City of Cincinnati 2018 Consolidated Annual Performance ...€¦ · 2018 CAPER 1 OMB Control No:...

2018CAPER 1OMBControlNo:2506-0117(exp.07/31/2015)

CityofCincinnati2018ConsolidatedAnnualPerformanceandEvaluationReport

(CAPER)

CR-05-GoalsandOutcomesProgress 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 andexecutedthroughouttheprogramyear.Cincinnatiand itsneighborhoodshavebeenstrengthenedby the strategicefforts to increasethe quality and diversity of housing, reduce blighted conditions, and improve the vitality ofneighborhoodbusinessdistrictsaswellassmallbusinessenhancement.TheCity’s overall goalwas to develop and support comprehensive efforts to expand choicesand opportunities for individuals and families to enjoy decent housing, a suitable livingenvironment, and expanded economic opportunities. Decent housing is housing which isaffordable,safe,andaccessible.Asuitablelivingenvironmentisthatwhichissafe,livable,freefromblightinginfluences,andeconomicallyintegrated.Overall, theCityofCincinnatiaddressedthe2015–2019ConsolidatedPlanand2018AnnualActionPlangoalsandobjectivesfortheCommunityDevelopmentBlockGrantProgram(CDBG),HOME Investment Partnerships Program (HOME), Emergency SolutionsGrant Program (ESG),and Housing Opportunities for Persons With HIV / AIDS Program (HOPWA). For someprograms, goalswill require adjustments to account for reductions in funding; however, theCitydemonstratedmeasurableprogressinnearlyall2015–2019StrategicPlanprogramsandprojectsin2018.The City addressed many projects throughout 2018 in each of the four entitlement grantprograms.Severalhighlightsinclude:


MorganApartments.MorganApartmentsisascatteredsiterehabilitationprojectcomprising47 affordable rental units in 5 buildings in Over-the-Rhine historic neighborhood and twocommercialstorefronts.Theprojectwillresultin3efficiencyunits,10one-bedroomunits,22two-bedroomunits,9 three -bedroomunits,2 four-bedroomsunitsand1 five-bedroomunit.Uponcompletion,fiveunitswillbemadeavailabletoindividualsandfamiliesatorbelow30%Area Median Income (AMI) and the remaining units (42 units) will be made available toindividuals and families at or below60%AMI. All unitswill have rental subsidy through theHUDSection8programortheHUDmoderate-rehabilitationprogram.TheprojectwillachieveEnterpriseGreenCommunitiesCertificationandwillberehabilitatedtomeettheSecretaryoftheInterior’sStandardsforHistoricRehabilitation.5%oftheunits(3units)willbemadefullyaccessibleandvisitableaspartofthisrenovation. Theprojectwasawarded$749,999inLowIncome Historic Tax Credits, and the City is providing $350,000 in HOME funds. Projectcompletionissetforearly2019.

821Flats. 821Flats isthenewconstruction57unitsofpermanentsupportivehousingintheWestEndforindividualscomingoutofhomelessnesswithmentalillness.Theprojectislocatedat821EzzardCharlesDriveintheWestEndneighborhood.Tenpercentoftheunitswillbesetasideforindividualswith30%orlessAMI.Alltheunitswillbetargetedtoindividualscomingoutofhomelessnesswithmentalillness.ConstructioncommencedintheSummerof2018andisexpectedtoconcludeinthesummerof2019.TheCityhasinvested$500,000inHOMEfundstowardthe$11millionproject.

Cincinnati Scholar House. Cincinnati Scholar House is the new construction of a familyaffordable development that is a unique transitional learning-living program. The project islocated at 939 East McMillan in theWalnut Hill neighborhood of Cincinnati. The four-storymixed-usedevelopmentwill include44unitsofhousingand first floorcommercial.Theunitswillberestrictedto low-incomesingle-parentspursuingafour-yeardegree.ThedevelopmentwillprovidesupportforitsresidentsthroughHousing,On-SiteChildDevelopmentCenter,andAdultSupportProgram.The residentialunitsare2and3bedroomsdesigned for families.Allunits will be subsidized to ensure that all families pay no more than 30% of their incomestowards rent andutilities. TheCityhas committed$683,000 towards the$12MillionprojectandconstructionbeganintheFallof2018andisscheduledtobecompletedlate2019.

Chapel Street Apartments. Chapel Street Apartments Limited Partnership rehabilitated thepropertylocatedat1118–1124ChapelStreetinto24PermanentSupportiveHousingUnits(14one-bedroom and 10 two-bedroom units). The project is a Low-Income Housing Tax Creditproject. TheCityprovided$400,000 in federalHOMEfundsasa loanbearing interestwithatermof16yearsandamortizedover30years.Repaymentoftheloanwillbecontingentupon


availablecashflowbeginninginYear2.EightoftheunitsaredesignatedasHOMEfixedunits.Totalprojectcostwasapproximately$4.7million.Theprojectwascompletedinearly2018.

Sheakley Center for Youth. Sheakley Center for Youth Limited Partnership is a creative,adaptive reuseof a former commercialwarehouse into39affordable, permanent supportiveunits (16 efficiencies and 23 one-bedroom units) to provide permanent supportive housingunits.Theprojectisdesignedtoprovidepermanenthousingforatriskyouthbetweentheagesof 18 and 24 years old. The project is a Low-Income Housing Tax Credit project. The Cityprovided $600,000 in federal HOME funds. Four of the units are designated asHOME fixedunits. Total project costwas approximately $7.5million. Project completion occurred early2018.

Abington,Race,andPleasant. Abington,Race,andPleasantApartmentsistherenovationofnine historic, mixed use buildings along Race, Pleasant and Green streets in Over-the-Rhineurbanhistoricneighborhoodintofiftyaffordableapartmentunits. Eightofthepropertiesarelocated south of Liberty Street and are the last opportunities for affordable housing to bedevelopedinthisportionoftheurbancore.Twentyunitsarelocatedat33GreenStreetand1630RaceStreetand30unitslocatedinthepropertiesinthe1500blockofRaceandPleasantStreets. All thebuildings,except1530–1532PleasantStreet, aremixed-useandhavebeenrestoredtotheiroriginalcharacter(storefrontcommercialspaceswithresidentialabove).Theunits include6studios,16one-bedroom,25two-bedroom,and3three-bedroomunits. Sizesrange between 500 to 1,452 square feet, with rent ranges from $344 - $716. All units areaffordablerentals,and22of theunitsare100%accessible. Thepropertyat33GreenStreetachievedLEEDCertifiedcertification,whiletheremainingpropertiesachievedEnterpriseGreenCommunities certification. Total project costwas approximately $13.7million, ofwhich theCityprovided$1.1millioninHOMEfunds.OtherfundingsourcesincludedLowIncomeHousingTaxCreditequity,federalandstatehistoricequity,andOhioFinanceHousingAgencyHousingDevelopmentAssistanceProgramfunds.Projectcompletionoccurredspringof2018.

Small Business Programs. The City funds various initiatives that are designed to assistestablishedor emerging small businesses. TheCity’smodel is to contractwith anetworkofnonprofitagenciesthat,inturn,administersmallbusinessprogramsandservicesonbehalfoftheCity. Theagenciesprovidetraining,coachingandnetworkingeventsforsmallbusinesses.These non-profit organizations include, Smart Money Community Services, the GreaterCincinnati Microenterprise Initiative (GCMI), Business Development Institute (BDI), and theGreater Cincinnati African American Chamber of Commerce (GCAACC). The Small BusinessProgramhasexpandedtoprovidenominalassistanceforemergingbusinessesthroughanewPop-Up Shop Program designed to provide small businesses with temporary retail locationscurrentlyvacantorunder-utilized.


Comparison of the proposed versus actual outcomes for each outcome measure submitted with the consolidated plan andexplain,ifapplicable,whyprogresswasnotmadetowardmeetinggoalsandobjectives.91.520(g)Categories, priority levels, funding sources and amounts, outcomes/objectives, goal outcome indicators, units ofmeasure, targets, actualoutcomes/outputs,andpercentagecompletedforeachofthegrantee’sprogramyeargoals.

Goal Category Source/Amount2018

Indicator-

Program

UnitofMeasure

ExpectedStrategicPlan(5-yr)

ActualStrategicPlan(5-yr)

PercentComplete(5-yr)

Expected2018

ProgramYear

Actual2018

ProgramYear

PercentComplete2018

PromoteHomeownerHousing

AffordableHousing

CDBG:$260,220

HOME:$200,000

HomeownerHousingAdded–StrategicHousingInitiatives,SingleFamilyHomeownership

HouseholdHousingUnit

125 54 43% 16 8 50%

HOME:$100,000

DirectFinancialAssistancetoHomebuyers–DownPaymentAssistance

HouseholdAssisted 125 143 >100% 25 25 100%

ProvideSupportiveServicesforHomeowners

AffordableHousing

CDBG:$113,000

PublicserviceactivitiesforLow/ModerateIncomeHousingBenefit–EmergencyMortgageAssistance

HouseholdsAssisted 625 440 70% 125 111 89%

CDBG:$30,000

Rentalunitsrehabilitated–HomeownerRehabLoanProgram

LoansServiced 300 189 63% 300 189 63%

CDBG:$1,707,000

HomeownerHousingRehabilitated–ComplianceAssistanceRepairsfortheElderly,HousingRepairServices


5,560 5,166 93% 1,112 1,415 >100%


RehabAffordableMultiFamilyRentalHousing

AffordableHousing

CDBG:$0

HOME:$3,898,015

Rentalunitsrehabilitated–StrategicHousingInitiatives,CHDODevelopment


125 231 >100% 25 50 >100%

ProvideSupportiveServicesforRenters

AffordableHousing

CDBG:$150,000

PublicserviceactivitiesforLow/ModerateIncomeHousingBenefit–HousingChoiceMobility,TenantRepresentation

HouseholdAssisted 1,001 1,869 >100% 201 461 >100%

HOME:$0

Tenant-basedrentalassistance/RapidRehousing–TenantBasedRentalAssistance

HouseholdAssisted 350 134 38% 70 0 0%

PromoteFairHousing

FairHousingCDBG:$140,000

PublicserviceactivitiesforLow/ModerateIncomeHousingBenefit–FairHousingServices

HouseholdAssisted 5,000 9,565 >100% 1,000 1,986 >100%

PromoteCommercialandIndustrialDevelopment

Non-HousingCommunityDevelopment

CDBG:$218,000

Businessesassisted–CommercialandIndustrialDevelopment

Acresremediate 10 4.1 41% 2 5.1 >100%

PromoteBusinessDevelopment


CDBG:$842,000

Facadetreatment/businessbuildingrehabilitation–NeighborhoodBusinessDistrictImprovementProgram

Business 200 493 >100% 40 97 >100%

CDBG:$100,000

Businessesassisted–SmallBusinessServices

BusinessesAssisted 100 265 >100% 20 52 >100%


IncreaseEconomicOpportunities


CDBG:$2,031,000

PublicserviceactivitiesotherthanLow/ModerateIncomeHousingBenefit–BlueprintForSuccess,HandUpInitiative,YouthandYoungAdultEmployment

PersonsAssisted 4,875 3,611 74% 975 871 89%

EliminateSlumandBlight


CDBG:$80,000

PublicfacilityactivitiesotherthanLow/ModerateIncomeHousingBenefit–MillCreekRestoration,VacantLotReutilization

