Fill - Free fillable City of Binghamton, New York Consolidated Annual Performance (City of Binghamton) PDF form

City of Binghamton, New York

Consolidated Annual Performance

and Evaluation Report

HUD Entitlement Program Year 2012

September 1, 2012 through August 31, 2013

Prepared By: Department of Planning, Housing and Community Development

Public Comment Period:

November 15-November 30, 2013 Matthew T. Ryan, Mayor

City of Binghamton ▪ Third Program Year CAPER ▪ Page 1 of 51

Third Program Year CAPER

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

questions that CDBG, HOME, HOPWA, and ESG grantees must respond to each year in order to be compliant

with the Consolidated Planning Regulations. The Executive Summary narratives are optional.

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

GENERAL

Executive Summary

This module is optional but encouraged. If you choose to complete it, provide a brief overview that includes major initiatives and

highlights that were proposed and executed throughout the third year.

Program Year 3 CAPER Executive Summary Response:

This report represents programs underway and accomplishments completed in the third year of the City’s 2010-2015 year

Consolidated Plan. It also represents the last year of reporting accomplishments under the 8 year tenure of Mayor

Matthew Ryan’s Administration. The Administration has had its share of significant challenges including over a 30%

decrease in CDBG entitlement funds, wading through the impacts of the 2008 housing bubble that nearly caused the

collapse of the nation’s economy, and dealing with the devastating impacts of the 2006 and 2011 presidentially declared

disaster floods. In spite of these challenges, the Mayor and his staff have remained steadfast in efficiently using

entitlement funds to pursue strategic investments, collaboratively leverage millions of dollars in additional resources with

local partners, and protect the health and welfare of our residents. All of these efforts have been done while promoting

greater transparency, accountability, and efficiency in delivering quality services to all City residents.

Programs and activities identified in this report were either funded or leveraged with funds from the following three

entitlement programs administered by the U.S. Department of Housing and Urban Development: Community

Development Block Grant (CDBG); Emergency Solutions Grant (ESG); and HOME Investment Partnership Program.

The Community Development Block Grant Program, authorized under Title I of the Housing and Community Development

Act of 1974 and codified under Title 24 Code of Federal Regulations Part 570, enables the City to use its annual

entitlement allocation, as well as CDBG program income, to address an array of community development needs. CDBG

regulations restrict grantees from obligating more than 15% of funds in public service activities and more than 20% in

planning and administrative services in any given fiscal year. The City’s PR 26 report indicates that CDBG expenditures

during FY 38 are well within these funding caps with 9% of expenditures directed towards public service activities and

17% of expenditures directed towards planning and administrative services. CDBG regulations also require grantees to

certify over a 1, 2, or 3 year basis that at least 70% of CDBG expenditures will benefit low/moderate income persons. As

indicated in the City’s 2010-2015 Consolidated Plan, the City has certified to HUD that its FY 2010, 2011, and 2012

CDBG allocations would be used to meet the benefit requirement. The City’s PR 26 report indicates that over 87% of FY

2010, 2011, and 2012 cumulative CDBG expenditures have benefitted low/moderate income persons.

The HOME Investment Partnership Program, authorized under Title II of the Cranston-Gonzalez National Affordable

Housing Act and codified under Title 24 Code of Federal Regulations Part 92, enables the City to use its annual

entitlement allocation, as well as HOME program income, to develop affordable housing programs for rental and owner-

occupied households that are within 80% of HUD’s area median income limits. HOME regulations restrict grantees from

allocating more than 10% of funds for administrative services. The regulations also require grantees to allocate at least

15% of HOME entitlement funds for affordable housing activities that will be completed by qualified Community Housing

Development Organizations.

On July 24, 2013, HUD published its final rule which amends the regulations for the HOME Program. Representing a

span of 17 years since significant changes were made to HOME regulations, the final rule intends to accelerate the timely

production and occupancy of HOME-funded housing units; strengthen performance of grantees and its partners in

producing and preserving affordable housing units; provide grantees with greater flexibility in design and implementation

of housing programs; and enhance administrative oversight and accountability. HUD has implemented a series of

City of Binghamton ▪ Third Program Year CAPER ▪ Page 2 of 51

technical assistance training to assist grantees with understanding the changes and impacts of the revised regulations.

HUD has also developed additional program reports to help grantees better comply with financial and program oversight.

City staff have made it a priority to participate in webinars, teleconferences, and one-on-one conversations with the local

HUD Buffalo field office to better understand changing regulations and to discuss local housing needs and obstacles in

program implementation.

The Emergency Solutions Grants Program, which was amended in 2009, provides more focus to meeting the federal

priorities of stabilizing individuals who are homeless or at-risk of homelessness by rapidly obtaining and maintaining

permanent housing. The City has, and continues, to work with the local Coalition for the Homeless of the Southern Tier in

establishing both effective and efficient standards to quickly retain and maintain persons in permanent affordable housing

units and providing supports to help clients change personal inefficiencies that may contribute to housing instability.

A chart at the end of this Executive Summary is provided to show actual expenses incurred during PY 38 (September 1,

2012 – August 31, 2013). Below is a brief overview of some of the City of Binghamton’s major accomplishments and

highlights during the program year.

 AFFORDABLE HOUSING PROGRAMS. During PY 38, the City had 25 active affordable housing and single

family housing rehabilitation projects. Considering the decline in PY 38 entitlement funds resulted in the loss of

one Housing Coordinator, it is a major accomplishment that this level of housing activity has been managed by

current Housing staff. Rehabilitation projects included full work scopes that achieved safer, healthier and more

energy efficient homes in accordance with local housing quality standards. Project costs were funded using

HOME entitlement funds, funds leveraged by the City through the New York State Division of Housing and

Community Renewal, and housing funds leveraged through the City’s ongoing partnership with Quaranta Housing

Services.

The City also completed three major housing projects in

partnership with Community Housing Development

Organizations: Community Potential, Inc. (CPI) and First

Ward Action Council, Inc. (FWAC). CPI successfully

completed its first CHDO project with the rehabilitation and

sale of a single family home located at 18 James Street. The

project combined the City’s HOME funds and Restore NY

funds to pay for development costs, and provided $10,000 in

CDBG funds to assist the new eligible homebuyers with

down payment and closing cost assistance.

FWAC successfully rehabilitated the long vacant 3 Pine

Street to its original historic integrity. The project, which took

over 3 years of coordination with the New York State Office

of Historic Preservation and New York State Housing

Finance Agency, was sold to a qualified homeowner in

January 2013. FWAC also completed its first of three infills

as part of the Mary Street Redevelopment Project. The new home located at 43 Mary Street is a single family

manufactured energy efficient home. FWAC is currently in the process of selling the property to an eligible

homeowner. The agency anticipates completing purchase, infill, and sale of manufactured homes for 47 and 49

Mary Street in 2014. The project includes upfront financing from Chemung Canal Trust Company and

reimbursable grants from the City’s Restore NY funds and FWAC’s HOME funds leveraged from the New York

State Division of Housing and Community Renewal.

 BINGHAMTON BLUEPRINT. The City has conducted a series of successful outreach

initiatives to obtain diverse community input in the development of the ―Binghamton

Blueprint Comprehensive Plan‖. PHCD staff facilitate weekly meetings to discuss

progress and to incorporate leadership from different departments to help with overall

implementation.

One of the primary goals of Binghamton Blueprint is to ensure that the plan is community driven. Thus, most of

the work takes place outside of the walls of City Hall. The first task of the team was to identify a convenient and

accessible location to engage a diverse audience of community members. The City’s Assistant Director of

Economic Development Office lead the way in securing suitable office space to host the Binghamton Blueprint

Completed rehabilitation at 18 James Street

City of Binghamton ▪ Third Program Year CAPER ▪ Page 3 of 51

Design Studio. The studio is conveniently located at 43 Court Street in the heart of the City’s downtown and

serves as an interactive community space to exchange ideas and information between the community, City, and

design consultants. Many of the events hosted from the design studio have been done during the monthly First

Friday! event which attracts a larger group of people visiting downtown Binghamton for special arts and cultural

events.

The City’s Youth Bureau Director spearheaded the collaboration with the Binghamton City School District to

conduct workshops, focus groups, youth art events, and a Youth First Friday! Open House. The results of the

youth outreach will be culminated into a section of the Comprehensive Plan which will highlight how Binghamton

should move forward from the youth perspective.

In partnership with lead sponsor Citizens Bank, the City has hosted a Community Discussion Series to discuss

topics that contribute to long-term sustainability and quality of life in our community. The series usually involved

at least three expert speakers who brought a wealth of expertise in select subject areas. Topics covered in the

Community Discussion series include: Green Infrastructure; Placemaking & Economic Development; Trends in

Residential Markets; Energy Efficiency for Business; Historic Preservation & Adaptive Reuse; Environmental

Justice: Blighted Properties, Brownfield Redevelopment & Land Banks; and Public Health & Community Design.

Development of the Comprehensive Plan has now transitioned to focus on one of its major components which is

developing a Form Based Code for the City’s Court and Main Street Corridor. The City is in the process of

engaging business owners, developers and residents in developing long-range zoning requirements which

reflects the community’s aesthetic and functional use for this 1.7 mile business corridor. This type of planning is

more progressive as it provides developers with built in confidence that their project will meet consumer demand

since their project is tied to zoning heavily influenced by consumer input.

The Binghamton Blueprint Comprehensive Plan is funded under the federal Community Challenge Planning Grant

program. Leveraging the Community Challenge Planning Grant provides the City of Binghamton with preferred

sustainability status with the U.S. Department of Housing and Urban Development, U.S. Department of

Transportation, and U.S. Environmental Protection Agency and enhances our ability to pursue resources that

advance sustainable and livable strategies.

 FLOOD MITIGATION. The City has been an active participant in assisting with the update of the Broome County

Hazard Mitigation Plan. The City has begun pursuing resources to implement flood mitigation efforts with its

recent application to the Federal Emergency Management Association Hazard Mitigation Assistance Program.

The application requests $250,000 to complete an engineering study for relocating life-safety mechanical and

utility systems to the roof or building safe rooms within the YWCA of Binghamton/Broome County, Binghamton

Housing Authority, and Woodburn Court I housing facilities. This mitigation effort was identified as a top priority

as a result of the flood damage to mechanical and utility systems from the 2011 Tropical Storm Lee.

Displacement at these housing complexes, as well as the Woodburn Court II family housing complex, resulted in

the highest percentage of displaced low-income families within Broome County. Maintaining these facilities in the

basement presents vulnerability to future flooding episodes and undue hardship to displaced low-income families.

If the results of the engineering study meet FEMA’s cost/benefit analysis, then FEMA will provide funding for

design and construction.

FEMA will reimburse up to 75% of project costs. It is proposed that the local 25% share will be paid from the

City’s $3M allocation under the New York State Community Reconstruction Zone (CRZ) Program. The New York

State CRZ program is funded under the Community Development Block Grant Disaster Recovery Program and

provides resources to the most affected communities recovering from the flood impacts of Tropical Storms Irene

and Lee and Hurricane Sandy.

The public is encouraged to review this CAPER in full to obtain a comprehensive understanding of program year goals

and accomplishments. Questions and comments are always welcome, and can be addressed in writing to Jennifer Taylor,

Grants Administrator, Planning, Housing and Community Development or via email at jmtaylor@cityofbinghamton.com, or

by phone at 607-772-7028.

A summary chart of actual expenditures for the program year September 1, 2012 – August 31, 2013 follows.

City of Binghamton ▪ Third Program Year CAPER ▪ Page 4 of 51

CDBG Activities Actual Expenditures

Down Payment/Closing Cost Assistance

Senior Home Repair Program

Lead Hazard Inspections

Vacant Property Maintenance

Program Delivery 164,020.67$

Public Infrastructure Improvements 88,655.99$

Engineering Design and Technical Assistance 80,000.00$

Human Services 95,200.28$

Youth Programming 20,342.62$

Green Jobs Programming 38,583.00$

Economic Development and Technical Assistance 241,396.86$

Demolition and Clearance 110,054.80$

Neighborhood Beautification Projects 9,819.61$

Code Enforcement 229,251.62$

Planning and Design Services 105,572.96$

Administration 182,437.91$

Section 108 Loan Repayment 233,129.46$

Total CDBG 1,672,686.71$

Single Family Housing Repair Program 423,579.85$

Community Housing Development Organization Projects 122,904.08$

Program Delivery 48,739.85$

Total HOME 595,223.78$

Homeless Service Programs 123,445.65$

City Administration 11,179.59$

Total ESG 134,625.24$

TOTAL FY 38 HUD ENTITLEMENT EXPENDITURES 2,402,535.73$

*ESG expenditures reflect funds used from Emergency Shelter & Emergency Solutions Grant allocations

Public Services

HOME Activities

ESG Activities*

74,220.93$

FY 38 HUD ENTITLEMENT EXPENDITURES

SEPTEMBER 1, 2012 - AUGUST 31, 2013

Housing Activities

Public Infrastructure Activities

City of Binghamton ▪ Third Program Year CAPER ▪ Page 5 of 51

General Questions

1. Assessment of the one-year goals and objectives:

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

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

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

Proposed Programming

The City of Binghamton received the following entitlement allocations for PY 38:

Program

Funding

Community Development Block Grant (CDBG)

$1,728,257.00

Emergency Solutions Grants

$182,835.00

HOME Investment Partnership Program (HOME)

$377,563.00

Total

$2,288,655.00

Funding from the CDBG program can be used for a variety of projects and activities that meet at least one of HUD’s three

national objectives: 1) benefit low and moderate income persons; 2) elimination of slums and blight; and 3) addressing

urgent community needs. HOME funds are specifically targeted for housing activities serving low and moderate income

residents. ESG funds are specifically targeted to eligible activities which assist persons who are homeless or at-risk of

becoming homeless.

Annually HUD establishes income limits that grantees must use to substantiate whether funds are being used to benefit

low/moderate income residents. The City of Binghamton used HUD income limits to determine client eligibility for housing

programs, and for clients receiving direct public services. Per federal regulations, clients receiving non-housing services

are required to certify income for family members living in the household; clients receiving housing services are required

to certify income for all members living in the household. Multiple resources are used to verify income, including but not

limited to, client application forms, annual tax return statements, recent pay stubs, and social security income statements.

The family/household income and size composition are then compared with HUD’s income chart to determine eligibility for

assistance. HUD income guidelines are subject to change annually. For activities funded during PY 38, HUD’s income

guidelines were as follows:

Effective December 1, 2012

No. In

Household/

Family Size

< 30% AMI

(Extremely Low Income)

>30% - < 50% AMI

(Very Low Income)

>50% - < 80% AMI

(Low Income)

$12,400

$20,600

$32,950

$14,150

$23,550

$37,650

$15,900

$26,500

$42,350

$17,650

$29,400

$47,050

$19,100

$31,800

$50,850

$20,500

$34,150

$54,600

$21,900

$36,500

$58,350

$23,300

$38,850

$62,150

Additionally, the City uses income guidelines to determine whether activities conducted in specific census blocks of the

City meet HUD income requirements. Activities such as park improvement projects must be conducted in CDBG eligible

census tracts, which are defined as census blocks that are primarily residential in nature with 51%, or more, low to

moderate income households. The following CDBG target area map was developed using HUD’s low-moderate income

census data set on HUD’s website:

http://www.hud.gov/offices/cpd/systems/census/ny/index.cfm

City of Binghamton ▪ Third Program Year CAPER ▪ Page 6 of 51

The City of Binghamton typically uses CDBG funds for demolition/deconstruction activities as a direct way to eliminate

―spot‖ slums and blight structures. Vacant and dilapidated houses are razed and the sites are marketed by the City for

new development or open space preservation. For PY 38, the City expended just over $110,000 in CDBG funds for

demolition activities. A map of demolition sites is included in Appendix A.

