Consolidated Annual Performance and Evaluation Report€¦ · Honorable Cameron Runyan, At-Large Honorable Moe Baddourah, District 3 Steven A. Gantt City Manager Teresa Wilson Assistant

City of Columbia Community Development Department 1225 Lady Street, Suite 102 Columbia, South Carolina 29201 Phone: (803) 545-3373 Fax: (803) 988-8014

www.columbiasc.net

Consolidated Annual Performance and Evaluation

Report

1 City of Columbia Community Development 2011 - 2012 CAPER

Columbia City Council

Honorable Stephen K. Benjamin Mayor

Council Members

Honorable Sam Davis, District 1

Honorable Tameika Isaac-Devine, At-Large Honorable Leona Plaugh, District 4

Honorable Brian DeQuincey Newman, District 2 Honorable Cameron Runyan, At-Large Honorable Moe Baddourah, District 3

Steven A. Gantt City Manager

Teresa Wilson Assistant City Manager Economic & Commerce

Deborah J. Livingston Community Development Director

Deborah J. Livingston

Community Development Director


Table of Contents

Letter from the City Manager

Section 1: Introduction ......................................................................................................................................... 4

Executive Summary ...................................................................................................................... 4

Funding Summary ........................................................................................................................ 6

Five-Year Assessment of Progress ............................................................................................... 9

Self - Evaluation ......................................................................................................................... 12

Performance Highlights - Community Development Block Grant Program (CDBG) ............... 14

Performance Highlights - Housing Opportunities for Persons With Aids (HOPWA) Program . 17

Section 2: Financial Reporting .......................................................................................................................... 18

Funding Sources ......................................................................................................................... 18

Total Budget & Expenditures ..................................................................................................... 19

Section 3: Federal Reports ................................................................................................................................. 20

Leveraging Resources ................................................................................................................. 20

Other Actions .............................................................................................................................. 22

HOME Match Report ................................................................................................................. 26

HOPWA CAPER Measuring Performance Outcomes Report .................................................. 27

Homeless Prevention and Rapid Re-Housing Program Report (HPRP) ..................................... 27

Section 4: Projects, Accomplishments & Performance Measurements ......................................................... 28

Community Development Block Grant (CDBG) Projects .......................................................... 29

Economic Development .............................................................................................................. 36

Housing Accomplishments ......................................................................................................... 37

Housing Development Corporations .......................................................................................... 40

Homeless & Special Needs ......................................................................................................... 41

Section 5: Fair Housing ..................................................................................................................................... 51

Affirmatively Furthering Fair Housing Report ........................................................................... 51

Analysis of Impediments to Fair Housing (AI) Update .............................................................. 52

Appendices ........................................................................................................................................................... 55

Appendix 1: Citizen Participation & Public Comments ............................................................. 55

Appendix 2: PR26 Financial Summary ...................................................................................... 55

Appendix 3: Total Budget........................................................................................................... 55

CDBG Budget ........................................................................................................ 55

HOME Budget ....................................................................................................... 55

HOPWA Budget ................................................................................................... 55


Appendix 4: HOPWA CAPER Measuring Performance Report Outcome ................................ 55

Appendix 5: Fair Housing Reports ............................................................................................. 55

Appendix 6: PR02 – Activity Status Report ............................................................................... 55

PR27 – HOME Status Report ................................................................................ 55

Tables ................................................................................................................................................................... 55


Section 1: Introduction

Executive Summary

Community Development Mission

To improve the quality of life for citizens by making the City of Columbia and its neighborhoods a

better place to live, work and play.

National Goals

Federal law requires that housing and community development grant funds primarily benefit low-and

moderate-income persons in accordance with the following U.S. Department of Housing and Urban

Development (HUD) goals:

Provide a suitable living environment

This includes improving the safety and livability of neighborhoods; increasing access to quality

facilities and services; reducing the isolation of income groups within areas by de-

concentrating housing opportunities and revitalizing deteriorating neighborhoods; restoring and

preserving natural and physical features of special value for historic, architectural, or aesthetic

reasons; and conserving energy resources.

Provide decent housing

Included within this broad goal are the following: assist homeless persons in obtaining

affordable housing; retain the affordable housing stock; increase the availability of permanent

housing that is affordable to low- and moderate-income Americans without discrimination; and

increase supportive housing that includes structural features and services to enable persons

with special needs to live with dignity.

Expand economic opportunities

These goals encompass creating jobs accessible to low- and very low-income persons;

providing access to credit for community development that promotes long-term economic and

social viability; and empowering low-income persons in federally assisted and public housing

to achieve self-sufficiency.

Understanding the HUD Process

The City of Columbia is required by law every five years to prepare a Consolidated Plan to receive

federal funds from the U.S. Department of Housing and Urban Development (HUD). The

Consolidated Plan combines in one report important information about Columbia’s demographics and

economic activity as well as detailed information on the housing and job needs of its residents. The

Plan also includes comments from the public received during public hearings, stakeholder meetings

and in writing.

All funding recommendations for programs operated with these funds were evaluated based on their

ability to help the City meet the goals and priorities established in this Plan.

For each succeeding year, the City of Columbia is required to prepare a one-year Action Plan to notify

citizens and HUD of the City’s intended actions during that particular fiscal year. The Action Plan

includes citizen and stakeholder input and is due annually to HUD by May 15th.


The Action Plan is developed under HUD guidelines and serves as the application for the following

three formula grant programs:

Community Development Block Grant (CDBG)

HOME Investment Partnerships (HOME)

Housing Opportunities for Persons with AIDS (HOPWA)

At the end of each fiscal year, the City must also prepare a Consolidated Annual Performance and

Evaluation Report (CAPER) to provide information to HUD and citizens about that year’s

accomplishments. This information allows HUD, city officials, and the public to evaluate the City’s

performance and determine whether the activities undertaken during the fiscal year helped meet the

City’s five-year goals and to address priority needs identified in the Consolidated Plan. This annual

performance report, prepared with public review and comment, must be submitted to HUD annually

by September 30th

.

City of Columbia Fiscal Year 2011-2012

Section 1: Introduction

Executive Summary

Federal Requirements City Requirements

HUD and City of Columbia Allocation Process

5 Year Consolidated Plan

Rep

ort

Citizens of Columbia

Provide input to Citizens Advisory Committee, Council and staff on reports

Annual Action Plan

Consolidated Annual Performance Evaluation Report

Annual Budget

Annual Audit


Approves 5 Year-Consolidated Plan

Citizen Advisory Committee

Recommends reports with citizen input to City Council


Authorizes submission of reports to HUD

U.S. Department of Housing and Urban Development (HUD)

Approves reports and allocate funds


Approves Annual Budget based on Annual Action Plan


Citizen Participation

The City Manager and City Council of the City of Columbia wish to provide for maximum citizen

participation in the development and implementation of the Consolidated Plan and the Annual Action

Plan in accordance with the objectives of the Housing and Community Development Action of 1974.

Accordingly, the City of Columbia will take affirmative actions to provide adequate opportunity for

citizens to participate in the development of the Consolidated Plan and the Annual Action Plans.

These actions will include placing advertisement in the local newspapers, meetings with stakeholders,

community forums, appointment of Citizens Advisory Committee for Community Development, and a

public hearing at the televised city council meeting.

The Citizens Advisory Committee (CAC), appointed by City Council, consists of seven (7) members,

with at least one member from each of the four (4) City Council Districts. The CAC was formally

established by City Council through the adoption of a resolution on August 6, 1975, which outlined

the Committee’s responsibilities. See Appendix 1 for Citizen Participation Plan.

During the reporting period the following schedule of public meetings were held to solicit community

input and comments into the preparation of FY 2012 Annual Action Plan. Public notices were

published in the State Newspaper (March 11, 2012), City’s Website, and available at the Community

Development Department, 1225 Lady Street. Additionally, a community needs assessment survey was

posted on the City’s Website/Community Development page at www.columbiasc.net. Community

Liaisons distributed notices at community/neighborhood meeting and via e-blast. The following

schedule of public meetings and notices were provided:

Comment Period March 11, 2012 through May 11, 2012

On-line Survey April 12 – May 11, 2012

Public Forum March 22, 2012

Public Hearing April 12, 2012

Citizens Advisory Committee Meetings February 2, March 1, April 5, May 3, 2012

Public Hearing and City Council Approval May 8, 2012

Action Plan Submitted to HUD May 15, 2012

The Consolidated Annual Performance and Evaluation Report Public Hearings will be held August

23rd

and September 18th

at 6:00 p.m. An Annual Performance Showcase is scheduled to be held at the

September 18th

City Council Meeting along with a Consolidated Performance Tour of Projects on

September 7th

. The final public hearing and City Council approval will be held on September 18,

2012 at 6:00 p.m. in City Council Chambers.

Funding Summary

Federal funds are made available for furthering the objectives of the consolidated plan. For each

formula grant program, the grantee shall identify the total amount of funds available (including

estimated program income), the total amount of funds committed during the reporting period, and the

total amount expended during the reporting period.

http://www.columbiasc.net/


HUD provides federal funds through three entitlement grants with amounts determined by statutory

formulas: Community Development Block Grant (CDBG); HOME Investment Partnerships Program

(HOME); and Housing Opportunities for People with AIDS (HOPWA). In Fiscal Year 2011-2012, the

City received $ 3,036,217.00 million in new funding through these three formula grants and

$ 2,711,447.54 in program income. A total of $2,118,262.32 was expended from the three entitlement

grants.

Table 1: Funding and Expenditures Fiscal Year 2011-12

The local jurisdiction must also submit an updated CDBG Financial Summary Report (PR26). See

Appendix 2. The City submits the CDBG Financial Summary report along with the CAPER to HUD.

The PR26 and other IDIS reports are available for public review.

FY2011-2012 Entitlement Funds

FY2011- 2012 TOTAL BUDGET & EXPENDITURES - ALL FUNDING SOURCES

Federal Source

Allocation

FY2011 Expenditures Encumbered

Estimated

Carried

Forward

CDBG

703,080.00

575,393.76

535.66

127,150.58

CDBG Program Income

1,425,429.58

144,735.32

-

1,280,694.26

Sub-total for CDBG Funds

1,103,080.00

720,129.08

535.66

382,415.26

HOME

792,521.00

148,598.68

1,511.36

642,410.96

HOME Program Income

1,286,017.96

313,764.12

972,253.84

Sub-total for HOME Funds

2,078,538.96

462,362.80

1,511.36

1,614,664.80

HOPWA

1,540,616.00

1,373,694.84

167,495.78

(574.62)

Sub-total for HOPWA Funds

1,540,616.00

1,373,694.84

167,495.78

(574.62)

Total Entitlement Funds

4,722,234.96

2,118,563.32

169,542.80

1,996,505.44

FY2009-2012

Stimulus Funds

HPRP (3 Years)

524,731.00

197,490.41

6,762.31 -

NSP (3 Years)

3,829,249.45

499,932.46

770.00 -

Total Stimulus Funds 4,353,980.45

696,652.87

7,532.31 -


Basis for Allocating Investments within Jurisdiction

Jurisdictions are encouraged to include maps in describing the geographic distribution and location of

investment (including areas of low-income and minority concentration). The geographic distribution

and expenditure requirement may be satisfied by specifying the census tracts where expenditures were

concentrated and the percentage of funds expended in target areas.

All CDBG funds were allocated to projects that benefit low and moderate income persons and/or

areas. HOME funds were allocated to eligible beneficiaries (at or below 80% of area median income)

throughout the corporate city limits. However, the City targeted funds to those neighborhoods with

the highest concentration of need for affordable housing and economic development: Eau Claire

Redevelopment Area, King/Lyon Street Redevelopment Area, Booker Washington Heights

Redevelopment Area and Edisto Court Redevelopment Area.

In addition the previously HUD-approved Empowerment Zone area - comprised of contiguous Census

Tracts 2, 5, 9-10, 13-16, 18, 20.02, 28, 106, and 109 - was established as a Neighborhood

Revitalization Strategy Area (NRSA) for the term of the Consolidated Plan to ensure continued

revitalization and community development efforts.

The following HUD Tables identify the City of Columbia’s priority needs for the next five years. The

priorities are based on the following:

High priority = expects to fund in the coming 5 years

Medium priority = may fund in the coming five years based on funding availability

Low priority = not expected to fund in the coming five years.

Table 2: Priority Community Development Needs Fiscal Year 2011-12

Priority Need

Priority

Need

Level

Priority Need

Priority

Need

Level

Acquisition of Real Property H Sidewalks H

Clearance and Demolition H Solid Waste Disposal Improvements M

Clearance of Contaminated Sites H Flood Drainage Improvements H

Code Enforcement H Public Services (General)

Public Facility (General) Senior Services M

Senior Centers H Handicapped Services L

Homeless Facilities H Legal Services L

Youth Centers H Youth Services H

Neighborhood Facilities H Child Care Services M

Child Care Centers M Transportation Services H

Health Facilities M Substance Abuse Services M

Mental Health Facilities M Employment/Training Services H

Parks and/or Recreation Facilities H Health Services H

Parking Facilities L Lead Hazard Screening H

Tree Planting M Crime Awareness M

Fire Stations/Equipment M Fair Housing Activities H

Abused/Neglected Children Facilities L Other Services


Asbestos Removal M Community Liaison/Citizen Participation H

Non-Residential Historic Preservation M Keep Midlands Beautiful H

Infrastructure (General) Economic Development (General)

Water/Sewer Improvements H C/I Building Acq/Const/Rehab H

Street Improvements H

The City of Columbia will continue to provide programs and services to low-moderate income

neighborhoods. For instance, the current efforts planned in the Booker Washington Heights

Redevelopment area provides for the renovation of the Kathryn Bellfield Cultural Arts Center,

homeowner and rental rehabilitation, demolition and in-fill housing.