PersonsAssisted 35,010 107,230 >100% 7,002 31,775 >100%

CDBG:$691,000

BuildingsDemolishedandBarricaded–HazardAbatementProgram

Buildings 1,250

1,548barricade

79demos

>100% 250

331barricade

5demos

>100%

CDBG:$982,000

HousingCodeEnforcement/ForeclosedPropertyCare–ConcentratedCodeEnforcement,HistoricStabilizationofStructures,LeadHazardTestingProgram


5,015 91,731 >100% 1,003 27,153 >100%

ProvideSupportforNonprofits

AffordableHousingNon-HousingCommunityDevelopment

CDBG:$392,000HOME:$220,948

Other–OperatingSupportforCDCs,OperatingSupportforFindlayMarket,OperatingSupportforCHDOs

Other 75 66 88% 15 11 73%


SupportHomelessShelters&OtherHomelessHousing

Homeless

ESG:$550,000

Overnight/EmergencyShelter/TransitionalHousingBedsaddedHomelessPersonsOvernightShelter–EmergencySheltersandSupportiveService

PersonsAssisted 24,500 28,404 >100% 4,900 7,444 >100%

HOME:$0HousingforHomelessadded–PermanentSupportiveHousing


1 0 0% 1 0 0%

PreventHomelessness

Homeless

CDBG:$0ESG:$338,279

HomelessnessPrevention–CodeEnforcementRelocation,RapidRe-Housing

PersonsAssisted 825 1,191 >100% 165 128 78%

OperatingSupportforHIV/AIDSHousingFacilities

Non-HomelessSpecialNeeds

HOPWA:$HIV/AIDSHousingOperations

FacilitiesAssisted 10 15 >100% 2 9 >100%

SupportiveServicesforPersonswithHIV/AIDS


HOPWA:$HousingforPeoplewithHIV/AIDSadded


625 505 81% 125 61 49%

HousingAssistanceforPersonswithHIV/AIDS


HOPWA:$

Tenant-basedrentalassistance/RapidRehousing

HouseholdsAssisted 125 152 >100% 25 141 >100%

HousingforPeoplewithHIV/AIDSadded


1,125 541 48% 200 193 97%

Table1-Accomplishments–ProgramYear&StrategicPlantoDate(ConPlanGoalsandAccomplishments)


Assess how the jurisdiction’s use of funds, particularly CDBG, addresses the priorities andspecific objectives identified in the plan, giving special attention to the highest priorityactivitiesidentified.

The City allocated resources based upon community needs, the success of a program ataddressing those needs, input from citizens through the Community Development AdvisoryBoard(CDAB),andthepublichearingprocess.TheCDABisavolunteercitizengroupappointedby the Mayor and approved by City Council. The CDAB advises the City Manager on theConsolidated Plan, Annual Action Plans, Consolidated Annual Performance and EvaluationReport(CAPER),relatedresourceallocationsandothermattersrelatedtotheadministrationoftheConsolidatedPlan.The2018CAPERwaspresentedtotheCDABpriortothesubmissionofthefinalCAPER,aswellaspostedontheCity’swebsiteandannouncedintheCityBulletin.Allaccomplishments for the entitlement grant programs were presented for the Calendar Year2018 regardless of the which years’ entitlement grant funds were expended. The majorobstacleforaddressingtheCityofCincinnatineedsisalackoffunding.

AlthoughtheCityofCincinnatididnotprioritizecertaingoalsorprogramsinthe2015–2019ConsolidatedPlan,progressrelatedtothegoalsofall2015–2019ConsolidatedPlanactivitieshasbeenon-going. Someprojects,suchasresidentialdevelopment,remediatingbrownfieldsand redeveloping land to create new businesses and new jobs, may take several years tocomplete.

The goals listed in Table 1 represent accomplishments during the calendar year 2018 forprogress towards the goals established in the 2015 – 2019 Consolidated Plan 2018 AnnualActionPlan.


CR-10-RacialandEthniccompositionofindividualsassisted

Describethe individualsassisted(includingtheracialandethnicstatusoffamiliesassisted).91.520(a)

CDBG HOME ESG HOPWAWhite 3,338 16 1,732 80Black/AfricanAmerican 9,491 44 3,810 146Asian 30 13 1AmericanIndian/AmericanNative 16 21 1NativeHawaiian/OtherPacificIslander 5 8 AmericanIndian/AlaskanNativeandWhite 426 AsianandWhite 6 Black/AfricanAmericanandWhite 62 11AmericanIndian/AlaskanNativeandBlack/AfricanAmerican 6 2OtherMulti-Racial 795 1 259 2Total 14,175 61 5,843 243Hispanic 469 0 112 10NotHispanic 13,706 61 5,750 233Table2–Tableofassistancetoracialandethnicpopulationsbysourceoffunds(HUDForm40110,PR-23)

Narrative

Generally,theCDBG,HOMEandESGprogramsservetheentireCityofCincinnatiinaccordancewiththeprogramrequirementsofeachgrantastheneedforservicesispresentthroughouttheCity’s 52 neighborhoods. The listed ethnic and racial populations assisted with these fundsrepresenttheat-riskpopulationservedthroughouttheneighborhoods.ForESG,theHomelessManagementInformationSystem(HMIS)racialcategoriesforAmericanIndianorAlaskaNativearereportedintheabovetableasAmericanIndianorAmericanNative.HMISprovidesacategoryformultipleracesanddoesnotdifferentiatefurther.Theactualtotalofindividualsassistedis5,875as32individualsdidnotprovideinformationregardingtheirraceorlistedasunknownand13individualswhodidnotprovideinformationregardingethnicityorlistedasunknown.


CR-15-ResourcesandInvestments91.520(a)Identifytheresourcesmadeavailable

SourceofFunds Source ResourcesMadeAvailable–Authorized

Amount

AmountExpendedDuringProgramYear–NetDrawnAmount

CDBG Public–Federal $13,086,525.00 $3,856,401.75HOME Public–Federal $4,909,959.26 $71,099.97HOPWA Public–Federal $896,793.00 $82,699.10ESG Public–Federal $960,301 $827,826.07

Table3–2018ResourcesMadeAvailable(PR-01andPR-02)NarrativeTheCityofCincinnatihasmadetheHOMEcommitmentanddisbursementdeadlinesaswellasthe Community Housing Development Organizations (CHDO) commitment and disbursementdeadlinesduringthe2018CalendarYear.Identifythegeographicdistributionandlocationofinvestments

TargetArea PlannedPercentage

ofAllocation

NarrativeDescription

AvondaleNRSA 0 NRSAapproved1/13/2006BondHillNRSA NRSAapproved11/1/2016CampWashingtonNRSA NRSAapproved8/18/2016City-wide 40 City-wideCollegeHillNRSA 5 NRSAapproved8/31/2004EastandWestPriceHillNRSA NRSAapproved8/18/2016EmpowermentZone 30 NRSAapproved3/1/1997EnglishWoodsNRSA NRSAapproved4/29/2016LaurelHillsandLincolnCourt 0 NRSAapproved1/30/2002LowerPriceHillNRSA NRSAapproved5/1/2015MadisonvilleNRSA 5 NRSAapproved1/17/2008

Mt.AiryNRSA NRSAapproved8/18/2016

NorthFairmountNRSA NRSAapproved4/29/2016

RoselawnNRSA NRSAapproved2/24/2017

SouthCumminsville/MillvaleNRSA

NRSAapproved5/1/2015

SouthFairmountNRSA NRSAapproved4/29/2016


TierOneNeighborhoods 20ThisallocationiscombinedwiththeCity-widepercentage

WalnutHillsNRSA 0 NRSAapproved8/31/2004WintonHillsNRSA 0 NRSAapproved2/24/2017

Table4–Identifythegeographicdistributionandlocationofinvestments(PR-14,PR-84)

Narrative

For the CDBG program, the City of Cincinnati currently has seventeen active NeighborhoodReinvestment Strategy Areas (NRSA). These are: Avondale; Bond Hill; Camp Washington;CollegeHill; East andWestPriceHill; EmpowermentZone; EnglishWoods; LincolnCourt andLaurelHomes; LowerPriceHill;Madisonville;MountAiry;NorthFairmount;Roselawn; SouthCumminsville/Millvale;SouthFairmount;WalnutHills;andWintonHills. TheEmpowermentZone area encompasses several neighborhoods, including portions of Avondale, Evanston,Corryville, Mt. Auburn, Over-the-Rhine, West End, CUF, Downtown Business District, andQueensgate.

TheCityofCincinnatiwillbesubmittingforconsiderationbyHUDexpandingtheNRSAareastoinclude eligible census tracts located within the following neighborhoods: Sedamsville,Riverside,VillagesatRollHill,EastEnd,Linwood,SpringGroveVillage,andSaylerPark.

TheCityhasdefinedthe local strategyarea“TierOneNeighborhoods”which iscomprisedofthirteen neighborhoods based on a matrix of initiatives currently underway and/or recentlycompleted and described in detail below. The Tier One Neighborhoods are: East Price Hill(portionofwhich is designated as anNRSA),Avondale (portionofwhich is designated as anNRSAandtheEmpowermentZone),WestPriceHill(portionofwhichisdesignatedasanNRSA),Westwood,LowerPriceHill(NRSA),WalnutHills(portionofwhichisdesignatedasanNRSAandEmpowerment Zone), CollegeHill (portionofwhich is designated as anNRSA),Madisonville(portionofwhich is designated as anNRSA), BondHill (portionofwhich is designated as anNRSA and Empowerment Zone), Evanston (portion of which is designated as an NRSA andEmpowerment Zone), Over-the-Rhine (part of which is in the Empowerment Zone),Millvale/South Cumminsville (portion ofwhich is designated as anNRSA), and theWest End(partofwhichisintheEmpowermentZone).TheCDBG-fundedHandUpInitiativeProgramprovides jobreadinessand jobtrainingwithanannualgoaloftransitioning500Cincinnatiansoutofpovertyyearly. Supportiveservicessuchas transportation and child care are also included in the program. The program focuses onresidents inNeighborhoodRevitalizationStrategyAreas (NRSAs)andtheEmpowermentZonewithdirectionfromCommunityBasedDevelopmentOrganizations(CBDOs)inthoseareas.The


5-yearbenchmarkasoutlined inthe2015–2019ConsolidatedPlan is2,500personstrained;this isanewprogramasof2015intheCityofCincinnati. Thefollowingorganizations,whichwere selected through an annual Request For Proposals, are carrying out the job trainingprogram: Cincinnati-Hamilton County Community Action Agency (CAA), Cincinnati Works,FreestoreFoodBank(FSFB),UrbanLeagueofGreaterSouthWesternOhio(UL),IntegrationofKnowledge and Resources for Occupational Needs (IKRON), Easter Seals Serving GreaterCincinnati (EST), and Mercy Neighborhood Ministries. The programs include job readiness,constructionskills,CommercialDriver’sLicense(CDL),homehealthvisits,andculinaryskills.ThereisaSteeringCommitteeforthisprogramthatmeetsquarterlytoreviewtheprogramandits progress. Members are included from: Over-the-Rhine Community Housing, EvanstonCommunityCouncil,PartnersforaCompetitiveWorkforce,CommunitymemberofLowerPriceHill,WalnutHillsRedevelopmentFoundation,Local InitiativesSupportCorporation(LISC),CityLink, Community member of College Hill, Madisonville Community Urban RedevelopmentCorporation, Working In Neighborhoods, City of Cincinnati Department of Community andEconomicDevelopment,andCityofCincinnatiMayor’sOffice.

