.
Phone: 404-286-3308 Fax: 404-286-3337
RESPONSIBLE
AGENCY:
DEKALB COUNTY
COMMUNITY
DEVELOPMENT
DEPARTMENT
1807 Candler Road
Decatur, GA 30032
FOR HUD PROGRAMS,
INCLUDING THE
2008 ANNUAL ACTION PLAN
FOR HUD PROGRAMS INCLUDING
THE 2008 ANNUAL ACTION PLAN
DeKalb County, Georgia
Vernon Jones, Chief Executive Officer
Board of Commissioners
Elaine Boyer, District 1
Jeff Rader, District 2
Larry Johnson, District 3
Burrell Ellis, District 4
Lee May, District 5
Kathie Gannon, District 6
Connie Stokes, District 7
DeKalb County DUNS Number:
061420535
Prepared by the DeKalb County Community Development Department
1807 Candler Road Decatur, Georgia (404) 286-3308 / (404) 286-3337 To Be Submitted November 15, 2007
HUD Programs
Including the 2008 Annual Action Plan
Table of Contents
I.
SF 424 Form
II.
Strategic Plan
III.
Needs Work Sheets/ Specific Objectives/ Annual Goals
IV.
2008 Annual Action Plan
V.
2008 Proposed Budget Summary/
Proposed Project Locations Map
VI.
Proposed Projects
VII.
Certifications
VIII.
Appendix
a.
First Public Hearing Notices
b.
Second Public Hearing Notice
c.
First and Second Public Hearing Meeting Summary
d.
List of Consolidated Plan Task Force Members
e.
Consultation Letters
The SF 424 is part of the CPMP Annual Action Plan. SF 424 form
fields are included in this document. Grantee information is linked
from the 1CPMP.xls document of the CPMP tool.
SF 424
Complete the fillable fields (blue cells) in the table below. The other items are pre-filled with values from the Grantee Information Worksheet.
Date Submitted 11/15/2007
Applicant Identifier
61420535 Type of Submission
Date Received by state State Identifier Application Pre-application
Date Received by HUD Federal Identifier Construction Construction
Non Construction Non Construction
Applicant Information
DeKalb County, Georgia GA139089 DeKalb County
1807 Candler Road 61420535
Community Development Department
Decatur Georgia
30032 Country U.S.A. Division
Employer Identification Number (EIN): DeKalb County Georgia
58-6000814 Program Year Start Date (0108)
Applicant Type: Specify Other Type if necessary:
Local Government: County Specify Other Type
Program Funding
U.S. Department of Housing and Urban Development
Catalogue of Federal Domestic Assistance Numbers; Descriptive Title of Applicant Project(s); Areas Affected by Project(s) (cities, Counties, localities etc.); Estimated Funding
Community Development Block Grant 14.218 Entitlement Grant CDBG Project Titles
The 2008-2012 Consolidated Plan, including the 2008 Annual Action Plan
Description of Areas Affected by CDBG Project(s) DeKalb County except the portion inside the City of Atlanta
CDBG Grant Amount $5,809,962
Additional HUD Grant(s) Leveraged Describe
Additional Federal Funds Leveraged Additional State Funds Leveraged
Locally Leveraged Funds Grantee Funds Leveraged
Anticipated Program Income $336,648
Other (Describe) Total Funds Leveraged for CDBG-based Project(s)
$6,146,610
Home Investment Partnerships Program 14.239 HOME HOME Project Titles
The 2008-2012 Consolidated Plan, including the 2008 Annual Action Plan
Description of Areas Affected by HOME Project(s) DeKalb County except the portion inside the City of Atlanta
HOME Grant Amount $2,790,667
Additional HUD Grant(s) Leveraged $64,158
Describe ADDI
Additional Federal Funds Leveraged Additional State Funds Leveraged
$3,589,168
Housing Opportunities for People with AIDS 14.241 HOPWA
HOPWA Project Titles Description of Areas Affected by HOPWA Project(s)
HOPWA Grant Amount Additional HUD Grant(s) Leveraged Describe
Additional Federal Funds Leveraged Additional State Funds Leveraged
Locally Leveraged Funds Grantee Funds Leveraged
Anticipated Program Income Other (Describe)
Total Funds Leveraged for HOPWA-based Project(s)
Emergency Shelter Grants Program 14.231 ESG ESG Project Titles
The 2008-2012 Consolidated Plan, including the 2008 Annual Action Plan
Description of Areas Affected by ESG Project(s) DeKalb County except the portion inside the City of Atlanta
ESG Grant Amount $251,608
Additional HUD Grant(s) Leveraged Describe
Additional Federal Funds Leveraged Additional State Funds Leveraged
Locally Leveraged Funds Grantee Funds Leveraged
Anticipated Program Income Other (Describe)
Total Funds Leveraged for ESG-based Project(s)$251,608 Congressional Districts of:
Applicant Districts
4th, 5th, 13th
Project Districts
4th, 5th, 13th
Is application subject to review by state Executive Order 12372 Process?
Yes This application was made available to the
state EO 12372 process for review on DATE Is the applicant delinquent on any federal debt? If
“Yes” please include an additional document
explaining the situation. No Program is not covered by EO 12372
Yes No N/A Program has not been selected by the state
for review
Person to be contacted regarding this application
First Name Chris Middle Initial H. Last Name Morris
Title director, Community
Development Director, Community Development Department
Phone
404 286-3338
Fax404 286-3337
chmorris@co.dekalb.ga.us
Grantee Website
www.co.dekalb.ga.us
Other Contact Signature of Authorized Representative
Vernon Jones, DeKalb County, Chief Executive Officer
This document includes Narrative Responses to specific questions that grantees of the Community Development Block Grant, HOME Investment Partnership, Housing Opportunities for People with AIDS and Emergency Shelter Grants Programs must respond to in order to be compliant with the Consolidated Planning Regulations.
GENERAL
Executive Summary
The Executive Summary is required. Include the objectives and outcomes identified in the plan and an evaluation of past performance.
2008-2012 Year Strategic Plan Executive Summary DeKalb County Response:
The DeKalb County 2008-2012 Consolidated Plan provides the strategic blueprint on how the County will handle housing, homeless, special needs population, community development and economic development activities for low – moderate-income persons and neighborhoods over next the five years. The process for preparing the Consolidated Plan is a collaborative process where DeKalb County established a unified vision for community development actions. The plan provides a comprehensive overview of how the County will partner with other community stakeholders to provide decent housing, a suitable living environment and expanded economic development opportunities, principally benefiting low and moderate-income persons.
The DeKalb County Consolidated plan follows the Consolidated Plan Management Process (CPMP) format and Guidelines for Preparing a Consolidated Plan Submission for Local Jurisdictions. It includes a profile of the community, citizen participation, housing market analysis, and a housing, homeless, and community development needs assessment. The plan describes needs, resources, goals, strategies, and objectives. The five-year plan will serve as the guideline for annual funding allocations, described in each year’s annual Action Plan.