Code Enforcement is seen as a vital tool in eliminating blight and improving the integrity of dwellings and neighborhoods

by ensuring the City's housing stock is being maintained in accordance with local and state housing and zoning laws. The

City utilizes CDBG funds to support the efforts of the Code Enforcement Department in enforcing housing and zoning laws

especially in CDBG target areas. Code Enforcement officers conduct daily walk-throughs of their assigned geographic

area to assess property maintenance and resolve complaints. Properties in violation of local housing code are cited and

provided time to address the citation. Code Enforcement officers conduct follow-up visits to cited properties to document

compliance. Property owners who do not comply with a citation are subject to fines and penalties imposed by the City

judge.

The City’s Department of Planning, Housing and Community Development has a strong working relationship with the

Code Enforcement Department. Both departments have been heavily involved in working with federal, state and local

officials and residents to submit qualified projects under FEMA’s Hazard Mitigation Grant Program (HMGP). The purpose

of HMGP is to reduce the loss of life and property due to natural disasters and to enable mitigation measures to be

implemented during the immediate recovery from a disaster. The City’s property buyout application and property

elevation applications have been approved by FEMA. The City is currently working with 21 homeowners for the property

buyout program and 3 homeowners for the elevation program. FEMA funds will reimburse the City up to 75% of project

costs which includes acquisition and demolition. Structures acquired under the buyout program will be demolished and

will remain as open space in perpetuity to mitigate future damage from natural disasters.

The goals and objectives for the PY 38 grant period were developed based on the needs listed in the City's 2010

Consolidated Plan and a stringent planning process involving residents, businesses, human service providers and elected

officials providing input as to how PY 38 funds should be used to address community needs. The City of Binghamton has

an established body, known as the Community Development Advisory Committee (CDAC), which carefully analyzes all

aspects of the HUD entitlement planning process in order to recommend an Action Plan that meets the needs of the

City of Binghamton ▪ Third Program Year CAPER ▪ Page 7 of 51

community. The development of the PY 38 Action Plan involved six months of planning to address the following priority

needs: housing, blight removal, infrastructure, economic development and essential services to meet the needs of low

income residents.

Program Accomplishments

The table below depicts accomplishments that were achieved in meeting the goals and objectives outlined in the City’s

2012-2013 Action Plan. The table also depicts project and associated program delivery expenditures that were accrued

during the program year. Note that accrued expenditures are greater than draw downs identified in HUD’s Integrated

Disbursement and Information System (IDIS) as of August 31, 2013, as a result of lag times in the City’s accrual of

expenses versus processing drawdown requests in IDIS.

Maps are provided in Appendix A to geographically depict entitlement activities.

PROVIDE DECENT HOUSING

Goals

Accomplishments

Expenditures

CDBG

ESG

HOME

Provide financial assistance to

approximately 18 owner-occupied

households to enhance quality of

residential structure, enhance

affordability through reduced energy use,

and stabilize neighborhoods

Provided financial assistance to 21

owner-occupied households to

enhance quality of residential

structure, enhance affordability

through reduced energy use, and

stabilize neighborhoods.

$423,579.85

Use 90% of ESG funds to competitively

fund programs that provide housing and

supportive services to persons who are

homeless or at-risk of homelessness

Conducted competitive

procurement process and

allocated over 90% of ESG funds to

assist one emergency women’s

shelter, one transitional teen

homeless shelter, and two rapid

re-housing and homeless

prevention programs serving

populations of chronically

homeless individuals and families

who are homeless or at-risk of

homelessness. Per HUD’s

approval, the City also

competitively solicited projects to

allocate unexpended funds under

prior Emergency Shelter Grant

allocations. These funds were

restricted to maintenance and

operation of emergency shelters.

Agencies benefitting from these

funds included the YWCA,

Volunteers of America, and

Catholic Charities.

$123,445.65

Use HOME funds to support a minimum of

one CHDO project that will provide decent

affordable housing, especially for first-

time homebuyers

Completed payment of remaining

balances on Opportunities for

Broome CHDO project completed

at 48 Griswold Street. Allocated

$100,000 in PY 38 CHDO set-aside

funds to support rehabiliation of

agency’s neighboring affordable

housing rental unit at 46 Griswold

Street.

$122,904.08

City of Binghamton ▪ Third Program Year CAPER ▪ Page 8 of 51

SUITABLE LIVING ENVIRONMENT

Goals

Accomplishments

Expenditures

CDBG

ESG

HOME

Competitively fund public service

programs that benefit low-moderate

income persons

Competitively procured eight

programs serving diverse low-

moderate income populations of

youth, adults, families and seniors;

also supported pilot summer

enrichment program in the North

Side neighborhood geographic

focus area administered by City

Youth Bureau.

$115,542.90

Competitively fund programs that involve

youth in improving and maintaining

quality living environments

Supported summer youth urban

agriculture employment program

administered by grassroots

organization VINES

$38,583.00

Promote educational and neighborhood

beautification programs that encourage

green practices and enhance livability

Completed aesthetic and safety

enhancements at two Design Your

Own Park sites: Sunflower Park

and Walnut Street Park.

$9,819.61

Implement Trieenial Inspection Program

Code Department has begun Phase

I of triennial inspection program

in conjunction with City Council’s

passage of rental registration law

$229,251.62

EXPANDED ECONOMIC OPPORTUNITIES

Goals

Accomplishments

Expenditures

CDBG

ESG

HOME

Use CDBG funds to enhance green job

training and workforce programs and

raise awareness amongst low/moderate

income residents about emerging green

job sectors

CDBG funds are used to support

the efforts of the City’s Economic

Development staff in working with

not-for-profit Binghamton Local

Development Corporation in

reviewing, approving and

managing business loans, raising

awareness of BLDC financial

products and leveraging

additional resources to support

business retention/expansion and

increased economic opportunities

for low/moderate income

persons. Staff are managing six

loan programs and a $250,000

matching grant leveraged under

the New York State Main Street

Program.

$241,396.86

City of Binghamton ▪ Third Program Year CAPER ▪ Page 9 of 51

2. Describe the manner in which the recipient would change its program as a result of its experiences.

The City’s Department of Planning, Housing and Community Development administers HUD entitlement programs. The

Director has remained committed to aligning staff responsibilities and workload to enhance compliance, strengthen

collaborative partnerships and improve program delivery. City staff continue to take every opportunity to participate in

HUD trainings whenever possible. The City maintains a strong relationship with the HUD Buffalo field office including

designated HUD representative, Alex Vilardo, to request technical assistance and guidance.

The City was fortunate to receive over $180,000 in Emergency Solutions Grants funding in FY 38. This level of funding

enabled the city to provide resources to two agencies to administer homeless prevention and rapid re-housing services to

two distinct populations of chronically homeless and parent/child households who were homeless/at-risk of homelessness.

In order to meet the federal 1:1 matching requirements, both agencies proposed to use in-kind resources to provide wrap

around services to assist clients with long-term economic and housing stability. However this strategy has experienced

limited success. The nature of the ESG program deals with urgent housing crises which typically require resolution and

ESG financial assistance in less than 30 days. Many clients do not take advantage of the wrap around services once they

perceive a sense of stabilization. This has caused agencies difficulty with meeting the matching requirements and less

opportunities to provide comprehensive case management.

In light of the difficulties experienced with leveraging matching funds, the City is proposing to competitively procure

homeless prevention and rapid re-housing services as a multi-year contract in the future. The City has presented this

proposal to the Homeless Coalition Board and will consult with them during 2014 in developing application guidelines. It

is anticipated that this change will provide mutual benefits to the service provider and client. The service provider will be

ensured with greater financial stability which will help with staff retention and program delivery. Secondly, the service

provider will have more time to leverage matching resources from both internal and external resources. A multi-year

relationshi with a designated provider provides clients with a consistent resource for help. This consistency provides

clients with better understanding of agency services, program requirements, and expectations in receiving ESG

assistance.

Over the past year, the PHCD Director has worked with the Comptroller’s Office to complete a major reconciliation of the

City’s entitlement finances. During this process it became evident that there is a strong need for the Comptroller’s Office

and PHCD to have a higher level of communication and to better understand each other’s financial reporting practices.

The Comptroller’s Office has oversight of the City’s financial enterprise system, MUNIS. The PHCD has oversight of the

federal reporting system, IDIS. A corrective journal entry initiated by the Comptroller’s Office in MUNIS that is not

communicated to PHCD can impact accurate reporting in IDIS. The PHCD Director has discussed with the Mayor and the

Comptroller the need to have a designated staff member from the Comptroller’s Office trained in IDIS financial reporting.

The PHCD Director has also reached out to the HUD Buffalo Financial Analyst to assist with training. Subsequent to

training, discussions would occur to better align financial vs. activity reporting responsibilities amongst PHCD and

Comptroller staff.

The City recognizes that the added changes in IDIS to ensure timely reporting and the additional technical assistance

offered by HUD is very helpful to its administrative efforts. The City will continue to evaluate efficiencies in program

delivery and administration. It is with optimism that officials in Washington will make bold and responsible decisions to

provide our community with the needed resources for staffing and programming that will help meet HUD’s enhanced

expectations of timeliness and accountability for entitlement programs.

3. Affirmatively Furthering Fair Housing:

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

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

The Department of Planning, Housing and Community Development, in its capacity as the City’s fair housing office,

actively conducts outreach regarding fair housing issues and affordable housing opportunities. The City is embarking

upon the third year of its agreement with the locally designated HUD housing counseling agency Metro Interfaith.

Housing staff maintain communications with Metro Interfaith to ensure outreach, education and counseling are directed to

a diverse audience of community groups, media, and interested persons. Metro Interfaith and City housing staff both host

and participate in presentations to community groups, local trade shows, neighborhood meetings, local conferences and

workshops to raise awareness regarding affordable housing choice options in the City.

City of Binghamton ▪ Third Program Year CAPER ▪ Page 10 of 51

The City’s Housing Caseworker is officially designated as the Fair Housing Officer. The first step in addressing concerns

regarding fair housing rights is education. The Officer will schedule appointments upon request and/or provide the

following educational materials to help residents understand what they can do if they feel they are a victim of housing

discrimination:

"Fair Housing, It's Your Right"

published by the U.S. Department of Housing & Urban Development

"Tenant's Rights Guide"

published by the NY State Attorney General

"Impediments Analysis to Fair Housing"

produced by the City of Binghamton

In addition to the fair housing pamphlets, the City provides information about lead based paint hazards. The following

pamphlets are also available to the public:

"Protect Your Family From Lead in Your Home"

published by the U.S. Environmental Protection Agency

"Lead-Based Paint A Threat to Your Children"

published by the U.S. Department of Housing & Urban Development

As stated in the FY 37 CAPER, it was recognized that the City’s current Analysis of the Impediments to Fair Housing

required an update to better reflect current housing conditions and contributing factors to possible impediments including,

but not limited to, natural disasters and economic conditions. The PHCD Director shared the need for this study during

the FY 39 planning process and received approval from the Mayor and Council to allocate $15,000 in FY 39 CDBG funds

to complete the study.

Notwithstanding the need for an updated analysis, there are known current housing conditions that can or will adversely

affect access to affordable, safe, and decent housing. One adverse impact to maintaining affordable housing is the

proposed changes to the floodplain maps which will result in many residential dwellings in the City’s Center City, East

Side and First Ward neighborhoods to be reclassified within the 100 year floodplain. This reclassification will require

many homeowners to purchase flood insurance which will result in an additional expense of $400-$800 annually to

households. The reclassification may also adversely impact resale of these properties which can result in unintended

consequences of property abandonment, foreclosures, blight, and decreased homeownership.

PHCD staff have worked diligently with the County and FEMA officials in the update of the County’s Hazard Mitigation

Plan which identifies potential hazards and future mitigation efforts. The City has already begun implementation of

proposed mitigation efforts. First, as noted in the Executive Summary, the City has submitted a Hazard Mitigation

application to FEMA on behalf of voluntary participants Binghamton Housing Authority, Woodburn Court I management,

and YWCA which operate large-scale housing complexes for very low to low-income residents. The application requests

funding to conduct a cost-benefit analysis of relocating life safety equipment located in low-level areas of the buildings that

fall within the 100-year flood zone to safe higher elevations within the building. Second, the City has submitted an

application to the Hoyt Foundation to provide matching funds to homeowners and businesses to implement smaller scale

stormwater management or landscaping projects that will help reduce harm to life and property during future storm

events. Third, the City is in the process of submitting an application under National Flood Insurance Program Community

Rating System (CRS). The CRS application identifies community actions that the City will pursue to reduce flood damage

to insured property, strengthen and support its participation in the National Flood Insurance Program, and

comprehensively address floodplain management. The City’s participation in the CRS can provide homeowners with

reduced flood insurance premiums as actions are completed. Lastly, the City has enveloped flood mitigation efforts within

its First Ward Brownfield Opportunity Area Step II Nomination Study and its Community Challenge Planning Grant

planning processes. The First Ward BOA Study is a 24 month planning process which will be limited to studying potential

development opportunities in the 368 acre First Ward redevelopment area. Incorporating flood mitigation efforts is

essential in this neighborhood with many homes being reclassified within the 100-year floodplain. The City has

proceeded in the next phase of the Challenge Planning Grant which is developing a Form Based Code along the 1.7 mile

City of Binghamton ▪ Third Program Year CAPER ▪ Page 11 of 51

Court and Main Street corridor. The Form Based Code provides a proactive approach to predictable community-based

development projects. One of the components that will be studied is identifying cost-effective development options that

will mitigate future flooding impacts and fit within the community’s aesthetic scheme.

Another impediment to fair housing choice is the lack of available affordable and decent housing rental stock for extremely

low-income persons. The City works closely with ESG case managers who work with homeless clients to obtain

permanent housing. Federal regulations stipulate that case management services for rapid re-housing clients be limited

to 30 days. Federal regulations also require that the unit meet both rent reasonableness and fair market value standards.

These regulations are extremely challenging when it may take a client two weeks to find an affordable housing and

require numerous Code inspections to issue a certificate of compliance. Also escalation in local rent charges, proposed

decreases to the federal fair market values, and limited household income which in some cases cannot be increased due

to long-term disabilities result in significant difficulties in finding a compliant affordable unit.

ESG case managers make every attempt to maintain solid working relationships with private landlords. However some

landlords are reluctant to wait for payment and agreeing to code inspections that require them to incur costs to fix cited

repairs. ESG case managers also work with community housing providers that manage permanent supportive housing

programs and Section 8 subsidized housing. However referrals to these programs are nearly ineffective due to long

waiting lists/inactive enrollment periods.

There are significantly less resources available to meet demand levels. The City has typically used its CHDO set aside to

support the development of affordable rental units. Often times, CHDO funds have been used to leverage funds under

the Low Income Housing Tax Credit program and NYS Homeless Housing Assistance Program. These programs

increase the number of affordable rental units available to extremely low-income persons. It also incorporates a higher

investment of property management and quality units with community housing provider striving to maintain a premier

reputation. However a 40% reduction in HOME has resulted in a substantial decrease in the City’s average CHDO set

aside allocation from $160,000 to less than $60,000. Congress maintaining the HOME allocation at current levels

translates into supporting smaller scale rental projects, or participating jurisdictions combining two years of CHDO set

aside allocations which provides increased resources to housing developers but delays project commitments and provides

a shorter two year completion time.

There were no housing complaints filed during PY 38. The City will continue to evaluate its processes of outreach and

education, as well as request technical assistance from HUD as necessary, in order to help raise awareness amongst

residents, housing developers, property managers and landlords with respect to fair housing laws.