Priorities for Funding

The City of Columbia assigned priorities in the expenditure of funds based on the housing market

analysis, housing needs assessment and community input with the overarching goal to provide

affordable housing opportunities, revitalized neighborhoods, and economic stimulation. In addition,

strategies and objectives were reviewed from various studies and development plans covering areas

within its municipal limits. Based on the overall assessment the City’s priority needs are:

1. Increase decent, safe and affordable housing for Columbia citizens

2. Revitalize neighborhoods and improve quality of life

3. Provide financial assistance to prevent homelessness and provide housing and supportive

services for the homeless

4. Create jobs and business redevelopment to stimulate economic development

5. Provide permanent housing for persons living with HIV/AIDS

6. Provide financial assistance to prevent homelessness for persons living with HIV/AIDS

7. Provide quality supportive services to assist clients with achieving and maintaining housing

stability

Five-Year Assessment of Progress

Federal guidelines require entitlement cities to describe the accomplishments in attaining the goals and

objectives for the reporting period. This should be summary information so that HUD and citizens can

easily assess progress made toward meeting longer term goals.

Table 3: 2011 Annual Performance Assessments

Obj

#

Specific Objectives Sources

of

Funds

Performance Indicators Expected

Number

Actual

Number

Rental Housing Objectives

1.1.2 Provide technical assistance to

CHDO’s

HOME

CHDO contacts

2

8

1.1.3 Rehabilitate existing housing units for

rental tenants

HOME

Assisted units

2

8


Owner Housing Objectives

1.1 Increase access to affordable housing

HOME

# participants homebuyer

training courses;

# participants credit counseling

sessions;

# home ownership workshops

75

100

23

15

178

11

1.1.1 Provide low interest loans through

City Living Initiative

HOME

Loan closing

15

3

2.6 Rehab Owner-occupied housing

CDBG

Assisted houses

12

5

2.6 Rehab Owner-occupied housing

HOME

Assisted Houses

6

2

2.6 Weatherize existing housing

CDBG

Assisted houses

10

8

Homeless Objectives

1.2 Increase access to homeless

prevention and rapid re-housing for

housing stability

HPRP

# of units

25

23

3.5 Increase organizational capacity of

local service providers

CDBG

# of TA sessions

5

10

3.6 Increase program efficiencies by

regional collaboration

CDBG

# of MACH Meetings

12

4

Special Needs Objectives

3.1 Provide supportive permanent housing

for persons living with HIV/AIDS

HOPWA

# of leased units

95

98

3.2 Provide case management to persons

living with HIV/AIDS

HOPWA

# of clients with access to care and

support

408

579

3.4 Provide short term housing and utility

assistance to persons living with

HIV/AIDS

HOPWA

# of clients with stable housing

320

121

Community Development

Objectives

1.1 Increase access to affordable housing

CDBG

Loan closings;

50

17

2.5 Increase safety of neighborhoods

CDBG

# of CCN groups

106

111

Public Facilities Objectives


2.4 Improve neighborhood stability

CDBG

# of grants

5

2

Public Services Objectives

1.3 Provide access to transportation,

education, and job training

CDBG

# of participants

150

77

1.4 Provide resources for lifelong learning

CDBG

# of persons

70

498

2.1 Increase asset wealth of

neighborhoods with infusion of capital

CDBG

# of neighborhoods

# of events

#of volunteers

50

15

5

760

Economic Development Objectives

2.2 Provide resources to stimulate job

creation

CDBG

# of loans

10

16

The Annual Objectives for 2011-2012 area based on the Five Year Goals and Objectives

Goal 1: Improve quality of life for Columbia citizens

Objective 1.1: Increase access to affordable housing (Decent Housing)

Strategy 1.1.1 Provide low interest loans through City Living Initiative

Strategy 1.1.2 Provide technical assistance to CHDO’s

Strategy 1.1.3 Rehabilitate existing housing units for rental tenants

Objective 1.2: Increase permanent housing stability for chronically homeless (Decent Housing)

Objective 1.3: Provide access to medical care, transportation, education, and job training

(Suitable Living Environment)

Objective 1.4: Provide resources for life-long learning (Suitable Living Environment)

Goal 2: Revitalize low income or blighted neighborhoods

Objective 2.1: Increase asset wealth of neighborhoods with infusion of capital (Suitable Living

Environment)

Strategy 2.1.1 Provide neighborhood improvement grants to non-profits

Objective 2.2: Increase green spaces and parks (Suitable Living Environment)

Objective 2.3: Integrate economic development policy with a long term vision for Columbia

(Economic Opportunity)

Strategy 2.3.1 Implement catalysts from existing development plans

Objective 2.4: Improve and maintain streets, sidewalks, parks and green space (Suitable Living

Environment)

Objective 2.5: Increase safety of neighborhoods (Suitable Living Environment)

Objective 2.6: Preserve stable housing in neighborhoods (Decent Housing)

Goal 3: Increase housing stability for special needs populations, including persons living with

HIV/AIDS

Objective 3.1: Increase access to affordable housing (Decent Housing)

Objective 3.2: Provide supportive services to households to maintain housing stability (Decent

Housing)


Objective 3.3: Use HMIS to identify gaps in needed services and avoid duplication of services

(Decent Housing)

Objective 3.4: Prevent homelessness by providing financial housing and utility assistance

(Decent Housing)

Objective 3.5: Increase organizational capacity of local service providers (Suitable Living

Environment)

Objective 3.6: Increase program efficiencies by regional collaboration (Suitable Living

Environment)

Self - Evaluation

The City of Columbia annually assesses its progress in meeting the goals of the FY 2010-15

Consolidated Plan through the development of the Consolidated Annual Performance and Evaluation

Report (CAPER). The CAPER provides the best opportunity for the City to evaluate the performances

of its programs and whether adjustments to current City-sponsored programs, activities, measurements

or five-year goals are needed.

The partnerships and collaboration of the City of Columbia, the U.S. Department of Housing and

Urban Development (HUD), community partners, and the citizens of Columbia, contribute to the

success of the programs featured in the Fiscal Year 2011-12 CAPER. HUD, through three formula

grants, continues to make a substantial financial commitment to low- and moderate-income

households in the City of Columbia. The Community Development Department which is responsible

for the City’s oversight of the federal funds is committed to making Columbia and its neighborhoods a

better place to live and work. In fiscal year 2011-12, the City received $3,036,217.00 million in three

formula grants: the Community Development Block Grant (CDBG), HOME Investment Partnerships,

and Housing Opportunities for Persons with AIDS (HOPWA). This is a substantial decrease in

previous funding years due to the reduction of the city’s fiscal year 2011 CDBG grant by $424,845,

reducing the award from $1,127,925 to $703,080 for failure to meet timeliness deadline in the prior

fiscal year. The Department also works with lending institutions to leverage private dollars and make

available low-interest housing loans through the Housing Division of the Community Development

Department. Reduction in federal funding highlights the importance of the City’s local commitment to

the programs and priorities outlined in the Consolidated Plan.

During the second year of the five-year Consolidated Plan period, the City of Columbia has continued

to experience rapidly changing market conditions and demographics that can serve as barriers to

program implementation and new development of affordable housing properties. The economic

recession has increased the number of households that need assistance and has placed new burdens on

Columbia’s most vulnerable residents. Columbia continues to experience changing demographics and

economic dynamics that highlight the growing demand for services and the need for the City to

continue to evaluate how to better serve its clients and the community.

As a result of the changing needs and continued effort to provide quality services, the Community

Development Department staff developed a creative strategy to delivery services and to meet the needs

of its citizens. The Annual Neighborhood Leadership Summit and the Ownership, Maintenance and

Gardening-“OMG” of Homeownership were established during the 2011-12 program year. These two

events promotes the concept of “Community Investment” that provides opportunities for citizens and


neighborhood organizations to access education and resources that enhance livability, sustainability

and a suitable living environment.

City of Columbia – Changing Demographic & Economic Trends

Columbia continues to experience growth and is the largest city in South Carolina with population of

130,591. Growth is not the only notable change for 2011. Columbia elected a new Mayor in 2010 for

the first time in over 20 years, and in 2012 two (2) new council members were appointed.

Program Administration

The ability of the City to efficiently and effectively plan, implement, and deliver housing and

community development services is based on how well it administratively manages required federal

and local processes and procedures. Program accounting, tracking, and reporting provide the necessary

documentation on eligibility and financial allowance. The following represents an assessment of the

City’s management of federal and non-federal funding for housing and community development

services.

Consolidated Planning/Budget Process Coordination

The City continues to improve its reporting to the U.S. Department of Housing and Urban

Development (HUD), local officials, and the public and increase public participation in its planning

processes through increased outreach, website improvements, and increased email communication.

Key reports for fiscal year 2011-12: City of Columbia Action Plan, City of Columbia Annual Budget,

and the annual CAPER. These documents reflect all funding sources consistent with goals and

priorities. Reporting efforts allow the Columbia community to have complete information about the

resources being directed to meet the needs of low- and moderate-income residents.

To improve the citizen participation process, the Community Development Department established the

Community Development Block Grant (CDBG) Notice of Funding Availability (NOFA)/Request for

Applications (RFA) for the 2012-13 fiscal year funding process. Applicants were required to attend a

technical assistance workshop prior to submitting applications. Over 100 applicants attended the

workshop session and 30 applications were submitted for funding. The primary objective was to fund

projects and activities that were consistent with the City’s priorities and to address the Five Year

Consolidated Plan objectives.

Expenditure and Timeliness Ratio Information

The City of Columbia met the required deadline and exceeded the commitment and drawdown of its

grant funds for fiscal year 2011-12. The City is required to disburse all grant funds in a timely manner

after drawdown from HUD. For CDBG funds, the balance of the CDBG line-of-credit must not exceed

1.5 times the annual grant on May 2nd of every year. During 2011, the City exceeded its CDBG

drawdown ratio by expending over $1.6 million on eligible activities and for the first time in two

years, met the timeliness test for Program Year 2011-12. The current system has been evaluated and

measures placed that ensure that federal expenditure and timeliness requirements will be met each

year. For HOME funds, the City must commit all HOME funds in two years and spend the funds

within five years. The City met these HOME requirements in fiscal year 2011-12. However, in the

City’s efforts to reconcile financial records and ensure proper accountability of HUD Community


Development funds, the City reported an additional $1,286,017.96 in HOME program income in

Program Year 2011-12. Therefore, an amendment to the 2012 Annual Action was required and

completed September 18, 2012.

Performance Highlights - Community Development Block Grant Program

(CDBG)

Public Service Activities

Keep the Midlands Beautiful

Keep the Midlands Beautiful continues to work in partnership with the

City to ensure that all neighborhoods and communities within the City

limits are healthy and safe by guaranteeing that the environment is

protected

Organized 3 Community Clean-ups

85 streets enrolled in Adopt-A-Street program

16,090 pounds of litter removed from the City streets and waterway.

Coordinated 760 volunteers who completed 1,676 hours in volunteer service

4 recycle containers obtained for Owens Field Park through a grant.

Community Liaisons

The Community Liaison’s provide technical assistance to neighborhoods organized through the

Columbia Council of Neighborhoods (CCN).

Attended 200 neighborhood meetings

Copied and distributed 4,300 neighborhood information flyers and literature

Completed 437 neighborhood tours to assist with and identify complaints and concerns.

Organized 3 Community Clean-ups

Organized 2 Community Outreach Workshops Events

Technical assistance and support to 111 Neighborhood Organizations

Organized Neighborhood Cluster Meetings

Enrolled 6 participants into IDA Program

Public Facilities Projects

Bellfield Cultural Arts Center

The Bellfield Cultural Arts Center strategically located neighborhood recreation

center will offer convenient, one-stop sources for recreation, cultural and arts

activities, fitness, after-school programs, mentoring programs, job training and

education, counseling, and other supportive services.

Architectural Plans Completed

Environmental Review Completed

Programmatic plans completed

Proposed Construction to Begin 2013


Parks & Recreation Administrative Complex and Earlewood Park Communiy Building

Parks & Recreation Administrative Complex and Earlewood Park Community Building will be used

for community events, increasing access by Columbia citizens to parks and community services.

Project is in its final stages of completions and grand opening scheduled for Fall of 2012.

Parks & Recreation Facility/Leisure Study

Park Facilities Assessment Completed

Neighborhood Needs Assessment Completed

Project in progress, consultant selected to complete study for all park facilities

Educational & Youth Programs

College Summit

College Summit is designed to help young people to first see their value and

strengths, then to raise their expectations for what they can accomplish in

life, and finally provide them with the tools, information and support to

work towards their future goals and aspirations for the benefit of their

families and their community.

95% (Eau Claire) and 99% (Keenan) of seniors completed a senior plan

93% (Eau Claire) and 90% (Keenan) of seniors have generated a comprehensive list of college

options

95% (Eau Claire) and 90% (Keenan) of seniors have applied to college

498 enrolled in the program

31 Peer Leaders received training

Trained 12 educators at Educator’s Academy

Eau Claire Promise Zone

Eau Claire Promise Zone is developing a cradle-to-college continuum of services

beginning with children ages 0-5 in targeted geographic service areas within the larger

Promise Zone boundaries, with intentions to expand gradually within those

boundaries.

Baby College is now serving 5 to 12 young parents in the Latimer Manor

Camp We Care enrolled 28 children in program with 79% completing

program

2 of the 2011 Camp We Care counselors were Eau Claire residents

All 9 counselors for 2012 Camp We Care camp either lived in or work in the 29203 zip code

Eau Claire Child Care Network is assisting in professional development goals of 25 locally-

owned childcare businesses in the North Columbia Area.