The Annual Action Plan describes DeKalb County’s annual allocation for the CDBG, HOME, ADDI and ESGP programs. The annual allocation funds activities to achieve the three major goals identified in the 2008-2012 Consolidated Plan. The three major goals are to provide decent affordable housing, a suitable living environment and expanded economic development opportunities to principally benefit low and moderate-income persons in DeKalb County.
DECENT HOUSING OBJECTIVES:
1. Increase the availability of affordable permanent rental housing units for low- to moderate-income families, elderly households, and special needs populations through the rehab of a minimum of 500 units using a mix of public and private financial assistance.
2. Increase the availability of affordable permanent rental housing units for elderly households and special needs populations through the new construction of a minimum of 200 units using a mix of public and private financial assistance in projects that conform to the County’s Criteria for Affordable Multi-family Housing Initiatives.
3. Develop and support affordable housing stock preservation and accessibility programs to enable homeowners to remain in their homes.
4. Support the efforts of nonprofit organizations seeking to undertake housing-related projects in DeKalb County.
5. Develop and support activities and initiatives designed to keep homeowners from losing their homes and work to revitalize deteriorating neighborhoods affected by high foreclosure and vacancy rates.
6. Increase the number of first-time homebuyers by 200 over 5 years with the provision of down payment and closing cost assistance and support efforts to create additional quality affordable homeownership units in the County.
7. Continuously assess the status of affordable housing issues and related services for low- to moderate-income senior citizens to identify gaps and unmet needs and seek to develop initiatives to address those needs.
8. Serve the at-risk and homeless populations by collaborating with the Regional Commission on Homelessness, Tri-J, and other appropriate entities to identify and implement the housing and supportive services required to mitigate homelessness.
9. Expand the supply of transitional housing and supportive services available to homeless individuals and families.
10. Expand the supply of permanent supportive housing that is family oriented. SUITABLE LIVING ENVIRONMENT OBJECTIVES:
1. Collaborate with other County departments and non-profit agencies to renovate or build facilities for children and families that use an intergenerational service delivery model for expanded services that principally benefit low- to moderate-income persons.
2. Collaborate with other County departments and non-profit agencies to assist with the development and/or redevelopment of facilities for seniors. These facilities may include senior centers, adult day care facilities and other facilities that primarily serve low to moderate income senior citizens.
3. Collaborate with the Public Works Department to facilitate infrastructure improvements in low- to moderate-income neighborhoods on a case by case basis.
4. Collaborate with the Parks and Recreation Department to facilitate the renovation or development of recreation centers and parks that primarily serve low- to moderate- income areas, including the Tobie Grant Community
Center, N.H. Scott Recreation Center, Lucious Sanders Recreation Center, and Shoal Creek Park.
5. Collaborate with the Public Works Department to encourage the development of sidewalks that are user friendly for the elderly and physically challenged, and to provide safety improvement efforts in areas with a high concentration of low- to moderate-income citizens. The areas with a high concentration of low- to moderate- income citizens are: Buford Highway in Chamblee /Doraville; Clarkston; Stone Mountain; Lithonia; Candler Road from Memorial Drive to I-285; Columbia Drive between Memorial Drive and I-20; Covington Highway between Wesley Chapel and Panola Road, and the Bouldercrest Road area.
6. Continue to work with cities within DeKalb County to provide assistance in the implementation of community development initiatives that benefit low- to moderate- income neighborhoods.
7. Provide supportive services to income eligible senior citizens and immigrant populations in the areas of housing, transportation and literacy by participation with non-profit agencies and by collaborating with the Human Development Department as requested.
8. Assist in the efforts to provide training, consumer education and awareness, pre and post purchase homeowner counseling.
9. Primarily through summer programs, provide opportunities for approximately 500 youth annually to participate in healthy educational activities that are recreationally-based, build self esteem, teach personal financial literacy, enable academic success, and enhance decision making skills.
10. Encourage and assist in the development of quality affordable childcare facilities and/or programs throughout DeKalb County.
11. Continue to provide opportunities for capacity training for non-profit and faith-based organizations in DeKalb County, with the goal of exposing them to other funding resources in order to diversify their revenue stream and to ultimately obtain self-sufficiency and to increase their capacity.
12. Assist in the demolition of dilapidated structures that are beyond rehabilitation to arrest the spread of blighting conditions in low- to moderate-income areas as needed.
EXPANDED ECONOMIC OPPORTUNTIES OBJECTIVES:
1. Collaborate with the Economic Development Department, on an as needed basis, to improve economic opportunities, through targeted activities, participation in international import/export markets, economic development growth, cultivating a viable employment market, and increasing consumer demand.
2. Coordinate / work with the Economic Development Department to develop new and innovative business incentives to recruit and/or maintain diverse small to medium size businesses in DeKalb County.
3. Coordinate / work with the Economic Development and Planning and Development Departments, as needed, to focus on implementing LCI’s, reversing deteriorating economic trends in identified neighborhoods, and creating innovative economic redevelopment plans for major corridors in low- to moderate-income neighborhoods (Candler/ Glenwood Roads, and Memorial Drive).
4. Collaborate with stakeholders, cities, and County departments to assist in implementing community focused economic opportunities as requested.
5. Encourage low- to moderate-income individuals to access job training and skills development from DeKalb County Workforce Development, Goodwill Industries, and the Georgia Labor Department.
6. Semi-annually, conduct a collaborative meeting between Economic Development, Work Force Development, and the Community Development Departments to ensure that we are planning and collaborating seamlessly to optimize services for low- to moderate-income persons in the areas of employment, job training, and assistance to small businesses.
7. Collaborate with the DeKalb Enterprise Business Corporation (DEBCO) to maintain the Revolving Loan Funds to assist small businesses with adequate capital, technical assistance, and job creation for low- to moderate-income individuals.
8. Collaborate with DeKalb Business Incubators to continue nurturing and technically assisting small and/or start-up businesses. Continue the focus on job creation, retention, and the development of entrepreneurial skills.
9. Collaborate with local businesses and non-profits to develop effective and focused Micro-Enterprise Training programs to assist potential and existing small business owners with entrepreneurial and basic business skills.
10. Collaborate with the Economic Development to assist the Scottdale Community in creating an Opportunity Zone for Scottdale to allow businesses to utilize Job Tax Credits, New Market Credits, Community Development Block Grant Funds, local redevelopment powers, and other program incentives if a business relocates to this designated area.
OUTCOMES
The following is a list of anticipated outcomes we will achieve on an annual basis: Decent Housing
• Complete the rehab of a minimum of 100 multi-family affordable rental units.
• Construct a minimum of 40 affordable multi-family new rental units.