Fair Housing and Equal Opportunity Monitoring

In 2008 the City was monitored by HUD’s Fair Housing and Equal Opportunity division. During the monitoring, HUD

representatives visited multiple agencies and examined the City Hall facility to ensure that no impediments existed to

prevent access to HUD-funded programs. HUD prepared a detailed report documenting corrective actions that were

needed based upon their inspection of select City and subrecipient facilities; the City subsequently entered into a

Voluntary Compliance Agreement (VCA) with HUD to remedy the impediments.

On September 23, 2013, HUD staff conducted a site visit to monitor the City’s performance in addressing corrective

actions. There are only two corrective actions remaining which include the development of a Language Assistance Plan

and a Section 504 Needs Assessment. The PHCD Director is working with the Mayor’s Office and Director of Personnel

to develop a Language Assistance Plan for use by all City Departments. The City will incorporate the Section 504 Needs

Assessment as part of updating its Analysis of the Impediments to Fair Housing.

4. Describe Other Actions in Strategic Plan or Action Plan taken to address obstacles to meeting underserved needs.

The PY 38 Annual Action Plan identified the continued need to provide quality programming that would lessen housing

cost burden

amongst minority homeowners and renters and seniors whose sole source of income is Social Security

HUD’s Community Housing Affordability Strategy defines housing cost burden as low/moderate income households that use more

than 30% of monthly gross income towards monthly housing costs.

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Income, and address housing problems

for disabled households with incomes at or below 30% of HUD’s area median

income. However with an economy in the midst of recovery, the reality is that many low-moderate income families,

regardless of age or ability, can be classified as underserved because demand for assistance far exceeds the resources

available. The resources available to meet underserved needs for specific subpopulations are extremely limited, thus

most of the strategies employed in PY 38 are holistic in benefitting all households in need.

The most significant effort that the City utilizes in addressing housing cost burden is to promote the benefits of energy

retrofits and weatherization in reducing energy consumption and utility bills. The City’s housing repair program includes

repairs that will improve efficiency including new windows, doors, furnaces and thermal insulation. The cost of doing

business under the housing repair program has significantly increased with rising cost of materials, and compliance with

lead and asbestos regulations. The City has faced the challenge of rising costs and declining resources by leveraging

additional resources through partnerships with Quaranta Housing Services and New York State Division of Housing and

Community Renewal. The City attempts to defray additional debt incurred by the homeowner as much as possible by

offering deferred zero-interest loans and complete forgiveness of certain loans upon homeowner compliance with

occupancy restrictions.

The City’s involvement in the Binghamton Energy Leadership Program has also been successful in raising awareness and

providing assistance to homeowners in applying for resources to complete energy efficiency retrofits. Participants are

required to have complete energy audits in order to prioritize improvements that will provide the most savings in utility

consumption. Participants are then assisted with applying for grants and/or low-interest loans financed under the New

York State Energy Research Development Authority that will help provide them with the necessary upfront financing. To

date, the program has conducted 40 educational presentations, obtained 1,000 customer leads, assisted 200 people with

completing energy assessments, and assisted 25 people with scheduling/completing energy retrofits.

PY 38 CDBG funds were used to support First Ward Action Council’s Senior Housing Repair program which provides free

labor to complete low-cost minor housing repairs. The agency’s contract began January 1, 2013; as of August 31, 2013

the program served 44 senior residents. The agency uses CDBG funds to leverage additional funds under New York

State’s Restore program. The State’s program enables the agency to complete major housing repairs for seniors such as

installation of handicap ramps and roof repairs. The program is a beneficial resource in assisting seniors and disabled

households with reducing costs towards maintenance and essential housing repairs.

In addition to housing programs, the City allocates CDBG funds to procure supportive service programs, especially

programs that are unduplicated or provide an essential service to underserved populations. CDBG programs benefitting

underserved populations included afterschool/summer programming for youth with disabilities, door-to-door transportation

for elderly/frail elderly seniors and a health insurance counseling program for seniors and disabled adults. Over 200

low/moderate income persons benefitted from these supportive programs.

5. Leveraging Resources

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

b. How Federal resources from HUD leveraged other public and private resources.

c. How matching requirements were satisfied.

Restore New York

The City continues its effort to complete housing development projects under its NYS Restore 2 and Restore 3 grant

programs. The City has worked closely with the State to adjust redevelopment strategies for select properties. Upon the

State’s approval of new redevelopment strategies, the City implemented its second One Dollar Healthy Home Initiative

request for proposal process which was successfully completed under the City’s NYS Restore 1 grant program. The City

sought bids from qualified developers to rehabilitate or newly construct 8 blighted homes acquired through foreclosure.

Successful applicants would purchase the property for $1 and would be eligible for reimbursement up to $100,000 in

Restore NY grant funds upon successful completion. There were six winning proposals – three proposals for primary

occupancy – three proposals for affordable rental units. All projects leverage private financing which is estimated at over

$200,000.

New York State Homes and Community Renewal (HCR)

In 2012, the City secured a $600,000 home improvement grant. The grant allows the City to provide low/moderate

HUD’s Community Housing Affordability Strategy defines a housing problem as a unit that lacks complete kitchen or plumbing

facilities, a unit with more than 1 person per room, or a low/moderate income household with a housing cost burden.

City of Binghamton ▪ Third Program Year CAPER ▪ Page 13 of 51

income homeowners residing in single family units with a unit subsidy up to $20,000, not to exceed 60% of the total

project cost, to complete non-luxury home improvement repairs to address safety, health hazards and energy efficiency.

The HCR grant is a two year grant, enabling the City to maximize its HOME funds in 2013 and 2014.

The City’s partnership with Quaranta Housing Services has proven valuable to both entities. Quaranta has also secured

its own HCR grant which offers approximately $11,000 in HCR funds towards rehabilitation. The partnership has enabled

the City to complete additional home purchase projects using the City’s CDBG funds and using Quaranta’s HCR funds to

assist with rehabilitation needs. The partnership has also enabled the completion of larger scope rehabilitation projects

that may cost upwards of $70,000. On two occasions the City and Quaranta have combined its HCR resources to provide

homeowners with a higher amount of HCR resources and $40,000 in City HOME funds. The State has approved the use

of the City’s HOME funds for these larger scope projects to meet both entities leveraging requirements.

Neighborhood Stabilization Program (NSP)

First Ward Action Council was awarded $258,500 in NSP funds to rehabilitate a long standing vacant neglected two family

home. The rehabilitation was completed in July 2012. A qualified homeowner was identified and after many months of

negotiations and processing paperwork with New York State, the sale was approved and successfully closed in January

2013. The City has filed a restrictive covenant with the Broome County Real Property Office which requires the property

to be sold to eligible owner occupants with household incomes at or below 110% of HUD’s area median income. The

term of the restrictive covenant guarantees affordability for the next 30 years. In addition to NSP funds, the project

leveraged $94,000 from the City’s Restore NY 2 Program and $65,000 in private financing.

Community Development Block Grant Recovery (CDBG-R) Program

As part of the 2009 American Recovery Reinvestment Act, the City of Binghamton received a three year allocation of

$624,800. The City’s application proposed to use funds for street repair, energy efficient lighting, demolition, program

delivery and administrative activities. Federal regulations required projects to be completed and funds fully expended by

September 30, 2012. The City was able to complete the last of its demolition projects in September. Although

unforeseen barriers with the local utility company prevented the City from fully carrying out its proposed energy efficient

lighting projects, the City was still able to expend 99% of its CDBG-R funds to mill and pave seven streets and demolish

six blighted structures. No matching funds were required for the CDBG-R program.

Homeless Prevention and Rapid Re-Housing Program (HPRP)

Under the 2009 American Recovery Reinvestment Act, the City of Binghamton received a three-year allocation of

$955,655 under HPRP to help people avert homelessness as a result of the 2008 national housing and economic crisis.

The City utilized its HPRP funds to provide over 900 people with housing relocation and stabilization services, including

but not limited to, rental payments, security deposits, utility expenses and case management up to 18 months. The

project officially ended in July 2012. The City completed all drawdowns in August 2012 and submitted its final report in

October 2012. No matching funds were required for HPRP.

Brownfield Opportunity Areas (BOA) Program

The City has leveraged over $500,000 under the New York State Department of State’s BOA Program for three distinct

BOA planning initiatives that will ultimately benefit residents and businesses in CDBG eligible neighborhoods. Over

$480,000 has been secured under the BOA Program for the City’s First Ward Neighborhood to complete a Step 1 Pre-

Nomination Study and Step 2 Nomination Study. The City has executed an agreement with the State and has selected

Bergmann Associates for completion of the Step 2 Nomination study. The City is also completing a Step 2 Nomination

Study in the North Chenango Riverfront Corridor lead by VHB Engineering, Surveying and Landscape Architecture

consulting team. The BOA program reimburses up to 90% in eligible costs. The City is using the time of staff and

Steering Committee members as an in-kind match for both BOA grants.

National Fish and Wildlife Foundation / Community Foundation

The City of Binghamton has leveraged $200,000 in grant funds under the Chesapeake Stewardship Fund. Grant funds

will be used to provide developers with financial assistance in implementing green infrastructure storm water management

practices. The City is in the process of executing its grant agreement.

The City has also submitted an application to the Hoyt Foundation requesting $48,500 to assist with business and

residential small scale stormwater management and landscaping projects. If favorably considered the City will be able to

provide matching funds to homeowners to complete mitigation projects such as installation of rain barrels, rain garden and

integration of native landscaping. Matching funds will be also provided to businesses to assist them in complying with the

City’s commercial landscaping requirements.

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Both grant programs will reimburse up to 50% in eligible project costs. At least $200,000 will be leveraged in private

investment.

Community Challenge Planning Grant

The City of Binghamton secured $486,058 in grant funds from the Partnership for Sustainable Communities, a federal

interagency collaboration between the Housing and Urban Development Department, Environmental Protection Agency

and Department of Transportation. The City has selected the consultant team led by Interface Studios, LLC to coordinate

the effort to update the City’s Comprehensive Plan and reform the zoning code and design guidelines along the City’s

entire 1.7 mile Main Street-Court Street corridor. The City has executed subrecipient agreements with the Broome

County United Way, Metro Interfaith, and VINES to complete livability initiatives addressing resident/neighborhood

network development, affordable housing, asset/wealth building, and sustainable food systems. The City is using CDBG

funds and in-kind resources of City staff and subrecipients to meet leveraging commitments.

Managing the Process

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

requirements.

The Department of Planning, Housing and Community Development (PHCD) maintains oversight of all federally-funded

activities and ensures compliance with Consolidated Plan objectives. The selection process for PY 38 projects was

consistent with the City's 2010-2015 Consolidated Plan. During the development of the Annual Action Plan, activities were

evaluated by the Community Development Advisory Committee (CDAC) based on priority needs identified in the

Consolidated Plan, as well as compliance with CDBG national objectives. The CDAC, along with staff from the Planning,

Housing and Community Development department, develop the Annual Action Plan and provide recommendations to the

Mayor. The Mayor considers plan recommendations and submits a plan to Binghamton City Council. City Council

considers CDAC recommendations and reviews the Mayor’s Plan (which sometimes differ) and approves the Action Plan

for submission to HUD. The Action Plan activities are then carried out by the City, its partner organizations, CHDOs, and

subrecipients.

PHCD staff monitor all activities to ensure the planned goals and objectives are being met. The PHCD Director hosts

monthly staff meetings, and bi-monthly meetings with Department Managers to discuss accomplishments, goals, and

project progress. The PHCD Director also requires completion of an Eligibility and Environmental Review form for any

project that includes entitlement funds. The form is initiated by Project Managers who provide project details including,

but not limited to, scope of work, location, budget, and beneficiaries. The form is first reviewed by the PHCD Director to

ensure the activity is consistent with the City’s Consolidated Plan/Annual Action Plan. Upon approval, the form is

reviewed by the City’s Grants Administrator to ensure the activity is eligible per federal program regulations and identifies

any recordkeeping requirements to document eligibility. Upon approving eligibility, the form is reviewed by designated

Planning staff to document the environmental impacts of the activity as cited in Title 24 CFR Part 50. Once all reviews are

complete, the PHCD Director approves the budget line and amount of entitlement funds allocated to the project.

The City also ensures compliance by participating in training offered or sponsored by HUD. City staff have continued to

participate in training webinars and teleconferences to better understand the revisions of the HOME final rule and its

impact to program decisions. The City is in the process of reviewing its subrecipient agreements to incorporate new

regulations for project timelines and initial occupancy requirements. City staff have also discussed the need to develop a

standard CHDO project application that will obtain required documentation such as market analysis and CHDO

certification documents.

The City provides technical assistance to its subrecipients as needed. Technical assistance workshops were provided to

human service agencies applying for CDBG and ESG funding to raise awareness of their obligations if they were awarded

funds. The City also hosted a workshop for all CDBG human service subrecipients and provided uniform client and

reporting forms. Reporting forms were modified to better track proposed beneficiaries versus actual beneficiaries, as well

as to capture information that must be reported in IDIS. City staff also hosted a separate workshop in partnership with the

HMIS technical consultant to discuss program regulations and HMIS requirements with ESG subrecipients.

City of Binghamton ▪ Third Program Year CAPER ▪ Page 15 of 51

Citizen Participation

1. Provide a summary of citizen comments.

The Administration continues to work with residents and empower them to have a greater voice and participatory role in

local government with respect to the use of federal funds. The City supports a range of venues for direct residential input,

including but not limited to the Binghamton Neighborhood Assemblies, Design Your Own Park Initiative, the CDAC,

neighborhood planning activities, and the citywide planning initiative under the Community Challenge Planning Grant.

Specific to the development of the Annual Action Plan, the City, in partnership with CDAC, sponsored two public hearings

during the HUD entitlement planning process. The first public hearing was held on March 14, 2012 at 7:00 p.m. in City

Council Chambers, a handicap accessible facility. The hearing provided residents an opportunity to inform CDAC and the

Administration of current neighborhood needs prior to the development of the Action Plan. The second public hearing was

held on June 25, 2012 at 5:00 p.m. in City Council Chambers. The second hearing provided an opportunity for residents

to provide feedback in regards to the planning process and proposed activities. Per the City’s Citizen Participation Plan,

the City published notices in the local Press and Sun Bulletin newspaper 10 days in advance of the public hearing, as well

as a public notice announcing the availability of the Draft Action Plan for a 30-day comment period. The City also raised

awareness for public participation in the planning process amongst interested parties via e-mail communication and postal

mailings. Press releases were also issued to maximize community awareness and involvement. Public comments

received at public hearings and during the 30 day comment period were incorporated in the final submission of the City’s

FY 38 Action Plan.

The City of Binghamton published a legal notice in the Binghamton Press & Sun Bulletin announcing the release of this

draft Consolidated Annual Performance Evaluation Report (CAPER) on November 14, 2013. The notice included the 15-

day time period in which the public could submit written comments during November 15, 2013 – November 30, 2013. The

Coordinator of the local CoC noted that references to the Broome County CoC should be corrected to the Coalition for the

Homeless of the Southern Tier and accurately depict the five counties represented as Broome, Delaware, Otsego,

Cortland, and Chenango. There was also a correction made to accurately depict the 2012 SuperNOFA HMIS II award to

Chenango/Otsego Counties.

No other public comments were received for the draft CAPER.

Institutional Structure

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

Networking with City Departments

CDBG funds are allocated to several City departments for the delivery of services that will help in meeting community

development goals. These departments include Code Enforcement, Public Works, Engineering, Parks, Economic

Development, Youth Bureau, and PHCD which serves as the coordinating entity in managing HUD entitlement funds. To

assist with management and compliance issues, PHCD relies on the services of the City’s Comptroller Office and

Corporation Counsel to provide financial and legal assistance accordingly.