380 participants in Summer Parenting Program outreach events (49 in grades K-3rd)

Homeless Services

Housing First (USC School of Medicine)

Housing First (USC School of Medicine) is a collaborative partnership between USC Supportive

Housing Services (USHS) and Columbia Housing Authority (CHA).

42 Placed in a Housing First Unit (Total)


18 Homeless Persons Obtained Permanent Housing

57 Served through Housing First Outreach Services

Homeless Prevention and Rapid Re-Housing (HPRP) HPRP (USC School of Medicine) & (The Cooperative Ministry)

The Homeless Prevention and Rapid Re-Housing Program a three year stimulus grant program ended

on June 30, 2012. The HPRP provided homelessness prevention assistance to households who would

otherwise become homeless and provide assistance to rapidly re-house persons who are homeless.

The City was awarded $524,731 in HPRP funding to provide financial assistance for housing, case

management for housing search and placement, outreach and engagement and for legal services. All

funds were expended on eligible activities in a timely manner and with the Nation’s first “No

Finding” monitoring report from HUD.

57 Households Served by USC Homeless Prevention and Rapid-Rehousing 243 Household Served TCM Homelessness Prevention and Homeless Assistance

Housing Services

Community Development Housing Loan Programs

The Housing Services Division continues to market and facilitate the housing loan programs to the

citizens of Columbia

Closed 32 housing loans

Launched the Weatherization Program

178 persons received credit or financial literacy counseling

Leveraged $1,747,820 in private funding

Organized and/or participated in 23 events to market and showcase housing programs

Columbia Housing Development Corporation (CHDC)/Two Notch Developemnt

Community Development partnered with TN Development Corporation and successfully

Economic Development

Façade Improvement Program

The City of Columbia’s Façade Improvement Program aimed to

improve the appearance of commercial corridors throughout the city

that are significantly deteriorated through a forgivable loan

program.

City invested $425,829 in public dollars for BID

16 businesses completed façade projects with 24 individual

loans

Private investment leveraged $ 6,176,060

34 new jobs added to downtown

5 new events attracted to BID

16 new retailers opened in the BID

118, 300 square feet now available


Performance Highlights - Housing Opportunities for Persons With Aids

(HOPWA) Program

Palmetto AIDS Life Support Services of South Carolina, Inc. (PALSS)

Palmetto AIDS Life Support Services of South Carolina, Inc. (PALSS) far

surpassed the proposed deliverables or both Supportive Services and Housing

Information Services.

Provided 362 persons with Supportive Services and 110 persons with Housing Information

Services.

Additionally, 90% of clients receiving PALSS’ case management services report being

permanently housed.

University of South Carolina Department of Medicine (USC)

University of South Carolina Department of Medicine HOPWA Case Management

had a goal of providing supportive services to 250 individuals for this fiscal year.

Through comprehensive case management services:

Provided services to 213 individuals (85.2% of the fiscal year goal of 250

individuals).

Between July 1, 2011 and June 30, 2012, 100% of the 213 individuals

receiving supportive services have been categorized as low income clients.

We report 100% of clients were appropriately referred to other services.

The Cooperative Ministry (TCM)

The Cooperative Ministry’s yearly goals are based on the number eligible STRUMU applications

submitted for payment by partner agencies and case managers. They had a goal of providing

STRUMU services to 256 individuals.

Provided 114 persons with Short-Term Rent, Mortgage and Utility Assistance

35 persons provided Permanent Housing Placement Services

Upper Savannah Care Services (USCS)

Upper Savannah Care Services continues to provide the best in housing

services and opportunities for persons living with HIV/AIDS in Saluda

County with an annual goal of providing TBRA to 3 individuals and

Supportive Services to 10 for the fiscal year

Provided 3 persons with Tenant-Based Rental Assistance and 4

persons with Supportive Services

Columbia Housing Authority (CHA)

Columbia Housing Authority continued to provide rental assistance through

HOPWA vouchers in coordination with PALSS, TCM, and USC.

Provided Tenant-Based Rental Assistance to 86 persons

Provided housing assistance to 25 persons through Housing First Program.

http://www.palss.org/


Section 2: Financial Reporting

Funding Sources

Community Development Block Grant Program (CDBG)

The Community Development Block Grant (CDBG) Program is authorized under

Title I of the housing and Community Development Act of 1974 as amended. The

primary objective of CDBG is the development of viable communities by:

Providing decent housing.

Providing a suitable living environment.

Expanding economic opportunities.

To achieve these goals, any activity funded with CDBG must meet one of three national objectives:

Benefit to low- and moderate-income persons.

Aid in the prevention of slums or blight.

Meet a particular urgent need (referred to as urgent need).

Program Income

CDBG Program Income (CDBG PI) is the gross income received by the City of Columba directly

generated by the use of CDBG funds. Program income is available to activities that do not have

established revolving loan funds.

Revolving Loan Fund

A Revolving Loan Fund (CDBG – Rev. Loan) is a dedicated source of funds to a particular activity

from which loans are made for housing or small business development projects. Once loans are repaid

to the City, the funds revolve back into the original activity as available new funding.

HOME Investment Partnership Program (HOME)

The HOME Program was created by the National Affordable Housing Act of 1990

(NAHA), and has been amended several times by subsequent legislation. There are

three objectives of the HOME Program:

Expand the supply of decent, safe, sanitary, and affordable housing to very low- and

low-income individuals.

Mobilize and strengthen the ability of state and local governments to provide decent, safe,

sanitary, and affordable housing to very low- and low-income individuals.

Leverage private sector participation and expand the capacity of non-profit housing providers.

Program Income

HOME Program Income (HOME PI) is the gross income received by the City of Columbia directly

generated by the use of HOME funds.


HOME CHDO

A Community Housing Development Organizations (CHDO) is a private nonprofit, community-based

organization that has obtained or intends to obtain staff with the capacity to develop affordable

housing for the community it serves, and meets the definition at 24 CFR 92.2. The City of Columbia

must set aside a minimum of 15 percent of the HOME allocation for housing development activities in

which qualified CHDOs are the owners, developers, and/or sponsors of the housing.

Housing Opportunities for Persons with AIDS (HOPWA)

The Housing Opportunity for Persons with AIDS (HOPWA)

Program was established by the U.S. Department of Housing and

Urban Development (HUD) to address the specific needs of low-

income persons living with HIV/AIDS and their families. HOPWA

makes grants to local communities, states, and non-profit

organizations. HOPWA funds provide housing assistance and related supportive services in

partnership with communities and neighborhoods.

American Recovery and Reinvestment Act (ARRA) Housing and Economic Recovery Act

(HERA) - Federal Stimulus

The City of Columbia has received additional funding in FY 2009-10 as

part of federal economic stimulus programs. This includes funding

made available through the American Recovery and Reinvestment Act

(ARRA) of 2009 and the Housing and Economic Recovery Act

(HERA) of 2008. The City has received $524,731in stimulus funds, for

Homelessness Prevention and Rapid Re-Housing Program (HPRP) by

submitting a Substantial Amendment to the Consolidated Plan 2008

Action Plan to HUD and $3.1 million in Neighborhood Stabilization

Program (NSP) funds in response to applications submitted to the South

Carolina State Housing Development and Finance Authority. These funds are one-time grants (3-year

period) released by the federal government for the purpose of stimulating the economy during the

current recession and addressing foreclosures at the local level. The HPRP (July) and NSP (May)

grants will end in 2012.

Total Budget & Expenditures The financial information below provides a summary of the 2011 entitlement allocations and

expenses. For detailed information of expenditures for the CDBG, HOME and HOPWA entitlement

program go to Appendix 3.


Table 4: FY 2011 – 2012 Entitlement Budget Allocation NO. Funding Description New Funding

11-12

Expenditures Ending Balance Funding Source

1 CDBG Administrations 495,514.00 437,347.05 58,166.95 CDBG - Current

2 CDBG Programs 207,566.00 138,046.71 69,519.29 CDBG - Current

3 HOME (CHDO) Loan Program 713,263.25 63,738.19 649,524.06 HOME - Current

4 HOME Administration 79,252.20 105,736.53 0 HOME - Current

5 HOPWA Grants Administration 76,218.00 45,246.83 30,971.17 HOPWA - Current

6 HOPWA Resource ID - Administration 20,000.00 4,782.89 15,217.11 HOPWA - Current

7 HOPWA Programs 1,444,398.00 1,323,665.12 120,732.88 HOPWA - Current

TOTALS: 3,036,211.45 2,118,563.32 944,131.46

Financial Reports

Current Entitlement (Only) Budget Allocations and Expenses

Section 3: Federal Reports

Leveraging Resources

Federal Guideline: Identify progress in obtaining “other” public and private resources to address

needs; how Federal resources from HUD leveraged other public and private resources; and how

matching requirements were satisfied.

CDBG Administration

21%

CDBG Programs

7%

HOME (CHDO) Loan

Programs

3%

HOME Administration

5%

HOPWA Grants

Administration

2% HOPWA Resource ID

Administration

0%

HOPWA Programs

62%

2011-2012 Entitlment Budget Allocations


In general, the City of Columbia Community Development Housing Division leveraged over $46.5

million from various sources for its housing initiative over the past five years. These resources include

private lenders such as First Citizens, BB&T, Carolina First, Regions Bank, NBSC, South Carolina

Bank and Trust, Wachovia and Bank of America. On October 31, 2011, the Community Development

Department sponsored the “Mayor’s Luncheon” to honor the lending institutions that participated in

the City’s housing initiative. Mayor Steve Benjamin presented the award that recognized each

partner’s contribution to over $36 million in total private funding and the City’s contribution of over

$10 million in City funds. Other programs such as Housing Loans, Eau Claire Promise Zone, College

Summit and various in-fill redevelopments, the Parks and Recreation Community Building Project,

Homeless Services for the Emergency Winter Shelter, other community investment projects and

initiatives have leveraged over $2.3 million for this year.

The following chart shows leveraging in fiscal year 2011- 2012. Matching requirements can be found

in the HOME Match reported later in this section.

Table 5: Leveraged Funding FY 2011-2012 Programs

Program Activity Fund Source Unit Unit Funding Leveraged

Eau Claire Promise

Zone

Capacity Building-PS

CDBG

1

$ 40,000.00

$ 83,600.00

College Summit

Training

CDBG

1

$ 40,000.00

$ 295,476.72

Keep the Midlands

Community Clean-up

CDBG

1

$ 15,000.00

$ 64,470.00

Waters Crest

Townhomes

Rental Rehabilitation

HOME

8

$ 276,000.00

$ 880,457.76

City Lender I/City

Lender II

Loan Purchase HOME/CDBG

6

$ 953,200.00

$ 833,200.00

ADDI

Loan Purchase

HOME/CDBG

7

$ 734,000.00

$ 589,000.00

Employee Loan

Loan Purchase

HOME/City General

Funds (GF)

2

$ 394,500.00

$ 303,250.00

Burton Heights

Redevelopment

Project

New Construction

HOME

$ 1,541,905.22

$ -

Parks & Recreation

Community Building

New Construction

CDBG

1

$ 800,000.00

$ 1,758,904.00

Homeless Services

Housing First

GF

1

$ -

$ 178,003.00

Commercial

Revolving Loan Fund

Commercial Loans

CDBG

1

$ 282,387.00

$ 6,549,183.00

Homeless Services Emergency Winter

Shelter

GF

$ -

$ 738,367.00

Homeless Services Transitions Homeless

Shelter

GF

$ -

$ 409,515.00

Total Federal Funded

29

$ 5,076,992.22

$ 12,683,426.48


All activities that represent the Federal units are completed in the HUD Integrated Disbursement Information Systems

(IDIS).

Other Actions

Federal Guideline requires the City of Columbia to report on action plan taken to address obstacles to

meet underserved need.

City of Columbia Community Development Department administers all HOPWA funds for the City of

Columbia and Columbia Metropolitan Statistical Area (MSA) which include Fairfield, Kershaw,

Lexington, Richland and Saluda Counties. These programs provide housing assistance for income-

eligible persons living with HIV/AIDS and their families. The goals of these programs are to prevent

homelessness and to support independent, self-sufficient living among persons living with HIV/AIDS.

The services ensure clients have improved access to primary medical care and other supportive

services.

Continuum of Care

The Midlands Area Consortium for the Homeless (MACH) is the coordinating body for the HUD

Continuum of Care process for a 14 county area in South Carolina which all counties in the Columbia

area. MACH was formed in July 1994 and is a 501(c) 3 non-profit which advocates and coordinates

services for Columbia's homeless. The all-volunteer organization consists of over sixty (60) private,

public, nonprofit, city, state and federal agencies. These entities provide shelter, housing, and/or other

assistance to the homeless and the indigent population and continue the MACH’s vision “...to prevent

homelessness, to compassionately serve people in crisis and to integrate homeless people into the

community.”

The MACH applied for the 2011 HUD Continuum of Care, Supportive Housing Program (SHP) and

Shelter Plus Care (S+C) funding to provide housing and services for the homeless in the

Midlands. The City provided the required certifications for the grant applications after the proposals

were reviewed by Community Development staff. In addition, City Council voted to support the

Columbia Housing Authority and Lexington Richland Alcohol and Drug Abuse Council (LRADAC)

in their application for funding.