• Identify and work with a new CHDO each year to build capacity and create units.
• Assist at least 40 household to become first-time homebuyers.
• Raise community awareness about foreclosures and work to develop ways to decrease the problem in the County.
• Work with seniors in the County who own their homes and are in danger of losing them to enable them stay in them.
Suitable Living Environment
• Complete the demolition and clearance of a minimum of 12 dilapidated houses presenting health and safety hazards.
• Improve sustainability to at least 1600 persons by providing funding to agencies that provide financial literacy, pre-and post-purchase housing counseling, landlord/tenant counseling, and foreclosure/ predatory lending services.
• Improve the affordability of recreational summer camps by providing vouchers to 500 low-to moderate income children to participate in recreational programs.
• Increase the affordability and accessibility of child care to 400 children by providing funds for operational expenses for the year round operations of 3 child care centers.
Economic Opportunity
• Work with various County Departments to implement the Candler/Glenwood Roads, and Memorial Drive Economic Development Strategic Action Plan.
• Increase opportunities for job training, job creation or micro-enterprise entrepreneurial training.
• Increase the affordability/accessibility of loans for small businesses with the goal of creating 7 new jobs, business expansion/improvements, equipment purchasing and neighborhood revitalization.
• Create 5 new jobs and assist 4 small businesses through affordable rent and accessibility to technical assistance for small businesses from the DeKalb Business Incubator.
• Provide training for 30 entrepreneurs, assisting 5 micro-businesses in development and job creation.
EVALUATION OF PAST PERFORMANCES
Under the leadership of CEO Vernon Jones and the DeKalb County Board of Commissioners, improving the services provided to the County’s residents remained a major focus. Emphasis has been placed on addressing the needs of the County’s diverse population. In 2006, the Community Development Department worked with the Clarkston Community Center to begin the renovation of the old Clarkston High School Building into a community center that will benefit not only the residents and refugee population of Clarkston but the entire DeKalb County community. The Center will provide supportive services to senior citizens, children and families of the refugee population. The Center works in conjunction with the Board of Health and the DeKalb County Office of Senior Affairs to provide a meal program and health care services.
DeKalb County used CDBG funds to complete the City of Decatur’s field renovation project adjacent to the Samuel L. Jones Boys and Girls Club. The project consisted of re-grading the field to provide positive drainage, installation of a new irrigation system and installation of new Bermuda athletic turf. The ball field will provide additional recreational space for the Boys and Girls Club and the residents of the community.
In 2006, one multifamily project was completed. It is now known as Sol Luna Park and is owned by the Initiative for Affordable Housing, Inc., a County CHDO. The development consists of a total of 143 units, 114 of which are HOME-assisted. In December, the project achieved an over 90% occupancy rate.
With the use of HUD funds, the County expanded special economic development activities through improvements to the revolving loan fund for small businesses, and Micro-enterprise Assistance Programs for small business in training and technical assistance format. These programs continue to serve women, minorities and low/moderate income persons gain access to traditional capital markets as well as create jobs, improve employment skills and increase entrepreneurship know-how. In November 2006, DeKalb County hosted the Small Business Development Conference, which gave business leaders the opportunity to successfully market their enterprises.
Efforts to address homelessness remained a high priority. The collaborative initiatives of the Tri-Jurisdiction and SuperNOFA funds allowed more housing and services to be provided to a very needy population.
Finally, efforts continued in affordable housing to expand initiatives to address foreclosure issues, and to improve accessibility to affordable housing while building strong communities. The County continued to work closely with the HUD-certified counseling agencies in DeKalb County to provide pre and post homeowner counseling. The Housing Rehabilitation program continued to successfully assist homeowners with renovations using a combination of CDBG and HOME funds.
In 2006, significant progress was made on two major initiatives that will expand services to the community and help revitalize the Candler Road Corridor. One initiative involves the relocation of the South DeKalb Police Precinct to another location off Candler Road and the ultimate redevelopment of the southeast section of the Candler/Glenwood Intersection. The other initiative is the DeKalb Performing Arts and Community Center. The Center will be approximately 35,000 square feet and have 500 seats. It will provide community arts, cultural-education classes and activities, theatre performances, an interactive, historical-education center and other artistic programs. Community Development staff is serving as Program Coordinators for both of these initiatives.
DeKalb County Profile
DeKalb County is one of ten (10) counties that comprise the metropolitan Atlanta region. DeKalb County borders Fulton County on the west side and incorporates a portion of the City of Atlanta. DeKalb County covers 268 square miles and is home to nine incorporated municipalities.
Through a 1981 Act of the Georgia General Assembly, DeKalb County was established with distinct executive and legislative county government branches. The executive branch is headed by the elected position of Chief Executive Officer (CEO), while the legislative branch comprises of a seven-member body known as the Board of Commissioners (BOC). The Board of Commissioners elects a Presiding Officer and a Deputy Presiding Officer from its membership. The CEO may preside at Board meetings and may also vote in the event of a tie-vote; however the CEO does not
preside or vote on zoning matters. The CEO has exclusive power to supervise, direct and control the administration of the County Government.
Population – DeKalb County, Georgia has a population of 665,865 people according to the 2000 Census. The average household size is approximately 2.62 persons per household. Although the population rate of growth slightly declined between 1980 and 2000 (Table 01), the County experienced the greatest population increase in 20 years during 2000. Overall, the population of DeKalb County is expected to experience an increase from 665,865 in 2000 to 763,192 in 2020. This growth is expected to occur mostly in the southeast portion of the County, where most of the vacant land remains.
Diversity – According to DeKalb County’s 2005-2025 Comprehensive Plan, in 1990, 54% of the population was white compared to 32% in 2000. The majority of DeKalb’s population is black, which has increased between 1990 and 2000 from 42% to 54%. The fastest growing population between 1990 and 2000 has been the Hispanic/Latino population followed by the Asian population. The Hispanic/Latino population is integrated with all the races listed, because they are classified in many categories. The County’s racial/ethnic minority concentration is mapped in Map 01. Based on the 2000 Census data, these minority concentrations are represented by the assigned shading on the map. Black or African Americans are the majority population and reside mostly in the east, central and southern portions of the County. Whites or Caucasians reside mostly in the northern half of the County and Hispanics/Latinos reside mostly around the Buford Highway corridor, City of Doraville and parts of Chamblee.
Age - Based on the DeKalb County 2005-2025 Comprehensive Plan, in both 1990 and 2000, the largest segment of the population was between the ages of 25–34. However, there was a decrease in this age group from 22.3% in 1990 to 19.6 % in 2000. Overall, the 2000 population indicated a numerical increase in all age groups over the 1990 population. The largest increase from 1990 to 2000 was in the 45 – 54 age groups.