Mayor Ryan continued to hold mandatory monthly department head meetings to monitor performance in advancing key

administrative goals. The Director of Planning attends this meeting to learn of each CDBG-funded department’s progress

in meeting goals identified in the Annual Action Plan. The Director also provides information regarding compliance issues

that Directors will need to consider throughout project implementation.

The Mayor also held weekly Finance meetings with the Directors of PHCD and Public Works and the City Comptroller to

discuss City finances and operations. During the PHCD Director’s tenure, the Director has worked closely with the City

Comptroller Office and HUD to discuss financial reporting of HUD entitlement funds in the City’s financial system and

IDIS. These discussions have led to improved tracking systems for documenting program income, associating IDIS

numbers in the City’s MUNIS financial system to cross analyze reporting in MUNIS and IDIS, efficiencies in timely drawing

down funds in IDIS, and completion of a multi-year reconciliation effort to realign expenses amongst CDBG project budget

lines.

Collaboration with the City’s Youth Bureau continues to be strengthened to assist with monitoring and project performance

of youth programs. The City’s Youth Bureau Director attended site visits to monitor subrecipients administering youth

City of Binghamton ▪ Third Program Year CAPER ▪ Page 16 of 51

programs. Going forward the Youth Bureau Board has been asked to participate in site visits and have a leadership role

in recommending funding for youth programs. To ensure impartiality in funding decisions, the Director has formulated an

Executive Committee which consists of five Board members with no ties to entitlement funding.

Networking with Residents

The Community Development Advisory Committee (CDAC) serves as the formal resident participation body for the HUD

entitlement planning process. The development of the PY 38 Annual Action Plan with CDAC encompassed an extensive

planning process with CDAC listening to the needs of Departments utilizing CDBG funds, co-sponsoring public hearings

with the City, maintaining communication throughout the planning process with City Council, and recommending

improvements to the planning process.

City staff continue to work with residents in ongoing neighborhood revitalization efforts. The City has used its finances

and networks to help residents involved with the Design Your Own Park initiative to complete improvement projects. The

City is using resources from its Community Challenge Planning Grant to provide educational and training opportunities to

residents. The impact of the training will help residents become more adept in networking with their neighbors,

businesses, and elected officials to leverage resources for future resident-led improvement projects.

Networking with Agencies

City staff are involved with many agency collaborations addressing an array of issues including housing, mitigating

homelessness, workforce development and job creation, economic development, sustainable development, youth

development, health and quality of life. The major coordinative effort facilitated by the City of Binghamton to address

housing and quality of life issues is the Binghamton Healthy Neighborhoods Collaboration (BHNC), which was formed to

add institutional capacity to successfully implement the City’s ambitious award-winning Restore NY projects. BHNC

formalized two Committees to allow for more focused work on Affordable Housing and Green Jobs. The efforts of the

Affordable Housing Committee has resulted in the City’s support of the Binghamton Homeownership Academy and using

CDBG funds to designate Metro Interfaith in providing homeownership counseling, referral and monitoring services. The

efforts of the Green Jobs Committee resulted in the City’s support of the Energy Leadership Program. The City is

embarking upon its final year of partnership with Broome County Cornell Cooperative Extension’s Energy Leadership

Program which has resulted in outreach to over 1,000 residents to raise awareness regarding the benefits of residential

energy retrofits.

The City continues to consult with the Coalition for the Homeless of the Southern Tier with respect to the allocation,

prioritization, and monitoring of ESG programs. The City has worked with the Board to incorporate their funding

recommendations as part of the City’s competitive procurement process for eligible ESG programs. City staff actively

participate in monthly homeless coalition meetings and are members of the NOFA subcommittee, Policies and

Procedures subcommittee, and Employment Readiness subcommittee.

Monitoring

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

Frequency of Monitoring

Staff members from the PHCD department conduct remote and on-site monitoring reviews of subrecipient programs. The

City requires subrecipients to periodically submit progress reports to monitor project activities and beneficiaries. Reports

are customized by the City to ensure all programs capture required information. In addition to tracking program activities,

subrecipients are required to submit reimbursement requests at least every three months. City staff review

reimbursement requests to ensure expenditures align with the agency’s approved budget and are on track to be fully

expended at the contract end date. These reports provide the City with a snapshot of each agency’s progress in meeting

their program goals and objectives.

On-site monitoring reviews of public service subrecipients are conducted annually. Staff were fortunate to have

participation by CDAC members on some site visits. Their participation in monitoring visits provides them with an

opportunity to see programs in action and helps inform their funding decisions in the future. Staff will schedule additional

appointments to provide technical assistance to agencies that are not meeting their contractual obligations.

Improvements and failures are shared with recommendation boards such as CDAC, the Mayor, and Council for their

consideration in future funding decisions.

The City has11 active CHDO projects within different stages of affordability compliance. The City follows HUD’s

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guidelines which require an inspection of CHDO projects with 1-4 units every 3 years; 5-25 units every 2 years; and 26

units or more every year. The City has not sponsored any CHDO project with more than 26 units.

The City’s Housing Caseworker submits a monitoring packet to agencies to help them understand the goals of the

monitoring and to begin collecting required documentation in advance. The Housing Caseworker monitors CHDO

projects to document tenant selection and occupancy, rental leases, household income calculations and certification

documents, and compliance with HOME rent standards. The Housing Coordinator and Code Officer monitor the project’s

physical condition to determine units’ compliance with local housing quality standards.

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

The Housing staff completed on-site visits to CHDO agencies; monitoring results are detailed in the HOME section of this

report. Most of the site visits with PY 38 CDBG and ESG subrecipients were conducted in July and August 2013. Site

visits were conducted at Action for Older Persons Senior Health Insurance Counseling Program, Boys and Girls Club

Junior Achievement Work Readiness Program, HAVEN Afterschool Program, ACHIEVE (Summer Camp for Disabled

Youth), Broome County Urban League Afterschool/Summer Enrichment Program, Catholic Charities (Retired Senior

Volunteer Transportation Program), and Catholic Charities Teen Transitional Living Program.

The monitoring of CDBG funded agencies found that some agencies are still in need of strengthening their intake process

to ensure clients accurately complete and sign CDBG application forms. The collection of CDBG applications is more

difficult for youth programs, especially programs serving teen populations. Agency staff have mailed applications to

parents, and in some instances have tried to work with the school to have parents complete the form. These methods

have proven unsuccessful. City staff have suggested to agencies that they work with youth participants to pre-populate

as much information on the form as possible. Then agencies should make follow-up calls to parents to confirm their

satisfaction with the program and to communicate the importance of returning a completing application to help the agency

continue its efforts to leverage funds and provide parents and children with an affordable and valued service.

The monitoring also found that there is a serious disconnect with program expectations and outcomes that are being

administered by program staff, and their understanding of the performance goals that have been outlined in both the

agency’s grant application and executed contract. This level of communication amongst staff implementing programs and

staff preparing grant applications and executing contracts needs to be strengthened. It was an eye opener to the City that

the Mothers and Babies PAL Resource Center program transitioned to benefitting a niche target audience of parents, a

fact not fully captured in their application. The transition was positive in the sense that it provided the agency with a great

opportunity to develop a financial and programmatic partnership with Broome County Department of Social Services to

provide much needed space and agency staff to facilitate supervised parental visits.

The monitoring of Catholic Charities ESG program found that there continues to be a need for the agency to strengthen its

documentation regarding clients’ homeless status. As a transitional housing program, the agency needs more written

third party verification instead of relying on client self-certifications. The City will attempt to address these issues by

hosting a technical assistance workshop and encouraging agencies to invite staff who will be responsible for client intake,

program reporting and delivery, and involved in monitoring.

The City’s Youth Bureau Director continues to participate in monitoring of youth funded agencies. The Director maintains

communication with the New York State Office of Family and Children Services which provides financial assistance to the

City and County Youth Bureaus and supports youth programs in Broome County through its Runaway and Homeless

Youth Act and Special Delinquency Prevention Program funding streams. Her communication with the State has included

discussion of the State’s development of a systematic report that Youth Bureaus can use to evaluate programs.

3. Self Evaluation

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

b. Describe progress in meeting priority needs and specific objectives and help make community’s vision of

the future a reality.

c. Describe how you provided decent housing and a suitable living environment and expanded economic

opportunity principally for low and moderate-income persons.

d. Indicate any activities falling behind schedule.

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

f. Identify indicators that would best describe the results.

City of Binghamton ▪ Third Program Year CAPER ▪ Page 18 of 51

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

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

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

effectively.

Many actions have been taken by the City this year to address neighborhood and community concerns. The City’s CDBG

funds has been used to support code enforcement activities including using CDBG funds to demolish structures that they

have deem pose a threat to public welfare. Further institutional measures were taken to enhance code enforcement

through City Council’s amendment of the Housing and Property Maintenance Code requiring triennial inspections of multi-

unit residential dwellings. Owners of multi-unit dwellings will be required to have their units inspected every three years to

ensure the units remain consistent with the NYS Uniform Fire Prevention and Building Code. Upon confirmation of

consistency with public records, compliance with all health and safety, building and zoning laws and regulations, the

Office of Building & Construction/Code Enforcement will issue a Certificate of Compliance. Another institutional measure

taken by the City is incorporating in its ESG written standards an issuance of a certificate of compliance for any units

which clients do not currently occupy. These are proactive measures taken to enhance the quality of the City’s housing

stock.

PHCD staff have been very active in working with businesses, government partners, and other City departments to

efficiently deliver community programming. Advocacy efforts with public and private entities have leveraged over

$100,000 in resources to construct the City’s first spray park in Columbus Park. This project is in response to the Broome

County Health Department which cited the misuse of the park’s fountain as a wading fountain by residents as a threat to

public health. The City was hopeful that the installation of the spray park would have been completed in 2013. However

due to delays in the planning phase this deadline could not be met. To date the City has demolished the fountain and has

completed engineering and design. CDBG funds are being infused and it is anticipated that the new spray park will be

constructed in 2014. Completion of the spray park will offer a unique recreational amenity within a Center City

neighborhood that has limited immediate access to recreational facilities and a higher concentration of low-income

families.

In spite of reductions to CDBG and HOME funds, the City continues to meet its goals of promoting homeownership and

maintaining its housing stock through its housing rehabilitation program. The management of the Binghamton

Homeownership Academy continues to be strengthened with the development of partnerships that help promote

homeownership preparedness, streamline client referrals, and help the City and community partners maximize its limited

resources. The City’s Housing staff exceeded its goal of providing assistance to 18 clients and maintained an active

roster of 25 housing projects under the City’s single family housing rehabilitation program and first time homebuyer

program. The City’s housing programs are structured to address lead based paint hazards, code compliance, and energy

efficiency to ensure the home remains safe and affordable over the long term. Another aspect to affordability is providing

funds in the forms of zero interest deferred loans that are either completely forgiven or partially forgiven upon

homeowner’s satisfactory fulfillment of occupancy terms.

For over the past two years, the City has been working with First Ward Action Council (FWAC) to develop a long-standing

vacant commercial property in the First Ward neighborhood known as the Lincoln Hotel. Unfortunately on June 6, 2013 a

catastrophic fire required the existing building to be demolished. In spite of this setback, the agency remains committed to

the project and is submitting an application under the Low Income Housing Tax Credit Program to commence residential

development in 2014.

The City has been strategic in pursuing resources and projects due to concerns with capacity to effectively administer

additional responsibilities. With the significant cuts in funding in HOME and CDBG, and the loss of staff, the City has

been proactive in developing the necessary partnerships that will allow us to maintain quality and efficiency in delivering

the level of services needed to address community concerns. Community needs are increasing and the City aims to be

responsive. Our responsiveness can be greatly facilitated with the cooperation of our federal officials working together to

make decisions to increase investment and timely provide the necessary resources to communities.

Lead Based Paint

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

The City continues to pay for lead assessments and clearance tests as a separate activity at no cost to the homeowner in

order to prevent the costs of lead-based paint testing from adding directly to the cost of each client housing activity. The

City of Binghamton ▪ Third Program Year CAPER ▪ Page 19 of 51

reduction of CDBG and HOME funds has focused the City’s efforts to improving existing owner-occupied single family

housing. Approximately 43%

of the City’s housing stock is comprised of one unit homes.

The following measures were taken by Housing Staff to inform residents about the hazards of lead-based paint and to

ensure HUD-funded housing rehabilitation projects effectively address lead paint hazards:

In an effort to educate citizens about lead-based paint hazards, the City distributed a copy of the Environmental

Protection Agency (EPA) brochure ―Protect Your Family From Lead in Your Home‖ to all applicants assisted

under the City’s housing programs. The owner must sign a receipt acknowledging receipt of this brochure.

During the property inspection, the Housing Coordinator conducts a visual inspection to identify potential lead

hazards on all chewable surfaces within reach of small children, friction and impact surfaces where lead dust can

form, areas of bare soil at the exterior of the building or any other potential lead hazards.

In all housing activities, lead-hazards are identified through an independent Risk Assessment at no cost to the

homeowner. The assessment firm determines all areas where lead is present and provides a ―Lead-Based Paint

Risk Assessment Report.‖ The report is then used to help the Housing Coordinator determine what aspects of the

housing rehabilitation require lead paint safe work practices.

A copy of the ―Lead-Based Paint Risk Assessment Report‖ report is given to the property owner. The Housing

Coordinator and the owner review the report and determine levels of lead hazard reduction which may also

include interim controls and abatement. Work is closely monitored by the Housing Coordinators to make sure that

items are correctly addressed in the least amount of time to avoid disruption to the household.

Upon completion of the lead reduction work, a clearance test is conducted at the property by the assessment firm;

a certificate of clearance is issued to document lead hazards were mitigated.

Addressing health hazards is a priority of the City’s affordable housing programs. Loans that are used to address lead

hazards are 100% forgiven should the client maintain and occupy the unit as their principal place of residence for more

than five years. Compliance with federal lead regulations is incorporated in CDBG/HOME housing development contracts

with CHDOs and housing developers. Agencies are obligated to provide written documentation to the City to confirm

compliance with lead regulations.

As part of the City’s written ESG standards, case managers must request an inspection and an issuance of a certificate of

compliance from the City’s Code Department for clients leasing new units. As requested by the Broome County Health

Department any visual evidence of potential lead hazards (i.e., peeling paint) noted during the inspection is reported to the

Health Department so that they may attempt to work with property owners. The Health Department can offer landlords

financial resources, equipment, and supplies to reduce lead hazards.

HOUSING

Housing Needs

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

Promoting Homeownership

The City’s housing programs have a strong focus in preserving the City’s tax base, neighborhoods and housing stock by

promoting homeownership and helping existing homeowners maintain their homes for the long-term. The City has

continued its support of the Binghamton Homeownership Academy which serves as a central resource center for

homeowners and potential homebuyers. Potential homebuyers are required to participate in 8 hours of homeownership

counseling with Metro Interfaith staff, and are provided additional counseling services to address credit repair and

financial readiness. Once client’s educational and financial arrangements are in order, Metro Interfaith makes referrals to

first time homeownership assistance programs to various agencies, including the City of Binghamton, that administer

affordable housing programs. Metro Interfaith provides an additional service to the City by maintaining the waiting list for

the City’s affordable housing programs.

The City uses CDBG funds to provide down payment and closing cost assistance which helps make homes affordable for

clients to purchase. This assistance is typically followed up with HOME funds, AHC funds, or other private/public funding

2009-2011 American Community Survey

City of Binghamton ▪ Third Program Year CAPER ▪ Page 20 of 51

sources, to assist with code compliance, lead hazard reduction, and weatherization improvements. Partnerships with

Quaranta have enabled the City to use its funds for several down payment/closing cost assistance grants which enables

Quaranta to maximize its funding for rehabilitation. Funding for down payment/closing cost assistance are provided as a

deferred zero interest loan that is 100% forgiven upon client’s maintaining the assisted unit as their principal place of

residency for more than 5 years.