Thebreak-downof theHandUp InitiativeparticipantsbyNRSA is illustrated in the followingtable,allIDISactivitiesindicatedEmpowermentZone.AllrecipientsassistedthroughtheHandUpInitiativeProgramresideinanNRSA.Thebreak-downforCY2015through2017representthenumberofparticipantsonafiscalcalendaryear,astheprojectinitiallydidnotcommenceuntil late 2015. The agencieswere provided a stub-budget in CY 2017 so that all contractscould change to a calendar year. For 2018andmoving forward, all numberswill reflect thecalendar year accomplishment. The amounts listed below also include project deliveryexpenses.

NeighborhoodRevitalizationStrategyArea

NumberofHandUpParticipants

2015 2016 2017 2018

Avondale 148 76 63 70

BondHill 1 1 13 12

CampWashington 0 0 0 1

CollegeHill 26 9 12 23

EastandWestPriceHill

14 0 90 73


EmpowermentZone 164 95 155 32

EnglishWoods 0 1 3 10

LaurelHomesandLincolnCourt

0 0 0 0

LowerPriceHill 3 9 4 29

Madisonville 42 14 8 6

MountAiry 1 1 15 16

NorthandSouthFairmount

3 15 13 54

Roselawn - - 6 11

SouthCumminsville/Millvale

62 17 12 23

WalnutHills 32 15 11 23

WintonHills - - 20 32

TotalHandUpParticipants

485 267 425 415

TotalNRSAExpenses

$22.11 $1,106,794.49 $1,261,934.11 $1,223,513.28

TotalNRSAEncumbrances

$304,564.73 $473,049.53 $2,191,183.21 $1,188,548.00

The following table lists, according to service provider, the number of enrollments, programcompletions,andnumberofindividualsemployedaftercompletingtheprogram.

Hand Up Service Provider (2015)

CAA Cinti

Works FSFB IKRON MERCY UL Totals

Total Enrollments 25 171 71 94 28 179 568 Program Completions 25 171 50 73 27 116 462 Employments 17 55 26 46 27 64 235 51% Hand Up Service Provider (2016)

CAA Cinti

Works FSFB IKRON MERCY E.S.T. UL Totals


Total Enrollments 23 143 93 81 36 12 115 503 Program Completions 21 104 52 38 25 3 55 298 Employments 16 111 31 26 30 5 36 255 85% Hand Up Service Provider (2017)

CAA Cinti


Total Enrollments 13 114 69 100 27 24 88 435 Program Completions 8 114 65 84 27 5 55 358 Employments 3 20 46 38 23 4 49 183 51% Hand Up Service Provider (2018)

CAA Cinti


Total Enrollments 37 133 78 95 39 14 105 501 Program Completions 28 126 64 80 37 2 103 440 Employments 15 60 46 28 30 2 50 231 53% Hand Up Service Provider (TOTAL)

CAA Cinti


Total Enrollments 98 561 311 370 130 50 487 2,007 Program Completions 82 515 231 275 116 10 329 1558 Employments 51 246 149 138 110 11 199 904 58%

The following illustrates thebreak-downof theYouthandYoungAdultEmploymentProgramrecipients byNRSA, all IDIS activities indicated Citywide. The numbers indicate enrollments.Completionnumbersmaybesmallerduetonominalattritionrates.In2015,223participantsresided in anNRSAoutof the total 607participants. In 2016, a total of 128 SummerYouthparticipantsresidedinanNRSAoutofthetotal535whocompletedtheprogram.In2017,304participants resided in an NRSA out of the total 455 who completed the program. Theparticipants listed for 2018 is a representationof aportionof the youthwho completed theprogram. Of the 489 who completed the summer program, 143 of these youth alsoparticipatedinthewinterprogram.Atotalof76werereportedtoresideinanNRSA.

NeighborhoodRevitalizationStrategy

Area

NumberofSummerYouthNRSAParticipants

2015 2016 2017 2018

Avondale 0 0 0 1

BondHill - - 18 2


CampWashington - - 1 0

CollegeHill 33 13 12 5

EastandWestPriceHill - - 66 12


EnglishWoods - 0 2 6

LaurelHomesandLincolnCourt

0 0 0 0

LowerPriceHill 0 1 1 0


MountAiry - - 20 1

NorthFairmount - 2 1 6

Roselawn - - 8 2


20 14 24 3

SouthFairmount - 4 14 2

WalnutHills 0 4 1 1

WintonHills - - 29 2

TotalSummerYouthParticipantsfromthe

NRSA

223 128 304 76

AverageCostperStudent

$1,377 $1,995 $2,774 $2,505.60

TotalNRSAExpenses $307,071 $255,360 $843,296 $190,425.60

Thefollowingillustratesthebreak-downoftheEmergencyMortgageAssistance(EMA)Programrecipients byNRSA, all IDIS activities indicatedCitywide. A total of 27of the 92householdsassisted in 2017 reside in NRSA, 24 of the 111 households in 2016, and 18 of the 126


householdsin2015alsoresideintheNRSA.In2018,47ofthe111householdsassistedresideinanNRSA.

NeighborhoodRevitalizationStrategy

Area

NumberofEMArecipientsfromNRSA

20152016 2017 2018

BondHill - - 0 4

CollegeHill 7 5 7 1

EastandWestPriceHill - 4 11 18



MountAiry - - 0 2

NorthFairmount - - 1 0

Roselawn - - 1 1


- - 1 2

SouthFairmount - 2 0 4

WalnutHills 0 0 0 2

TotalEMArecipientsfromtheNRSA

18 24 27 43

TotalNRSAExpenses $8,750 $16,845.92 $23,836.06 $39,894.27

TheHOPWAprogramservestheCincinnatiEligibleMetropolitanStatisticalArea(EMSA),whichcovers15counties in thearea, includingBrownCounty,Ohio,ButlerCounty,Ohio,ClermontCounty, Ohio, Clinton County, Ohio, Hamilton County, Ohio, Warren County, Ohio, BooneCounty, Kentucky, Bracken County, Kentucky, Campbell County, Kentucky, Gallatin County,Kentucky, Grant County, Kentucky, Kenton County, Kentucky, Mason County, Kentucky,Pendleton County, Kentucky, Dearborn County, Indiana, Franklin County, Indiana, and OhioCounty, Indiana. Although the three agencies that currently receive HOPWA funding are


located intheGreaterCincinnatiarea,collectivelytheyofferHOPWAassistancetopersons inany of the 15 counties included in the EMSA. The HOPWA Advisory Committee allocatesfundingbasedonstatisticalinformationonnumberofcasesofHIV/AIDSbycountyandstatetoensurethateachgeographicareaisreceivingfundingcommensuratewithneed.TheHUDprograms,withtheexceptionoftheHandUpInitiativeProgram,arenotallocatedtospecificareasandservetheentirepopulationof theCity. This isduetoprogramdesignandgeneral need throughout most city neighborhoods. All recipients of the Hand Up InitiativeProgramresideinanNRSA.


Leveraging

Explain how federal funds leveraged additional resources (private, state and local funds),including a description of howmatching requirements were satisfied, as well as how anypubliclyownedlandorpropertylocatedwithinthejurisdictionthatwereusedtoaddresstheneedsidentifiedintheplan.

Allof theCity’sConsolidatedPlanprogramsgenerate leverageandmeet the requiredmatchstandards.FederalresourcesareanimportantelementofmanyofthehousingandeconomicdevelopmentprojectsfundedbytheCity.Theseprojectsrequireavarietyofsourcesincluding,federal,state,local,andprivatedollars.Of the City’s 27 CDBG programs, 5 of the programs generate leverage: Strategic HousingInitiatives Program, Commercial and Industrial Redevelopment, Historic Stabilization ofStructures, Neighborhood Business District Improvement Program, and Small BusinessServices. The City projects approximately $16 million in leveraged resources annually fromCDBG.OftheCity’s8HOMEprograms,4oftheprogramsgenerateleverage:StrategicHousingInitiatives Program, Community Housing Development Organizations Development Projects,SingleFamilyHomeownershipDevelopment,andDownPaymentAssistance.TheCityprojectsapproximately $19million in leveraged resources annually fromHOME. For both CDBG andHOME,theleveragedresourcesincludeprivateinvestment,stateandfederalgrants,volunteerhours,andin-kinddonations. Leveragevariesfromyeartoyearbasedinpartontheprojectsthatarefunded.StrategiestoEndHomelessness(STEH) isanon-profitorganizationthathas ledacoordinatedcommunityeffortwiththegoalofendinghomelessnessinGreaterCincinnatisince2007.STEHadministerstheCityofCincinnati’sESGandHOPWAgrantprogramsandistheUnitedFundingAgency (UFA) for the Continuum of Care (CoC) programs. STEH developed policies andprocedures for monitoring recipients of HOPWA, ESG, and CoC funding, which includereviewingdocumentationofmatchingfunds.Dollar-for-dollarmatch is verified for all Emergency SolutionsGrant funds. Rapid re-housingandshelterprovidersmustdefinetheirmatchuponsubmissionofESGbudgets,prior tosub-awards being issued, and prior to expenditures being reimbursed. During the annualmonitoring visit, sub-recipientsmust verify theirmatch andprovide STEHwith a copyof thematch certification. Sub-recipients are also asked at the end of each year to document theleverage for their programs. The Department of Community and Economic Developmentreviewsallof the informationgathered fromSTEH.STEHalsomanages theShelterDiversionprogramandprovidestherequiredmatchfortheremainingfunds.


Additionally, STEHmanages theCoCprogram includingPermanentSupportiveHousing,RapidRe-housing, Transitional Housing, and Services programs. During the annual prioritizationprocess,eachsub-recipientmustsubmitabudgetonastandardizedtemplate,demonstratingthe requiredmatch for the program. Commitment letterswith the source of the funds arerequired for cash or in-kind match. Commitment letters for cash match must be from therecipientofCoCfunds;aMemorandumofUnderstandingbetweentherecipientandthematchprovider is required for in-kind. Match documentation is reviewed during the AnnualPerformanceReviewreportingprocess.