Education – Overall, DeKalb County residents are highly educated. In 2000, the percentage of DeKalb County adults 25 years of age or older who graduated from high school was 85.1%, and 36.3% of residents attained at least a bachelor’s degree or higher education. Both numbers are above the average for the State of Georgia and the United States. However, 14.9% of DeKalb County residents age 25 or older have completed less than a high school education or equivalency.
Occupied Housing Units – 95.5% of housing units in DeKalb County are occupied, which is above the state average of 91.6% and 91% for the United States. However, DeKalb County has a high percentage of renter-occupied housing units, which is 41.5%. It is higher than Georgia’s at 32.5% and 33.8% for the nation. Business- In 2004, there were 16,966 businesses located within DeKalb County and 57% of these were micro-businesses (1-4 employees). In 2004, there were 18 businesses that had more than 1000 employees in DeKalb County. Professional, scientific services (15.7%), retail trade (13.9%), health care (9.7%), other services (not public administration) (9%) and accommodation and food services (7.6%) were the top five categories.
Employment – There were over 314,410 jobs in DeKalb County in 2000, and that number continues to grow. 48% of these jobs were occupied by DeKalb County residents. The remaining 52% were occupied by people who live outside of DeKalb County, including 16% from Gwinnett County and 13% from Fulton County. Of nearly 368,086 residents in the labor force, more than 44% worked in DeKalb County in 2000. Approximately 35% commuted to work locations in Fulton County and 10% to Gwinnett County.
Median Household Income – Based on the 2000 Census Data, DeKalb County’s median household income was $49,117 in 1999 dollars, which is above the state median of $42,433 and the nationwide median of $41,994.
Poverty - In 2000, there were 12,330 families (7.8%) in DeKalb County living below the poverty level. This is lower than the state average, which is 9.9%, and the nationwide average of 9.2%. However, there are 70,484 individuals (12.4%) living below the poverty level. Map 01 indicates the percentage of persons in each census tract that are living below the poverty level. Census tracts 221, 237, 212.04, 235.01, 238.02, 238.01, 220.08, 231.01, 214.04, and 224.02 have more than 20% of individuals living below the poverty level. This excludes the parts of those tracts that are in the City of Atlanta.
Table 1: POPULATION GROWTH: DEKALB COUNTY 1980-2000
Change from Previous Census Change Since 1980
Year Population
Number Percent Number Percent
1980 483,024 67,637 16% 67,637 16.3%
1985 514,430
1990 545,837 62,813 13% 130,450 31.4%
1995 585,400
2000 665,865 120,028 18% 250,478 60.3%
2005 711,577
Note: 1970 population was 415,387
Source: U.S. Bureau of the Census; The Atlanta Regional Commission; DeKalb County 2005-2025 Comprehensive Plan
Table 2: DEKALB COUNTY POPULATION BY RACE 1980-2005
Number Change % of Population Race1985 1990 1995 2000 2005
1985-1995
1995-2005 1995 2005
White
318,282 292,310 265,416 238,521 212,088 -52,866 -53,328 43.8% 29.8%
Black or African
American 180,703 230,425 295,768 361,111 418,644 115,065 122,876 48.8% 58.8%
American Indian and Alaska
Native 802 998 1,273 1,548 1,784 471 511 0.2% 0.3%
Asian or Pacific
Islander 10,450 16,266 21,657 27,047 32,651 11,207 10,994 3.6% 4.6%
other race 4,195 5,838 21,738 37,638 46,410 17,543 24,672 3.6% 6.5%
Total 514,432 545,837 605,852 665,865 711,577 91,420 105,725 100.0% 100.0%
Race 1985 1990 1995 2000 2005
1985-1995
1995-2005 1995 2005
Persons of
MAP 01: Percentage of Individual below Poverty by Census Tract
MAP 02: Minority Concentration by 2000 Census Tracts DeKalb County 2005 -2025 Comprehensive Plan
MAP 03: Census Block Groups have More Than 51% of Low and Moderate-Income Persons
Strategic Plan
Due every three, four, or five years (length of period is at the grantee’s discretion) no less than 45 days prior to the start of the grantee’s program year start date. HUD does not accept plans between August 15 and November 15.
DeKalb County Response:
The mission of the DeKalb County Community Development Department is:
To strengthen families and individuals, including youth and senior adults, to achieve self-sufficiency and attain the highest quality of life to the maximum extent feasible; To develop viable urban communities principally benefiting low– to moderate-income persons;
To work collaboratively with nonprofit agencies, governmental entities at all levels, the business community, the faith community, residents and schools.
General Questions
1. Describe the geographic areas of the jurisdiction (including areas of low income families and/or racial/minority concentration) in which assistance will be directed. DeKalb County Response:
The geographic areas of the jurisdiction in which assistance will be directed include the priority areas of: Candler/McAfee, Buford Highway, Scottdale and municipalities located in DeKalb County. Projects may be funded based on eligibility, availability of funds, readiness to proceed, priority of need for service, and other factors. Emphasis on these areas for five years will allow the County to have a greater impact with its redevelopment efforts. However, this will not prevent the Community Development Department from funding and exploring other projects in the other Targeted Areas and Housing Impact Areas.
The Target Areas are defined as census tracts that are made up of primarily low and moderate-income residents. Some programs are Countywide, such as the Housing Rehabilitation Programs and the Emergency Home Repair Program. However, most projects are within Target Areas. The Community Development Department promotes the creation of an environment which ensures a desirable quality of life that integrates all elements of the community: physical, social, economic, and spiritual. The Community Development Department also fosters a spirit of unity that encourages and supports community partnerships that provide hope for all people, and encourages the development of attractive quality affordable housing.
DeKalb County has one of the most diverse populations in the southeastern United States. In addition to the Latino and Asian populations that settled here some time ago, a number of refugee population groups are now settling in the County upon entry into the United States. The largest of these groups over the last several years have been from Somalia, Sudan, Afghanistan, Vietnam, Ethiopia, Iran, and Bosnia. Much of this population is concentrated along the Buford Highway Corridor and in the City of Clarkston. Their recent entry into
America makes it a challenge to serve this population on a number of fronts, including public schools, job training, and with general assimilation issues. Efforts will be made as much as possible to develop and support programs and projects that serve all these populations.
DeKalb County defines the Minority Concentration as having more than 50% minority population within one census tract. Minority population is defined as populations of one or more races other than the population of one race, such as white alone. The attached spreadsheet print-out displays all the census tracts within DeKalb County, in bold fonts that indicate the census tracts that have a minority concentration and 51% low and moderate-income persons. Those census tracts are the focal point for the usage of CDBG funds, especially public service funds and the housing rehabilitation program.
Low- and Moderate-Income Areas
HUD issued an Estimated Low and Moderate Income Person by Census Block Group Table based on the 2000 census. Based on that estimate, DeKalb County overall has 44.2 % low and moderate income persons.