The City uses its HOME and AHC funds to assist existing homeowners of single family homes with necessary

improvements that will improve the quality and efficiency of housing stock. Financing of lead hazard reduction activities

are provided in the form of a deferred zero interest loan that is 100% forgiven upon client’s maintaining the assisted unit

as their principal place of residency for more than 5 years. Financing of non-lead non-luxury improvements with HOME

funds are provided in the form of a deferred zero interest loan that is 60% forgiven upon the transfer of title after 5 years of

occupancy. Financing of non-lead non-luxury improvements with AHC funds are also provided in a deferred zero interest

loan that is 100% forgiven upon satisfying the State’s occupancy requirements. The City’s AHC assistance levels typically

trigger a 5 year or 10 year occupancy period. The City’s financing options spare homeowners with the burden of upfront

financing and increased household debt.

Home Repairs for Seniors

The City allocated $15,000.00 in PY 38 CDBG funds to continue to support First Ward Action Council Senior Home

Repair Program. This program provides a variety of small to mid-sized emergency home repairs to low-income elderly

households. Such repairs include light carpentry, plumbing and general maintenance items. With an aging population, this

program meets a specific need in providing seniors with an affordable service to help them remain safely in their homes.

Mitigating Homelessness

The City was fortunate to have over $100,000 in ESG funds available to fund rapid re-housing and homeless prevention

programs. ESG funds were used to support the Caring Homes Program administered by Family Enrichment Network

(FEN) and Housing Uplift Program administered by the Mental Health Association (MHA). An allocation of $50,885 was

provided to FEN which targeted their program to provide families avert homelessness. MHA was provided an allocation of

$75,530 which targeted their program to provide case management, financial assistance, and wrap around stability

services to help individuals who are chronically homeless. FEN instituted a maximum annual assistance level of $500 per

household; MHA’s maximum assistance level was $1,000.00. Both agencies developed a close working relationship with

each other to facilitate referrals and maximize resources.

Specific Housing Objectives

1. Evaluate progress in meeting specific objective of providing affordable housing, including the number of homeless

persons, extremely low-income, low-income, and moderate-income renter and owner households comparing

actual accomplishments with proposed goals during the reporting period.

2. Evaluate progress in providing affordable housing that meets the Section 215 definition of affordable housing for

rental and owner households comparing actual accomplishments with proposed goals during the reporting period.

3. Describe efforts to address “worst-case” housing needs and housing needs of persons with disabilities.

Data from the 2009 Comprehensive Housing Affordability Strategy estimates the City’s homeownership rate at 47%, an

increase from the homeownership rate identified in the U.S. 2000 Census of 43%. The 2010-2015 Consolidated Plan

continues to place a strong emphasis on using entitlement funds to promote homeownership. The City continued its

efforts towards increasing and enhancing homeownership utilizing entitlement funds, program income and leveraged

resources. The following chart compares housing activities proposed in the second year of the 2010-2015 Consolidated

Plan to actual housing activities active in PY 38.

Homeownership Programs

Activity

Proposed Accomplishments

Actual Accomplishments

Percentage of

Goal Achieved

30%

AMI

50%

AMI

80%

AMI

30%

AMI

50%

AMI

80%

AMI

Homeownership

Rehabilitation Programs

78%

Senior Rehabilitation

Program*

139%

*The agency’s contract is from January – December 2013. The amount of clients served reflects persons served from January – August 2013.

City of Binghamton ▪ Third Program Year CAPER ▪ Page 21 of 51

The City uses its CHDO set-aside as the primary source for developing affordable rental properties. The City established

a goal to undertake one CHDO rental rehabilitation project in PY 38. The City has allocated $100,000 in CHDO set-aside

funds to Opportunities for Broome to rehabilitate their four unit rental apartment at 46 Griswold Street located in the City’s

East Side neighborhood. Completion of this project is anticipated in 2014. The City will then monitor the project to ensure

units are leased to income eligible clients within 18 months.

The City also used a portion of its second FY 37 entitlement allocation of $57,499.00 and FY 38 ESG entitlement

allocation to fund rapid re-housing and homeless prevention activities. Mental Health Association proposed to use

$23,254.00 of their $75,530.00 ESG award to provide direct client assistance for 35 chronically homeless individuals.

Based upon claims received as of August 31

, the agency has used $4,499.72 in direct client assistance for 5 homeless

clients. Family Enrichment Network proposed to use $10,311.00 of their $50,885.00 ESG award to provide direct client

assistance to 45 very low-income families. The agency has yet to request reimbursement for direct client assistance

expenditures.

Public Housing Strategy

1. Describe actions taken during the last year to improve public housing and resident initiatives.

The City of Binghamton continues its close working relationship with the Binghamton Housing Authority (BHA). BHA’s

not-for-profit subsidiary Community Potential, Inc. (CPI) is one of the City’s designated CHDO. The City and CPI

accomplished a major goal during PY 38 with the successful rehabilitation and sale of 18 James Street. 18 James Street

was a vacant blighted single family home was targeted for rehabilitation in the City’s Restore NY 2 grant program. The

City deemed the rehabilitation as a key contribution in maintaining the value of surrounding properties which were in good

to very good condition. CPI was provided with HOME funds and Restore NY grant funds to finance development. Once

development was completed, the City and Metro Interfaith worked with CPI to qualify an eligible homeowner. The newly

rehabilitated single family four bedroom unit was sold on July 11, 2013.

BHA manages senior housing at North Shore High Rise Towers and North Shore Village, and family housing units at

Carlisle and Saratoga housing complexes. It also has a partnership with Opportunities for Broome to provide case

management services for homeless residents living in BHA’s homeless housing complex located at 4-6 Lisle Avenue.

The City has been working with the Authority to develop another homeless housing complex near a neighboring vacant lot

on 20 Lisle Avenue. The property was acquired by the City by swapping City owned property at 23 Lisle needed by the

County for the building footprint of the Binghamton University High-Tech Business Incubator in downtown Binghamton.

BHA’s North Shore senior housing complexes were offline for months while recovering from the 2011 flood, resulting in

the displacement of many low-income seniors. One of the contributing factors preventing BHA from re-opening its

facilities was the damage caused to life safety systems and waiting for replacement parts for unique and complex

systems. Per discussions with FEMA it was recognized that it should be a priority to relocate life safety systems to

building safe rooms to mitigate future flooding impacts. As aforementioned, the City has recently submitted an application

to FEMA to complete an engineering study for relocating life safety systems in BHA’s North Shore housing complexes.

Barriers to Affordable Housing

1. Describe actions taken during the last year to eliminate barriers to affordable housing.

The City of Binghamton's 2010-2015 Consolidated Plan noted homeownership, homeownership education and the

maintenance of existing housing stock as major housing issues that the City needed to address in the 5-year plan period.

The Consolidated Plan cites specific barriers to affordable housing as: 1) compliance with federal lead and state asbestos

regulations; 2) proposed changes in the City’s floodplain map (cited prior to the September 7, 2011 flood); 3) escalating

public utility rates and payment policies; and 4) laws and policies governing mortgage financing and credit lending. These

barriers negatively impact access to affordable home ownership opportunities, addressing maintenance needs and

housing cost burden.

To address these barriers, the City continues to program entitlement funds towards down payment and closing cost

assistance and rehabilitation. In addition, entitlement funds are used to provide lead assessment and clearance testing

City of Binghamton ▪ Third Program Year CAPER ▪ Page 22 of 51

and homeownership counseling at no cost to clients. To address the housing market’s trend in rising closing costs, the

City increased assistance under its down payment/closing cost grant 100% raising grant limits from $5,000 to $10,000.

The grant remains affordable to low-income persons as a deferred zero interest loan completely forgiven upon

successfully fulfilling the City’s term of maintaining the unit as a principal place of residence for 5 years.

In the past, the City limited assistance under its AHC home improvement grant to $10,000 as this was a sufficient infusion

of State funding in the City’s HOME funded projects. However due to a 40% decrease in FY 38 HOME funds, the City

increased its current AHC grant of $600,000 to provide homeowners with up to $30,000 in AHC assistance for home

improvements. The change has enabled the City to maximize its HOME resources and continue completing

comprehensive scopes of work. The loss of the City’s Housing Coordinator could have adversely impacted the City’s

client caseload. Thanks to the City’s partnership with Quaranta Housing Services the City has been able to maintain an

annual caseload of servicing 20-25 clients per year, slightly less than the typical 25-30 clients served in years past.

CDBG funds allocated to Planning staff enabled the City’s Sustainable Development Planner to continue working with

Broome County Cornell Cooperative Extension and Public Policy Education Fund in raising awareness and assisting

clients with completing energy retrofits. Residents who take advantage of completing energy audits and retrofits will

experience financial savings with decreased utility consumption. CDBG funds allocated to Economic Development staff is

complementing efforts to increase demand with increasing supply via the successful leveraging of the Rural Business

Enterprise Grant which will help to establish a green jobs revolving loan program to expand credentialed energy

contractors and training and employment opportunities in the green sector for low/moderate income persons.

The City has also completed preliminary planning efforts and anticipates submitting an application under FEMA’S

Community Rating System in 2014. These are proactive steps by the City in response to proposed updates to the FIRM

floodplain map which will increase the number of property owners who will be required to purchase flood insurance due to

their properties new designation within the 100 year floodplain. Upon FEMA’s acceptance of the City’s CRS application,

homeowners will be entitled to receive up to a 40% discount in their flood insurance premiums upon the City completing

mitigation projects identified in the CRS application.

Lastly, the City’s support of Metro Interfaith’s administration of the Binghamton Homeownership Academy provides clients

with comprehensive counseling to acquire and maintain affordable homes. Counseling services include, but are not

limited to, helping clients with credit recovery, identifying reputable mortgage lenders, raising awareness of mortgage

lending and homebuying savings plans, obtaining mortgage pre-approvals, and developing household budgets to identify

potential savings. As a designated HUD counseling agency for homebuyership and foreclosure, Metro Interfaith is very

knowledgeable of laws and policies governing mortgage finance and credit lending practices. According to Metro

Interfaith’s second quarter 2013 report, the agency has provided pre-purchase counseling to 28 applicants; post-purchase

counseling to 1 applicant; rental program referrals to 2 applicants; and foreclosure prevention counseling to 8 applicants.

HOME/American Dream Down Payment Initiative (ADDI)

1. Assessment of Relationship of HOME Funds to Goals and Objectives.

a. Evaluate progress made toward meeting goals for providing affordable housing using HOME funds,

including the number and types of households served.

HOME Program

The City of Binghamton is a designated Participating Jurisdiction (PJ) and receives HOME funds for housing activities.

The City allocates HOME funds for three budgetary areas: the City's Single Family Rehabilitation Program, Community

Housing Development Organization (CHDO) projects and program administration. Funds expended in PY 38 under the

HOME program include:

Housing Rehabilitation $423,579.85

Housing Administration $ 48,739.85

CHDO Projects $122,904.08

Total $595,223.78

Single Family Rehabilitation

City of Binghamton ▪ Third Program Year CAPER ▪ Page 23 of 51

The City addressed homeownership priorities outlined in the 2010-2015 Consolidated Plan by offering the Single Family

Rehabilitation Program, which provides up to $25,000 in HOME funds for non-lead renovations, plus additional HOME

funds to mitigate potential lead hazards to existing owner occupants in single family housing units. Renovation is targeted

to address safety and health hazards related to the NYS Uniform Building Code and to increase energy efficiency

performance. The typical single family HOME-funded project cost is $35,000 - $40,000, including addressing lead and

non-lead renovation items. The Single Family Rehabilitation Program is very popular. The demand for this program far

exceeds the resources available, however the City’s burgeoning partnership with Quaranta Housing Services and

leveraging of home improvement funds from the NYS Division of Housing and Community Renewal has greatly assisted

with serving additional residents that the City would not otherwise be able to due to insufficient resources.

Under its Single Family Housing Rehabilitation program, the City maintained an active roster of 21 clients, and completed

8 projects during PY 38.

CHDO Funds

As a recipient of HOME funds the City is required to commit 15% of its annual HOME grant to a Community Housing

Development Organization. In PY 38, the City’s set aside was $56,634.00. This report reflects CHDO expenditures above

this amount however expenditures are associated with completion of projects using set-aside funds from prior program

years. The City combined its PY 37 and PY 38 CHDO set-aside funds to allocate $100,000 to support the rehabilitation of

a 4-unit rental apartment 48 Griswold Street managed by Opportunities for Broome.

2. HOME Match Report

a. Use HOME Match Report HUD-40107-A to report on match contributions for the period covered by the

Consolidated Plan program year.

The City’s PY 38 HOME match requirement is $42,587.00. Thanks to consultation with staff from the Buffalo field office,

the City was made aware of a federal regulation that would enable the City to request a waiver in match reductions for

2011 and 2012 as a result of its eligibility to receive public assistance from FEMA due to the declaration of Tropical Storm

Lee as a major disaster pursuant to Title IV of the Stafford Act. The City received approval of a 100% match reduction for

Fiscal Years 2011 and 2012.

HOME match contributions must be derived from non-federal sources leveraged by the participating jurisdiction. This

approval enables the City to reserve two years of eligible match credits. This enhances the City’s ability to complete

affordable housing projects and meet future matching requirements.

The Form HUD-40107-A is included in Appendix D.

3. HOME MBE and WBE Report

a. Use Part III of HUD Form 40107 to report contracts and subcontracts with Minority Business Enterprises

(MBEs) and Women’s Business Enterprises (WBEs).

The City did not execute prime or subrecipient contracts with Minority and Women Business Enterprises during the

program year.

4. Assessments

a. Detail results of on-site inspections of rental housing.

b. Describe the HOME jurisdiction’s affirmative marketing actions.

c. Describe outreach to minority and women owned businesses.

The City is required to monitor rental units associated with completed CHDO projects. The monitoring period is based

upon the per unit subsidy of HOME funds disbursed in the project. The inspections are annually conducted by Housing

staff members and consist of a review of each unit to document compliance with state and local building code regulations

and local Housing Quality Standards.

The last inspections, which were conducted in 2011, found all units to be compliant. Provided below is a list of CHDO

projects monitored.

First Ward Action Council

City of Binghamton ▪ Third Program Year CAPER ▪ Page 24 of 51

165 Clinton Street, 4 units

171 Clinton Street, 7 units

81 Clinton Street, 5 units

144 Clinton Street, 12 units

Dwightsville Historic Gateway Project, 5 units

Opportunities for Broome

41 Carroll Street, 3 units

105 Susquehanna Street, 2 units

109 Susquehanna Street, 2 units

111 Susquehanna Street, 4 units

92-94 Carroll Street, 6 units

542 State Street, 6 units

Housing staff will be scheduling inspections for First Ward projects: 171 Clinton, 81 Clinton, 144 Clinton and Dwightsville

and Opportunities for Broome projects: 92-94 Carroll and 542 State Street in December 2013. The number of units

assisted with HOME funds require these projects to be inspected every two years.

Housing MBE and WBE Activity

Selection of contractors is the responsibility of the homeowner therefore contracts are executed between the contractor

and homeowner. However the City encourages MBE and WBE contractors to submit the requisite credentials to be listed

as a certified contractor on the City’s contractor registry. Credentials collected include contractor’s professional

insurance, lead based paint certification, and three professional references. The registry is provided to the homeowners

and increases contractors’ opportunities to bid and win projects under the City’s housing programs.