Every two years the U.S. Department of

Housing and Urban Development (HUD)

requires that communities that receive

federal HUD homeless funding conduct a

one-day ‘count’ of people experiencing

homelessness during the last two weeks of

January. This report summarizes the efforts

of the 2011 Point-in-time Homeless Count

conducted January 2011 by the Midlands

Area Consortium for the Homeless

(MACH). The report only offers a

‘snapshot’ of homelessness based on the efforts of volunteers and agencies serving homeless people

on one day. The report is not intended to be an exact count of the number of homeless people in our

community and uses a limited definition of homelessness. We would expect an annual count to be as

much as 3-6 times higher depending on the county.

http://www.endhomelessness.org/section/issues/veterans


In the 2011 Homeless Count, 1,621 people in the 14 counties of MACH were identified as homeless

using the narrow HUD definition, which does not include people who are ‘doubled-up’. A total of

1,185 of the 1,621 people counted or 73% were in Richland and Lexington Counties. This reflects an

overall increase of 16% from one-day count conducted in 2009. The 2011 ‘count’ identified people as

homeless if they were in the following conditions on January 27, 2011:

Currently living on the street;

Staying in emergency or transitional shelter;

Temporarily in a hospital or psychiatric hospital that will have nowhere to live upon

release;

The City of Columbia continues to participate in the planning efforts of the local HUD Continuum of

Care, Midlands Area Consortium for the Homeless. The City takes to lead through its funding efforts

of the emergency winter shelter. During the reporting period the City of Columbia’s Emergency

Shelter was in operation from November 1, 2011 through March 31, 2012 and had a 33% increase in

the total number of unduplicated persons served during the same period in 2010 Table 6 below

illustrates the data compiled on clients served at the shelter.

Table 6: Emergency Shelter Data 2011

Total Percent of Total

Total Number of guests served 852

Men 687 80.63%

Women 165 19.37%

Black American 589 69.13%

White American 229 26.88%

Other American 34 3.99%

Hispanic/Latino(a) 15 1.76%

Non-Hispanic Latino(a) 837 98.24%

Survivors of domestic violence 36 4.22%

Veterans 60 7.04%

Chronically homeless 163 19.10%

First time homeless 283 33.20%

Reasons for Homelessness

Loss of job/underemployed 257 30.16%

Seeking employment 662 77.69%

Disabled 297 34.85%

Born in South Carolina 485 56.92%

Became homeless while living in SC 673 78.99%


The City of Columbia receives formula grant funding for HOPWA (Housing Opportunities for People

with AIDS). The City will work with its partner agencies to continue to provide housing assistance and

supportive services to low income persons living with HIV/AIDS. In 2011, HOPWA funds through the

(CCHAP) Columbia Cares Housing Assistance Program, provided rental assistance to 86 clients for

this reporting period.

The City of Columbia issues an annual Request for Proposals to solicit non-profit service providers.

Non-profit project sponsors assisted 121 households with short term rental assistance and utility

payments. HOPWA funds supported 579 households with case management services.

The City of Columbia provided funding through General Funds for the Housing First Program which

serves the chronic homeless population, Housing First is an approach to ending homelessness that

centers on providing homeless people with housing as quickly as possible – and then providing

services as needed. This approach has the benefit of being consistent with what most people

experiencing homelessness want and seek help to achieve.

Housing First programs share critical elements:

A focus on helping individuals and families access

and sustain permanent rental housing as quickly as

possible without time limits;

A variety of services delivered to promote housing

stability and individual well-being on an as-needed

basis;

A standard lease agreement to housing – as

opposed to mandated therapy or services

compliance.

During the funding period, the following unduplicated

persons were housed through alternative placement using:

Housing First Outreach Services 57

From shelters/streets in City of Columbia 100%

Housing First clients who transitioned to independent housing 25

Housing First clients who returned to homelessness 4

Demographics of persons served are as follows:

Average: 50.88 (age range 31-61) Veterans: 2 Men: 8 Women: 1 Black: 5 White: 4

Average 6.66 (years since last permanent housing (1-19 years)

Average 7.94 (years total homeless (1-29 years)

Table 7: Housing First Client Benefit Information

Current Client Benefit Information

Prior to Housing During

Housing

Primary medical care 7 8

Income (includes VA benefits, social security) 6 5


Current mental health/substance use treatment 5 7

Food stamps 8 9

Social Security Income 2 4

Medicaid/Medicare 2 4

Employed since housed 0 2

Federal Guideline requires the City of Columbia to report on action plan taken to foster and maintain

affordable housing.

Housing with Lead-Based Paint Hazards

According to a report published by the U.S. Department of Housing and Urban

Development in September 1995, as many as 64 million homes (83% of the

privately-owned housing units built before 1980) have lead-based paint

somewhere in the building. Twelve million of these homes are occupied by

families with children who are six years old or younger. An estimated 49 million

privately-owned homes have lead-based paint on their interiors. Although a large

majority of pre-1980 homes have lead-based paint, the affected areas are

relatively small. The amounts of lead based paint per housing unit vary with the

age of the dwelling unit. Pre-1940 units have, on average, about three times as

much lead-based paint as units built between 1960 and 1979.

According to the National Survey of Lead-based Paint in Housing1, there are no statistically significant

differences in the prevalence of lead-based paint by type of housing, market value of the home,

amount of rent payment, household income or geographic region. The following table includes data

from the 2008 American Community Survey based on the year housing units throughout the city of

Columbia were built. By applying the estimated national percentages of housing with lead-based paint

somewhere in the building, the number of housing units in Columbia with lead-based paint can be

estimated: approximately 22,940 housing units in Columbia may contain lead-based paint. The

following table also estimates the units within the city of Columbia.

Table 8: Lead-Based Paint

The city is working to insure that the lead based paint is addressed and has revised the policy

addressing lead-based paint and secured a lead-based paint consultant during the reporting period to

assess the need for mitigation or abatement. A total of 16 homes were assessed for lead-based paint

through the City’s Weatherization and Housing Rehabilitation Programs.

1 EPA, National Survey of Lead-based Paint in Housing, DocNo024EPA., June, 1995

Construction

Year

Housing

Units Units Percent

Total 27,976 22,940 82%

1960 to 1979 11,866 9,018 76%

1940 to 1959 16,110 14,821 92%

Before 1940 4,669 4,109 88%

Columbia

Housing with Lead-Based

Paint


HOME Match Report

HOME match is satisfied through private lenders contributions to the City’s affordable housing loan

program for homebuyers. The banks the City partners with provide mortgage financing to eligible

borrowers at reduced interest rates. The City calculates match using the difference between the

interest rate the borrower is receiving through obtaining the City’s financing and the interest rate that

they would have normally received if they had received financing solely through the partner lender.

The difference in payment over the life of the loan is what the City uses as match requirement. The

amount of match required equals 25% of the amount drawn down for HOME projects during the

Federal reporting period. The Match report below reflects match for the 2011 fiscal year in which the

City contributed $875,840.40. The City exceeded the match requirement by $802,451.


HOPWA CAPER Measuring Performance Outcomes Report and Beneficiary Verification Worksheet Information

(CAPER) provides annual performance reporting on client outputs and outcomes that enables an

assessment of grantee performance in achieving the housing stability outcome measure. The CAPER,

in conjunction with the Integrated Disbursement Information System (IDIS), fulfills statutory and

regulatory program reporting requirements and provides the grantee and HUD with the necessary

information to assess the overall program performance and accomplishments against planned goals

and objectives

HOPWA formula grantees are required to submit a CAPER, and complete annual performance

information for all activities undertaken during each program year in the IDIS, demonstrating

coordination with other Consolidated Plan resources. HUD uses the CAPER and IDIS data to obtain

essential information on grant activities, project sponsors, housing sites, units and households, and

beneficiaries (which includes racial and ethnic data on program participants). The Consolidated Plan

Management Process tool (CPMP) provides an optional tool to integrate the reporting of HOPWA

specific activities with other planning and reporting on Consolidated Plan activities. To see the

HOPWA CAPER Measuring Performance Outcomes Report Appendix 4.

Homeless Prevention and Rapid Re-Housing Program Report (HPRP)





management for housing search and placement, outreach and engagement and for legal services. See

full report in Appendix 5.


Section 4: Projects, Accomplishments & Performance Measurements

The City of Columbia has assigned priorities in the expenditures of funds based on the housing market

analysis, housing needs assessment and community input with the overarching goal to provide

affordable housing opportunities, revitalize neighborhoods, and thriving economies. The Annual Plan

for 2011-2012 was building on the foundation for of the Five-Year Consolidated Plan.

The City received the following 2011 Federal Entitlement funds:

Community Development Block Grant (CDBG) $ 703,080

HOME Investment Partnership Program (HOME) $ 792,521

Housing Opportunities for Persons with HIV/AIDS (HOPWA) $ 1,540,616

Table 9: Priority Needs

During Program Year 2011-2012, Entitlement

funding was used to address the following

priority needs, which were identified in the

2010-2015 Consolidated Plan.

Increase decent, safe and affordable

housing for Columbia’s citizens.

Revitalize neighborhoods and improve

quality of life.

Provide financial assistance to prevent

homelessness and provide housing and

supportive service for the homeless.

Create jobs and business redevelopment to

stimulate economic development.

Provide permanent housing for persons

living with HIV/AIDS.

Provide financial assistance to prevent

homelessness for persons living with

HIV/AIDS.

Provide quality supportive services to

assist clients with achieving and

maintaining housing stability.

5-Yr. Yr. 1 Yr. 2

Priority Housing Needs Goal Goal Goal

Plan/ Act

Plan/ Act

Plan/ Act

2010 2011

CDBG

Rental assistance 125 25 0

Rehabilitation of existing owner units

110 22 13

HOME

Acquisition of existing rental units

15 3 0

Production of new rental units

2 0 0

Rehabilitation of existing rental units

15 3 8

Acquisition of existing owner units

75 15 0

Rehabilitation of existing owner units

30 6 2

HOPWA

Rental assistance 475 95 98

Short term rent/mortgage utility payments

1600 320 121

Supportive services 2000 400 579


Community Development Block Grant (CDBG) Projects

The Community Development Department responded to the needs expressed in community forums

and on surveys completed by citizens stating that revitalizing neighborhoods and preserving the

existing stock are critical. To improve the quality of life of all citizens in Columbia, the Community

Development Department continues to address both the needs for additional homebuyer units and

rental units. Because the lower income households are more heavily burdened with housing costs,

rental housing will be developed. Elderly and low income homeowners will benefit from housing

rehabilitation to improve housing quality and housing weatherization to reduce utility costs. Citizen

participation is strongly encouraged in Columbia Council of Neighborhoods events such as National

Night Out, Community Development Week, Fair Housing Month, Neighborhood Clean Ups, and

Neighborhood Meetings. While businesses will attract more customers through the business façade

program, commercial loan programs, and increase economic development.

Table 10: Performance Measures - Neighborhoods & Quality of Life

Performance Measurements for Fiscal Year 2011 -2012

Consolidated Plan Priority Need Objective: Revitalize neighborhoods and improve quality of life

Activity

Activity

Descriptions

Funding

Amount

Leveraged

Dollars

Accomplishment

Goal

Accomplishment

Community Liaison

(CDBG)

Technical

Assistance

provided to

neighborhood

organizations to

promote better

communication.

$ 31,954

N/A

4 new

neighborhood

organizations

established

- 3 New

Neighborhoods

Organized

- 2 Community

Outreach Events

“NLS” & “OMG”

-Attended 200

meetings

- IDA Program

launched

-6 Participants

enrolled in IDA

Program

Citizen Participation

(CDBG)

Increase citizen

participation

amount 108

Council of

Neighborhood

Organizations

(CCN) and other

citizen based

groups.

$ 6,612

N/A

Support 108

neighborhood

groups

- CAC

Re-appointment

finalized. 13

meetings held

- 7 Public Hearings

- 1 Public Forum

- 4,300 information

flyers and/or

literature copied

College Summit

(CDBG)

Provider

operational

support low-to-

moderate income

high school

students to access

resources to

implement post

$ 40,000

$ 295, 476

Increase student

application to

college, 100

enrolled in

program

- 498 students

enrolled in

program

- 31 Peer leaders

trained


secondary

education.

Keep the Midlands

Beautiful

(CDBG)

Service programs

to help Columbia

become cleaner,

safer, healthier

more beautiful

place.

$15,000

$ 64,470

Beautify streets,

sidewalks, green

Spaces, and

remove 12,000 lbs

of trash.

- Coordinated

760 volunteers

- Removed an

estimated 16,676

pounds of litter

- 85 streets enrolled

in Adopt-A-Street

program

- 3 Community

clean-ups

Eau Claire Promise

Zone

(CDBG)

Funding to

establish local

office to

implement

program that

ensure low-to-

moderate income

children are

prepared for

school.

$ 40,000

$ 83,600

Increase

educational

success of

kindergarteners.

Prepare 75% of

students for

school.

- Camp We Care

enrolled 28

children with 79%

completion rate

- Baby College

now serving 5 to

12 parents

-380 participants in

Summer Parenting

outreach events

-Child Care

Network assisting

25 locally owned

childcare

businesses

Earlewood Park

Community Building

(CDBG)

Construct

Community

Center portion of

Administrative

Complex within

Earlewood Park.

$ 800,000

$1,758,904

Improve access to

parks and

community

service.

- Construction

completed on

Community Center

Parks & Recreation

Facility

Assessment/Leisure

Study

(CDBG)

Assessment of

park and

recreational

facilities for

recommendations

to increase

citizens’ access to

community events

and green space.

$ 70, 000

$ 30,000

Analyze and

prioritize park

improvements.

- Assessment

completed.

- Consultant

completing leisure

study.

General

Administration

(CDBG)

Oversight and

management of

CDBG program.

$ 239,393

N/A

Serve population

of 127,605

persons.

- Serve population

of 127,605

- 1 National

Award

- 1 Statewide

Award

Housing

Rehabilitation

(CDBG)

Administration

and operation of

loan portfolio.