105 out of 322 census block groups within DeKalb County, excluding the City of Atlanta, have more than 51% low – moderate income persons. Although 44% of the population is considered low- moderate income, only one-third of the census block groups have more than 51% low and moderate-income persons. This illustrates that in DeKalb County there is not a high concentration of low and moderate income census block groups in any specific area. The low and moderate census block groups are geographically distributed in different areas around the County. However, there is a still a need for assistance to those individuals who are considered low – moderate-income for housing, public services, economic development and public facilities and infrastructure.
Since the 2000 census, there are many areas that have seen significant change. For example, in the East Lake areas along Candler Road, Glenwood Avenue and Memorial Drive, many old and small houses have been replaced by high priced large single family homes. The City of Decatur and the surrounding areas have already transitioned into entirely different neighborhoods. The Stonecrest Mall development has provided tremendous economic power to attract economic development opportunities for its surrounding areas.
Minority Concentration –The County’s racial/ethnic majority is mapped in Map 02: DeKalb County Minority Concentration by 2000 Census Tracts. Based on 2000 Census data, these minority concentration areas are represented by shading on the map. Black or African Americans are the majority population and reside mostly in the southeast and southwest portion of the County. Whites or Caucasians reside mostly in the northern half of the County and Hispanics/Latinos reside mostly around the Buford Highway corridor, City of Doraville and parts of the City of Chamblee.
2. Describe the basis for allocating investments geographically within the
jurisdiction (or within the EMSA for HOPWA) (91.215(a)(1)) and the basis for assigning the priority (including the relative priority, where required) given to
each category of priority needs (91.215(a)(2)). Where appropriate, the jurisdiction should estimate the percentage of funds the jurisdiction plans to dedicate to target areas.
DeKalb County Response:
DeKalb County will allocate and invest resources throughout the County. The priority communities are: Buford Highway, Memorial Drive (Clarkston and Stone Mountain), the Candler Road Corridor, Candler/McAfee area, and Scottdale. The majority of low- and moderate-income block groups are located within those priority communities. The County also has a policy of being flexible in order to address areas of need. If a proposed project is not located in one of the priority communities, as long as the project is eligible, funding is available and other resources identified, it will be considered for funding.
To determine the priority given to each priority needs category, the Community Development Department assembled a task force of community stakeholders who worked through an exercise of prioritizing critical needs. These needs ultimately became the Long Term Objectives for the Consolidated Plan. The task force members ranked the objectives as High, Medium and Low. Also, the public was invited to complete a survey to rank needs at the public hearing. Staff also took into account the feasibility of projects or programs, the scale, and the cost of projects or programs identified as a critical need. All priorities that received a “high or “medium” ranking that were feasible and eligible for HUD funding were included as long term objectives for the Consolidated Plan. Priorities that were ranked “low” or were not feasible or eligible for HUD funding were forwarded to the appropriate County Department for their information and/or implementation. In summary the following are considered in assigning the priority of each category of priority needs:
- public input and recommendations,
- availability of CDBG, ESG, and HOME funding - viability of the project
- additional available resources Vulnerable Population Priority Areas:
Housing Priority Areas: Currently DeKalb County already has a high percentage of rental units. The County will focus on increasing the supply of affordable housing; preserving existing affordable rental housing; and mitigation of governmental regulation barriers.
Non-Housing Community Development Priority Areas: The priorities include: income enhancement for low income households; financial literacy and foreclosure awareness; neighborhood revitalization plans for priority communities; providing more economic development opportunities with increasing jobs availability; advanced job skills training; micro-enterprise entrepreneur training.
3. Identify any obstacles to meeting underserved needs (91.215(a)(3)). DeKalb County Response:
Some of the obstacles to meeting underserved needs identified by the County are as follows:
• Inadequate federal/state/local funding
• Increase in low-income housing needs
• Increased costs of construction
• Diminishing supply of land for development
• Challenges of redevelopment (land assembly, costs, neighborhood resistance)
• Private, non-profit and government inability to keep up with growth of population in need
• Competing demands for public services
• Increased needs in on-going job skills training
• Increased needs in affordable childcare
Managing the Process (91.200 (b))
1. Lead Agency. Identify the lead agency or entity for overseeing the development of the plan and the major public and private agencies responsible for
administering programs covered by the consolidated plan. DeKalb County Response:
The DeKalb County Community Development Department is the lead agency responsible for the development of the Consolidated Plan. The Community Development is also responsible for overseeing the agencies responsible for administering all programs covered in the 2008 – 2012 Consolidated Plan. Community Development partners with the DeKalb Housing Authority to administer some of the affordable housing and housing rehabilitation programs. (See appendix for a list of the agencies)
2. Identify the significant aspects of the process by which the plan was developed, and the agencies, groups, organizations, and others who participated in the process.
DeKalb County Response:
The process to develop the 2008 -2012 Consolidated Plan was a very public process that provided opportunities for citizen input from the beginning to the end. DeKalb County community stakeholders and citizens were invited to serve on a Consolidated Plan Task Force to determine critical needs and long term objectives that the consolidated plan should focus on over the next five years. The task force members represented citizens, faith based organizations, County departments, neighborhood associations, homeless service providers, social service agencies and housing authorities.
The task force members were asked to commit to attend two meetings. At these meetings, task force members identified objectives and set priorities that they considered as critical needs for DeKalb County. The objectives that were identified and the priority ranking for each were published in the County’s legal organ and posted on the County’s web site for a 30 day public comment period. The purpose of the public comment period was to solicit comments and input from the general public on the Long Term Objectives for the 2008 -2012 Consolidated Plan.
3. Describe the jurisdiction's consultations with housing, social service agencies, and other entities, including those focusing on services to children, elderly persons,
persons with disabilities, persons with HIV/AIDS and their families, and homeless persons.
DeKalb County Response:
The DeKalb County Community Development Department works and consults with housing, social service agencies and other entities on a variety of issues by attending and participating in meetings, regional meetings, and planning groups that deal with issue that affect the homeless, children, the elderly and those with disabilities including HIV/AIDS. Some of the agencies include the DeKalb County Board of Health for health Initiatives addressing senior health issues, teenage pregnancy and early childhood health and education. We are a member of the Metro Atlanta Tri-Jurisdictional Collaborative on Homelessness. We also participate in State efforts and meetings related to the Homeless Management Information System (HMIS). We support the HMIS initiative and try to help DeKalb homeless program providers to be part of HMIS.
Our staff frequently provides support to programs hosted by local churches and civic associations for home buyer education seminars, down payment assistance programs, and predatory lending and foreclosure issues. We work closely with the DeKalb County Human Development Department to address senior services and service delivery issues. The Human Development Department administers one of the Atlanta Regional Commissions Aging programs and manages the state of the art Lou Walker Senior Center.
*Note: HOPWA grantees must consult broadly to develop a metropolitan-wide strategy and other jurisdictions must assist in the preparation of the HOPWA submission.