HOMELESS

Homeless Needs

1. Identify actions taken to address needs of homeless persons.

The City of Binghamton utilized its second FY 37 ESG allocation and 90% of its FY 38 ESG allocation to support qualified

agencies that provide housing and/or essential services to homeless individuals and families. In consultation with the

Homeless Coalition Funding Recommendation Committee, ESG funds supporting the four homeless service programs:

YWCA Emergency Shelter which provides emergency housing and case management services to homeless

women and children

Catholic Charities Teen Transitional Living Program which provides transitional housing and case management

services to homeless youth and parenting teens

Family Enrichment Network which provides housing relocation and stabilization services for families who are

homeless or at-risk of homelessness

Mental Health Association which provides housing relocation and stabilization services for individuals who are

chronically homeless

The YWCA and Catholic Charities program are classified as emergency shelter activities. Both agencies serve help

homeless persons address basic needs such as food, clothing and shelter, and provide clients with supportive services

and advocacy to help them quickly move towards self sufficiency. The YWCA’s emergency program provides women and

children with a 30 day length of stay, however the agency strives to transition women into permanent/permanent

supportive housing within 21 days. Catholic Charities transitional program enables youth to stay up to 22 months and

receive extensive services to help them achieve educational goals, obtain employment, work towards family re-unification

and independent living. In compliance with ESG regulations, the City allocated 60% of its FY 38 funding towards

emergency shelter activities.

Family Enrichment Network (FEN) and Mental Health Association (MHA) provided financial assistance to persons who

were homeless, although a majority of their activities served persons who are at-risk of homelessness. A comprehensive

intake process is completed to document eligibility and better understand the levels of financial and stabilization

City of Binghamton ▪ Third Program Year CAPER ▪ Page 25 of 51

assistance to rapidly address client needs. Case managers first ensure clients are connected with a mainstream

resource; second identify all existing supports that can help with housing stability; and 3) coordinate with community

agencies, landlords, and clients to appropriately allocate ESG resources to obtain/maintain permanent housing. Case

managers take every opportunity to develop individual service plans and work with clients beyond the length of their

financial assistance to promote long-term stability.

2. Identify actions to help homeless persons make the transition to permanent housing and independent living.

The provisions of the ESG regulations stipulate that housing stability case management cannot exceed 30 days during the

period for which the program participant is seeking permanent housing. The City’s current written standards uses this

criteria to document program performance for emergency shelters with an average length of stay less than 30 days, and

rapid re-housing clients obtaining permanent housing in less than 30 days. The daily fees charged by emergency shelters

are largely paid by the local Department of Social Services (DSS). DSS recently adopted policies which require

emergency shelter clients receiving DSS funding to have housing plans in place and actively searching for permanent

housing options within two weeks of entry. This policy is in place to enforce a higher level of accountability and rapidly

move towards permanent housing.

In light of these aggressive timeframes to transition clients towards permanent housing and independent living, case

managers who are in the trenches of working with homeless clients also relay the reality of the difficulties in finding

permanent housing that meets all the criteria of safe, decent, and affordable. Persons who are homeless typically have

little to no income. Case managers make every effort to identify resources that will assist clients with obtaining

meaningful employment. However it is evident at the local and national levels that obtaining living wage jobs is

increasingly difficult, especially for persons with limited education and many contributing barriers that impede their ability

to maintain a job. Even with clients quickly locating housing that meets federal affordability requirements, it may require

multiple inspections by the City’s Code Department to certify the unit as meeting local housing code. In spite of the

challenges, ESG case managers have been able to successfully assist approximately 20 homeless persons with obtaining

permanent housing. The City’s Code Department has been very cooperative in prioritizing ESG housing inspections

within 1-3 days of case managers’ requests.

The City has long supported efforts by members of the Coalition to expand permanent supportive housing options for the

local homeless population. The City supported the Homeless Housing and Assistance Program (HHAP) Grant application

for Opportunities for Broome; they are in the process of rehabilitating a 22 unit apartment building which will provide

shelter and supportive services to homeless clients. The City is in the process of negotiating with the Binghamton

Housing Authority to transfer ownership of 20 Lisle Avenue to support their pursuit of HHAP funds to develop their second

permanent supportive housing project. The City will continue to work with the Homeless Coalition to strategically pursue

resources that will enhance the housing stock of affordable units throughout the City/County.

3. Identify new Federal resources obtained from the Homeless SuperNOFA.

The primary coordinative agency addressing the needs of homeless persons is the Coalition for the Homeless of the

Southern Tier. The Coalition is a multi-jurisdictional body with representation from Broome County, Cortland County,

Otsego County, Delaware County, and Chenango County. The goal of the Coalition is to provide the means for persons

who are homeless or at-risk of homelessness within their County to continually receive varying levels of housing and

services that will move them from homelessness to self-sufficiency. This type of initiative requires a great deal of

coordination amongst different agencies. The City continues to participate in Coalition meetings and meetings facilitated

by the Coalition’s subcommittee known as the NOFA/Funding and Development subcommittee. This subcommittee

coordinates the submission of CoC projects competitively funded under HUD’s SuperNOFA process. Under the 2012

CoC funding cycle, the Coalition was awarded $1,275,151 for the following programs:

YWCA Permanent Supportive Housing Program Women - $97,438

YWCA Young Women's Residential Achievement Program - $99,674

YWCA Outreach and Retention Program - $149,690

Binghamton Housing Authority Permanent Supportive Housing Program - $239,282

Fairview Recovery Services Men’s Supportive Housing Program - $141,343

Fairview Recovery Services Women’s Housing Program - $80,637

Fairview Recovery Services Shelter Plus Care Program - $201,458

Fairview Recovery Services Homeless Management Information System - $89,388

City of Binghamton ▪ Third Program Year CAPER ▪ Page 26 of 51

Chenango/Otsego Counties Homeless Management Information System - $15,909

Chenango County Shelter Plus Care Program - $160,332

The Coalition is currently in the process of preparing its 2013 CoC SuperNOFA application. The NOFA/Funding and

Development subcommittee met in July and August to identify criteria and scoring in the development of an objective

ranking tool. The ranking tool will be used by an impartial panel to rank projects in Tier 1 and Tier 2. Due to federal

funding cuts, projects ranked in Tier 2 are at greater risk of not being funded. Programs that may face higher scrutiny are

those that use CoC funds for supportive services only. A lot of passionate discussion has occurred at Coalition meetings

in recognition that a loss of funding for a renewal program in our smaller continuum can significantly impact delivery of

services.

Emergency Solutions Grants (ESG)

1. Identify actions taken to address emergency shelter and transitional housing needs of homeless individuals and

families (including significant subpopulations such as those living on the streets).

The Coalition for the Homeless of the Southern Tier is the primary advocacy network for addressing housing and

supportive service needs of homeless persons. As stated previously, the local CoC is a multi-jurisdictional continuum with

representation from five neighboring counties. The CoC, and the NOFA/Funding and Development subcommittee, have

primary responsibilities for identifying resources, assessing gaps in program delivery, and leveraging resources to

address gaps. City staff participate in both CoC and the NOFA/Funding and Development Committee to discuss

programming needs, challenges and solutions that will move persons towards permanent housing opportunities.

Based upon the last published report

(2011), Broome County’s annual sheltered population of individual homeless adults

is estimated at 1,439. Approximately 73% of this population resided in emergency shelter; 18% resided in transitional

housing and 9% resided in permanent supportive housing. Over 50% of adults residing in emergency shelter and

permanent supportive housing are female; over 50% of adults residing in transitional housing are male. It is important to

note that the published reports do not portray the full extent of homelessness as it does not include statistics for homeless

families, unaccompanied homeless youth and children in homeless families. HUD has yet to publish 2012 reports. The

City is hopeful that the 2012 report will incorporate these subpopulations who receive services from local organizations

such as the YWCA, Volunteers of America, Catholic Charities and Berkshire Farms.

Homeless persons residing in emergency and transitional shelter are provided with case management and advocacy

services. Upon entry, clients participate in a full intake with case managers to discuss financial, health/medical, legal, and

other support services that are needed to enhance stability. Case managers provide advocacy and referral services to

assist clients with accessing mainstream resources including, but not limited to, public assistance, Social Security

Disability/Social Security Income, unemployment, and child support. All shelters ensure residents have access to food by

either assisting clients with applying for food stamps, obtaining additional food from food banks, or in the case of

Volunteers of America providing three meals a day on site which eliminates the need for clients to apply for SNAP

benefits.

Most emergency shelters have adopted a policy to move persons toward transitional or permanent housing within 30

days. The length of stay to reside in transitional housing can range from 6 months up to 22 months. Due to funding

requirements, some transitional housing programs must enforce a policy that prevents clients from working in order to

focus on maintaining long term health and sobriety. This policy is in place as an attempt to increase the success of

transitioning clients with chronic substance abuse and mental health needs to permanent/permanent supportive housing.

Other transitional housing programs, such as the ESG supported Teen Transitional Living Program, provide independent

living skills training and establish goal settings based upon individual need. Thus, some clients goals are to focus on

education only, some clients are able to work and go to school, and some clients must focus on health and childcare as

parenting teens.

The last point in time street count conducted on January 28, 2013 identified the unsheltered homeless population at 12

persons which is consistent with prior street counts. Conducting a point in time count during the last week of January is a

HUD requirement established for Continuum of Cares nationwide. Binghamton’s climate is coldest during December –

February. The Coalition continues to raise concern that conducting a street count in the cold month of January may not

http://www.hudhdx.info/publicAharReports.aspx?site=140&year=2011&rpts=LocalReports&type=html

City of Binghamton ▪ Third Program Year CAPER ▪ Page 27 of 51

provide an accurate representation regarding the problem of unsheltered/chronic homelessness. Additionally, during the

months of December thru March, the Coalition enforces its no freeze policy to ensure homeless persons have access to

safe shelter during the coldest months. During these months shelters operate in overflow capacity. Coalition funds are

used for hotel/motel vouchers, emergency shelter fees for short-term stay, and transportation. Homeless outreach

workers work closely with local faith based organizations which often allocate space for beds and meals for persons in

need.

The Coalition has funding for two street outreach workers employed by the YWCA and Fairview Recovery Services.

Street outreach workers are knowledgeable in identifying places not meant for human habitation where homeless

individuals are known to stay such as riverbanks and bridge underpasses. Outreach workers collaborate with a diverse

community network of faith-based, institutional and community service providers to connect unsheltered homeless

persons to systems of care. Outreach workers fill an important gap in providing services to persons who present

themselves as homeless on the weekend. This gap occurs because the Department of Social Services operates Monday

thru Friday. Some clients are not knowledgeable of shelters in the area. Some clients are harder to place if they have a

history of violating program rules or are deemed a threat to the safety of others. Street outreach workers maintain good

connections with local shelters to make appropriate referrals. They also work closely with clients to identify other support

mechanisms such as family or friends, whether local or in neighboring communities that can help them with their

immediate shelter needs. It is also beneficial to outreach workers to participate in a multi-jurisdictional coalition as it has

facilitated their efforts to assist clients with returning to their neighboring home communities and referring clients to

neighboring shelters when local shelters are full.

2. Assessment of Relationship of ESG funds to goals and objectives

a. Evaluate progress made in using ESG funds to address homeless and homeless prevention needs, goals

and specific objectives established in the Consolidated Plan.

b. Detail how ESG projects are related to implementation of comprehensive homeless planning strategy,

including the number and types of individuals and persons in households served with ESG funds.

The priorities outlined in the City's 2010-2015 Consolidated Plan to eliminate the population of homeless persons within

the community include:

maintaining and expanding community-based case management and treatment programs to formerly homeless

persons and those at-risk of homelessness due to chemical dependency and/or mental illness

increasing the number of permanent supportive housing beds throughout Broome County

strengthening the process to document persons housed under very temporary/unstable conditions

supporting existing housing/service programs with demonstrated experience in assisting homeless individuals

obtain permanent and stable housing

The City does not implement homeless programming and thus ESG funds are used to support agencies that demonstrate

success in providing quality shelter and support services to clients, and have demonstrated effective financial and

administrative management of ESG funds. The City has complied with ESG regulations by involving impartial Coalition

members in the City’s competitive procurement process. Members are charged with reviewing proposals and providing

funding recommendations based upon federal and local housing priorities.

In PY 38, the City allocated $219,745.00 in FY 37 and FY 38 ESG funds for the following programs:

CATHOLIC CHARITIES OF BROOME COUNTY

Program Description: In this reporting period the City encumbered $37,478.00 in ESG funds; to date

$36,523.13 has been expended. The funding supports the Teen Transitional Living Program (TTLP) which is

an established NYS Certified Runaway and Homeless Supportive Transitional Living Apartment Program.

TTLP is a 22-month program that provides a supportive residence for runaway/homeless female and male

adolescents, ages 16-21, including pregnant and/or parenting teens. The main goal of the program is to

provide a safe and supportive living environment for homeless runaway youth.

Proposed Accomplishments: The program proposed to achieve the following outcomes:

City of Binghamton ▪ Third Program Year CAPER ▪ Page 28 of 51

Outcome 1 – Teens that reside in TTLP will remain or enroll in school and/or work, and show an increase in

the progress toward independence through school attendance, graduation, GED attainment and/or

completion of vocational training and job retention.

80% of the teens will secure part-time employment and/or volunteer work within six months of

admission

80% of the teens that have dropped out of school will re-enroll in an educational and/or vocational

program within three months of admission

100% of the teens that are enrolled in an educational/vocational program will have a 70%

attendance rate each quarter

100% of the teens that are employed will have a 70% or better attendance rate each quarter

Outcome 2 – Teens that transition into independent living will secure a safe and stable environment and

maintain their employment and/or educational program.

100% of the teens will develop a safe discharge plan within two months of admission, and participate

in all service plans to review progress towards the discharge goal

50% of the teens upon successful completion of the program will agree to participate in three months

of aftercare services

As part of aftercare services, TTLP case managers will make a minimum of three contacts with the

teen within the first month of discharge

As part of aftercare services, TTLP case managers will make a minimum of two contacts with the

teen in the second month of discharge

As part of aftercare services, TTLP case managers will make a minimum of one contact with the

teen in the third month of discharge

80% of the teens that complete the program will, upon discharge, secure and maintain a suitable

living environment three months later

Outcome 3 – Pregnant and/or parenting teens enrolled in TTLP will increase self sufficiency, parenting skills

and delay subsequent pregnancies until they are equipped to assume the full responsibility of parenthood.

100% of pregnant/parenting teens will be referred to a parent educator and/or parenting classes

80% of the teens will work with a parent educator and/or attend parenting classes

100% of pregnant/parenting teens will attend 80% of their parenting program

100% of pregnant teens will develop a safe delivery plan

80% of all teens will delay pregnancy and/or subsequent pregnancy during their enrollment in TTLP

Outcome 4 – Through the community based ILS group and individual skills training, teens will gain the

knowledge of housing/home management and healthy living, community resources and transportation,

employment and money management, and skills for parenting and media literacy. These skills will empower

them to become self-sufficient and enhance their self-esteem.

100% of teens enrolled in IL group will have a 75% or better attendance rate each month

80% of all teens enrolled in IL group will complete the pre/post test for each ILS module

80% of all teens enrolled in IL group will show an increase in their knowledge by showing an

increase in their post-test scores, scoring 85% or better

Clients Served: The agency grant application proposed serving 12-15 unduplicated ESG eligible persons

per year. The agency reported serving 12 unduplicated persons from February 1, 2013 through August 31,

2013.