$ 237, 980

$ 1,724,450

Close 50 new

housing loans

- Weatherization

program launched

- 32 housing loans

closed


- 178 persons

received housing

counseling

- 23 Financial

literacy, credit,

homebuyer and

fair housing

sessions held.

Façade Improvement

Program

(CDBG)

Forgivable loan

program for

exterior

renovations to

commercial

properties.

$ 150,000

$ 6,176,060

Commercial

facades for 10

businesses

- Program

launched in

Columbia BID.

- 16 businesses

completed

projects

- 24 loans

- 34 new jobs

added to

downtown

Bellfield Cultural Arts

Center Renovations

(CDBG)

Funding to

complete

renovations to

community center

that will serve as a

catalyst project in

the Booker-

Washington

Heights

Redevelopment

area.

$ 1, 067,000

-0-

Renovate center

and host 1 event.

Access for 50

citizens.

- Architectural

plans completed

- Environmental

Assessment

Completed

-Programmatic

plans completed

-Construction to

begin 2013

Commercial

Revolving Loan Fund

(CDBG)

GAP Financing

for businesses

located within

City limits

$282, 387

Commercial loans

for 10 businesses

- 2 loans closed

Totals

The Community Liaisons continue to work with and

provide technical assistance and support to neighborhood

organizations through the Columbia Council of

Neighborhoods (CCN) by assisting CCN with organizing and

notifying communities of monthly meetings. Community

Liaisons provide assistance to the residents of the City of

Columbia as well as community partners, agencies, and

businesses. There are currently 120 organized

neighborhoods in the City of Columbia, The Liaisons

maintains and updates CCN membership database of

neighborhood presidents and continues to serve as City

representative at the Richland County and CCN meetings.


During the reporting period the Community Liaisons

successfully organized events, and implemented several

programs aimed at providing direct technical assistance and

education to the citizens of Columbia.

Through Citizen Participation technical assistance is provided

to citizens, councils and other citizen-based groups such as

the City Council appointed Citizens Advisory Committee,

Economic and Community Development Committee, Arts

and Historic Preservation Committee, Environment and

Infrastructure Committee, and the Administrative Policy

Committee. As a requirement of the Citizen Participation Plan

for Community Development, during the reporting period, seven (7) Public Hearings and one (1)

Public Forum were held to engage the citizen’s input with Community Development planning.

Additionally, the Citizen’s Advisory Committee held thirteen (13) committee meetings during the

fiscal year.

The Liaisons attend neighborhood meetings and other community wide events to encourage and

engage neighborhoods in building capacity and taking pride in their neighborhoods through individual

community clean-ups and neighborhood events. They organized and participated in Neighborhood and

Community Clean-up Events in partnership with Keep the Midlands Beautiful and held three (3)

community clean-ups. The Liaisons recruited local organizations and residents to volunteer as well as

participated in each clean-up.

The Community Liaisons have been instrumental in disseminating information to various

neighborhoods and organizations on the many available programs and projects in Community

Development and continue to assist and provide community information to one-hundred and eleven

(111) neighborhoods with any issues and/or concerns.

During the reporting period the Community Liaisons attended over 200 community and neighborhood

meetings and organized Cluster Neighborhood Meetings within Districts to provide collaboration

among neighborhood groups and organizations. The meetings are designed to help residents identify

and focus on neighborhood challenges and concerns.

The Community Liaisons served on National Night

Out Kick-Off committee. The 2011 National Night

Out Kick-Off received a national award for its

outstanding participation in the 28th

National Night

Out. National Night Out is a community wide event

to kick-off individual neighborhood national night

out events that focus on crime, drug and violence

prevention in the City. Additionally, the Liaisons

helped organize and attended the individual

neighborhood events Citywide.


The Community Liaisons have actively partnered with other

organizations to improve the quality of life in the City

neighborhoods by serving on various committees and

representing the City at several external events such as the

Building Bridges Training, the SC Association of Community

Development Corporation, Emergency Food and Shelter

Program, Fast Forward, and Winter Shelter.

The Community Development Department introduced the

Individual Development Account Program (IDA) to encourage

residents to utilize the savings grant program to purchase a

home. Individual Development Accounts are savings accounts

that can be used only for purchasing a first home, capitalizing a small business, or for educational or

job training expenses. Accounts are held at a local financial institution (BB&T). Contributions by

lower income participants are matched using both private and public sources. All participants receive

economic literacy training that includes workshops for cleaning up one’s credit, setting up a budgeting

and savings schedule, and other basics of money management. After holding several informational

sessions throughout the City, six (6) participants have enrolled into the program to-date.

The Neighborhood Leadership Summit (NLS) was established

during the reporting year by Community Development staff and

held at Dreher High School on Saturday, April 28th

, 2012 from 9:00

a.m. to 1:00 p.m. The NLS focused on giving neighborhood leaders

tools and training sessions that may be helpful in their

neighborhoods and will be an annual event. Training topics were:

Building Partnerships, Engaging Youth, Social Media/Networking,

Fair Housing, Fund Raising and Energy Efficiency. With the

training topics listed above, we had over 100 participants for the

NLS. The success of this event has opened a larger venue by

establishing a partnership with Richland County for the 2nd

Annual

Neighborhood Leadership Summit.

The Community Development successfully held the kick-off to

introduce the Weatherization Program to the Booker-Washington

Heights Neighborhood. The Community Liaisons and Loan Officers attended community events and

informational sessions to assist with marketing program and encouraging participation from residents.

They also participated in a door-to-door campaign to educate residents on qualification requirements

and processes for the program.

The Community Development Department celebrated 35

years of service during 2012 Community Development

Week (CD Week) events and activities held April 9-14,

2012. Community Development worked diligently in

preparing for the CD Week event that recognized and

showcased Elmwood Park Neighborhood for its

dedication and community investment success in

homeownership and community development.

http://cfed.org/programs/idas/public_policy/

http://www.nclabor.com/ida/ida.htm


The City of Columbia Community Development

Department was selected for the 2012 John A. Sasso

National Community Development Week Award which

was given in recognition of the good works through the

activities and events held during National Community

Development Week. The City was awarded for its

recognition of 35 Years of Action in the Elmwood Park

Neighborhood, the first neighborhood in Columbia to

receive Community Development Block Grant (CDBG)

funds in 1977 and also celebrated the grand opening of a

new affordable housing community, Waters Crest

Townhomes. The two activities were a part of the

Community Development Week activities in Columbia.

The award was presented at the 2012 National Community

Development Association Annual Conference.

The Community Development Department also organized and held its first Ownership, Maintenance

and Gardening “OMG” of Homeownership Workshop event to promote homeownership and

address concerns in the Columbia housing market. Topics discussed during the event were buying a

home, credit repair, landscaping tips, home maintenance, upkeep and repair, affordable remodeling,

creative home makeover tips and crime prevention. One-hundred and thirty (130) attended and

participated in the event. This evnt was sponsored by Wells Fargo Bank and attracted vendors that

provided information as well as prizes for give-a-ways. The grand prize was a $250 Mini-Room

Makeover.

The City of Columbia Parks and Recreation serves communities that are located in neighborhoods

that are poverty stricken and have a high rate of youth and gang violence. Eighty-five percent (85%) of

the families receive public assistance and are a part of the free lunch program in the local school

system. Projects such as the Earlewood Park Community Building and Bellfield Cultural Arts

Renovations demonstrate the need to improve park and recreational facilities within the City.

The Bellfield Cultural Arts Center Renovations project will utilize $1 million dollars in CDBG

funding to renovate the community center located within the Booker-Washington Heights

neighborhood. This project is a catalyst project in the Booker-Washington Heights Redevelopment

area. The Bellfield Cultural Arts Center Renovations project is still in the design phase. An

Environmental Assessment has been completed and the City is working to finalize the architectural

and design based on the assessment of all public parks and community buildings. Construction is

scheduled to begin in the Sprin of 2013.

The Earlewood Park Community Building

construction project was initiated and broke ground

during the 2010 reporting year. The project has utilized

CDBG funding to construct a separate Community

Center Building on the Parks and Recreation

Department Administrative Complex. The project is in

its final stages of completion. The Community Center

portion of the complex is 3,367 square foot of public

access space that will be used for community events


within the Earlewood Park and surrounding area. The project is scheduled to be completed the fall of

2012.

The City of Columbia’s Parks & Recreation Department is also responsible for hundreds of acres of

parks land and open spaces throughout the City. The City is currently developing plans for the

expanded use or capital improvement of its parks and recreational facilities. Improved facilities

contribute to healthier lifestyles, revitalized neighborhoods and safer communities. During the

reporting period, the City of Columbia Parks & Recreation Department put the Parks & Recreation

Assessment out to bid. This assessment will review existing park and recreational facilities within the

City of Columbia. The outcome of the assessment will be recommendations and priorities for

improvement to ensure that Columbia citizens will have increased access to community events and

green space.

Keep the Midlands Beautiful continues to work in

partnership with the City to ensure that all

neighborhoods and communities within the City limits

are healthy and safe by guaranteeing that the

environment is protected from littering and

contaminations. Keep the Midlands partnered with the

City in organizing various community wide programs

including: Community Clean-Up, Adopt-A-Street ,

Great American Clean-up, Grinding the Greens,

Telephone Recycling, Recycling, programs, the and

providing the tools, equipment and volunteers to ensure

that all community clean up events were successful.

During the reporting period, Keep the Midlands

providing assistance with three (3) Community Clean-ups and eighty-five (85) Adopt-A-Street

locations that together removed over 16,090 pounds of litter from the City streets and waterway.

Keep the Midlands coordinated 760 volunteers who completed 1,676 hours in volunteer service and

they also received four (4) recycle containers for Owens Field Park through a grant. The recycle

containers are now being placed by the City of Columbia Public Works Division.

The College Summit program is designed to help young people to first see their value and strengths,

then to raise their expectations for what they can accomplish in life, and finally provide them with the

tools, information and support to work towards their future goals and College Summit continues to

work with Richland One School District to increase the

enrollment rates of youth from low-income

communities by giving them the opportunity to

become educated, productive citizens and ultimately

helping to make Columbia “the most educated city in

the Southeast”. College Summit served 498 students

during the FY 2011-2012 school year. There were 257

twelfth graders at Eau Claire and WJ Keenan high

schools (25 Peer Leaders), and 210 ninth graders at CA

Johnson Preparatory Academy and Lower Richland

High. In June 2012, 31 Peer Leaders from Eau Claire

W.J. Keenan and Dreher High Schools that are now


prepared to mentor their classmates in the 2012-2013 school years. Additionally, College Summit

trained 12 educators at their Educators’ Academy.

The Eau Claire Promise Zone’s (ECPZ’s) strategy for

reducing the number of persons living below poverty is

to break the cycle of poverty for the next generation in

entire neighborhoods. To-do so, they are developing a

cradle-to-college continuum of services beginning with

children ages 0 to 5 in targeted geographic service areas

within the larger Promise Zone boundaries, with

intentions to expand gradually within those boundaries

The ECPZ’s Baby College is now serving 5 to 12 young

parents in the Latimer Manor community of the

Columbia Housing Authority. Baby College will be a

regular, recurring parent education program and in its current form will run for eight weeks. The next

course will begin fall of 2012.

Camp Wee Claire is their second annual kindergarten readiness program for four and five year old

children from the community who will be attending public school in August. The Camp’s first day was

in July 2012 and ran through early August 2012. Twenty-eight children (28) enrolled in the session

with twenty-two (22) completing the program. The host site was Hyatt Park Elementary School in

Richland One School District. Two (2) of the 2011 Camp counselors were Eau Claire residents, and all

nine (9) counselors for 2012 camp either lived in or work in the 29203 zip code.

Eau Claire Child Care Network is assisting in professional development goals of all twenty-five (25)

locally-owned childcare businesses in the North Columbia Area. ECPZ also provided access to City-

wide training throughout the reporting period, by providing access to educators and getting off to the

right start during the school year to ensure successfulness.

Summer Parenting Program was held a J.P. Thomas Elementary

School of Richland One. ECPZ hosted special events to educated

low-income neighborhood residents and parents on the

importance of becoming “parent educators” over the summer

months while students were away from school. The events

provided outreach activities and information to over three-

hundred and eighty participants (380) (including forty-nine in

grades K – 3rd

).

Economic Development

The City of Columbia’s Façade Improvement Program aimed

to improve the appearance of commercial corridors throughout

the city that are significantly deteriorated. Through a forgivable

loan program, business owners are able to make improvements to

the front exterior portion of commercial buildings. The City

invested $425,829 in public dollars in the downtown Business

Paradise Ice – Façade Program

BAJS – Façade Program


Improvement District (BID) set service area. Sixteen (16) businesses utilized the forgivable loan

program and loans averaged $17,743. The total public investment was $425,829 and total private

investment was $6,176,060. Total investment infused into the project was $6,601.889. The City’s

Commercial Revolving Loan Program provides GAP financing for borrowers with bank-financing

of up to 25 years at below market rates. CRLF is dedicated toward assisting businesses that are located

within the city limits of Columbia. Funds are used to facilitate the additional financing at low interest

rates for small businesses that need to purchase or improve property, equipment, machinery, inventory,

or just need working capital. The two main goals of the CRLF are to create or retain jobs and stimulate

private lending through bank participation. Through the CRLF program two (2) local businesses were

assisted with CDBG funding with loans totaling $156,500 and leveraging $6,549,183 in private

funding.

The City of Columbia is dedicated to supporting the small business community in Columbia, and

continues to focus additional resources on re-building the commercial and retail corridors within the

City.