FiscalYearSummary–HOMEMatch1.ExcessmatchfrompriorFederalfiscalyear $12,272,112.312.MatchcontributedduringcurrentFederalfiscalyear $2,700,904.223.TotalmatchavailableforcurrentFederalfiscalyear(Line1plusLine2) $14,973,016.534.MatchliabilityforcurrentFederalfiscalyear $149,087.845.ExcessmatchcarriedovertonextFederalfiscalyear(Line3minusLine4) $14,823,928.69

Table5–FiscalYearSummary-HOMEMatchReport(PR-33)


MatchContributionfortheFederalFiscalYearProjectNo.or

OtherID(IDISActivityNumber)

DateofContribution

Cash(non-Federalsources)

ForegoneTaxes,Fees,Charges

AppraisedLand/RealProperty

RequiredInfrastructure

SitePreparation,ConstructionMaterials,

Donatedlabor

BondFinancing

TotalMatch

3897–5459GraftonAvenue

January1,2018

$43,730.05 $43,730.05

3790–1610MarloweCourt

January1,2018

$2,657,174.17 $2,657,174.17

Table6–MatchContributionfortheFederalFiscalYear(HUDForm40107-A)

HOMEProgramIncomeReport

ProgramIncome–EntertheprogramamountsforthereportingperiodBalanceonhandat

beginningofreportingperiod

$

Amountreceivedduringreportingperiod

$

Totalamountexpendedduringreportingperiod

$

AmountexpendedforTBRA$

Balanceonhandatendofreportingperiod

$

$0.00 $306,920.02 $0.00 $0.00 $306,920.02Table7–ProgramIncome(PR-09)


2018HOMEMBE/WBEreport

MinorityBusinessEnterprisesandWomenBusinessEnterprises–IndicatethenumberanddollarvalueofcontractsforHOMEprojectscompletedduringthereportingperiod Total MinorityBusinessEnterprises WhiteNon-

HispanicAlaskanNativeorAmericanIndian

AsianorPacificIslander

BlackNon-Hispanic

Hispanic

ContractsNumber 12 2 10DollarAmount $2,065,050 $13,000 $2,052,050Sub-ContractsNumber 13 2 11 DollarAmount $1,183,239 $340,576 $842,663 Total WomenBusiness

EnterprisesMale

ContractsNumber 12 1 11DollarAmount $2,065,050 $10,000 $2,055,050Sub-ContractsNumber 13 4 9DollarAmount $1,183,239 $95,593 $1,087,646

Table8–MinorityBusinessandWomenBusinessEnterprises(HUDForm2516April2018andHUDForm2516October2018)


MinorityOwnersofRentalProperty–IndicatethenumberofHOMEassistedrentalpropertyownersandthetotalamountofHOMEfundsintheserentalpropertiesassisted

Total MinorityPropertyOwners WhiteNon-HispanicAlaskanNativeor

AmericanIndianAsianorPacific

IslanderBlackNon-Hispanic Hispanic

Number 0 DollarAmount 0

Table9–MinorityOwnersofRentalProperty

RelocationandRealPropertyAcquisition–Indicatethenumberofpersonsdisplaced,thecostofrelocationpayments,thenumberofparcelsacquired,andthecostofacquisitionParcelsAcquired 0 BusinessesDisplaced 0 NonprofitOrganizationsDisplaced 0 HouseholdsTemporarilyRelocated,notDisplaced

0

HouseholdsDisplaced

Total MinorityPropertyEnterprises WhiteNon-HispanicAlaskanNativeor

AmericanIndianAsianorPacific

IslanderBlackNon-Hispanic

Hispanic

Number 0 Cost 0

Table10–RelocationandRealPropertyAcquisition(PR-23)


CR-20-AffordableHousing91.520(b)Evaluation of the jurisdiction's progress in providing affordable housing, including thenumber and types of families served, the number of extremely low-income, low-income,moderate-income,andmiddle-incomepersonsserved.

One-YearGoal ActualNumberofhomelesshouseholdstobeprovidedaffordablehousingunits(HomelessnessPrevention,PermanentSupportiveHousing)

30 116

Numberofnon-homelesshouseholdstobeprovidedaffordablehousingunits(DownPaymentAssistance,StrategicHousingInitiativesProgram,CHDODevelopmentProjects,SingleFamilyHomeownershipDevelopment)

35 33

Numberofspecial-needshouseholdstobeprovidedaffordablehousingunits(HOPWAPrograms)

200 243

Total 265 392Table11–NumberofHouseholds(ConPlanGoalsandAccomplishments)

One-YearGoal ActualNumberofhouseholdssupportedthroughrentalassistance(TenantBasedRentalAssistance,CodeEnforcementRelocation,TenantRepresentation,HousingChoiceMobility)

290 473

Numberofhouseholdssupportedthroughtheproductionofnewunits(StrategicHousingInitiativesProgram,SingleFamilyHomeownershipDevelopment)

10 50

Numberofhouseholdssupportedthroughtherehabofexistingunits(HousingRepairServices,CHDODevelopment,StrategicHousingInitiativesProgram,ComplianceAssistanceRepairsfortheElderly,HistoricStabilizationofStructures)

1,150 1,417

Numberofhouseholdssupportedthroughtheacquisitionofexistingunits

0 0

Total 1,450 1,940Table12–NumberofHouseholdsSupported(ConPlanGoalsandAccomplishments)

Discuss thedifferencebetweengoals andoutcomesandproblemsencountered inmeetingthesegoals.


TheCityofCincinnatimetorexceededthegoalsandoutcomesforthemajorityoftheprogramsduring2018.Itshouldbenoted,however,theseaccomplishmentsthatwerecompletedduringthecalendaryearasdetailedinTable11andTable12donotcorresponddirectlywiththe2018entitlementexpenditureandmayhavebeencompletedwithprioryear’sfunds.

Discusshowtheseoutcomeswillimpactfutureannualactionplans.

TheCityhasdeveloped the2015–2019ConsolidatedPlanbasedon theoutcomes fromthe2010–2014ConsolidatedPlan. Needsanalysis,communitysurveysandmarketanalysisalsodeterminedthefutureactionplansandrelatedgoals,objectivesandprograms. Theplanninghasbeen initiated for the2020–2024ConsolidatedPlan,whichwillbebasedon the resultsfromthepreviousplans. Citystaff input,community input,andsupportoftheneighborhoodanalysiswillbeincluded.

Include the number of extremely low-income, low-income, and moderate-income personsservedbyeachactivitywhereinformationonincomebyfamilysizeisrequiredtodeterminetheeligibilityoftheactivity.

NumberofPersonsServed CDBGActual HOMEActualExtremelyLow-income 570(0%-30%AMI) 1(0%-30%AMI)Low-income 588(31%-50%AMI) 29(31%-60%AMI)Moderate-income 4(51%-80%AMI) 31(61%-80%AMI)Non-Low-Moderate-income 0(>80%AMI) 0(>80%AMI)Total 1,162 61

Table13–NumberofPersonsServed(PR-23)AMI:AreaMedianIncome

NarrativeInformation

TheCityfocusesHOMEInvestmentPartnershipsdollarsforaffordable(extremelylow-income)housingprojects.


CR-25-HomelessandOtherSpecialNeeds91.220(d,e);91.320(d,e);91.520(c)Introduction

The City of Cincinnati, Hamilton County, the Homeless Clearinghouse (CoC Board) andStrategies to End Homelessness (CoC Unified Funding Agency) have consistently utilized theConsolidatedPlanastheprimarydocumentationofthestrategies,planning,andservicesbeingusedtoaddresshomelessness,particularlychronichomelessness,intheCityofCincinnatiandHamiltonCounty.TheHomelessSectionoftheConsolidatedPlanhasbeendevelopedforboththeCityofCincinnatiandHamiltonCounty,OhioaspartofthelocalHUDContinuumofCarefortheHomeless (CoC)programof thecombined jurisdictions. Pursuant toHUD’sguidanceandthe community’smethodof conductingplanning and facilitatingprocesses for homeless, thejurisdictions have standardized elements contained in the Consolidated Plan and theContinuum of Care Plan housing and services, linking the two documents and plans, andtherebyreducingduplicationofeffortandmainstreamingresources.InadditiontotheConsolidatedPlan,in2008CincinnatiCityCouncildirectedStrategiestoEndHomelessness(STEH)toaddresstheinadequacyofthecurrentprovisionofservicesforsinglehomeless individuals, and develop and implement a comprehensive plan to improve suchservices. City Council also requested that the plan ensure that as a critical segment of thehomeless community, singlehomelessmenandwomenwillhaveaccess to safe, appropriateshelter facilities and that such facilities will provide comprehensive services necessary forhomelessindividualstoobtainandmaintainhousing.Asaresultofthisrequest,theHomelessto Homes plan was completed in 2009 and adopted by both Cincinnati City Council andHamiltonCountyBoardofCountyCommissioners. Pursuant to theplan’s recommendations,the City and County administration originally incorporated Homeless to Homes planrecommendations into theHomeless/SpecialNeeds sectionof the2015–2019ConsolidatedPlan.ImplementationoftheHomelesstoHomesPlanisongoing.StrategiestoEndHomelessnesscompletedacomparablestudyonendingfamilyhomelessnessinCincinnati,SolutionsforFamilyHomelessness,andanimplementationplaniscurrentlyunderdevelopment.Inearly2017,STEHwasselectedasoneoftencommunitiestoparticipateintheHUDfundedYouth Homelessness Demonstration Project. STEH has worked with Lighthouse Youth andFamilyServices,HUDTechnicalAssistanceproviders,andacommunitydrivenstrategicplanningcommitteetocreateaplantoendYouthHomelessnessby2020,whichwasapprovedbyHUDin early 2018. The comprehensive community plan on ending youth homelessness forCincinnati andHamiltonCounty is titled,KEYS toa Futurewithout YouthHomelessness. The


community will work to implement this plan, utilizing the additional $3.8 million (over twoyears)awardedtoCincinnatiandHamiltonCountytoensureyouthhomelessnessisrare,brief,andnon-reoccurring.The Homeless Clearinghouse oversees CoC planning and gaps analysis, coordinates projectoutcomes review, priority setting, funding allocation, and monitors elements of theConsolidatedPlan.TheHomelessClearinghousealsoannuallyreviewsprogramperformanceinrelation to HUD system performance measures, and uses such outcomes data to proposechanges to the local CoC funding prioritization process, and presents these outcomeperformance measures to CoC membership. Such performance-based prioritization isaccompanied by community input to select projects to be included in the annual CoCapplication. TheHomelessClearinghousealsooverseesallocationandplanningprocesses forESGfundsandthemonitoringofESG-fundedprogramperformance.The HOPWA Advisory Committee oversees the allocation of HOPWA funding in a processdesigned to be inclusive of multiple stakeholder within the HIV/AIDS community. TheCommitteereviewsapplications forHOPWAfundsandmakesallocationrecommendations toaddress thegreatestneed in the community. These recommendationsare forwarded to theCityofCincinnati’sOfficeofBudgetandEvaluationforinclusionintheannualbudgetpresentedtotheCityCouncilforfinalapproval.TheCityofCincinnaticontractswithSTEHtofacilitatetheallocationprocessandtooverseesponsorgrantmanagementandprojectactivities.

StrategiestoEndHomelessnesswasdesignatedasaUnifiedFundingAgency(UFA)in2015andisoneoftheeightContinuum’sofCareintheCountrytoholdthedesignation.AsaUFA,STEH:

• AppliesforCoCfundingforallprojectswithinthegeographicareaandenterintograntagreementwithHUDforthoseprojects;

• Entersintolegallybindingfundingagreementswithsubrecipients;• Monitorsagenciesforperformanceandfiscalandprogrammaticcompliance;and• Works with the CoC Board to make decisions that affect funding and allocations to

subrecipients.

