CITY OF TRENTON

2009

CONSOLIDATED ANNUAL PERFORMANCE AND EVALUATION REPORT

SUBMITTED TO THE

US DEPARTMENT OF HOUSING AND URBAN DEVELOPMENT FOR THE

CDBG, HOME & ESG PROGRAMS

(PROGRAM YEAR JUNE 1, 2009 - JUNE30, 2010)

PREPARED BY:

CITY OF TRENTON

DEPARTMENT OF HOUSING & ECONOMIC DEVELOPMENT

WITH ASSISTANCE FROM:

R.B. COE CONSULTING, LLC

TABLE OF CONTENTS

Page

  1. General
  1. Executive Summary3
  2. General Questions3
  3. Managing the Process7
  4. Citizen Participation7
  5. Institutional Structure8
  6. Monitoring8
  7. Lead-Based Paint 9
  1. Housing
  1. Housing Needs9
  2. Specific Housing Objectives9
  3. Public Housing Strategy 11
  4. Barriers to Affordable Housing 11
  5. HOME/American Dream Downpayment Initiative (ADDI) 11
  1. Homeless
  1. Homeless Needs12
  2. Specific Homeless Prevention Elements13
  3. Emergency Shelter Grants (ESG)13
  1. Community Development14
  1. Non-Homeless Special Needs18

Fifth Program Year CAPER

The CPMP Fourth Consolidated Annual Performance and Evaluation Report includes Narrative Responses to CAPER questions that

CDBG, HOME, HOPWA, and ESG grantees must respond to each

year in order to be / compliant with the Consolidated Planning Regulations. The

Executive Summary narratives are optional.

The grantee must submit an updated Financial Summary Report (PR26).

GENERAL

Executive Summary

This module is optional but encouraged. If you choose to complete it, provide a brief overview that includes major initiatives and highlights that were proposed and executed throughout the first year.

Program Year 5 CAPER Executive Summary response:

a.Purpose: The purpose of this document is to satisfy the City of Trenton's

end of the year reporting requirements for the Community Development Grant programs of the U.S. Department of Housing and Urban Development (HUD) for the City’s 2009 Action Plan program year. Trenton’s 2010 Action Plan program year extended from June 1, 2009 to May 31, 2010. Trenton receives three non-competitive entitlement grants from HUD on an annual basis. These entitlement grants include the Community Development Block Grant (CDBG), the HOME Investment Partnership (HOME) Grant and the Emergency Shelter Grant (ESG).

b.Federal Funds Available:

Community Development Block Grant: $3,068,189

HOME Investment Partnership Grant: $ 987,154

Emergency Shelter Grant:$ 134,160

Attachment A, entitled Financial Summary Report (PR26), provides the key CDBG program indicators. This report shows the obligations and expenditures that Trenton has made for the specified program year. The expenditures are summarized to determine the relevant indicators for low- and moderate-income, planning/administration, public service activities and economic development. In addition, this report contains program year information on statutory requirements regarding overall percentage for low- and moderate-income benefit.

General Questions

1.ASSESSMENT OF THE ONE-YEAR GOALS AND OBJECTIVES:

a. Describe the accomplishments in attaining the goals and objectives for the

reporting period.

b.Provide a breakdown of the CPD formula grant funds spent on grant activities for each goal and objective.

c.If applicable, explain why progress was not made towards meeting the goals and objectives.

Overall, the City of Trenton's HUD-funded activities directly addressed and corresponded to the objectives of the City's 2009 Action Plan for the areas of housing, homelessness, health and human services, and recreation.

Assessment Of The One-Year Goals And Objectives:

Priority Housing Objectives:

  • Provide safe affordable rental housing to meet low-income residents’ most urgent needs, including housing for families with children and single-room occupancy units for individuals now living in shelters or at risk of homelessness:

In 2009, the Department of Health and Human Services established homelessness prevention and supportive services as a local priority for CDBG Public Service investments providing $778,310 for supportive activities for families and individuals. This change was integral to Phase 1 of the Housing First Program which provides vouchers for safe affordable rental housing for families and individuals supported through alternate funding. While CDBG funding is one step removed from providing actual housing for this target population, it is an example of our role in the overall strategic plan for addressing homelessness.