Table 11: Performance Measures – Economic Development


Consolidated Plan Priority Need Objective: Create jobs and business redevelopment to stimulate economic development

Activity

Activity

Descriptions

Funding

Amount

Leveraged

Accomplishment

Goal

Accomplishment

Retail Façade

Improvement Program

(CDBG)

Forgivable loan

program for exterior

renovations and

installation of

commercial facades

in redevelopment

areas.

$ 150,000

$6,176,060

Improve 10

commercial

building Facades

and 20 jobs

annually

- Program

launched

-16 businesses

complete facades

- applications

submitted

Commercial Revolving

Loan Fund

(CDBG)

Planning and

professional service

activities for

development of the

Mast General Store

on Main Street.

$ 282,387

$ 6,549,183

GAP Financing

for 10 small

businesses to

create or retain

jobs and stimulate

private lending.

- 2 Commercial

Loans completed

Total $ 432,387 $ 12,725,243

Housing Accomplishments

With the tightening of credit market and the vulnerability of low-income and minority households to

sub-prime loans and loan denials, the City of Columbia Community Development Department

continues to prioritize the creation of quality, affordable housing as an integral component of its

development programs. Homebuyer counseling for current rents provides education on the steps

necessary to purchase a home and protection from sub-prime mortgages and foreclosure. In addition,


the City provides foreclosure prevention counseling to

current homeowners at risk of losing their homes.

The City has created partnerships with local banks and will

continue to increase local partnerships to leverage private

dollars.

The City Lender I program offers a low down payment of

$500 with a maximum loan of $200,000. The City also has

a Housing Emergency Loan Program (HELP) designed to

assist qualified low-income home owners within the City

limits with financing for emergency home repairs that are

health and safety related. The program, targets households

with 80% or less of area median income, and provides

homeowners with a maximum loan amount of $5,000 at

0% interest.

The CD Housing Credit Counseling program has been

marketed to increase the number of qualified applicants who are ready to become homeowners. During

the reporting year the Housing Loan department offered several credit Counseling and informational

sessions to educate the public on the City’s loan programs. The Housing Loan Officers provide

Financial Management Workshops and Credit Counseling Sessions throughout the program year. The

various workshops and sessions were designed to discuss topics such as the importance of managing

your finances, credit repair and rebuilding, selecting a financial institution, budgeting, the lending

process and predatory lending and scams.

Throughout the program year, the Loan Officers provided

one-on-one credit counseling to over one-hundred and

seventy-eight (178) persons. Additionally, twenty-three

(23) Financial Literacy, Credit and Homebuyer

Counseling, Fair Housing sessions were provided to the

public and internal sessions were made available to City

employees only. The Loan Officers also partnered with

other agencies that held housing, homeownership, or

financial literacy, events throughout the City to provide

information to the general public as requested by other

agencies and organizations.

Table 12-A: Performance Measures - Affordable Housing

Loan Type No. of Loans Amount City Contribution Leveraged Amount

ADDI 7 734,000 145,000 589,000

City Lender I (Purchase) 5 782,800 100,000 682,800

City Lender II (Purchase) 1 170,400 20,000 150,400

HELP (ER Rehab) 5 46,345 46,345 0

Employee (Purchase) 2 394,500 91,250 303,250

Affordable (Purchase) 3 355,000 355,000 0

Weatherization (Rehab) 9 90,986 90,986 0

Total 32 $ 2,574,031.00 $ 848,581.00 $ 1,724,850.00

CDBG Funded

Housing Loans

HELP

Loans

ADDI

Affordable Housing

City Lender

I & II


The Weatherization Program was launched in the Booker-Washington Heights Neighborhood and

Lyon/King Street Neighborhood. The program offered opportunities for low to moderate income

homeowners to obtain weatherization and energy efficiency improvements to their homes. The

program targets owner-occupied households that are interested in reducing their fuel costs and

contributing to national energy conservation through increase energy efficiency and consumer

education. The Loan Officers completed several community information sessions to provide

information the neighborhood and to also take applications for the program. To-date nine (9)

weatherization loans have been closed totaling over $90,986.00 in improvements.

The Housing Division has several Housing Loan Programs available and during the program year

closed thirty-two (32) loans totaling approximately $2,574,031.00 leveraging approximately. The City

received $1,724,850.00 dollars in private funding from financial institutions with the City contributing

approximately $848,581.00 (33%) of the total amount of loans.

Table 12-B: Performance Measures - Affordable Housing


Consolidated Plan Priority Need Objective: Increase decent, safe and affordable housing for Columbia citizens

Activity

Activity

Descriptions

Funding

Amount

Leveraged

Dollars

Accomplishment

Goal

Accomplishment

Weatherization Program

(CDBG)

Program will assist

low-to-moderate

income households

with reducing energy

costs through home

assessments and

repairs.

$ 150,000

-0-

Increase energy

efficiency in 10

homes

- Program

launched

- 9 homes

completed

Housing Loan &

Rehabilitation

Administration

(CDBG)

Administer loan

portfolio of 738

loans

$ 228,217

$1,724,850

50 new housing

loans.

-23 loans closed

Fair Housing Education

(CDBG)

Increase Fair

Housing Education

and information to

Columbia citizens.

$ 5,023

N/A

Complete 4 Fair

Housing

Workshops

- 23 Housing

Informational

Sessions

Totals $ 383,240 $ 1,724,850


Chart: Housing Loan Program Accomplishments

Additionally, to provide Fair Housing Education and information to the citizens of Columbia, the

Community Development Department held several Housing Education and Information sessions

during the reporting year. Additionally, in conjunction with Community Development Week and Fair

Housing Month, the Community Development Department sponsored the “Neighborhood Leadership

Summit (NLS)” and the “OMG of Homeownership Expo”. During both events citizens were provided

an opportunity to meet with housing counselors, vendors, specialist, and other housing, financial, and

community organizations to discuss fair housing options and gain information on fair housing rights.

During NLS specifically, a workshop was conducted by HUD’s Director of the Fair Housing and

Equal Opportunities Office. The City partnered with the Greater Columbia Community Relations

Council, Richland County, the SC Human Rights Commission, US Department of HUD, and the SC-

National Association of Real Estate Brokers to sponsor a Fair Housing Month Forum entitled

“Creating Equal Opportunity in Fair Housing”. Additionally, during several public hearings,

information was also provided to the citizens with regards to the Fair Housing Act and how to report

housing discrimination.

Housing Development Corporations

TN Development Corporation - Water’s Crest Townhomes

As a result of HOME funds, the Community Development partnered with TN

Development Corporation and successfully held the grand opening of the

Waters Crest Townhomes on April 12, 2012 in conjunction with National

Community Development Week. Waters Crest Townhomes consists of

seven, two-bedroom units and one, three-bedroom unit. The development

represents the absolute best in affordable rental housing for individuals and

families with income at or below 80% of the Area Median Income (AMI).

$- $100,000.00 $200,000.00 $300,000.00 $400,000.00 $500,000.00 $600,000.00 $700,000.00 $800,000.00

City Lender I

City Lender II

ADDI

Affordable Housing

Employee AffordableLoan

HELP

$782,800.00

$170,400.00

$734,000.00

$355,000.00

$394,500.00

$46,345.00

5

1

7

3

2

5

Housing Loan Programs FY 2011-2012


Built utilizing “Green” features, these town homes provide low maintenance, energy efficient

appliances and fixtures, to allow for significantly reduced utility cost. The total development cost for

this project was approximately $1.2 million. The new Water’s Crest Townhomes replaced 10, blighted

and unsafe units that were an eyesore and provided a “hot bed of crime” for the community. This event

was hailed as a major success due to the fact that 7 of the 8 units were pre-leased and the new residents

were able to attend the grand opening.

Homeless & Special Needs

Homeless Services

The City of Columbia continues to participate in planning efforts of the local HUD Continuum of

Care, Midlands Area Consortium for the Homeless and has coordinated funding efforts of the

Emergency Winter Shelter with The Cooperative Ministry, the Housing First Program, and the

Homeless Prevention and Rapid Re-housing Program (HPRP).

Table 13: Performance Measures - Financial Assistance Homeless


Consolidated Plan Priority Need Objective: Provide financial assistance to prevent homelessness and provide housing

and supportive services for the homeless.

Activity

Activity Descriptions

Funding

Amount

Leveraged

Dollars

Accomplishment

Goal

Accomplishm

ent

Housing First

Program

(General Funds)

Funding to provide

supportive services for

housing program designed

to address the reduction of

costs associated with

homelessness.

$250,000

$ 250,000

Provide 25

permanent

housing units for

chronically

homeless.

-42 persons

obtained

permanent

housing

The Cooperative

Ministry (HPRP)

Financial assistance,

prevention and rapid re-

housing

$ 422,058

-0-

Financial

assistance and

prevention and

rapid re-housing

-163 persons

served

-60 persons

served

USC School of

Medicine and

Supportive Housing

(HPRP)

Supportive service and

case management

$ 99,252

-0-

Supportive

services and case

management

-47 homeless

prevention

-446 homeless

assistance

The Cooperative

Ministry (HOPWA)

Funding for short-term

rent, mortgage and utility

assistance

$ 206,488

$ 681,143

Provide short-term

rent, mortgage and

utility assistance

for 150

-114 STRMU

served

-35 Permanent

Housing

Placement

USC – School of

Support services and case

$ 438,637

$745,500

Provide case

management and

-6 STRMU


Medicine and

Supportive Housing

(HOPWA)

management access to medical

care for 400

served

- 213

Supportive

Services

served

- 9 Permanent

Housing

served

- 157 Housing

Information

Palmetto Aids Life

Support Services

(HOPWA)

Supportive services and

case management

$ 259,765

-0-

Provide case

management and

access to medical

care for 400

- 362

Supportive

Services

served

- 150 Housing

Information

provided

Columbia Housing

Authority (HOPWA)

Tenant Base Rental

Assistance

$ 504,676

$ 277,931

Provide 95 tenant

rental subsidies

- 86 rental

subsidies

provided

Upper Savannah

Care Consortium

(HOPWA)

Supportive services and

case management

$ 14,402

$471,754

Provide support

services and case

management to 8

households

- 3 rental

subsidies

provided

- 1 STRMU

served

- 4 Supportive

Services

served

Totals $2,195,278 $ 2,426,328

The Community Development Department serves as the City of Columbia’s liaison for Homeless

Services. During the reporting period, CD organized and served dinner to homeless in partnership with

the Salvation Army and assisted with organizing and preparation for opening of the Winter Homeless

Shelter and Overflow Shelter and the services provided.

The Community Development Department remains concerned with addressing the growing issue of

homelessness in Columbia and providing services that directly benefit those individuals. The

Community Liaisons served as the department’s representative by participating in various homeless

services activities, programs and collaborating with organizations that directly serve the Homeless

population by:

Attending the planning meetings to help develop guidelines and procedures for operation of the

Winter Homeless Shelter.

Participating in Project Challenge/Homeless Summit at the Dorn VA Center.

Collaborating with other homeless service agencies to assist with the Winter Shelter

Educating neighborhoods with services available to the homeless populations.

Participated in meetings and discussions with Transitions Homeless Center, The Cooperative

Ministries, Columbia Housing Authority, Christ Central Ministries, Catholic Charities,

Richland County, MACH (Midlands Area Consortium for Homeless) and the Salvation Army.


Attending and participating in four (4) quarterly MACH meetings throughout the reporting

period.

Homeless Prevention and Rapid Re-Housing Program (HPRP)





management for housing search and placement, outreach and engagement and for legal services.

During the final reporting year of the three-year grant, homeless prevention activities such as case

management, financial assistance and housing support were provided. Community Development staff

continued to monitor the progress and provide technical assistance with both sub-recipients, University

of South Carolina and The Cooperative Ministry. In January 2012, the City of Columbia HPRP

Program was monitored by HUD Washington. The City had no Findings and one (1) Concern which

was corrected in the quarterly reporting system. The HPRP program is ramping down and expenditure

rates have been processed and the final draw was completed on July 6, 2012. 100% of the HRPR

allocation for the City of Columbia was drawn down by July 10, 2012.


During the reporting period, The Cooperative Ministries (TCM) new Case Manager developed a

spending plan for eligible individuals for homelessness prevention financial assistance. Outreach and

referrals from the Cooperative Ministry Emergency Assistance Department was effective and spending

was consistent in order to maintain spending rate and execute closeout plan. Partnerships with local

services agencies and attending the quarterly meetings of the Midlands Area Consortium on

Homelessness (MACH) has assisted TCM with maintaining a study source of eligible individuals

access to the HPRP program. TCM continued to monitor it spending plan for eligible individuals for

homelessness prevention financial assistance. Outreach and referrals from the Cooperative Ministry

Emergency Assistance Department was effective and the spending rate was consistent in order to meet

the 100% expenditure rate by June 30, 2012.

University of South Carolina Department of Medicine (USC-DOM)

During the reporting period, the University of South Carolina, Supportive Housing (USC) continued to

provide case management for clients eligible for Rapid Re-housing and was on target with the closeout

plan that ensured the City would meet its 100% expenditure rate by July 30, 2012.

Housing First (USC School of Medicine) is a collaborative partnership between USC Supportive

Housing Services (USHS) and Columbia Housing Authority (CHA). The successful outcomes of the

Housing Frist program are due to the comprehensive case management services offered by USHS.

Services include outreach, case management, treatment therapy, employment/education support and

medical assistance.