YWCA OF BINGHAMTON/BROOME COUNTY

Program Description: In this reporting period the City encumbered $55,861.00 in ESG funds; to date

$45,914.35 has been expended. The funding supports the YWCA 24-hour emergency housing program for

homeless women and their children. Every effort is made to provide services ―in-house‖. Services include:

Intake and orientation

Provision of basic needs

Development of an individualized service plan

Weekly group meetings with the Case Manager, Vocational/Educational Counselor and Social

Worker

City of Binghamton ▪ Third Program Year CAPER ▪ Page 29 of 51

Individual and/or group counseling and education on life skills and social challenges

Referrals

Free recreational activities including swimming and fitness programming

Follow-up and continued contact when requested by resident

Agency collaboration sessions with Planned Parenthood, the SOS Shelter, and Cornell Cooperative

Extension

Proposed Accomplishments:

Resolve immediate crises and planning for appropriate permanent housing

Identify and reduce/remove barriers to their homeless condition

Work toward the attainment of education, vocational and housing goals

Access for referrals for computer and/or job training

Develop skills and abilities leading away from self-destructive behaviors and toward healthier

personal development

Clients Served: The agency application proposed serving 230-265 unduplicated eligible persons per year.

The agency reported serving 89 unduplicated eligible persons from February 1, 2013 through August 31,

2013.

MENTAL HEALTH ASSOCIATION OF THE SOUTHERN TIER, INC.

Program Description: In this reporting period the City encumbered $75,530.00 in ESG funds; to date

$29,841.52 has been expended. The funding supports the MHAST Housing Uplift Program which provides

case management and supportive services to help persons with achieving permanent housing and financial

stability. Services include: short-term rental assistance, security deposits, utility deposits, and development

of individual service plans. The case manager will refer clients to both internal agency programs and

community service programs that will empower consumers with tools and resources needed to overcome

barriers of achieving self-sufficiency including, but not limited to, addiction, mental health conditions,

un/underemployment and transportation.

Proposed Accomplishments:

MHAST will conduct a utilization review every 3 months to determine whether program goals are being met.

The success of clients will be realized if the consumer reaches financial stability and maintains permanent

housing for no less than 6 months.

Clients Served: The agency application proposed serving 35 unduplicated eligible persons per year. The

agency reported serving 36 unduplicated eligible persons from February 1, 2013 through August 31, 2013.

FAMILY ENRICHMENT NETWORK, INC.

Program Description: In this reporting period the City encumbered $50,885.00 in ESG funds; to date

$7,108.25 has been expended. The funding supports the Family Enrichment Network’s Caring Homes

program which provides case management, education services, child care search, Nutrition Outreach and

Education Program services, and direct financial assistance for rent, security deposits and utility deposits for

homeless persons, or individuals and families at-risk of homelessness.

Proposed Accomplishments:

The objectives of the Caring Homes program for program participants are as follows:

Encourage both mental and physical health and wellness of all participants

Promote safe, permanent housing

Encourage economic empowerment

Enroll interested clients in GED program

Improve employment skills

Assist participants in accessing mainstream resources (i.e., Supplemental Nutrition Assistance Program)

Increase participant knowledge of community resources

Promote individual and family asset building and goal setting

Emphasize goal planning and life skills development

City of Binghamton ▪ Third Program Year CAPER ▪ Page 30 of 51

Clients Served: The agency application proposed serving 45 unduplicated eligible persons per year. The

agency reported serving 27 unduplicated eligible persons from February 1, 2013 through August 31, 2013.

Provided is supplemental information for the City of Binghamton as the recipient of ESG funds and subrecipients

identified above.

RECIPIENT INFORMATION

Recipient Name

City of Binghamton

Organizational DUNS Number

075814863

EIN/TIN Number

156000404

HUD Field Office:

Buffalo

CoC Affiliation:

Binghamton/Union Town/Broome County CoC

ESG Contact Information

First and Last Name:

Jennifer Taylor

Contact Address:

38 Hawley Street

Binghamton, NY 13901

Phone Number:

607-772-7028

Fax Number:

607-772-7063

E-mail Address:

jmtaylor@cityofbinghamton.com

SUBRECIPIENT INFORMATION

Subrecipient Name:

Family Enrichment Network

City, State, Zip:

Johnson City, NY 13790

DUNS Number:

148544414

VAWA-DV Provider:

Organization Type:

Not-for-Profit

ESG Subgrant Award Amount:

$50,885.00

Subrecipient Name:

Catholic Charities of Broome County

City, State, Zip:

Binghamton, NY 13905

DUNS Number:

131853905

VAWA-DV Provider:

Organization Type:

Not-for-Profit

ESG Subgrant Award Amount:

$37,478.00

Subrecipient Name:

Mental Health Association of the Southern Tier, Inc.

City, State, Zip:

Binghamton, NY 13901

DUNS Number:

614566669

VAWA-DV Provider:

Organization Type:

Not-for-Profit

ESG Subgrant Award Amount:

$75,530.00

Subrecipient Name:

YWCA of Binghamton/Broome County

City, State, Zip:

Binghamton, NY 13901

DUNS Number:

088665286

VAWA-DV Provider:

Organization Type:

Not-for-Profit

ESG Subgrant Award Amount:

$55,861.00

3. Matching Resources

a. Provide specific sources and amounts of new funding used to meet match as required by 42 USC

11375(a)(1), including cash resources, grants, and staff salaries, as well as in-kind contributions such as

the value of a building or lease, donated materials, or volunteer time.

The matching resources proposed by Catholic Charities, YWCA, Mental Health Association, and Family Enrichment

Network are as follows:

Catholic Charities – ESG Award: $37,478.00

o Match Amount – Leveraging: Health and Human Services - $37,478.00

City of Binghamton ▪ Third Program Year CAPER ▪ Page 31 of 51

YWCA – ESG Award: $55,861.00

o Match Amount – Cash: Department of Social Services Rental Payments - $55,861.00

Mental Health Association – ESG Award: $75,530.00

o Match Amount – In-Kind Labor & Fringe: $75,530.00

Family Enrichment Network – ESG Award: $50,885.00

o Match Amount – In-Kind Labor & Fringe: $35,000.00

o Leveraging: Dollar General; Mee Foundation - $15,885.00

Contracts for agencies funded in PY 38 end January 31, 2014. ESG funded agencies are required to confirm matching

sources when submitting their final report.

4. State Method of Distribution

a. States must describe their method of distribution and how it rated and selected its local government

agencies and private nonprofit organizations acting as subrecipients.

This section is Not Applicable to the City of Binghamton.

5. Activity and Beneficiary Data

a. Completion of attached charts showing ESGP activity types and expenditures by type of activity.

b. Homeless Discharge Coordination

i. As part of the government developing and implementing a homeless discharge coordination

policy, ESG homeless prevention funds may be used to assist very-low income individuals and

families at risk of becoming homeless after being released from publicly funded institutions such

as health care facilities, foster care or other youth facilities, or corrections institutions or

programs.

c. Explain how your government is instituting a homeless discharge coordination policy, and how ESG

homeless prevention funds are being used in this effort.

Provided below are charts showing PY 38 Emergency Solution Grant activities and expenditures. Activity information is

based upon data entered by subrecipients in the Broome County ShelterNet Homeless Management Information System

during the PY 38 contract period of February 1, 2013 – August 31, 2013. Expenditures for homeless prevention, rapid re-

housing, and emergency shelter represent subrecipient expenses billed for February through August 2013. Other ESG

expenditures for HMIS and Administration represent subrecipent incurred expenses and City’s accrued HMIS and

administration expenses as of August 31, 2013. Total ESG funds expended represent accrued ESG expenses recorded

in the City’s MUNIS financial system for the reporting period of September 1, 2012 through August 31, 2013.

Homelessness Prevention Activities

Number of Persons in Households

Total

Adults

Children

Don’t Know/Refused

Missing Information

Total

Rapid Re-Housing Activities

Number of Persons in Households

Total

Adults

Children

Don’t Know/Refused

Missing Information

Total

City of Binghamton ▪ Third Program Year CAPER ▪ Page 32 of 51

Emergency Shelter

Number of Persons in Households

Total

Adults

Children

Don’t Know/Refused

Missing Information

Total

102

Totals for all Persons Served with ESG

Number of Persons in Households

Total

Adults

120

Children

Don’t Know/Refused

Missing Information

Total

156

Gender

Total

Male

Female

115

Transgendered

Unknown

Subtotal

156

Age

Total

Under 18

18-24

Over 25

Don’t Know / Refused

Missing Information

Total

156

Special Populations Served

Number of Persons in Households

Subpopulation

Total

Persons

Served –

Prevention

Total Persons

Served – RRH

Total Persons

Served in

Emergency

Shelters

Total

Veterans

Victims of Domestic

Violence

Elderly

HIV/AIDS

Chronically Homeless

City of Binghamton ▪ Third Program Year CAPER ▪ Page 33 of 51

Persons with Disabilities:

Severely Mentally Ill

Chronic Substance Abuse

Other Disability

Total (unduplicated if

possible)

ESG Expenditures for Homelessness Prevention

Dollar Amount of Expenditures in

Program Year

FY 2012

Expenditures for Rental Assistance

Expenditures for Housing Relocation and Stabilization

Services - Financial Assistance

$1,225.00

Expenditures for Housing Relocation & Stabilization Services

- Services

$18,511.45

Other Expenditures for Homeless Prevention under

Emergency Solutions Grants Program

$2,547.70

Subtotal Homelessness Prevention

$22,284.15

ESG Expenditures for Rapid Re-Housing

Dollar Amount of Expenditures in

Program Year

FY 2012

Expenditures for Rental Assistance

$1,901.72

Expenditures for Security Deposits

$2,505.00

Expenditures for Utilities

$93.00

Expenditures for Housing Relocation and Stabilization

Services - Financial Assistance

$175.00

Expenditures for Housing Relocation & Stabilization Services

- Services

$1,982.69

Other Expenditures for Rapid Re-Housing under Emergency

Solutions Grants Program

$1,128.20

Subtotal Rapid Re-Housing

$7,785.61

ESG Expenditures for Emergency Shelter

Dollar Amount of Expenditures in

Program Year

FY 2012

Essential Services

$48,255.70

Operations

$7,046.37

Renovation

Major Rehab

Conversion

Subtotal

$55,302.07

City of Binghamton ▪ Third Program Year CAPER ▪ Page 34 of 51

Other Grant Expenditures

Dollar Amount of Expenditures in

Program Year

FY 2012

Street Outreach

HMIS

$9,030.00

Administration

$11,179.59

Total ESG Grant Funds

FY 2012

Total ESG Funds Expended

$134,625.24

Discharge coordination is collaboratively pursued with the Coalition. As part of the CoC process, discharge policies have

been collected from local public institutions including the Broome County Correctional Facility, United Health Services,

and Broome County Department of Social Services (Foster Care Program). The City has offered assistance with

collecting discharge policies from other public institutions as necessary. No requests for such assistance have been

submitted to date.

COMMUNITY DEVELOPMENT

Community Development

1. Assessment of Relationship of CDBG Funds to Goals and Objectives

a. Assess use of CDBG funds in relation to the priorities, needs, goals, and specific objectives in the

Consolidated Plan, particularly the highest priority activities.

b. Evaluate progress made toward meeting goals for providing affordable housing using CDBG funds,

including the number and types of households served.

c. Indicate the extent to which CDBG funds were used for activities that benefitted extremely low-income,

low-income and moderate-income persons.

The PY 38 Annual Action Plan followed suit with the 2010-2015 Consolidated Plan by allocating funds to address high

Priority community needs including housing, public infrastructure, and economic development programs, and essential

public services. The following chart identifies PY 38 community development allocations, accrued expenditures, and the

national objective met. When reviewing the chart please note the following:

Accrued expenditures exceed IDIS drawdowns. Accrued expenditures were generated from the City’s MUNIS

financial enterprise software which provides a more accurate portrayal of what expenditures were incurred to

accomplish PY 38 activities.

Allocations and expenditures include project and program delivery costs.

The national objective classifications identified in the following chart are as follows:

LMC – Low/mod clientele

LMA – Low/mod area

LMH – Low/mod housing

City of Binghamton ▪ Third Program Year CAPER ▪ Page 35 of 51

*Demolition and clearance activities are not included in the calculation as the national objective met

for this activity is elimination of slum and blight.

2. Changes in Program Objectives

a. Identify the nature of and the reasons for any changes in program objectives and how the jurisdiction would

change its program as a result of its experiences.

The City remained pretty consistent with using its PY 38 funds as outlined in its Annual Action Plan. Housing staff’s ability

to maintain an annual caseload between 20-30 housing clients were not significantly impaired with the loss of a Housing

Coordinator. However there is reluctance to spearhead new housing initiatives or leverage resources that are not

complementary to existing housing programs due to the lack of capacity to effectively administer additional projects.

3. Assessment of Efforts in Carrying Out Planned Actions

a. Indicate how grantee pursued all resources indicated in the Consolidated Plan.

b. Indicate how grantee provided certifications of consistency in a fair and impartial manner.

c. Indicate how grantee did not hinder Consolidated Plan implementation by action or willful inaction.

The City of Binghamton was successful in carrying out the planned actions described in its PY 38 Annual Action Plan. In

addition to using its federal resources as proposed in the plan, the City also pursued additional resources through grant

applications and collaborative partnerships. The City provided certifications of consistency with the Consolidated Plan in

support of the 2012 Continuum of Care Application. Prior to signing certifications, applicants are requested to provide a

brief summary description, project goals and proposed outcomes, benefits to City residents and funding request.

The PHCD Director participates in monthly department head meetings hosted by the Mayor to discuss project initiatives

and changes in federal regulations that impact the implementation of entitlement funded projects. The PHCD Director

hosts bi-monthly meetings with staff and will facilitate special meetings with Department Heads receiving entitlement

funds to discuss efficiencies in program delivery, new requirements/changes in IDIS reporting, and to raise awareness of

HUD technical assistance that will help them better understand federal requirements and assist with project

implementation.

There were no action or inactions taken to hinder implementation of the City’s Consolidated Plan or Annual Action Plan.

In fact every effort was made to closely collaborate with subrecipients and City departments to offer technical assistance

and provide feedback to improve program implementation.

Actual Expenditures

PY 38 CDBG Entitlement Expenditures 1,672,686.71$

Minus administrative expenses 182,437.91$

Minus planning expenses 105,572.96$

Minus Section 108 loan repayments 233,129.46$

Total eligible expenditures 1,151,546.38$

L/M Eligible Activities Actual Expenditures National Objective

Housing 238,241.60$ LMH

Economic Development 241,396.86$ LMJ/LMA

Infrastructure 168,655.99$ LMA

Human Services 95,200.28$ LMC

Youth Programming 20,342.62$ LMC

Green Jobs Corp 38,583.00$ LMC

Neighborhood Beautification 9,819.61$ LMA

Code Enforcement 229,251.62$ LMA

Total Eligible Activities 1,041,491.58$

Percentage Benefit to L/M Persons 90%

PY 38 Low/Mod Benefit Calculation

City of Binghamton ▪ Third Program Year CAPER ▪ Page 36 of 51

4. For Funds Not Used for National Objectives

a. Indicate how use of CDBG funds did not meet national objectives.

b. Indicate how it did not comply with overall benefit certification.

There were no activities that occurred in PY 38 that did not meet a national objective.

5. Anti-displacement and Relocation – for activities that involve acquisition, rehabilitation or demolition of occupied

real property:

a. Describe steps actually taken to minimize the amount of displacement resulting from the CDBG-assisted

activities.

b. Describe steps taken to identify households, businesses, farms or nonprofit organizations who occupied

properties subject to the Uniform Relocation Act or Section 104(d) of the Housing and Community

Development Act of 1974, as amended, and whether or not they were displaced, and the nature of their

needs and preferences.

c. Describe steps taken to ensure the timely issuance of information notices to displaced households,

businesses, farms, or nonprofit organizations.

There were no activities that triggered relocation.