The City’s primary funding investments have otherwise been focused on homeownership and housing development. The HOME program assessment describes progress made on these objectives:

  • Increase and support homeownership as a fundamental building block of a sound and sustainable community.
  • Foster comprehensive neighborhood rebuilding and stabilization with broad resident participation.

The City has undertaken major revisions to its zoning ordinance in support of this objective:

  • Prevent and/or eliminate vacant properties that blight Trenton’s neighborhoods, through rehabilitation and strategic demolition. The City continues its housing rehabilitation programs however, buildings are demolished where rehabilitation is not structurally or economically feasible.

Priority Homeless Objectives:

  • Help low-income families avoid becoming homeless.
  • Reach out to homeless persons and assess individual needs.
  • Address emergency shelter and transitional housing needs of homeless

persons.

  • Help homeless persons make the transition to permanent housing andindependent living.

As indicated, CDBG Public Service investments target homeless supportive services, making it the top priority in our competitive grant process. Each of the objectives detailed above were addressed in our 2009 Annual Plan which included funding to 10 community based non-profit organizations whose mission is to provide homeless support services and prevention. This change in priority integrates CDBG investments into the

continuum of services being provided though Trenton’s Continuum of Care and ESG sources. These programs and their objectives are discussed in their respective program assessment sections. The ESG and Continuum of Care program assessment describes progress made on these objectives.

Priority Health and Human Service Objectives:

Address problems of alcohol, tobacco, drug abuse and violence in the community.

Provide health, support and day care services to ensure that every child in the

community is equipped to master each developmental milestone, free from preventable diseases and disabilities.

Enhance the capacity of various human service agencies to meet the needs of

families and individuals in the city’s neediest neighborhoods.

  • Provide supportive services to low-income senior citizens.

All of these objectives were met through the use of CDBG Public Service dollars to fund thirty different programs through the Department of Health and Human Services.

Priority Economic Opportunity and Development Objectives:

  • Improve the overall quality of life in Trenton to stimulate increased economic

development; attract new residents, visitors and businesses; and retain existing residents and businesses.

No funds were allocated toward this objective in 2009.

  • Develop a vibrant, diverse economy in Trenton which will provide jobs,

create tax revenue, and contribute directly to the commercial and industrial health of the city.

No funds were allocated toward this objective in 2009.

Priority Open Space and Recreation Objectives:

  • Improve, expand and maintain the City’s natural and recreation resources.

No progress was made on this objective.

  • Provide fun, safe, educational and healthy recreational opportunities for

Trenton residents, with particular emphasis on youth programs.

Twelve different recreation programs were supported in the 2009 Program Year serving thousands of youth in our poorest neighborhoods. In addition. the department’s allocation of funds supports activities in the Greater Donnelley Area, a designated Weed and Seed site in one of the City’s highest crime neighborhoods.

The City of Trenton’s HUD-funded activities directly addressed and corresponded to the objectives of the City’s 2009 ActionPlan for the areas of the housing, homelessness health and human services, and recreation.

Attachment B, entitled Summary of Accomplishments Report (PR23), presents data on CDBG and HOME activity counts and disbursements by priority need categories. It also contains data on CDBG accomplishments by various units of measure and housing units by racial/ethnic categories and HOME housing units by various income groups.

2.AFFIRMATIVELY FURTHERING FAIR HOUSING:

a.Provide a summary of impediments to fair housing choice.

b.Identify actions taken to overcome effects of impediments identified.