42 Placed in a Housing First Unit (Total)

18 Homeless Persons Obtained Permanent Housing

57 Served through Housing First Outreach Services


Table 14: FY 2009 – 2012 Homeless Prevention and Rapid Re-housing Performance

Housing Opportunities for Persons With HIV/AIDS (HOPWA

The Housing Opportunities for Persons With HIV/AIDS (HOPWA) services currently funded through

the City of Columbia include: Supportive Services to assist clients in maintaining stable housing,

Short-term Emergency Rent, Mortgage, and Utility Assistance (STRMU), and Permanent Housing

through two voucher programs for persons living with HIV/AIDS. The City was awarded $ 1,540,616

in HOPWA funds for Program Year 2011 services.

These services are available to clients residing in all six counties of the Columbia EMSA (Richland,

Kershaw, Lexington, Fairfield, Calhoun, and Saluda). Supportive Services are provided by the

University of South Carolina, Department of Medicine (USCDOM), Upper Savannah Care

Consortium (USCC) and Palmetto AIDS Life Support Services (PALSS). The STRMU services are

available to income eligible clients for 21 weeks (non-consecutive) during the program year in cases of

evictions, foreclosure, or utility shut-off in order to prevent homelessness. Applicants must

demonstrate financial need and attempt to utilize other funding sources. The Cooperative Ministry

(TCM) provides STRMU services in partnership with USCDOM and PALSS. The housing voucher

programs, similar to Section 8 housing vouchers, are provided in Richland and Lexington counties

through the Columbia Housing Authority.

Homeless Prevention

Homeless Assistance

Total

Financial Assistance Activities

Persons

Households

Persons

Households

Persons

Households

Rental assistance 289 121 0 0 289 121

Security and utility deposits 38 15 0 0 38 15

Utility payments 33 13 0 0 33 13

Moving cost assistance 0 0 0 0 0 0

Motel & Hotel vouchers 7 3 0 0 7 3

Total 292 124 0 0 292 121

Housing Relocation &

Stabilization Services

Persons

Households

Persons

Households

Persons

Households

Case Management 298 125 463 463 761 588

Outreach and engagement 0 0 0 0 0 0

Housing search and placement 0 0 0 0 0 0

Legal services 0 0 0 0 0 0

Credit repair 0 0 0 0 0 0

Total 298 125 463 463 761 588


Palmetto AIDS Life Support Services (PALSS)

There were three major achievements to highlight for the program year. First, Palmetto AIDS Life

Support Services of South Carolina, Inc. (PALSS) far surpassed the proposed deliverables for both

Supportive Services and Housing Information Services. Second, PALSS hired a clinical case manager

who specialized in the delivery of comprehensive housing services for challenging clients and

facilitated the delivery of services into outlying areas of the EMSA to include Kershaw and Fairfield

Counties. This staff member was able to assist five clients who presented with issues that impeded

their maintaining stable housing which required a skill level beyond customary case management.

Additionally, this staff member conducted outreach to Kershaw and Fairfield County and assisted

several clients in accessing HOPWA services. Third, PALSS was able to increase the effectiveness of

internal quality assurance utilizing the services of the clinical case manager.

PALSS has over 25 years’ experience providing culturally competent, responsive, non-judgmental

care and support services to those living with HIV/AIDS in the Midlands of South Carolina.

Remaining true to its original mission, PALSS has expanded services in recent years in order to

leverage funding to more comprehensively serve the community. PALSS has provided HOPWA case

management services to eligible clients in the EMSA since 1993 with the goal of assisting clients with

developing the skills necessary to obtain and maintain stable, suitable, permanent housing. Housing

and health care are critical to persons living with HIV/AIDS.

Common barriers which prevent clients from maintaining permanent housing include mental illness,

disability due to addition, frequent hospitalization, unstable employment, under unemployment,

incarceration and failure to comply with rental regulations, e.g. not paying rent on time, or adding

unauthorized tenants. Case management services provided by highly trained, skilled and experienced

case managers are vital to the success and improved quality of life for those infected by HIV and their

families. Currently 90% of clients engaged in case management services at PALSS report being

permanently housed. The remainder report living in transitional housing, residing in shelters, or

surviving on the streets. The case management program at PALSS attempts to increase stability of

clients and decrease client dependence on financial services. This is accomplished by meeting with

clients to discuss overall medical, social, psychological and daily living needs; developing an

individualized, comprehensive services plan (to include housing) based on the client’s identified

needs, both within the agency and the community; and monitoring and making necessary adjustments

to the initial services plan in coordination with other providers as the needs of the clients change or

evolve. PALSS provides an array of services and supports to benefit those infected, affected and at-

risk for HIV/AIDS. In order to increase effectiveness of all programs, PALSS staff is crossed-trained,

meet as multi-disciplinary teams, and coordinates services both within the agency and within the

community.

PALSS remains committed to assisting the City of Columbia and HUD in meeting the outcomes set

forth for increased housing stability, increase access to care and support services and to reduce the risk

of homelessness.

The PALSS Housing Case Management Department provided services to 362 individuals through its

HOPWA case management staff in FY 11-12. Of these, about 12% of unduplicated clients accessed

STRMU assistance. The overall percentage of clients accessing STRMU was 40% with the average

receiving assistance 1.35 times per year. PALSS’ case managers are working with clients to develop

and follow individualized housing service plans in order to decrease dependences on STRMU

assistance and increase the maintenance and acquisition of stable housing. PALSS Housing Liaisons


assist in ensuring a direct contact with clients at least every 90- days for updates on housing status,

concerns and potential pitfalls which could increase the risk of homelessness. Over the last several

years, the demand for intensive case management services and subsequent documentation has

increased. The result is PALSS case managers needed to provide direct services for large case loads of

high need HOPWA clients. To this end, PALSS has worked to make resource and programmatic

adjustments in order to seek resolution to these challenges.

During the 2011/12 Fiscal Year, Palmetto AIDS Life Support Services (PALSS) served 362 clients

with HOPWA supportive services. Approximately 146 of these clients received short-term rent,

mortgage and utility assistance. The remaining persons served received other supportive services

including housing information, referrals to other providers, budget counseling, emergency food pantry

services, and participation in support groups. The 362 clients served this year are consistent with the

average number of clients served in the recent fiscal years prior to 2011/2012.

PALSS also provides case management for 55 clients in the Columbia Cares Housing Assistance

Program (CCHAP). One of our success stories involves a client that received his CCHAP voucher in

February 2001 shortly after the program was implemented. Prior to entering the program, this

gentleman primarily lived in shelters or on the street. This particular client continues to remain in

stable housing and a participant in the program.

Finally, PALSS’ first client to receive a CCHAP program voucher has since transitioned to the regular

Section 8 program with the Columbia Housing Authority and is doing well, particularly maintaining

his health care. As we say at PALSS, “housing is health care.”

University of South Carolina (USC)

The Department of Medicine, School of Medicine, University of South Carolina provides the largest

proportion in the state to uninsured and underinsured persons living with HIV/AIDS. Since its

inception in 2004, Supportive Housing Services (SHS) has expanded from a single case management

program to running five programs in FY 2012 which provide services to the homeless or precariously

housed, many of whom are also among the ranks of the “working poor” in our community. Supportive

services assistance is provided to qualified persons living with HIV/AIDS in Columbia’s EMSA.

SHS’s services include long-term, comprehensive case management, including home based case

management; mental health and substance abuse counseling; support groups; client advocacy;

employment support; medical adherence; and other ancillary services. Kristen Connors, HOPWA Lead

Case Manager, will be the contact for all HOPWA matters.

During FY 2012, HOPWA Case Management has a goal of providing case management services to

250 individuals. Through comprehensive case management, HOPWA Case Management has provided

supportive services to 213 individuals, exceeding the mid-year requirement of 125 individuals. This

program has expended 80% of awarded funds, coming in under budget for this mid-year report.

Through June 30, 2012 100% of 213 individuals receiving supportive services have been categorized

as low income clients. We report 100% of clients were appropriately referred to other services as

agreed upon by the case manager. These referrals have been integrated info the client’s Action Plan to

allow for appropriate and timely follow-up.


SHS has developed a partnership with over 20 agencies that plan and deliver care across an eight

county area. These agencies include but are not limited to TN Development, The Cooperative Ministry

and the Columbia Housing Authority (CHA). HOPWA Case Management has continued its formal

partnership with CHA to provide supportive services for persons living with HIV who are placed in

units obtained by the CHA through funding from the City of Columbia HOPWA funds. These five one

bedroom units provide persons living with HIV increased access to safe, affordable, and independent

housing. Each client living in a HOPWA unit receives one home visit per month for a housing

assessment along with a monthly office visit to allow for more intensive case management. Referrals

are also made to and from other programs within SHS which may provide housing and more intensive

case management services.

Many clients receiving supportive services from this program have a criminal history. In many

instances, this history does not allow access to housing opportunities outside of this office. There are

resources in this area that offer assistance with civil court matters but very few that provide assistance

as it relates to criminal matters. Unfortunately, these criminal matters directly affect an individual’s

ability to access services and housing. Because this barrier has been facing our clients for a long

period of time, this office attempts to base referrals on the totality of circumstances rather than just

criminal history.

This office has also encountered the issue of housing affordability. This office works diligently with

each client to ensure that housing is obtained that fits within each client’s budget. Clients complete a

budget with their case manager during their intake/assessment, and whenever there is a change in

income (or no less than annually if income remains stable) to ensure appropriate housing is obtained

and retained.

SHS has worked to expand mental health and substance abuse related services as well as access to

permanent housing. These services are implemented to assist clients in establishing and maintaining

stable, permanent housing, develop job skills and access mainstream resources. These services are

monitored through a client’s action plan to allow for appropriate follow-up on each referral.

Columbia Housing Authority (CHA-CCHAP)

The (CCHAP) Columbia Cares Housing Assistance Program is providing rental assistance to 86

clients for this reporting period.

In order to maintain the lease up of 86 participants we will continue to request files from the

Application Department. The waiting list has been monitored by the Occupancy Specialist. Once we

receive the files from the application Department they will be scheduled for orientation and issued a

Request for Tenancy to find housing.

The program continues to operate efficiently from the funds allocated from the City of Columbia. One

our goals at this time will be to keep the program operating as smooth as possible and leased up. We

are still extremely grateful to be the operating agency chosen to administer the funds for the CCHAP

program.

CCHAP continued to provide rental assistance through HOPWA vouchers in coordination with

PALSS, TCM, and USC.


Provided Tenant-Based Rental Assistance to 86 persons

Provided housing assistance to 25 persons through Housing First Program.

CCHAP has ready a waiting list that will allow the Columbia Housing Authority to request applicant

from the list if or when a client vacates CCHAP program. To improve client outcomes for achieving

housing stability, the Occupancy Specialist will continue to monitor the application list and the active

waiting list. There are 25-35 applicants on the CCHAP waiting list

The collaboration between PALSS, CHA, and USC has been a working relationship and we will

continue operating as a team to assist the clients. At this time there are no problems.

As files are needed we contact PALSS and USC for additional files. If we receive more files than

needed these files are placed on the informal waiting list for the next available HOPWA voucher.

Once we receive them the applicants are scheduled for an update with an appointment by the

Occupancy Specialist. If the Section 8 Department needs a file from the Occupancy Department it

will be routed.

After the Section 8 receives the file the applicant will be scheduled for orientation.


The Cooperative Ministry program provided short-term rental, mortgage, and utility assistance to a

total of 114 and Supportive Housing service to 35 HOPWA eligible clients. TCM yearly goals are

based on the number of eligible STRMU applications that are submitted to the case managers. TCM,

during the reporting period, trained 7 case managers. TCM is still working with PALSS and USC to

track accomplishment data.

During the reporting year, TCM verified the need and eligibility of 208 HOPWA STRMU

applications. TCM annual goals are based on the number of eligible STRMU applicants submitted for

payment by Case Managers and partner agencies. TCM’s had a goal of providing STRMU services to

160 persons for the fiscal year. Through Case Management services, 208 requests for services were

received.

TCM STRMU services goal for rent and mortgage for the fiscal year was 122 persons, 60 persons for

utilities, and 60 persons for assistance with security deposit. TCM Trained 7 Case Managers on

STRMU. TCM goals for the fiscal year for the Furniture and Clothing Bank 150 person for clothing

orders, 20 persons for furniture orders to move in permanent housing, and 20 persons offered and

picking up furniture. TCM goals for the fiscal year for Emergency Assistance (EA) to provide 9

persons hygiene kits, 50 persons food pantry items, 25 other food pantry items, 10 persons

Identification assistance, 25 persons with bus tickets for work, 5 persons with Birth Certificate

assistance, 4 persons with medicine vouchers and also assist with EA for rent/mortgage, water and

adult hygiene products.


Table 15: TCM HPRP Accomplishment FY 11-12

TCM still has problems with PALSS and USC/SHS failing to enter the correct information into

Provide Enterprise which causes TCM to have errors and an inability to run reports. This issue has

improved. TCM did not report any barriers. However, TCM, in the past did experience some struggles

with partner agencies (case managers), failing to correct data in PE which caused TCM to incur errors

and difficulty running necessary reports.

Upper Savannah Care Consortium

Upper Savannah Care Consortium continues to provide the best in housing services and opportunities

for persons living with HIV/AIDS in Saluda County. Due to the very effective case management

skills of our HOPWA case managers, we have had a decrease in HOPWA payments. It is because of

the effective and creative case management skills of staff that there was a slight decrease in STRMU

request during this period. We view this as a success more so than a barrier, but do not want our

efficiency to be a “strike” against Upper Savannah Care Consortium when it comes to funding

consideration in the future.

Upper Savannah Care Consortium has continued to provide exceptional HOPWA Case Management.

USCS provided 4 households with HOPWA Supportive Services/ Case Management and had provided

1 household with STRMU. USCS continues to identify other Saluda clients with housing needs.

USCC case managers assess each client at intake, midyear and reassessment to identify any housing

issues. When a client has housing issues the necessary HOPWA case management steps are taken.

