall management requirements. Recently the CDBG Administrator has established a new monitoring process that will guide the actions of the
administrator in future program years.
The City is encouraged by the overall status of the CDBG program. Proposed activities are yielding successful results, and the City is making progress toward Consolidated Plan goals
and objectives as described herein. The City is timely in expenditure of CDBG funds as confirmed in Appendix 2.e. The City does not use letter of credit disbursement and instead funds
the program on a reimbursement basis (i.e. the money is spent by the time the City submits a draw down request to HUD).
PROGRAM NARRATIVES
Assessment of Relationship of CDBG Funds to Goals and Objectives
An assessment of the relationship of CDBG funds to goals and objectives is presented under “Three – Five Year Goals and Objectives” on pages 6-7, and “Self Evaluation” on pages 13-15.
Changes in Program Objectives
The City is not proposing any changes to program objectives at this time.
Assessment of Efforts in Carrying Out Planned Actions
As noted throughout this report, the City pursued the resources indicated in the Consolidated Plan to the greatest extent possible. The City provided all required certifications in
the relevant plans and documents, all of which were (1) subject to the City’s Citizen Participation Plan as outlined in the Consolidated Plan, and (2) executed by the City’s chief executive
officer Mayor Tammy de Weerd. The City did not hinder Consolidated Plan implementation by action or willful inaction.
Use of CDBG Funds for National Objectives
As outlined in Table 2, the majority of funds allocated and expended in PY2009 met the LMI national objective. Funds allocated to the administration of the program are an exception,
as well as, the funds allocated to the façade improvement project which was anticipated to address the slum & blight national objective.
Anti-displacement and Relocation – for activities that involve acquisition, rehabilitation or demolition of occupied real property:
No activities in PY2009 involved acquisition, rehabilitation, or demolition of occupied real property.
Low/Mod Job Activities
No activities were undertaken in PY2009 related to low/mod job creation.
Program Income Received
No activities in PY2009 generated program income.
Prior Period Adjustments
N/A
Loans and Other Receivables
N/A
Lump Sum Agreements
N/A
Neighborhood Revitalization Strategies
N/A
APPENDICES
Tables
Joint Table 1C, 2C, and 3A – Summary of Specific/Annual Objectives
Table 2A – Priority Housing Needs/Investment Plan Table
Table 2B – Priority Community Development Needs
Table 3B – Annual Affordable Housing Completion Goals
Reports
Summary of Activities (PR03)
Summary of Consolidated Plan Projects for Report Year 2009 (PR06)
Summary of Accomplishments Report (PR 23)
Financial Summary Report (PR26)
Timeliness Report (PR56)
Performance Measures Report (PR83)
Strategy Area, CDFI, and Local Target Area (PR84)
Legal Notices
Idaho Statesman
Valley Times
Appendix 1.a
U.S. Department of Housing OMB Approval No. 2506-0117
and Urban Development (Exp. 4/30/2011)
Appendix 1.b
Appendix 1.c
Appendix 1.d
Appendix 2.a: Summary of Activities (PR03)
Appendix 2.b: Summary of Consolidated Plan Projects for Report Year 2009 (PR06)
Appendix 2.c: Summary of Accomplishments Report (PR23)
Appendix 2.d: Financial Summary Report (PR26)
Appendix 2.e: Timeliness Report (PR56)
Appendix 2.f: Performance Measures Report (PR83)
Appendix 2.g: Strategy Area, CDFI, and Local Target Area (PR84)
Appendix 3.a: Legal Notice, Idaho Statesman
Appendix 3.b: Legal Notice, Valley Times