3.DESCRIBE THE MANNER IN WHICH THE RECIPIENT WOULD CHANGE ITS PROGRAM AS A RESULT OF ITS EXPERIENCES:

a.A review of our administrative policies and practices reveals that a major impediment to fair housing choice is financial accessibility. This includes housing delivery in both the public and private sectors. The housing market in MercerCounty, as in much of the country, has changed drastically in the past year. Instead of booming, many communities have a large housing inventory. However, homeownership in the City still offers value for middle income earners when compared to other MercerCounty communities. Our subsidized development projects are all mixed-income housing projects; some of the market rate units are selling close to their replacement value.

b.The City Administration and the City Council are aware of the difficult funding and policy decisions at a time of limited resources caused by diminishing federal and state allocations. The City continues to fund programs that ensure the availability of quality housing and dignified living for people of all incomes, while assuring the existence of mixed income communities.

4. DESCRIBE OTHER ACTIONS IN STRATEGIC PLAN OR ACTION PLAN TAKEN TO ADDRESS OBSTACLES TO MEETING UNDERSERVED NEEDS:

The City of Trenton requires an approved Affirmative Marketing Plan for all projects with more than 5 units. An affirmative marketing plan is a regional marketing strategy designed to attract all households of all majority and minority groups regardless of race, creed, color, national origin, ancestry, marital or familial status, gender, affectional or sexual orientation; disability, age, or number of children to housing units which are being marketed.

The important element in each housing plan is to identify populations that traditionally have not applied or are least likely to apply for affordable housing and tailor a marketing strategy to attract them to available projects.

The City is also committed to reaching out to women, local and minority businesses and encourages HOME recipients to hire minority, local or women-owned firms in all activities. To this end, the City has a quarterly tracking report for all subsidized projects. In addition, the Metropolitan Trenton African American Chamber of Commerce (MTAAC) maintains a list of qualified minority subcontractors/contractors and the City encourages potentialdevelopers to work with them to find qualified local hires. Minority, local and women-owned businesses account for 15-40% of all development activity and account for 97% of beneficiaries for housing.

5. LEVERAGING RESOURCES

a.Identify progress in obtaining “other” public and private resources to address needs.

b.Describe how Federal resources from HUD leveraged other public and

privateresources.

c.Describe how matching requirements were satisfied.

i.The City of Trenton has continued its aggressive efforts in applying for and obtaining other public resources to leverage HUD funds. Sources of housing development funds include the State of New Jersey Balanced Housing Program, New Jersey Housing and Mortgage Finance Agency (NJHMFA) Low Income Housing Tax Credits, Regional Contribution Agreements, NJHMFA CHOICE Housing Program, the Federal Home Loan Bank of New York and Pittsburgh Affordable Housing Programs, and the City's bond financed

dedicated capital funds. The City has also sought non-traditional funding sources to leverage its investment (e.g., DOT PILOT funds). In the brownfields and economic development arena, Trenton has also been competitive in receiving additional resources.

ii.In the Public Service area, additional funds have been leveraged. Recreational Programs receive Weed and Seed funding and many of the subrecipients support their programs with local funding.

iii.The most challenging aspect of any affordable housing project is securing the final subsidies that make the project financially feasible. Consequently, the City of Trenton uses its HOME Funds as a gap funding source. This means that the major funding for projects usually comes from other sources, (e.g. NJ Department of Community Affairs, NJ Housing and Mortgage Finance Agency and a financial institution), while HOME funds the remainder. Since the other institutions only fund projects when all funding sources are in place, the HOME dollars leverage these funds.

Managing the Process

1. Describe actions taken during the last year to ensure compliance with program and comprehensive planning requirements.

Program Year 5 CAPER Managing the Process response:

The Director of Housing and Economic Development/Acting Business Administrator and the CDOhave discussed alternative models for HUD’s planning and reporting requirements. Due to staffing levels, they have agreed to contract with outside consultants to prepare the HUD compliance documents. City staff will work closely with the consultants to discuss program implementation and recommendations for improving the planning and reporting process.

Citizen Participation

1.Provide a summary of citizen comments.