TCM

STRMU

Annual Goal Total

(unduplicated)

Percent (%) of

Goal

Rent and Mortgage 122 58 42.6

Utilities 73 0

Security Deposits 61 38 62.3

Clothing orders filled 150 172 114.7

Furniture orders filled 20 7 35

Offered furniture 7 7 100

Picked up furniture 7 7 100

Hygiene Kits 9 4 44.4

Food Pantry 50 7 14

Bus Tickets 25 8 32

Birth Certificates 5 0 0

Medicine voucher 4 2 50

Rent or Mortgage (EA) - 9 -

Utilities/Water (EA) - 8 -

Adult Hygiene Products - 70 -


USCS’s Saluda population has been very self-sufficient over the past years. The STRMU request has

been low due to the very effective HOPWA case management and support services performance.

USCC currently coordinates with Fort Hill Housing to ensure that clients access the HOPWA and

TBRA services that are available to them. USCC’s Saluda client currently do not report any for the

barriers listed below. Over the past years Saluda clients has been very successful in maintaining

housing. Upper Savannah Care Consortium HOPWA case managers strive to insure that this

population is aware that the services are available at every assessment and reassessment. USCC has

not currently developed any studies that are available to the public; however, monthly HOPWA and/or

housing reports can be established for the public.

Table 16: HOPWA Sources of Leveraging

[1] Source of Leveraging [2] Amount of

Leveraged

Funds

Public Funding

Ryan White-Housing Assistance

Ryan White-Other (USC)/TCM 1,007,298.54

Housing Choice Voucher Program

Low Income Housing Tax Credit

HOME

Shelter Plus Care

Emergency Solutions Grant

Other Public: SC DHEC (USCC) 49,631

Other Public: SC DHEC (USCC) 422,123

Other Public: HOPWA/DHEC (TCM) 39,491.35

Other Public: HPRP (TCM) 71,361.08

Other Public: Emergency Food and Shelter (TCM) 50,000

Other Public: Emergency Shelter Grant Program (TCM) 49,500

Other Public: United Way (TCM) 4,583.28

Other Public: ADAPT (TCM) 181,446.36

Private Funding


Program Income: (CHA) 277,931

In-kind Resources

Other Private: Congregation, Foundation, Businesses,

Individuals (TCM)

22,962.19

Other Funding

Grantee/Project Sponsor/Subrecipient (Agency) Cash

Resident Rent Payments by Client to Private Landlord

TOTAL (Sum of all Rows) $ 2,176,327.80

Section 5: Fair Housing

Affirmatively Furthering Fair Housing Report

To ensure the prevention and elimination of housing discrimination, and housing segregation as it

pertains to fair housing choice, HUD requires all entitlements or jurisdictions directly receiving any of

the four HUD formula grant programs, Community Development Block Grant (CDBG), HOME

Investment Partnership Program (HOME), and Housing Opportunities for Persons With AIDS

(HOPWA), to certify that the jurisdiction will “affirmatively further fair housing choice” within their

area of authority. This requirement is codified in the Consolidated Planning process requirements

under 24 Code of Federal Regulations (CFR) 91.225. “Affirmatively furthering fair housing choice”

is defined by HUD as requiring a local jurisdiction to conduct an analysis to identify impediments to

fair housing choice within the jurisdiction; take appropriate actions to overcome the effects of any

impediments identified through the analysis; and to maintain records reflecting the AI and actions

taken in this regard.

To comply with HUD regulations, the City of Columbia annually executes a fair housing proclamation

for Fair Housing Month in April and “affirmatively furthers fair housing choice”. To provide Fair

Housing Education and information to the citizens of Columbia the Community Development

Department held several Housing Education and Information sessions during the reporting year.

Additionally, in conjunction with Community Development Week and Fair Housing Month, the

Community Development Department sponsored the “Neighborhood Leadership Summit (NLS) and

the “OMG” of Homeownership Expo”. During both events, citizens were provided an opportunity to

meet with housing counselors, vendors, specialist, and other housing, financial, and community

organizations to discuss fair housing options and gain information on fair housing rights. During NLS

specifically, a workshop was conducted by Ms. Patricia Green, HUD’s Director of the Fair Housing

and Equal Opportunities Office. During several public hearings, information was also provided to the

citizens with regards to the Fair Housing Act and how to report housing discrimination. To view Fair

Housing reports go to Appendix 6.


Analysis of Impediments to Fair Housing (AI) Update

During fiscal year 2011 the AI was revised and submitted for review with the 2012 Annual Action

Plan in May 2012. The AI is reviewed and progress is reported on an annual basis. Therefore we are

reporting on actions taken in FY 2011-12 on the following three (3) identified impediments to Fair

Housing Choice in Columbia

1) Need for financial education and literacy in Homeownership and Rental housing in

Columbia and on a Regional Basis.

A. The Community Development Housing Division staff has certified credit counselors that

provide credit counseling on individualized credit issues and continues to educate all our

citizens on the need for good credit as their minimal basis for obtaining housing loans.

During FY 11-12, the Housing Division loan officers provided:

1. One-on-one credit counseling to over one-hundred and seventy-eight (178) persons.

2. Twenty-three (23) Financial Literacy, Credit and Homebuyer Counseling, Fair

Housing sessions were provided to the public and internal sessions were made

available to City employees.

3. The City partnered with the Greater Columbia Community Relations Council,

Richland County, the SC Human Rights Commission, US Department of HUD, and

the SC-National Association of Real Estate Brokers to sponsor a Fair Housing

Month Forum entitled “Creating Equal Opportunity in Fair Housing”.

2) Non-representative, i.e., low number and percent of loans originating in census tracts with

greater than 50% minority population, is also an impediment to fair housing choice.

A. One of the goals of the Annual Fair Housing Action Plan is to educate people on Fair

Housing laws. To address this impediment, during FY2011-12 an assessment was

completed in which the City of Columbia solicited comments during the public forums and

through a community survey on fair housing. Eighty-two (82%) of the respondents stated

that they were aware of the basic Fair Housing requirements. This is a three (3%) increase

in awareness since the last survey in 2011. Seventeen percent (17%) of the respondents to

the survey stated that they were aware of Fair Housing complaints. This is a two (2%)

decrease from the 2011 survey. The survey summary is located in Appendix 1. The most

common responses by those who completed the survey indicated that to the major problems

inhibiting Fair Housing choice were:

1. Lack of decent, affordable housing in safe neighborhoods, and

2. Lack of income to sustain housing.

When asked for solutions to the problems, people most replied:

1. More education,

2. More affordable housing, and

3. Continue monitoring.

B. During FY 2011, Community Development updated Fair Housing plan and continued to

offer updated fair housing information posted on the City’s website. In addition, Fair

Housing information was available at all Action Plan public hearings and forums. On April


16, 2012, the City partnered with several agencies to bring a fair housing forum entitled

“Creating Equal Opportunity in Fair Housing”. Also, in conjunction with Community

Development Week and Fair Housing Month, the Community Development Department

sponsored the “Neighborhood Leadership Summit (NLS)” and the “OMG of

Homeownership Expo”. During both events, citizens were provided an opportunity to meet

with housing counselors, vendors, specialist, and other housing, financial, and community

organizations to discuss fair housing options and gain information on fair housing rights.

During NLS specifically, a workshop was conducted by Ms. Patricia Green, HUD’s

Director of the Fair Housing and Equal Opportunities Office. In addition, during each

homeownership counseling session, fair housing information is provided to individuals that

are interested in homeownership. During FY2011-12, the housing loan officers provided

information during one hundred seventy-eight (178) on-on-one counseling sessions.

C. Community Development launched the Individual Development Account (IDA) Program

designed to help individuals save for and purchase a home, launch a

3) Need to review HMDA data to clarify standards that identify the effect of poor credit and

income issues on the protected classes and may be impediments to fair housing choice.

A. This impediment is being addressed internally by the City’s Housing division to ensure that

City loan programs are being properly documented. The loan division instituted the

automated underwriting system for the loan officers. The Calex System will help ensure

that all loan application are approved or denied with consistency. This system has the

ability to generate reports and is vital to the standard loan application approval/denial

process. The City of Columbia will continue to address this impediment during FY2012-

13 using the new Calex system and the 2011-12 HMDA Data.

In 2011-2012 the Annual Fair Housing Action Plan for the City of Columbia was addressed as

follows:

Goal I: Educate more people on Fair Housing Laws

Goal I Performance Outcomes:

Fair Housing information was updated on the City’s website

Fair Housing information was provided at each monthly (12) Columbia Council of

Neighborhoods

Fair Housing Month was proclaimed by City on April 16th

during Fair Housing Forum

Partnership

Partnered with SC Human Affairs Commission and SC Consumers Affairs Office to create Fair

Housing Forum “Creating Equal Opportunity in Fair Housing”.

Community Development sponsored two Fair Housing events:

1. Neighborhood Leadership Summit which included Pat Green, Director of the HUD

Regional Fair Housing & Equal Opportunity Division.

Goal II: Meet the requirements established by HUD relevant to Fair Housing

Goal II Performance Outcomes:

Analysis of Impediments to Fair Housing (AI) was updated and submitted with 2012 Annual

Action plan for review.


Fair Housing information obtained in Spanish and available to public.

Staff Compliance Officer attended Section 3 training and is in process of revising Section 3

plan.

Community Development Department working on new marketing plan and materials to be

distributed to agencies that works directly with protected classes.

Historically, the City has taken the following actions to address the disparity and inequality in

obtaining mortgage financing:

Examine impact fees and building code restrictions to determine what changes are necessary

to provide access to affordable housing

Establishing a plan to bridge gaps in loan financing by race, gender, and census tracts

Assessing the effectiveness of incentive tools such as low down payment and low interest

loans

The City will continue to enforce the Fair Housing Ordinance and consider the possibility of a regional

Fair Housing Ordinance with Richland and Lexington Counties. The City will continue to strive to

produce loans that mirror the City’s demographic composition. The City will continue to make clients

loan-ready via well-publicized home buyer workshops, and individual credit counseling. The City will

continue to provide affordable housing to low-moderate income families in target neighborhoods

which are predominately low-income minority communities. The City maintains Fair Housing report

logs. See Appendix 6.

City of Columbia staff serves on the Housing Committee of the Greater Columbia Community

Relations Council. This committee sponsors informational housing workshops that promote Fair

Housing. The city also markets its loan products in partnership with the Greater Columbia

Community Relations Council. The City supports Columbia Housing Authority’s efforts to educate

current and potential Section 8 program landlords. City staff will serve on the Fair Housing Steering

Committee which meets to ensure Fair Housing opportunities for all persons. Their goals include:

1) the development of a Fair Housing education agenda for the Midlands;

2) securing funding from HUD to finance Fair Housing initiatives; and

3) composition of Fair Housing ordinance to be presented to Richland County for adoption.

The City will continue to partner with local financial institutions to secure funding for low-income

persons who are interested in becoming homeowners. Over the last five years, the City received $60

million in leveraged funding from eight local lending institutions. The City will negotiate this year for

future financial commitments from local lenders. The City’s CityLender I program provides funds to

assist low income families throughout the city. City Lender II provides loan assistance for higher

income families to live in lower income target areas. The lending institutions who participate in the

City’s programs attempt to verify credit through alternative methods if potential homebuyers do not

have a credit history. The city also provides housing counseling services to address debt reconciliation

and responsibilities of homeownership.

The City receives HOPWA funds to assist persons living with HIV/AIDS. The HOPWA funds

provide housing assistance and supportive services throughout Calhoun, Fairfield, Kershaw,

Lexington, Richland and Saluda Counties. Case managers trained in housing placement maintain lists

of landlords who will accept clients as tenants who might otherwise face barriers to obtaining housing.


The City of Columbia advocates income and racial diversity for all neighborhoods and will continue to

make quality housing available to all eligible loan applicants and continue to further fair housing

choice.

Appendices

Appendix 1: Citizen Participation & Public Comments

Appendix 2: PR26 Financial Summary

Appendix 3: Total Budget

CDBG Budget

HOME Budget

HOPWA Budget

Appendix 4: HOPWA CAPER Measuring Performance Report Outcome

Appendix 5: Homelessness Prevention and Rapid Re-housing Report Summary

Appendix 6: Fair Housing Reports

Appendix 7: PR02 – Activity Status Report

PR27 – HOME Status Report

Tables

Table 1: Funding and Expenditures Fiscal Year 2011-12

Table 2: Priority Community Development Needs Fiscal Year 2011-12

Table 3: 2011Annual Performance Assessment

Table 4: FY 11-12 Entitlements Budget Allocation

Table 5: FY 11-12 Programs Leverage Funding

Table 6: Emergency Shelter Data 2011

Table 7: Housing First Client Benefit Information

Table 8: Lead-Based Paint

Table 9: Priority Needs

Table 10: Performance Measures - Neighborhoods & Quality of Life

Table 11: Performance Measures - Economic Development

Table 12 A&B: Performance Measures - Affordable Housing

Table 13: Performance Measures - Financial Assistance Homeless

Table 14: HPRP Accomplishment FY 2011-2012

Table 15: TCM (HPRP) Performance Accomplishment

Table 16: HOPWA Sources of Leveraging


Section 4: Projects, Accomplishments & Performance Measurements

City of Columbia Community Development Department

1225 Lady Street, Suite 102

Columbia, South Carolina 29201

Phone: (803) 545-3373

Fax: (803) 988-8014

www.columbiasc.net

Documents

Consolidated Annual Performance and Evaluation Report€¦ · Honorable Cameron Runyan, At-Large Honorable Moe Baddourah, District 3 Steven A. Gantt City Manager Teresa Wilson Assistant