Citizen Participation (91.200 (b))
1. Provide a summary of the citizen participation process. DeKalb County Response:
The citizen participation process for the 2008 - 2012 Consolidated Plan began in January, 2007 when citizens that were identified as community stakeholders were invited to serve on the Consolidated Plan Task Force and attend two meetings during the month of February. The purpose of the Consolidated Plan Task Force was to identify critical needs for low to moderate income persons in DeKalb County, create long term objectives, and set priorities On March 1, 2007 a public notice was placed in the Champion Newspaper informing citizens that the draft long term objectives were available for review and comment for 30 days on the DeKalb County website and for pick up at the Community Development Office.
On May 17, 2007 a public hearing was held to solicit public input for the 2008 – 2012 Consolidated Plan including the 2008 Annual Action Plan. During this meeting citizens were asked to complete a form ranking the priority needs for the Consolidated Plan. Citizens were also asked to provide comments on the program performance and list suggestions for future performance.
The Community Development Advisory County (CDAC) met four times during the planning process. The CDAC meetings provided a forum for discussion, input and recommendations of community development activities.
The Consolidated Plan process requires a thirty day public comment period. The public comment period was held from August 23 through September 22, 2007. During this time
period the draft Consolidated Plan document was available for review on the DeKalb County website, at all DeKalb County regional libraries and at the Community Development Office.
On September 20, 2007 a public hearing was held to solicit citizen comments on the proposed 2008 – 2012 Consolidated Plan and the 2008 Annual Action Plan. During this meeting, citizens were presented with the proposed recommendations for the 2008 Community Development Block Grant (CDBG), the Home Investment Partnership Program (HOME), and the Emergency Shelter Grants Program (ESGP).
2. Provide a summary of citizen comments or views on the plan. DeKalb County Response:
The following is a summary of a comment that was received during the 30 day public comment for the Long Term Objectives. This was the only public comment received during this time frame.
“Overall, I think the Long Term Objectives are good and desperately needed. I have a concern that builders are allowed to build at will in South DeKalb and are not a part of a concerted effort to develop viable communities. Going forward, I don't think that any housing development should be approved unless developers design these neighbors with recreational facilities and community centers. Juveniles in my neighborhood have no place to play, and there isn't a recreational facility for miles. I believe that criminals are busy in South DeKalb because of the lack of human needs facilities and jobs in the area particularly in the Candler Road area. Please stop builders (residential and commercial) from building anything they want to build in South DeKalb. Force them to see that they are responsible for building functioning communities. Make them contribute towards recreational facilities that are good enough for DeKalb County to staff so that organized play can take place”.
3. Provide a summary of efforts made to broaden public participation in the development of the consolidated plan, including outreach to minorities and non-English speaking persons, as well as persons with disabilities.
DeKalb County Response:
DeKalb County has made a conscious effort to broaden public participation in the development of the 2008 – 2012 Consolidated Plan. These efforts include sending information of all public notices to residents and organizations in low – moderate income areas, priority housing impact areas, government officials, public and private agencies, County departments, local municipalities and public housing authorities. The draft consolidated plan was posted on the DeKalb County website for public review and comment. In addition, five public notices were published in the Champion Newspaper. To better serve persons with disabilities the department maintains a Telecommunications Device for the Deaf telephone line to provide information as requested.
The department has developed an ongoing relationship with organizations and/or persons who work with minorities, non-English speaking persons, as well as persons with mobility, visual or hearing impairments. These organizations were represented on the 2008 – 2012 Consolidated Plan Task Force and receive all public notices and information related to the Consolidated Plan and Annual Action Plan process each year.
4. Provide a written explanation of comments not accepted and the reasons why these comments were not accepted.
DeKalb County Response:
DeKalb County Community Development Department will accept all comments. If any comment received is not appropriate for HUD funded programs or Community Development efforts the comment will be forwarded to the appropriate county department for their review and/ or implementation.
*Please note that Citizen Comments and Responses may be included as additional files within the CPMP Tool.
Institutional Structure (91.215 (i))
1. Explain the institutional structure through which the jurisdiction will carry out its consolidated plan, including private industry, non-profit organizations, and public institutions.
DeKalb County Response:
The County employs a strategic partnership and leveraging strategy to implement Consolidated Plan activities. This method brings together a variety of entities with the most appropriate skills to address the County’s most critical needs which include: Affordable Housing, Public Infrastructure Needs, Community Facilities, Public Services, Human Services and Expanded Economic Opportunities for low- and moderate-income persons.
The role of the Community Development Department (CD) is to initiate strategic planning for the development of viable urban communities, to evaluate proposals and recommend appropriate HUD funding to ensure that the appropriate implementation strategy is in place, and to specify and monitor appropriate regulatory compliances. The CD department is also responsible for certifying consistency with the Consolidated Plan for any housing-related activities receiving HUD funds.
The Community Development Department Consolidated Plan partnership and leveraging strategy includes developing relationships with the following internal and external entities:
Over 25 non-profit public service provider agencies
A consortium of non-profit community housing development agencies and non-profit and for-profit affordable housing developers
Chief Executive Officer and staff Board of Commissioners and staff
County departments including, Planning, Finance, Purchasing, Contracting, Legal, Parks, Public Safety and Public Works
DeKalb DFACS DeKalb Board of Health
DeKalb Community Services Board
DeKalb Community Development Advisory Council DeKalb Community Relations Commission
Keep DeKalb Beautiful DeKalb Housing Authority Department of Community Affairs All municipalities in DeKalb County
All of these partners have at some point had a specific role in the implementation of Consolidated Plan programs and activities.
To implement the non-housing portions of the Consolidated Plan, such as public facility and improvements, the County will generally use its own workforce or contracts with municipalities. Most public service activities are undertaken by non-profit agencies under contract with the County.
Like the housing-related public services, many affordable housing development activities are carried out by non-profit and for-profit developers. Most developers contract with the Housing Authority for CD department funding. The Housing Authority administers construction contracts and provides implementation services for housing-related development activities under a contract with the County. The Board of Commissioners appoints the members to the DeKalb Housing Authority Board.
This partnership and leveraging strategy has worked extremely well and has resulted in the provision of many housing and many non-housing improvements for the development of viable urban communities in DeKalb County.