See Attachment C for the Publication Notice on the 2009 CAPER. No citizen comments were received on the draft CAPER.(Public notice ad will run on August 15.)

2.In addition, the performance report provided to citizens must identify the Federal

funds made available for furthering the objectives of the Consolidated Plan. For each formula grant program, the grantee shall identify the total amount of funds available (including estimated program income), the total amount of fundscommitted during the reporting period, the total amount expended during the reporting period, and the geographic distribution and location of expenditures.

Jurisdictions are encouraged to include maps in describing the geographic distribution and location of investment (including areas of minority concentration). The geographic distribution and expenditure requirement may also be satisfied by specifying the census tracts where expenditures were concentrated.

*Please note that Citizen Comments and Responses may be included as additional files within the CPMP Tool.

The Executive Summary and Attachment B provide the information requested above.

In addition, Attachment D, entitled Summary of Consolidated Plan Projects (PR06), tracks progress in implementing projects identified in the Action Plan. This report lists all projects for a plan year in sequence by project number. Disbursements are summarized by program for each project’s activities.

Attachments E, List of Activities by Program Year and Project (PR02), also provides the information requested above.

Institutional Structure

1. Describe actions taken during the last year to overcome gaps in institutional structures and enhance coordination.

Program Year 5 CAPER Institutional Structure response:

In an effort to more closely monitor program implementation, the Community Development Officer (CDO) now reports directly to the City’s Director of Housing and Economic Development. The CDO and professional consultants will report to the Department Director and will cooperatively work to enhance program coordination and create a seamless planning and reporting process.

Monitoring

1.Describe how and the frequency with which you monitored your activities.

Subrecipients submit monthly program reports, quarterly financial reports, and have an on-site monitoring annually. All other activities were monitored at least once during the program year.

2.Describe the results of your monitoring including any improvements.

3. Self-Evaluation

a.Describe the effect programs have in solving neighborhood and community problems.

b.Describe progress in meeting priority needs and specific objectives thathelp make community’s vision of the future a reality.

c.Describe how you provided decent housing and a suitable living environment and expanded economic opportunities principally for low and moderate-income persons.

d.Indicate any activities falling behind schedule.

e.Describe how activities and strategies made an impact on identified needs.

f.Identify indicators that would best describe the results.

g.Identify barriers that had a negative impact on fulfilling the strategies and overall vision.

h. Identify whether major goals are on target and discuss reasons for those that are not on target.

i.Identify any adjustments or improvements to strategies and activities that might meet your needs more effectively.

See Attachment F, entitled Summary of Activities (PR03). This report lists each CDBG activity that was open during the program year. For each activity, the report shows the status, accomplishments, narrative and program year expenditures. For each activity the report also shows the activity code, regulation citation and characteristics of the beneficiaries.

Attachment D also shows progress in implementing projects identified in the Action Plan. This report lists all projects for a plan year in sequence by project number. Disbursements are summarized by program for each project’s activities.

Lead-based Paint

1. Describe actions taken during the last year to evaluate and reduce lead-based paint hazards.

Program Year 5 CAPER Lead-based Paint response:

CDBG only supports a lead nurse with Public Service funding and the City did not invest any funds in lead hazard reduction. However, the City did apply for a HUD Hazard Lead Reduction grant during the program yearbut was unsuccessful. City staff will reapply for the 2010 grant. If awarded, these funds will be leveraged with funds from local and private resources.

HOUSING

Housing Needs

*Please also refer to the Housing Needs Table in the Needs.xls workbook.

1. Describe Actions taken during the last year to foster and maintain affordable housing.

Program Year 5 CAPER Housing Needs response:

The City of Trenton has worked actively with developers to continue to build decent, safe and affordable homes. In 2009, the Citycompleted 296new units. More than half of the units were built with federal, state and local subsidies. Developers have become dependent on housing subsidies because of the increasing costs of construction and the financial constraints of the current market.