Evaluatethejurisdiction’sprogressinmeetingitsspecificobjectivesforreducingandendinghomelessnessthrough:

Reaching out to homeless persons (especially unsheltered persons) and assessing theirindividualneeds

TheHomelessOutreachGroup (HOG) isagroupofoutreachproviderswhomeetmonthly todiscuss best practices. Representatives from both the Cincinnati Police Department and


HamiltonCountySheriff’sdepartmentattendthegroup.Currentlytherearefouragencieswithfiveprogramslistedbelowthatprovideoutreachservicestothoselivingonthestreet:

• LighthouseYouthServicesworkswithyouthages18to24experiencingunshelteredhomelessness;

• GreaterCincinnatiBehavioralHealth’sPATHTeamconnectspeoplelivinginunshelteredsituationssufferingfrommentalillnesstoneededservices;

• BlockbyBlockworksspecificallywiththehomelesslivingindowntownCincinnati;and• TheVeteranAdministrationemploystwodedicatedstreetoutreachworkerstohouse

veteranslivinginplacesnotmeantforhumanhabitation.

Housing and supportive services aremarketed topeople experiencinghomelessness throughthesestreetoutreachprograms,acentralized intakeservice (theCentralizedAccessPoint,or“CAP”)whichworks to connect people experiencing a housing crisis to appropriate services,and seventeen different shelter diversion, emergency shelter, and transitional housingprograms. TheHomelessOutreachWorkgroupmemberscollaborateatmonthlymeetings toensurethateachpersonlivingonthestreetsisbeingengagedbyoutreachservices,andisthenconnectedtoappropriateresourcesandprograms.

Strategies to End Homelessness currently operates the Coordinated Entry systemwhich hastwoparts:theCAPandtheCoordinatedEntryintohomelesshousingprojects.CAPistheintakeandassessmentpointfortheShelterDiversionProgramaswellasforemergencysheltersandtransitionalhousingprojects.TheCoordinatedEntrySystemwhichprioritizeshousingreferralsstarted in January of 2016 and uses the VI-SPDAT (Vulnerability Index Service PrioritizationDecisionAssistanceTool)astheassessmenttooltodetermineprioritization. TheVI-SPDAT isadministeredwithall clients identifiedon thestreetand inemergencyshelterand throughaseries of questions, assists in determining which housing intervention would best meet thehousehold’s housing needs. STEH employs two full time employees who manage theprioritizationlistandensuresthatappropriatehousingplacementsarebeingmade.STEHandthe Homeless Clearinghouse are using the prioritization list as a method of evaluating thehomelesshousingresources inthecommunityandmakingsurethatthehousingstockthat isavailable for thehomelesspopulationmatches thedemand. ACoordinatedEntryworkgroupmeetsmonthlytoensurethatthesystemisfollowingbestpracticeandadequatelyservingthepeopleinthecommunitywithhousingneeds.

Addressingtheemergencyshelterandtransitionalhousingneedsofhomelesspersons

TheHomelesstoHomesPlan,whichwasadoptedbytheCityofCincinnatiandHamiltonCountyin 2009, addresses the inadequacies of services for homeless single individuals. The plan


recognizes that shelters must have a comprehensive system of care in order to serve as aspringboardtohousing.

AsaresultoftheHomelesstoHomesPlan,theHomelesstoHomesShelterCollaborativewasformedtoreconfiguretheexistingsheltercapacityinordertomosteffectivelyservetheuniqueneedsofthehomelesspopulation.TheHomelesstoHomesShelterCollaborativebuiltfivenewstate of the art facilities, which offer daytime programming, increased case management,mentalandmedicalhealthservicesandhealthierlivingconditions.

By2015,allfivenewfacilitieswereofficiallyopen.MembersoftheHomelesstoHomesShelterCollaborativeinclude:

• Lighthouse’sSheakleyCenterforYouth,whichopenedinJanuary2012,hasshelterbedsforhomelessmenandwomenaged18to24.TheSheakleyCentermovedlocationsinearly2018andincreasedbedcapacityfrom28to36.

• TalbertHousehasbeenoperatingtheParkwayCentersinceJuly2012. ThefacilityonCentralParkwayisa60-bedfacilityforsinglehomelessmenovertheageof18whoareinneedofservicesrelatedtotheirsubstanceabuseissues.

• CityGospelMissionopenedanew72-bedfacilityinQueensgateinApril2015andserveshomelessmenovertheageof18seekingafaith-based,service-enrichedprogram.

• Shelterhouse (formerly Drop Inn Center) opened the area’s first homeless shelter forwomen,theEstherMarieHattonCenterforWomen,inJune2015.Theshelterhas60bedsforwomen18andolder.

• Shelterhouse also opened theDavid& Rebecca Barron Center forMen in September2015,whichholds150bedsforsinglemen.

Aspartof theSolutions forFamilyHomelessnessplan, theFamilyHousingPartnership (madeup of BethanyHouse Services, InterfaithHospitalityNetwork, the Salvation Army and YWCAGreaterCincinnati)isreevaluatingcurrentcasemanagementmodelstodeterminehowtobestservehomelessfamilies.Thegrouppiloteda“crosssystemcasemanagement”modelin2017whichallowedforamoreseamlesstransitionincasemanagementwhenafamilymovesfromhomelessness into housing. In 2018 the group expanded after-care case management toensurethatfamiliesaremaintainingstabilityinhousing.

It isacommunityrequirementthatemergencyshelters fundedwithESGdollarsoperatewithminimumbarrierstoentry. TheCoCisfocusedonimprovingshelterpoliciesandaligningthesystemtoensurethatallpeopleinneedofemergencysheltercanaccesstheresource.

The federal government continues to prioritize Rapid Re-housing over Transitional Housingmodels, so the communityhasdecreased transitionalhousing capacityover theyears. STEH


and the Homeless Clearinghouse agree with the continued strategy to increase permanenthousingopportunitiesandphaseouttransitionalhousingexceptsomespecificsubstanceabusetreatment and domestic violence programs. The YWCA began operating a new CoC fundedjoint transitional housing and rapid re-housing project in 2018, which allows those who arefleeing domestic violence to have an immediate transitional housing option, until they arereadyorabletomove intorapidre-housing intheprivaterentalmarket. In2018,theYWCAwasawardedCoCbonusfundingtoexpandtheproject.

Helpinglow-incomeindividualsandfamiliesavoidbecominghomeless,especiallyextremelylow-income individuals and families and those who are: likely to become homeless afterbeingdischargedfrompublicly funded institutionsandsystemsofcare (suchashealthcarefacilities, mental health facilities, foster care and other youth facilities, and correctionsprograms and institutions); and, receiving assistance frompublic or private agencies thataddresshousing,health,socialservices,employment,education,oryouthneeds

Discharge Planning activities are coordinated with State level departments. The followingoutlinesprotocolforeachdischargeplanarea:

FosterCareEachpublicchildren’sserviceagency(PCSA)shallprovideservicesandsupporttoformerfostercarerecipientsthatcomplementtheyoungadult’sowneffortsandshallbeavailableuntiltheyoungadult’s21stbirthday.Independentlivingservicesavailabletoyoungadultsaged18to21include:daily livingskills,assistancewitheducationor training,careerexploration,vocationaltraining, job placement and retention, preventative health activities, financial, housing,employment, education and self-esteem counseling, drug and alcohol abuse prevention andtreatment.Anagencymayuseupto30%ofitsfederalallocationforroomandboardfortheemancipatedyouthuptoage21,whichincludesassistancewithrent,deposit,utilities,orutilitydeposits.

Ohiorequiresthatifachildis16yearsorolderandislikelytoremainincaretheagencymusthaveawrittenindependentlivingplantoachieveself-sufficiencydevelopedwithin30daysofthecompletionofanassessment.Theplanshouldbebasedupontheassessmentandincludeinputfromtheyouth,thecasemanager,thecaregiver,andsignificantothers.Theindependentlivingplanshouldbereviewedatleastevery90daysuntiltheagency’scustodyisterminated.Areview of the state protocol at the local level (Cincinnati/Hamilton County) through theHamiltonCountyDepartmentofJobandFamilyService(HCJFS)indicatesthatassessmentsarecompleted on all foster teens at age 16 or as they come into custody, using the DanielMemorialAssessingandContractingwithYouth toolwhichprovides for theassessmentsandthefollow-upplanning.TheHCJFSAfterCareWorker isresponsiblefordevisingan individual


plan foreachemancipatedyouth, includinghousingplans.HCJFS is thePCSA responsible fortheimplementationofthepolicyatthelocallevel.

HealthCareTheOhioGeneralAssemblyenactedlawsgoverningthetransferanddischargeofresidentsinnursing homes (NHs) and residential care facilities (RCFs) [Ohio Revised Code (ORC) section3721.16],adultcarefacilities(ACFs)[ORCsection3722.14],andcommunityalternativehomes(CAH)[ORC section 3724.10]. The Ohio Department of Health (ODH) promulgated Chapter3701-16 of the Ohio Administrative Code (OAC) that further expounds on the transfer anddischarge rights of NH and RCF residents and OAC rules 3701-20-24 (ACF) and 3701-16, 23(CAH). ODH ensures that these provider types follow the appropriate regulations regardingtransfer,discharge,orboth,byreviewingdocumentationthatthefacilityhasinitiateddischargeplanningandthatalternativeshavebeenexploredandexhaustedpriortodischarge.

ODHastheStateSurveyAgencyforMedicare,surveyshospitalsforcompliancewithMedicarecertification regulations related to resident discharge rights 42 CFR 482.13 and dischargeplanning, 42 CFR 482.43 which establish hearing rights for premature discharge andrequirementsforplanningforpatients’needsafterdischarge.

Locally, the hospitals have joined together to fund the Center for Respite Care,which is forhomeless individuals who needmedical support. The Admission to Respite requires: a) thehospital social worker to provide referral information to Respite; b) Respite staff evaluatespatient data to determine if respite care is appropriate; c) hospital staff provides relevantmedicalbackgrounddocumentation;d)hospitaldischargestoRespitewitha30-daysupplyofall prescribed medications and transports the patient to Respite. Respite works with thepatienttosecureincomeandhousing.

MentalHealthCareIt is thepolicyofOhioDepartmentofMentalHealth (ODMH) thathomeless sheltersarenotappropriate living arrangements for persons with mental illness. Patients being dischargedfrom ODMH Behavioral Health Organizations/Hospitals (BHO) are not to be discharged to ashelter or to the street. Community Support Network (CSN) programs are required to haveappropriate emergencyhousingplans inplace in theevent their clients undergounexpectedresidentialchange.Theseentities,inconjunctionwiththeresponsibleorcontractingBoardoragency,mustexhaustallreasonableeffortstolocatesuitablehousingoptionsforpatientsbeingdischarged.PatientsinODMHBHOsshallnotbedischargedtohomelesssheltersandclientsinanODMHCSNprogramshallnotbe relocated fromcommunityhousingoptions tohomelessshelters unless the responsible board or contract agency has been involved in the decisionmaking process and it is the expressed wish of the affected person and other placement


optionshavebeenofferedtotheaffectedpersonandrefused.Whenadischargeorrelocationtoahomelessshelteroccursunder theseguidelines, thereasonsshallbedocumented in theperson’schartandreviewedviatheBHOsquality improvementprocess.Personsmaynotbedischarged or relocated to homeless shelters for the convenience of staff, as a punitivemeasure,orforexpediency.ODMHBHOpoliciesshallbeconsistentwiththisdirective.

Locally,asystemof“quickaccess”beds,withinapartmentshasbeendevelopedtosupporttheabovepolicy andprotocol. TheQuickAccessbeds are shownon theHousing Inventory as amethodoftrackingpersonsandensuringdischargetosheltersdoesnotoccur.