2. Assess the strengths and gaps in the delivery system. DeKalb County Response:
Strengths
• Periodically meeting with partners to share ideas, problem-solve, and strategize
• Community Development Advisory Committee, Board of Commissioners and Chief Executive Officer support
• Capacity Building and Training for Non-profits
• Innovative Projects/Partnerships such as the Voucher Program
• Partnering with other agencies such as the Community Services Board, other County departments, Housing Authorities, and the Board of Health
• Developing new partnerships and model programs such as the Drug Court Program
• Partnering with non-profit agencies Gaps
• Improving communication and coordination with internal and external customers for programs administered through different agencies
• Partnerships to save at-risk affordable housing stock
• Capacity of non-profit organizations
• Sustainability of funded programs
• Change in staff
• Change in population
• Long-time programs need to be evaluated
• Educating the community on needs and the impact on community, particularly affordable housing needs
3. Assess the strengths and gaps in the delivery system for public housing, including a description of the organizational relationship between the jurisdiction and the public housing agency, including the appointing authority for the commissioners or board of housing agency, relationship regarding hiring, contracting and procurement; provision of services funded by the jurisdiction; review by the
jurisdiction of proposed capital improvements as well as proposed development, demolition or disposition of public housing developments.
DeKalb County Response:
There are three public housing authorities based in DeKalb County. In addition to the DeKalb County Housing Authority, which serves the bulk of the County, there are authorities in the cities of Lithonia and Decatur. Board members for each are appointed by the local governing authority. For DeKalb, that is the DeKalb County Chief Executive Officer and Board of Commissioners and for the others it is the respective mayors in association with the Decatur City Commission and Lithonia City Council. Each authority is autonomous in its hiring, contracting, and procurement practices and policies. The County works closest with the DeKalb Authority in a number of initiatives although services are also coordinated with the others. All three authorities participate in the summer voucher program funded out of CDBG that provides financial assistance to income-eligible families to assist them with child care and enrichment activities during the summer months, and workforce development services are also made available. The County reviews and signs off on the annual plan prepared by the DeKalb Housing Authority for submission to HUD and also works closely with them on any public housing redevelopment activities, as is currently underway with their Johnson Ferry East development. Requests for non-public housing multi-family project development funding from all authorities are considered on an as-needed basis as funds are available.
Monitoring (91.230)
1. Describe the standards and procedures the jurisdiction will use to monitor its housing and community development projects and ensure long-term compliance with program requirements and comprehensive planning requirements.
DeKalb County Response:
The DeKalb County Community Development Department (CD) is responsible for ensuring that the management and use of federal funds are in accordance with regulatory requirements. For this purpose, the DeKalb County Community Development Department has developed guidelines to identify the roles, responsibilities and procedures for monitoring the agencies that receive Community Development Block Grant (CDBG), HOME Investment Partnerships Grant (HOME) and Emergency Shelter Grant (ESG) program funds. There are four main goals of monitoring:
1. To ensure production and accountability with contract goals 2. To ensure compliance with federal requirements
3. To evaluate organizational and project performance 4. To provide technical assistance to improve programs
The monitoring guide includes a separate section for non-profit agencies, capital improvement projects, and Community Housing Development Organizations (CHDO’s) to highlight those differences.
Desk Reviews
Each contract for CDBG funds includes a Statement of Services that outlines the expectations for services and reporting requirements for that particular entity. The project (or agency) liaison that manages a given project/agency is
responsible for monitoring the receipt of the required information over the entire term of each contract. As stated in all contracts, reimbursement of funds is contingent upon the agency’s compliance with the stated requirements of the contract. The Agency Liaison assesses compliance with the terms of the contract when the requests for reimbursement are submitted. If the agency is not in compliance, then the Agency Liaison delays the reimbursement of funds until the issue(s) of noncompliance are resolved.
Among the various reporting requirements outlined in the contracts, and for which documentation must be provided, are the following:
1. Total Operational Line Item Budget: The budget should cover the entire length of the contract and should identify the use of all funds by line item. 2. Direct Benefit Form: The Direct Benefit Form should document the services
that are provided by the agency under the contract. The Direct Benefit Form captures income status and racial makeup of those persons served by the agency. There are two different forms that are used to capture this information depending on the nature of the service. In most contracts, agencies must submit the Direct Benefit Form on a monthly or quarterly basis.
3. Written Narratives: The narratives supplement the Direct Benefit Form by providing the CD Department with relevant information about the activities that are conducted by the agency receiving funds. Most contracts require these narratives to be submitted on a monthly or quarterly basis.
4. Documentation of Expenses: Each contract requires the agency to provide documentation of all expenses as they relate to the use of federal funds. This documentation is submitted along with the written narratives.
5. Balance Sheet and Income Statements: Each contract requires quarterly submission of the agency’s balance sheet and income statements, including sources of revenue, total assets, total liabilities, fund balances and total expenses.
6. Annual Audit Report: Each contract requires the submission of an annual audit covering the term of the contract. The audit must include sources, uses, and amount of all funds, by program and by line item, received by the agency under the contract.
The above list is not all-inclusive; however, it provides a guideline for the types of information an Agency Liaison is responsible for monitoring on a regular basis during the annual contract period. In addition to the above items, each agency with which a contract is executed may have additional reporting requirements. The Agency Liaison should review the exhibits of the contract to ensure that the terms are being met when the requests for reimbursement are reviewed.
Tracking System
The CD Department has an established tracking system that is used to compile and document some of the information that is required in contracts. Specifically, the Agency Liaison updates the tracking system with information from Requests for Reimbursement, the Direct Benefit Forms, and the items that are submitted in accordance with contract requirements. The Agency Liaison can use this tracking system to monitor agency compliance with contract terms over the course of the contract period (e.g. Are the financial reports submitted in a timely manner? Have the written narratives been submitted?). If a particular agency is not included in the tracking system (i.e. HOME activities), the Agency Liaison is still required to compile and maintain records of the services provided as required by the contract. The tracking of information is critical for the year-end reporting to the community and funding sources.
Monitoring Approach
The purpose of the monitoring approach is to establish policies and procedures as guidance for monitoring all CD Department projects supported by federal funds. The department views monitoring as an on-going process this involves continuous communication and evaluation. Such a process involves frequent telephonic communication, written communication, analysis of reports, technical assistance, and periodic meetings. The CD Department utilizes this approach to be fully informed concerning issues and compliance with federal regulations and evaluate if technical assistance is needed by the agency and its administration to execute the objectives of the contract efficiently.
The overall goal of monitoring is to identify strengths and deficiencies, and promote immediate corrective action to improve, reinforce or augment the contract as needed. Community Development staff should be alert to fraud, waste and mismanagement, or situations with potential for such abuse. The primary emphasis of monitoring is on prevention, detection and correction with a positive attitude on the part of staff. Whenever possible, it is advised that deficiencies should be corrected through discussion, negotiation or technical assistance.
Monitoring visits are conducted randomly, scheduled or unscheduled at the discretion of the staff. To the extent possible, monitoring visits are conducted in the early stages of the contract’s inception to assist the agency with federal compliance issues and regulatory items. Early monitoring is also encouraged to ensure that projects are implemented in a timely manner. When projects are experiencing delays, staff should readily assess (1) the reason for delays (2) the extent to which the factors causing the delay are beyond the control of the agencies staff (3) the extent to which the original schedule is unrealistic or too ambitious; and (4) what corrective action, if any, should be employed as a corrective measure.