HomelessPrevention

Strategies to End Homelessness collaborates with five partner agencies for the homelessprevention program, known as Shelter Diversion. When households contact the CentralizedAccessPoint (CAP) forshelter, theyarealsoscreenedforShelterDiversion. If thehouseholdmeetstheeligibilitycriteria(imminentriskofenteringashelter,householdincomebelow30%AMI, no other housing options or financial resources to prevent homelessness) and areappropriate for theprogram(screening indicates theywill in factbeenteringshelterwithoutassistance) they are referred to a case manager at one of the partner agencies. The casemanager,alongwithahousingspecialist,willassist thehousehold inobtaininghousingwhilethecasemanagerworkswiththehouseholdtodevelopacaseplan. Thecaseplanaddresseshousing, income and other resources needed to stabilize the household. While working ontheir case plan, the household is eligible to receive financial assistance for utility and rentaldeposit,rentalandutilityarrears,alongwithcurrentrentalandutilitypayments.Thegoalistostabilize householdswithin 3months, however, some households require assistance beyondthe3-month target. In2018, all householdshada lengthof stayunderone year. HamiltonCountyESGfundsandOhioDepartmentServicesAgencyfunding,alongwithUnitedWayfunds,providethedirectfinancialassistancetosupporttheprogram.

CAPalsoscreensVeteransfortheVA’sSupportiveServicesforVeteran’sFamilies(SSVF)grantoperatedbyTalbertHouse.ThisprogramservesVeteransandtheirhouseholdswhoareatriskofbecominghomeless.Bothcasemanagementandshort-termfinancialassistanceisprovidedforthehouseholdtoincreasestabilityandpreventhomelessness.

All of the Shelter Diversion and SSVF agencies are required to contribute data into theHomelessManagement InformationSystem (HMIS) system. WhenCAP screens callers, all ofthe client’s information is recorded in a centralized system, then an electronic referral iscompletedfortheappropriateprogram.

Helpinghomelesspersons (especiallychronicallyhomeless individualsandfamilies, families


withchildren,veteransandtheirfamilies,andunaccompaniedyouth)makethetransitiontopermanent housing and independent living, including shortening the period of time thatindividualsandfamiliesexperiencehomelessness,facilitatingaccessforhomelessindividualsand families toaffordablehousingunits,andpreventing individualsand familieswhowererecentlyhomelessfrombecominghomelessagain

The local homeless services system is working to reduce homelessness by simultaneouslypursuingthreestrategies:1)HomelessnessPrevention/ShelterDiversion,2)Improvingservicesavailabletopeoplewhoarehomelesssothattheycanexithomelessnessquickly,3)Developingandofferingavarietyofhousingresourcessothathouseholdscanaccessappropriatehousingandexithomelessness.HomelessnessPrevention/ShelterDiversion:Priorto2009,homelessnesspreventionresourceswerelargelyabsentinthecommunityduetoalackofavailabilityoffundingforsuchactivities.However,undertheAmericanRecoveryandRe-investmentAct(ARRA),stimulusfundingwasmadeavailableforhomelessnessprevention.While such stimulus funding expired in 2012,more focused shelter diversion activities havecontinued:• LocalandStateofOhioESG,CityofCincinnatiGeneralFunds,andUnitedWayfundingare

beingusedtodiverthouseholdsatimminentriskofenteringshelterbackintohousingandservices. The Shelter Diversion program is being run in partnership between HamiltonCounty, the United Way of Greater Cincinnati, five Emergency Assistance agencies, andStrategies to End Homelessness. Risk factors considered for inclusion in this programinclude immediacy of need for shelter placement, a prior history of homelessness, ahouseholdhavingalready losttheirownhousingandnowrelyingonothersforaplacetostay (doubled-up), having no other financial or familial support, and a household incomebelow30%AMI.

• Talbert House administers a Supportive Services for Veteran Families (SSVF) preventionprogramwhichpreventshomelessnessforveteransandtheirfamilies.

ImprovedServices:The recommendations and improvements for emergency shelter services that are beingimplementedasapartoftheHomelesstoHomesinitiative(describedabove)havesignificantlyraised the levelofdaytimeandcasemanagement servicesbeingoffered to single individualswithinthesheltersystem.


TheSolutionsforFamilyHomelessnessPlan,releasedinOctoberof2015andimplementationisoccurringinstages,alsooutlinestheserviceneedstoendfamilyhomelessnessinCincinnatiandHamilton County. Ending family homelessness is a top priority in the community and inalignmentwiththegoalsofthefederalgovernment.TheCrossSystemCasemanagementpilotasdescribedabovebegan inAprilof2017and the family shelter systemcontinuesextensivetraining on Trauma Informed Care Training series to re-train all case managers on casemanagement best practice. Several casemanagers have been certified as Trauma InformedCaretrainerssothatthereisnogapinservicewhenstaffturnsover. Additionally,thefamilyhomelessnesssystemhasidentifiedaneedforincreasedaftercaresupportforfamiliesexitingemergencyshelterandhousingprograms.Theyhavebeguntoimplementconsistentaftercarestrategiestoensurelongertermhousingstabilityanddecreasethenumberofhouseholdsthatre-enterhomelessness.Housing:• RapidRe-Housing(RRH)isanationallyrecognizedbestpracticeforquicklyendingepisodes

ofhomelessnessinacostefficientandeffectiveway.RRHhasbecomeahighpriorityinourcommunityandin2018theCoChad:o 12CoC-fundedRRHprojects;o 1CountyESGfundedfamilyRRHproject;o 2CityESGfundedRRHprojects;o 2SupportiveServicesforVeterans’Families(SSVF)fundedRRHprojects;ando 1jointcomponentCoCTH/RRHprojectforsurvivorsofdomesticviolence.

• Coordination of Housing Resources: the following are all high-priority initiatives gearedtowardmakingbetter,morestrategicuseofhousingresources-o Coordinated Entry: Coordinated Entry for housing programs started in January 2016

withcasemanagersadministeringVI-SPDATassessmentsandthefirsthousingreferralwasmadeonFebruary1,2016.TheCoCworkgroups,havedefinedeligibilityprocessesfor all housing types (Permanent Supportive Housing, Rapid Re-housing, TransitionalHousing) andprioritization forhousing followsall guidanceprovidedbyHUD. Endingchronic,family,youth,andveteranhomelessnessareallprioritiesthatareinalignmentwithHUDgoals. TheCoordinatedEntrysystemcontinuestoevolvetoensurethatthesystemisinalignmentwithHUDrequirements,followingnationalbestpracticemodels,andrelevanttotheneedsofourlocalcommunity.

o HousingPrioritization:asa resultof theHEARTHActand its subsequentCoCandESGprogram interim rule, the local CoC workgroups and Homeless Clearinghouse haveimplementedpolicies for prioritizing households that aremost in needof transitional


housing, Rapid Re-Housing (RRH), or Permanent Supportive Housing (PSH). The CoCworkgroupsinitiallydevelopedandimplementedthesepoliciesandproceduresin2013andhasupdatedthemaccordinglytobeconsistentwithHUDguidanceandcommunityneed. Strategies to End Homelessness monitors compliance with these policies inannual monitoring visits. All community policies are presented at least annually forreview and approval by the CoC Board and subsequently the entire CoC during theannualGovernancemeeting.

o TargetingPSHtotheChronicallyHomeless:allPSHProgramsprioritizeavailablehousingfor chronically homeless individuals and families. The CoC continues to prioritizehousing for the chronically homelessness aligning with the national benchmarks andcriteriaestablishedbytheUnitedStatesInteragencyCouncilonHomelessness.

o Housing First: 100% RRH and 98% of PSH projects within the CoC operate underHousingFirstprincipleswhichmeanthattherearelowbarrierstoentryandterminationfromtheprogramisusedonlyaftersignificantinterventionhasbeenprovidedforclientsuccess. Case management is centered around the client and specific to the client’sneeds andwishes. 100% of the housing projects are not housing first because HUDencouragescommunitiestohaveadiversehousingportfolioandrecognizesaneedforsomesoberhousingbeds.


CR-30-PublicHousing91.220(h);91.320(j)Actionstakentoaddresstheneedsofpublichousing

TheCincinnatiMetropolitanHousingAuthority (CMHA)has theability to assistnearly 11,639families through administration ofthe Housing Choice Voucher (HCV) Program. CMHA alsoowns andmanages a portfolio of 5,365public housing unitswith a budget of approximately$32.4million,whichincludesboththeoperatingandcapitalsubsidiesaswellasrentalincome.

TheCincinnatiMetropolitanHousingAuthority (CMHA)currentlyhasapproximately3%of itsVouchersinvestedinProject-BasedVouchersthroughoutHamiltonCounty.Thegoaloverthenext5years istoincreasethatnumberupto20%.CMHAwillusetheconversionofHousingChoice Vouchers to Project-Based Vouchers to meet the housing needs of special-needspopulations through financially supporting the collaboration of private and non-profitpartnershipsthatresultinspecificandcomprehensivehousingandserviceprovisions.

TheadditionalProject-BasedVouchers(PBV)willprovideavenuesforpartnershipwiththeCityofCincinnatiand/orHamiltonCountytosupportthepreservationofvitalhousingcommunitiesthat are pivotal to the local jurisdictional area and/or the submarket of the community’slocality. Further, this transition to PBV’s could have a decidedly positive impact on the de-concentrationof very, very low-incomehousing (incomes less than30%ofAMI) inHamiltonCounty.Suchhouseholdscomprisemorethanhalfofhousingunits insevenCityofCincinnatineighborhoods. The expansion of Project-Based Vouchers will continue to promote theexpansionofqualityaffordablehousingopportunitiesforlowandmoderate-incomefamilies.

TheCityofCincinnatiwillcontinuetoassistCMHAinperformingtheenvironmentalreviewsforCMHAincludingtheRequestforReleaseofFundsaswellasCertificationsofConsistencytotheConsolidatedPlan.

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

TheCity'sHOME-fundedDownPaymentAssistanceProgramisavailabletoallincome-qualifiedresidents,includingpublichousingresidents,toencouragehomeownership.

ActionstakentoprovideassistancetotroubledPHAs

TheCincinnatiMetropolitanHousingAuthority(CMHA)isnotdesignatedasatroubledPHA.


CR-35-OtherActions91.220(j)-(k);91.320(i)-(j)Actions taken to removeor ameliorate thenegativeeffectsof public policies that serveasbarriers to affordable housing such as land use controls, tax policies affecting land, zoningordinances, building codes, fees and charges, growth limitations, and policies affecting thereturnonresidentialinvestment.91.220(j);91.320(i)

TheCincinnatiMetropolitanHousingAuthority(CMHA)islookingforopportunitiestopurchaseproperties in low-povertyneighborhoods thatcurrentlyhave fewassistedunits. While thesepoliciesareconsistentwith thegoalof creatingamoresuitable livingenvironment for lowerincome families and individuals, creationof housing units in higher income communitieswillcostmoretodevelopduetolandpricesandwilllikelytakelongertodevelopduetocommunityoppositionorhesitancytohouselowerincomeindividualsandfamilies.

TheCityofCincinnatiandHamiltonCountyjointlyrequestedthatHousingOpportunitiesMadeEqual(H.O.M.E.),thelocalFairHousingAgency,conductedanAnalysisofImpedimentstoFairHousing(AI)updatefortheCityandCountyjurisdictions.

TheAIwascompletedandsubmittedtoHUDin2014,and intheAI,sevenrecommendationsweremadetorespondtotheissuesof1)Lackofpublictransportationinopportunityareas,2)Zoningandbuildingcodebarriers,3)Affordablehousingisconcentratedinraciallysegregatedareas,4)Barrierstomobilityoffamilieswithvouchers,5)Barriersforimmigrantpopulations,6)BarrierstoAfricanAmericanHomeownership,and7)Barrierstohousingchoiceforpeoplewithdisabilities.

TheCityofCincinnatiDepartmentofCommunityandEconomicDevelopmentandtheHamiltonCountyDepartmentofCommunityDevelopmentwillbepartneringontheAssessmentofFairHousingthatwillbesubmittedtoHUDin2019forapproval.

Actionstakentoaddressobstaclestomeetingunderservedneeds.91.220(k);91.320(j)

Theneed forhousing, communitydevelopment, andqualityof life services inorder toassistlow- and moderate-income individuals, families, and neighborhoods is tremendous. Thegreatest obstacle tomeeting underserved needs is funding. While the City has programs toaddress the full range of underserved needs, the amount of funding available for thoseprogramsisinsufficienttoproduceoutcomesthatensurethebasicstatutorygoalsofprovidingdecenthousing,asuitable livingenvironment,andexpandedeconomicopportunitiesaremetforallCincinnatiresidentsandbusinesses,especiallythosewiththemostneed.

Thelackofpermanenthousing,fundingtoprovideadequateservicestomovepersonsoutof


homelessness,andadequatefundingforpreventinghomelessnessremainobstaclestomeetingtheneedsoftheunderserved.Knowingthatashortertermhousingsubsidywillworkformostpeopleinahousingcrisis,theCoCisworkingtoincreaseRapidRe-Housinginthecommunity.MoreRapidRe-Housingwillallowmorepeopletomoveoutofhomelessnessquicklyandassistmorepeoplewithfindingstablehousing.

Actionstakentoreducelead-basedpainthazards.91.220(k);91.320(j)

TheDepartmentofCommunityandEconomicDevelopmenthas integratedHUD’s lead-basedpaintregulationsandguidelinesintoitshousingprogramsrequiringriskassessmentsandleadhazard reduction work on rehabilitation projects completed with federal assistance onresidential structures built before 1978. From 2015 through 2018, 18,345 units built before1978werecompletedwithCDBGandHOMEfundedrenovationactivities,asreportedinthePR–89LeadBasedPaintReport.

TheDepartmentofCommunityandEconomicDevelopment,inpartnershipwiththeCincinnatiHealth Department Childhood Lead Poisoning Prevention Program, is administering a HUDOfficeofHealthyHomesandLeadHazardControlgrantprogram.Thesefundsareofferedonacompetitivebasis.Theawardis$3.4millionfor3yearstoaddressleadbasedpainthazardsin225privatelyownedeligibleunits,witha focusonpreventingchildhood leadpoisoning. Thefunds are also spent on contractor training and community outreach efforts. The City hasreceivedandadministeredfiveoftheseHUDLeadHazardControlgrantprograms,abatingleadhazardsinapproximately1,000unitstodate.

Actionstakentoreducethenumberofpoverty-levelfamilies.91.220(k);91.320(j)

TheCityofCincinnatiprimarilyfocusedonprogramsthatpromotebusinessdevelopmentandprovideemploymenttraininginitseffortstoreducethenumberofpovertylevelfamilies.TheConsolidatedPlanincludedseveralgoalstoaddresscommunitydevelopmentneedsandreducethe number of poverty level households: Promote Homeowner Housing, Rehab AffordableMultiFamilyRentalHousing,andIncreaseEconomicOpportunitiesthroughPublicServices.

The City accomplished these goals and objectives through programs such as Single FamilyHomeownership Development, Down Payment Assistance Program, Strategic HousingInitiativesProgram,Blueprint forSuccess,YouthandYoungAdultEmploymentPrograms,andHandUpInitiative.TheseprogramsweretheprimarywaytheCitystrivedtoexpandeconomicopportunities,principallyforlow-andmoderate-incomepersons.

Actionstakentodevelopinstitutionalstructure.91.220(k);91.320(j)


Several organizations were involved in the development of the Consolidated Plan/ActionPlan. In addition, the majority of Consolidated Plan programs are implemented by privateorganizationswhichuseCityfunding(includingtheGeneralFund)tosupplementprogramsthatsupportConsolidatedPlanobjectives.

The City partners with a Community Development Advisory Board (CDAB) which evaluatedprogram requests and made recommendations in coordinating City programs with serviceproviders.TheCDABisavolunteercitizengroupappointedbytheMayorandapprovedbytheCityCouncil.The following is the compositionof theCDABaccording toCincinnatiMunicipalCode: community council members (3), lending institutions (1), small business advocate (1),human services (1), trades / labor representation (1), low income advocate (1), housingauthority (1), realestatecommunity (1),developer (1), corporatecommunity (1),CommunityDevelopmentCorporationrepresentative(1),andCityofCincinnatirepresentatives(4).

AuditsconductedbytheHUDOfficeofInspectorGeneral(OIG)oftheCity’sHOMEProgramin2007 and 2008led the City to review its practices and procedures.The Cityformalized allprocessesandproceduresandprovidesdirection forbasicprocesses in theadministrationofthe Consolidated Plan programs for the following departments: the Budget Office, FinanceDepartment,CityPlanning;OfficeofEconomicInclusion;CitizenComplaint/InternalAudit;LawDepartment;andCommunityandEconomicDevelopment.

HUDexpandedtheIntegratedDisbursementandInformationSystem(IDIS)fordevelopmentofthe Consolidated Plan, Action Plan, and Consolidated Annual Performance and EvaluationReportprocesses.TheCitywillcontinuetoutilizingthesefunctionsandwillensurethepoliciesare coordinated within the City-wide processes and procedures.The City also formed anIntegratedDisbursementandInformationSystem(IDIS)monthlyworkinggroupthatfocusesonthecloseoutofprojects,drawingoffunds,andmanagementofthesystem.

TheCitywillcontinue itsefforts to increasetrainingofstaff,executeconsistentandaccuratewrittenagreements,andhavefrequentandregularmeetingsonimprovingperformance.

Actionstakentoenhancecoordinationbetweenpublicandprivatehousingandsocialserviceagencies.91.220(k);91.320(j)

The City coordinates with public and private housing agencies and social service agenciesthroughthecitizenparticipationprocess,theFairHousingCommittee,andContinuumofCare(CoC),andtheCommunityDevelopmentAdvisoryBoard(CDAB).Additionally,beneficiariesofthe City’s Strategic Housing Initiatives Program are referred to the Cincinnati MetropolitanHousingAuthority(CMHA)toinvestigatetheavailabilityofHousingChoiceVouchers.


The City partnered with Hamilton County to update the Analysis of Impediments to FairHousing(AI)studyforthe2015–2019ConsolidatedPlan.AcommitteerepresentingHamiltonCountyCommunityDevelopment;CityofCincinnatiDepartmentofCommunityandEconomicDevelopment;CityofCincinnatiDepartmentofCityPlanning;CincinnatiMetropolitanHousingAuthority(CMHA);HousingOpportunitiesMadeEqual;andtheCenterfor IndependentLivingOptions (CILO) met quarterly throughout 2013 to continue work on the solutions to thefindings.TheCityofCincinnatiDepartmentofCommunityandEconomicDevelopment,HamiltonCountyDepartmentofCommunityDevelopment,andHousingOpportunitiesMadeEqual,thelocalfairhousingagency,have startedaworkinggroup for the2019 submissionof theAssessmentofFairHousing,withplanstoutilizethefairhousingassessmenttools.TheContinuumofCare(CoC)isorganizedonayear-roundbasistoincludeanumberofworkinggroups whose role is to coordinate services and housing for their specific group of clients,improveaccesstomainstreamresourcesandbenefits,andfacilitateimprovementsinsystemsneededbythehomeless.Eachof theworkinggroupsmeetsmonthly.Theseworkinggroupsaredividedasfollows:FamilyHomelessnessWorkgroup,DataWorkgroup,HomelessOutreachWorkgroup, Permanent Supportive Housing Workgroup, Transitional Housing Workgroup,RapidRehousing / TransitionalHousingWorkgroup,Veteran’sWorkgroup, CoordinatedEntryWorkgroup, and the YouthHomelessnessWorkgroup. A representative of eachwork group,alongwithrepresentativesfromthefollowingentitiesareseatedontheCoCBoard:homelesseducation liaison, Healthcare for the Homeless, Veteran’s Services, homeless advocate,Runaway and Homeless Youth, CoC Victim Services Provider, ESG subrecipients, agencyexecutivedirectors,CityofCincinnati,HamiltonCounty,UFA/HMIS Leadagency, andat leastonecommunitymemberwhohasexperiencedhomelessness.TheCoCBoardmeetsmonthlytooversee planning, coordinate efforts, andmonitor progress on the goals of the consolidatedplan.Asstatedpreviously,theCommunityDevelopmentAdvisoryBoard(CDAB)isavolunteercitizengroupappointedby theMayorandapprovedby theCityCouncil. Itsmembershipconsistsofrepresentatives from the following areas: Community Council leadership, human services,labor, low-income advocates, small business, corporate entities, lenders, developers, realestate,CommunityDevelopmentCorporations (CDCs),andCity staff. Its role is toadvise theCityManagerontheConsolidatedPlanBudgetandothermattersrelatedtotheadministrationoftheCity'sConsolidatedPlan.Identify actions taken to overcome the effects of any impediments identified in the


jurisdictionsanalysisofimpedimentstofairhousingchoice.91.520(a)

TheCity’supdated2018AnalysistoImpedimentstoFairHousingislocatedintheattachments.


CR-40-Monitoring91.220and91.230Describethestandardsandproceduresusedtomonitoractivitiescarriedoutinfurtheranceof the plan and used to ensure long-term compliance with requirements of the programsinvolved, including minority business outreach and the comprehensive planningrequirements

CoC,ESG,andHOPWAawardsaremonitoredbyStrategiestoEndHomelessness,Inc.(STEH),asubrecipientfortheadministrationofESGandHOPWAwiththeCityofCincinnatiandaprimerecipientofallCoCfunding,asUFA.

• Monthly CoC, ESG, and HOPWA invoicing includes a remote monitoring of dollarsexpended by provider agencies,matching spending to the approved budget allocationsandtoHUDallowableexpenditures.

• All CoC, ESG, and HOPWA projects receive an annual on-sitemonitoring where sourcedocumentation,agencypoliciesandprocedures,andparticipantrecordsarereviewed.

• MonitoringtoolsusedarecalibratedannuallywiththeHUDFieldOfficemonitoringtoolstoensureconsistencywithHUDrequirements.

• An annual risk-assessment is completed for all subrecipients to prioritize monitoringresources.

• HOPWA providers submit annual reporting to STEH, with specific excerpts from theHOPWA CAPER report according to activity funded. STEH compiles the responses andworkswithaHUDTechnicalAssistanttoensureaccuracy.

• Annualon-sitemonitoringvisitreportsaresubmittedtotheDepartmentCommunityandEconomicDevelopmentstaffandtotheMonitoringSubcommitteeoftheCoCBoard.