On-Site Monitoring Visits
The CD Department conducts on-site monitoring visits of those agencies that have been funded with CDBG and ESG funds. Visits to multi-family HOME loan recipients are conducted by CD staff in conjunction with staff from the Housing Authority of the County of DeKalb, Georgia, which acts as the County’s sub recipient for that activity. The procedures for conducting these visits are intended to structure the visits, provide consistency, and facilitate effective use of resources. Depending on the type of agency with which a contract is executed,
the specifics of the visit will vary. Those differences are highlighted wherever possible. The remainder of this section deals with CDBG monitoring.
Two staff members from the CD Department will conduct the on-site monitoring visits: the Agency Liaison and the Project Monitor. All staff members will work together to ensure that the necessary pre-review preparation is completed, the objectives of the monitoring visit are accomplished, the proper documentation is obtained, and that any necessary follow-up on the visit is completed. All staff shares the responsibilities for reviewing documents and asking questions of the agency staff during the on-site visit. Additionally, both the Agency Liaison and the Project Monitor will share the responsibility for conducting the Entrance and Exit Conferences. The following section further defines the specific responsibilities of the Agency Liaison and Project Monitor with respect to the monitoring visit. Responsibilities
The Agency Liaison will have primary responsibility for the following six (6) tasks during the monitoring process:
1. Serve as the primary contact with the agency for purposes of arranging the monitoring visit, and ensuring that any necessary follow-up on the arrangements is completed.
2. Initiate the Entrance Conference, introducing the agency staff to the Project Monitor (if needed) and providing a history of the agency’s prior reviews. 3. Serve as the expert on the agency’s program, helping to customize the
program portion of the monitoring visit to meet the needs of the particular agency. For example, the Agency Liaison will review documentation of, and ask questions regarding, eligibility and contractual compliance.
4. Perform a review of the premises, confirming compliance related to the facility, its capacity and quality.
5. During the Exit conference, provide a historical perspective on any findings of note (both improvements and those areas that may need further development) and discuss the opportunities for agency development through the contract period and beyond.
6. Contribute to the preparation of the post-visit letter and be responsible for ensuring that written assurances are obtained from the agency and that steps have been taken to address any recommendations and/or findings from the letter, when necessary.
The Project Monitor will have primary responsibility for the following nine (9) tasks in the monitoring process:
1. Schedule a pre-visit preparation meeting with Agency Liaisons to review materials from the contract periods being monitored.
2. Compile information from the pre-visit review and submit to CD Director for review.
3. Highlight the focus of the review and the manner in which it will be conducted (outlined below) during the Entrance Conference.
4. Review documents and ask questions related to financial, administrative and various regulatory compliance issues.
5. Conduct the Exit Conference, providing the agency staff with a brief summary of the findings. The Project Monitor will also provide initial information regarding any efforts the agency may need to make in order to improve compliance or increase performance with procedural, program or regulatory issues.
6. Draft a monitoring report, in conjunction with comments received from the Agency Liaison, confirming that the visit took place and explaining any recommendations and/or findings that were noted.
7. Review any submissions of additional information that was requested in the post-visit letter.
8. Create a file for the monitoring visit. The file should be maintained in a central filing area in the Monitoring Section. The file should be labeled with the agency’s name and the year.
9. Prepare the Confirmation Letter and the Post-Visit Letter.
The Project Monitor has primary responsibility for examining the financial and accounting policies and procedures followed by the agency and reviewing the information included in the most recent agency audit to ensure compliance with all federal requirements in this area.
Scheduling the Visit
The Project Monitor is responsible for preparing a letter to the agency, for the Community Development Director’s signature, thirty (30) days in advance of the scheduled visit date. The letter should provide the date and time of the scheduled visit, a list of the persons to be interviewed, and an attachment of documents to be available for review.
Pre-Visit Preparation
Prior to the visit, a review of the agency files for the years to be monitored should be completed by CD Staff. A meeting between the Agency Liaison and the Project Monitor should be held at least one week prior to the visit to discuss the priorities for the monitoring visit and to share any important information about the agency. Guidelines for the basis of evaluation are delineated in the Monitoring Guide as a Pre-Monitoring Review Sheet.
Entrance Conference
Upon arrival at the agency, the CD Staff shall conduct an informational meeting (known as an Entrance Conference) with the Executive Director of the agency to outline the monitoring process. If the Executive Director is unable to attend the Entrance Conference, it is critical that he/she designates a contact person with whom the Staff can meet. The Project Monitor should review the outcome from the previous monitoring visit (as identified during the pre-visit preparation);
including a review of the date of, and the findings from, the previous visit. During this conference, the Agency Liaison should highlight any new developments at the agency for which the agency should be commended or about which the review should focus for evaluation.
On-Site Review
There are several components to the on-site monitoring visit; however, there are two main areas that should be reviewed by the Agency Liaison and Project Monitor: Administrative and Programmatic Capacity. To effectively assess an agency’s ability to safeguard the use of federal funds, ensure productivity, and evaluate performance, the staff must review documentation and interview staff members. The Monitoring Guide provides a Standard Review Packet for conducting a review of documentation and interviewing staff members. Depending on the agency’s organizational structure, the questions may or may not need to be directed at the Executive Director. If there are issues that are not covered by the Standard Review Packet, it is upon the Agency Liaison and Project Monitor to identify and pursue those issues.
Exit Conference
The Project Monitor shall conduct the Exit Conference, providing the agency staff with a brief summary of the findings, concerns, notable improvements and/or accomplishments. The Project Monitor should also provide initial information regarding any efforts the agency may need to make in order to improve compliance or increase performance with procedural, program or regulatory issues. The Agency Liaison should discuss the opportunities for agency development with the Executive Director (or his/her designee) during the Exit Conference. Technical assistance and answers to questions should be provided during the Exit Conference, as necessary.
Post Visit Procedures
The completion of the monitoring visit and the issuance of the monitoring letter do not necessarily signify the end of the monitoring process. The Agency Liaison is responsible for ensuring that the agency submits any additional information that was requested in the monitoring report. Moreover, if an additional site visit is recommended to follow-up on the resolution of findings from the visit, the Agency Liaison must schedule the subsequent visit with the agency and notify the Project Monitor. Any additional information obtained from the follow-up visit or submission by the agency should be compiled and maintained in the monitoring file. If an additional site visit is made to the agency, the specifics of that visit should also be maintained in the monitoring file.
Monitoring Files
The Project Monitor should create a file for each agency being reviewed in a given monitoring cycle. At a minimum, the departmental files are to contain the following information:
• “Confirmation of Visit” Letter
• Pre-Monitoring Review Sheet (and attachments)
• Standard Review Packet
• Documentation from the monitoring visit