• Department of Community and EconomicDevelopment staff include its reviewof STEHmonitoringaspartoftheoverallComplianceStrategy.

TheCity’sMonitoringDivision in theDepartment of Community and EconomicDevelopmenthas an annual internal reviewof eachHUD-fundedprogram,which is outlined in an internalCompliance Strategy Document. In addition to conducting ongoingmonitoring of long-termaffordability requirements and annually monitoring subrecipients, the City also conducts asystematic evaluation of its own programs andmanagement systems to verify eligibility andcompliance with applicable HUD regulations. When conducting these internal reviews, theMonitoringDivisionutilizesIDISreports,HUDMonitoringExhibits,andHUDtrainingmaterials.The Compliance Strategy Document also describes the monitoring processes, checklists,databases,andreportsrequiredforeachprogramandisupdatedannually.

To ensure compliancewith all aspects of the newHOME Final Rule, theMonitoringDivisioncarried out a systematic review and developed an action plan based on HUD’s “Section by


Section Summary” document. Training is provided to program managers of HOME fundedprojects.

CitizenParticipationPlan91.105(d);91.115(d)

Describe the efforts to provide citizens with reasonable notice and an opportunity tocommentonperformancereports.

The City of Cincinnati’s overall citizen participation policy for the HUD entitlement grantprogramsinclude:atminimumtwocitizenparticipationeventsannually,atminimumtwoCDABmeetings todiscuss yearly allocations andperformance reports, CityBulletinpostingof eachmeeting,andwebsitepostingsofConsolidatedPlan,AnnualActionPlans,ConsolidatedAnnualPerformance and Evaluation Reports, and public and CDAB events. Meeting invites aredistributedtocommunitygroups,subrecipients,andstakeholders.Allprogramsareadvertisedin theCity Bulletin at the beginning of theConsolidated Planwith a 30-day public commentperiodpriortothereleaseoffunds.Annually,aTier1EnvironmentalReviewisconductedforeachprogram.

For the 2018 CAPER, the Citizen Participation advertisement attached to this reportdemonstratesthata15-daycommentperiodwasprovided.TheadwaspublishedintheCity’sBulletin during the month of March 2019 and will continue to run through April 2019. AllcommentsthatwillbereceivedwillbeforwardedtoHUD’sColumbusFieldOffice.Atthetimeof thisreportsubmission,nocommentshavebeenreceived. A formalpresentationthatwasopen to the public was conducted for the CDAB members took place on March 14, 2019.Copiesoftheadvertisementsandthepresentationareprovidedintheattachments.TheCDABcreatedprioritiesandvaluestobetakenintoconsiderationwhendeterminingprogramfundingpriorities.Theprioritiesincludeaccesstoaffordablehousing,fairhousing,eliminatingslumandblight,enhancingqualityoflife,transformativecommunitychange,aidingtheunderserved,andworkforcedevelopment.Theessentialvaluesincludefundingfewerprogramsatahigherlevel,the ability of a program to leverage funding sources, non-duplication of services, andmeasurableresults.

All documents are available on the City of Cincinnati’s website and at City of CincinnatiDepartmentofCommunityandEconomicDevelopment’soffice:www.cincinnati-oh.gov


CR-45-CDBG91.520(c)Specify thenatureof,and reasons for,anychanges in the jurisdiction’sprogramobjectivesand indications of how the jurisdiction would change its programs as a result of itsexperiences.

A substantial amendment to the Consolidated Plan Budget requires public notice in the CityBulletin with a 30-day opportunity to comment, Community Development Advisory Board(CDAB) input and approval, recommendation from the CityManager and approval from CityCouncil through an Authorizing Ordinance. For substantial amendments, a public hearingbefore theCity Councilmaybeheld, if necessary. Once approvedby theCityManager, thepublic, the CDAB, and City Council, the request is submitted to HUD for review and finalapproval.

A substantial amendment is defined to include the following situations: major budgetadjustmentsrelatedtofinalresources;aproposedchangeintheallocationorselectioncriteriafor programs such as loan programs or competitive development programs; the addition orremovalofprogramsfromtheConsolidatedPlan;andproposedusesofHUDSection108LoanAuthorityorCDBGFloatloans.

The City of Cincinnati submitted and was approved nine applications for consideration ofNeighborhood Revitalization Strategy Area (NRSA) expansion and boundary revision. Theneighborhoodsincluded:BondHill,CampWashington,EastandWestPriceHill,EnglishWoods,Mount Airy, North Fairmount, Roselawn, South Fairmount and Winton Hills. The NRSAapplicationsforRoselawnandWintonHillsweresubmittedin2016andapprovedin2017.

ExpandingtheCity’sNRSAswillincreasethetargetareasforthejobtrainingprogramHandUpInitiative aswell as support other community development activities in these areas. Eligiblecensus tracts that will be included in forthcoming NRSA requests to HUD include theneighborhoods: Sedamsville, Riverside, Villages at Roll Hill, East End, Linwood,Winton Place,and Sayler Park. In addition to the NRSA expansion, three non-performing CDBG programswereremoved fromthe2015–2019ConsolidatedPlan:Earned IncomeTaxCreditOutreach,FinancialandCreditUnionServices,andFutureBlooms.PubliccommentsweresolicitedduringthemonthofMay2016withoutanyresponse. TheCDABdidnothaveanyobjectionstotheNRSA expansion and program removal. City Council approved the amendment on June 22,2016throughOrdinance214-2016.

TheHOMEfundedTenantBasedRentalAssistanceProgramhasbeenadministeredbyHamiltonCountyCommunityDevelopment.TheCityreceivednotificationthattheCountywillnolongeradministertheprogramasofOctober31,2016. TheCitywasprovidingfundingfortheTBRAprogram toassist68householdsallofwhichhaveat leastonepersonwithadisability. The


tenantswereprovidedaminimum12monthsadvancenoticeoftheterminationoftheTBRAprogram.TheCityworkedwithCMHAtogettheunitsintheHousingChoiceVoucherprogram.

TheSummerYouthEmploymentProgramhasbeentransferredfromDCEDtobeadministeredbytheCity’sCincinnatiRecreationCenter (CRC). DCEDhasbeenworkingcloselywithCRCtoassistwith the transition of responsibilities. Severalmeetings have been held to review thebudget, the program timeline, program manager responsibilities, and federal requirementsincluding eligible and ineligible expenses, time and labor tracking, file retainage, contractmanagement, and reporting requirements. DCEDwill continue to work closely with CRC toensure a successful, compliant program. CRC has expanded the program as a year-longprogram,entitledYouthandYoungAdultEmploymentProgram. Theprogramhasalsobeenexpandedtoincludeyouthages18to24.

The City added a newprogram to CDBG titled Cincinnati Housing Improvement Fund (CHIF).The Community Builders, Inc. (TCB) executed a Settlement Agreement with the U.S.Department of Housing and Urban Development (HUD) on November 10, 2016. Several ofTCB’sresidentialpropertiesreceivingHUDHousingAssistancePayments (HAP)werefoundtohave unsatisfactory Real Estate Assessment Center (REACT) scores. REACT scores provide amethodofdeterminingwhetherhousingisinsafeanddecentconditions.Asaresult,HUDandTCB reached a settlement agreement to resolve the deficiencies and other actions HUD hasimposedonTCB.TCB is a grant recipient of the Neighborhood Stabilization Program 2 (NSP2), a competitivegrantawarded in2009under theAmericanRecoveryandReinvestmentAct. TheSettlementAgreement orders TCB to provide the Citywith $1,500,000 of their NSP2 funds, naming theprogramtheCincinnatiHousingImprovementFund(CHIF).Theagreementspecifiesthatthesefunds must comply with NSP2 program requirements and be utilized for affordable rentalhousingwiththefocusonoccupied,blightedsubsidizedproperties.Eligible use of NSP2 funds includes acquisition and renovation of foreclosed or abandonedresidentialproperties.Ofthe$1,500,000,theSettlementAgreementalsospecifies$1,000,000be spent in the neighborhoods of Walnut Hills, Avondale, and Over-the-Rhine on eligibleprojects.Theremaining$500,000maybespentcitywideoneligibleprojects.TheAgreementalsospecifiesTCBmayallowtheCitytoadministerthesefundsandhaveprimaryresponsibilityforadministration,monitoring,andcompliance.InordertoallowtheCitytoadministerthesefundswithoutTCB’sastheleadadministrator,theNSP2programincomehasbeenreceiptedtoCDBGasprogramincome.ThefundsaresubjecttoCDBGrulesandregulations,withthecaveatthatallprojectswillalsobeNSP2eligible.New


constructionwouldnotbeaneligibleuseof these funds,only renovationactivities. TheCitywillreportontheCHIFprograminallapplicableAnnualActionPlansandConsolidatedAnnualPerformanceandEvaluationReports.HUDandTCBhavenotindicatedatimelinessissuewiththefundsusedasCDBG,noraspecificunitproductiongoal.TheCityisprojectingproducingatminimum50unitswiththisprogram.TheCity,HUD,andTCBenteredintoaSettlement,PartialAssignmentandAssumptionAgreementwithConsentonJanuary28,2018.The City implemented the new CDBG-funded program West Price Hill Area DevelopmentProgram in 2018. The program is providing funding for residential and commercialdevelopmentforsectionsofWest,East,andLowerPriceHillneighborhoodslocatedwithintheNRSA.Theprogramwillmakeavailableatminimum51%oftheresidentialunitssubstantiallyrenovatedtoeligiblehomebuyersatorbelow80%AMI.TheCityconsolidatedallhousingdevelopmentprogramsintooneprogramthatwillbefundedby both CDBG and HOME. The programs Core 4 Strategic Housing, Urban Homesteading,Permanent Supportive Housing, and Affordable Multi Family Rental Program have beencombined into the program entitled Strategic Housing Initiatives Program (SHIP). SHIP willprovide gap financing for construction and renovation of multifamily units and single-familydevelopment, permanent supportive housing, emergency stabilization, infrastructure, andurbanhomesteadingprojects, aswell as emergency shelter expansion. Applicants can applyunder the competitive Housing Notice Of Funding Availability (NOFA) that the City issues atleastonceayear. Applicationsmustmeetunderwritingandsubsidylayeringrequirementstobeconsidered.TheCDBG-fundedprogramGroundworkCincinnati–MillCreekRestorationhasthelong-rangegoaltodevelopatleast14-18milesofGreenwayTrailsalongMillCreekandWestForkCreek,to transform blighted properties within the river corridors, to build community capacity, tosupportrevitalizationofMillCreekneighborhoods,topromotehealthy living,andto improvethehealthofnaturalresourceswithintheLowerMillCreekWatershedinCincinnati.Thenon-profitorganizationGroundworkCincinnati–MillCreekRestorationmergedwiththeMillCreekWatershed Council of Communities to formMill Creek Alliance, a non-profit organization, inordertocombinetheeffortssurroundingtheMillCreek.TheMillCreekwasremovedfromtheAmericanRivers,anationalconservationorganization,MostEndangeredRiverlistin2017afterhaving been on the list since 1997. The organizationwill remain an affiliate of the nationalnetwork of local organizations that works to transform the environment of marginalizedcommunities,GroundworkUSA.TheCDBG-fundedprogramCodeEnforcementRelocationdidnotreceiveanallocationduring


CY2018andwasabletoassist12householdswithpriorresources.

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