6. Low/Mod Job Activities – for economic development activities undertaken where jobs were made available but not

taken by low- or moderate-income persons:

a. Describe actions taken by grantee and businesses to ensure first consideration was or will be given to low/mod

persons.

b. List by job title all of the permanent jobs created/retained and those that were made available to low/mod

persons.

c. If any of jobs claimed as being available to low/mod persons require special skill, work experience, or

education, provide a description of steps being taken or that will be taken to provide such skills, experience or

education.

In PY 38, the BLDC issued one CDBG revolving loan in the amount of $70,000 to assist in the purchase of brewing

equipment and provide working capital to support the business operations for Bleichert Brewing, Inc. located at 168 Water

Street, Binghamton, NY. Through this loan the BLDC was able to help a new business open in Downtown Binghamton. In

order to finance this project, the company secured primary financing from NBT Bank in the amount of $150,000 and

injected an equity investment of $100,537. The terms of the loan require the company to create two full-time equivalent

jobs which must be initially filled by low-moderate persons within 3 years from the loan contract date.

Please see the ―Other Narrative‖ section of this report for a full description of job creation and economic development

programming administered by BLDC and the City of Binghamton Economic Development Office.

7. Low/Mod Limited Clientele Activities – for activities not falling within one of the categories of presumed limited

clientele low and moderate income benefit:

a. Describe how the nature, location, or other information demonstrates the activities benefit a limited clientele at

least 51% of whom are low-and moderate-income.

PY 38 CDBG funds were used to enter into subrecipient agreements with agencies to provide public service programs to

City of Binghamton residents for which at least 51% of persons served were low/moderate income residents. Action for

Older Persons’ Health Insurance Counseling Program and Catholic Charities Retired Senior Volunteer Program are non-

center based senior programs and in accordance with HUD regulations are presumed to benefit low-income clientele.

The City provides each agency with customized CDBG applications that capture the following applicant information:

Name and address

Racial/ethnic data

Family income

Disclosure confirming whether person works for the City of Binghamton

In addition to clients completing the application, applicants are also asked to exercise due diligence in obtaining

supporting documentation to verify residency and family income. If an applicant cannot provide documentation they can

include an explanation on their application. Applicants then sign and date the application to attest that they have provided

City of Binghamton ▪ Third Program Year CAPER ▪ Page 37 of 51

accurate and truthful information to the best of their knowledge. An orientation with human service agencies was held in

February to review all forms and to discuss the importance of capturing complete accurate information to report at local

and federal levels.

8. Program income received

a. Detail the amount of program income reported that was returned to each individual revolving fund, e.g.,

housing rehabilitation, economic development, or other type of revolving loan fund.

b. Detail the amount repaid on each float-funded activity.

c. Detail all other loan repayments broken down by the categories of housing rehabilitation, economic

development, or other.

d. Detail the amount of income received from the sale of property by parcel.

a. During PY 38, the City received $255,775.44 in program income from CDBG revolving loan payments payable to

the Binghamton Local Development Corporation (BLDC), $94,391.33 in CDBG repayments, and $34,193.60 in

HOME repayments. Changes in IDIS reporting fields required the City to seek technical assistance from HUD.

This assistance was provided after the end of the City’s fiscal year which prevented the City from receipting all PY

38 income by August 31

. These funds will be receipted in PY 39; an adjustment will be made to the 2013 PR 26

report accordingly.

b. The City does not have any float-funded activities.

c. Loan repayments received during PY 38 include: 1) CDBG - $255,775.44 in BLDC revolving loan repayments; 2)

HOME: $11,698.50 in CHDO loan repayments and $22,495.10 in housing deferred loan repayments; and 3) $

72,112.77 from CDBG housing rehabilitation loan repayments, and 3) CDBG: $49,550 from private

reimbursements; $2,709.95 from CHDO loan interest payments; and $42,131.38 in housing loan repayments.

d. There was no sale of property in PY 38. However the City reported in its PY 37 CAPER of BLDC’s receipt of

$240,000 from the sale of property to the New York Susquehanna & Western Railway. It is noted that this

amount was not recorded in IDIS in PY38. The City will ensure this amount is receipted in PY 39 and adjust the

PR26 accordingly.

9. Prior period adjustments – where reimbursement was made this reporting period for expenditures (made in previous

reporting period) that have been disallowed, provide the following information:

a. The activity name and number as shown in IDIS;

b. The program year(s) in which the expenditure(s) for the disallowed activity(ies) was reported;

c. The amount returned to line-of-credit or program account; and

d. Total amount to be reimbursed and the time period over which the reimbursement is to be made, if the

reimbursement is made with multi-year payments.

The City of Binghamton has not been required to make any prior period adjustments for disallowed expenditures.

10. Loans and other receivables

a. List the principal balance for each float-funded activity outstanding as of the end of the reporting period and the

date(s) by which the funds are expected to be received.

b. List the total number of other loans outstanding and the principal balance owed as of the end of the reporting

period.

c. List separately the total number of outstanding loans that are deferred or forgivable, the principal balance owed

as of the end of the reporting period, and the terms of the deferral or forgiveness.

d. Detail the total number and amount of loans made with CDBG funds that have gone into default and for which

the balance was forgiven or written off during the reporting period.

e. Provide a list of the parcels of property owned by the grantee or its subrecipients that have been acquired or

improved using CDBG funds and that are available for sale as of the end of the reporting period.

The following chart depicts BLDC’s portfolio of active projects funded through the Revolving Loan Program. The City

does not use CDBG funds for float-funded activities. No CDBG funded properties are currently available for sale.

City of Binghamton ▪ Third Program Year CAPER ▪ Page 38 of 51

BLDC PORTFOLIO Default, Pending Foreclosure, Write-Off, or Forbearance

SEPTEMBER 1, 2012 - AUGUST 31, 2013 Paid Off in Full

Job Title Created Job Title Retained

Yes No Yes No Yes No

Bearcats Development, LLC 73-75 State Street Revolving $213,314.00 $129,049.27 Renovation Service/Office X X

Bleichert Brewing 168 Water Street Revolving $70,000.00 $0.00 Equipment X

Bubbles Prof. Auto. Car, LLC 450 Court Street Revolving $100,282.82 $89,962.86 Equipment Service/Tech X X

Kanenas, LLC 1202 Vestal Avenue Revolving $84,000.00 $44,125.12 Acquisition Service Service X X

Innovation in Imaging, Inc. & JOTT Real Estate Holding, LLC 514 Chenango Street Revolving $210,000.00 $172,877.11 Asset Purchase Svc/Tech/Trade X

Robert & Celeste Mack 1 Telegraph Street Revolving $70,000.00 $2,957.05 Acquisition clerical/service X X

T. Mitchell Holdings 644 1/2 State Street Revolving $45,000.00 $6,684.77 Acquisition X

Net2000 Computers 205 Clinton Street Revolving $24,100.00 $6,684.96 Acquisition X

On The Rocks, Inc. 29 Moore Street Revolving $35,000.00 $16,331.73 Acquisition X

REAJ Realty 42 Frederick Street Revolving $180,000.00 $0.00 Acquisition/Reno. Svc/Tech/Trade X X X

Renkan Holdings 202-204 State Street Revolving $57,000.00 $9,319.96 Acquisition clerical/tech X X X

Sedona Enterprises, LLC 7 Belknap Street Revolving $100,000.00 $46,696.86 Construction design/drive/sales X X X

Smith, William R. 40 Brown Street Revolving $45,000.00 $3,909.10 Acquisition labor/estimator X X X

VMR Electronics, LLC 100 Eldredge Street Revolving $108,000.00 $65,366.19 Working/Spc. Pro mgmt/mfg/clerical mgmt/mfg/clerical X X X X

VMR Realty Management, LLC 100 Eldredge Street Revolving $292,000.00 $261,544.52 Acquisition mgmt/clerical mgmt/clerical X X X X

Wisteria House 55 Main Street Revolving $37,000.00 $28,318.06 Acquisition/Reno. prof/clerical X X X

Nielsen Hardware 71 Frederick Street Revolving $250,000.00 $231,019.89 Stock Acquisition prof/laborers X X X

Permanent Job Opportunites for Low-/Low-Moderate Persons

Special Skills

Required?

Skills Training

Provided?

Job Requirements

Met?

Business Name

Address

Type of

Loan

Issued

Loan Amount

Loan Balance

as of 8/31/13

Purpose of Loan

City of Binghamton ▪ Third Program Year CAPER ▪ Page 39 of 51

11. Lump sum agreements

a. Provide the name of the financial institution.

b. Provide the date the funds were deposited.

c. Provide the date the use of funds commenced.

d. Provide the percentage of funds disbursed within 180 days of deposit in the institution.

The City of Binghamton does not have lump sum agreements with any financial institutions.

12. Housing Rehabilitation – for each type of rehabilitation program for which projects/units were reported as completed

during the program year:

a. Identify the type of program and number of projects/units completed for each program.

b. Provide the total CDBG funds involved in the program.

c. Detail other public and private funds involved in the project.

The City’s housing programs are primarily funded with HOME funds. The City uses CDBG funds to operate the

Affordable Housing Program which provides up to $10,000 in closing costs to eligible first time homebuyers. The chart

below depicts all rehabilitation projects fully completed during PY 38 funded under the HOME-funded Single Family

Rehabilitation Program and resources leveraged from the NYS Affordable Housing Corporation to supplement the Single

Family Rehabilitation Program. To maintain client confidentiality names and address numbers are not identified.

13. Neighborhood Revitalization Strategies – for grantees that have HUD-approved neighborhood revitalization

strategies:

a. Describe progress against benchmarks for the program year. For grantees with Federally-designated EZs or

ECs that received HUD approval for a neighborhood revitalization strategy, reports that are required as part of

the EZ/EC process shall suffice for purposes of reporting progress.

The City of Binghamton does not have a HUD-approved Neighborhood Revitalization Strategy Area.

Antipoverty Strategy

1. Describe actions taken during the last year to reduce the number of persons living below the poverty level.

The City continues to use CDBG funds to support programming that will involve low-income residents in sustainable

development activities to address basic needs, improve public health and provide economic savings. Over the last four

years, the City has supported the efforts of grassroot organizations spearheaded by VINES to conduct free workshops to

educate residents on the social, economic and environmental benefits of managing and participating in community garden

programs. Collaborative partnerships between the City, VINES and Broome County Cornell Cooperative Extension have

also integrated youth workforce and development activities with development of community gardens and farmer’s markets

in several CDBG target areas, as well as an urban farm in the Center City CDBG residential neighborhood. Youth are

simultaneously provided with the opportunity to gain work skills and contribute to the physical and aesthetic improvements

of low-income neighborhoods. Through outreach and education, low-income residents are provided with the opportunity

to access healthier food and become directly involved in long-term project sustainability. An allocation of $25,000 in PY

Address

HOME CDBG AHC 4L82

Opportunities

for Chenango

Homeowner

Invest/Other

Total

Frederick St., E 44,600.00$ 44,600.00$

Macon St 34,755.00$ 20,000.00$ 11,600.00$ 4,223.00$ 70,578.00$

Lockw ood St

$ 49,592.00 13,300.00$ 20,000.00$ 82,892.00$

Cary St. 39,120.00$ -$ 20,000.00$ -$ -$ 59,120.00$

Brow nell Ave 27,355.00$ 27,355.00$

Bingham St. 27,542.50$ -$ -$ 27,542.50$

Broad Ave 27,242.00$ -$ -$ -$ -$ 27,242.00$

Division St. 42,035.00$ 42,035.00$

Mildred Ave 41,240.00$ -$ 15,095.00$ -$ -$ 56,335.00$

Euclid Ave 45,660.85$ 10,000.00$ 5,000.00$ 60,660.85$

City of Binghamton ▪ Third Program Year CAPER ▪ Page 40 of 51

38 CDBG funds were used to support VINES summer youth employment program for a fourth year. The program

provides hands-on horticultural experience, culinary and nutritional training, and community outreach skills in support of

the Center City Urban Farm project.

The City also continues to help low-income persons reduce housing costs by reducing the burden of utility payments.

Through its support of the Energy Leadership Program, residents have had the opportunity to participate in free energy

efficiency workshops to learn ways to reduce utility usage and to provide information on agencies that may help with

financing energy efficiency improvements under New York State Energy and Research Development Authority’s on-bill

financing program.

NON-HOMELESS SPECIAL NEEDS

Non-homeless Special Needs

1. Identify actions taken to address special needs of persons that are not homeless but require supportive housing,

(including persons with HIV/AIDS and their families).

The City markets its housing programs to diverse populations. Historically the primary population of non-homeless

persons that require supportive housing is the City’s elderly population. The City allocated 15,000 in PY 38 CDBG funds

to continu supporting First Ward Action Council’s Senior Home Repair Program. CDBG funds are used to provide seniors

residing in owner-occupied single family homes with with low-cost emergency repairs. Seniors pay for the cost of

materials and the labor is provided for free. The agency uses CDBG funds to leverage Restore funds from New York

State. Leveraging this additional resource enables the agency to complete more extensive repairs such as roof repairs,

installation of wheelchair ramps, and bathroom retrofits. Both streams of funding help sustain the City’s tax base while

helping seniors successfully maintain and remain in their homes.

The City’s Single Family Rehabilitation Program is also a benefit to elderly owner-occupants of single family homes.

Since the program uses HOME funds, the scope of work is more comprehensive than First Ward Action Council’s since

units must be brought into compliance with local housing quality standards. However the City’s financial assistance is

offered in the form of zero-deferred loans thus there is no monthly debt burden added to elderly households. With the use

of HOME funds and home improvement funds received from the NYS Division of Housing and Community Renewal, the

City was able to assist five elderly owner-occupied households (head of household over age 62) in PY 38.

Specific HOPWA Objectives

This section is Not Applicable as the City of Binghamton is not a recipient of HOPWA funds.

OTHER NARRATIVE

Include any CAPER information that was not covered by narrative in any other section.

ECONOMIC DEVELOPMENT

Each year the City executes an agreement with the Binghamton Local Development Corporation (BLDC) to manage the

City’s Revolving Loan Program and economic development activities. The BLDC is a 501(c)3 non-profit corporation

directed by a board of municipal and business leaders. Members currently include 13 Directors (voting members) and

three additional members-at-large (non-voting). Four Directors serve by virtue of their elected or appointed positions in

City government: The Mayor, the Director of Planning Housing & Community Development, the Finance Director and the

Corporation Counsel. Seven additional Directors representing finance, small business, professionals and the low-to-

moderate income sector are appointed by the Mayor to serve two-year terms. The President of City Council appoints two

members to serve one-year terms, one each from the majority and minority party. The Mayor appoints the community

members who also serve two-year terms. In the 2012-2013 fiscal year, the Board held 10 regular meetings, three special

meetings and the Annual Meeting. Standing Committees of the BLDC include: Loan, Strategic Priorities, Governance,

Outreach & Communications and Audit.

City of Binghamton ▪ Third Program Year CAPER ▪ Page 41 of 51

Staffing

The City’s Economic Development Office provides technical assistance to businesses locating in the City of Binghamton

and serves as staff for the BLDC. The City’s Economic Development Director serves as the Executive Director of the

BLDC. With declining allocations for personnel costs in FY 38, the City’s Economic Development staff was reduced from

four full-time positions to three full-time positions and a part-time position. The performance of the part-time position

exceeded well beyond typical administrative duties as the staff member assisted with new and specialized programming

including, but not limited to, promotion of the Binghamton BluePrint community discussion series, developing parking and

business promotion materials using GIS applications, and coordinating community event planning. The Executive

Director has affirmed the need to the Mayor and Council and has requested resources to re-instate staffing at four-full

time positions in 2014.

The Economic Development Office continues to augment its capacity for programming and outreach by attracting quality

interns from Binghamton University. Notable projects completed by interns during the fiscal year included researching

strategies for business retention, planning and implementing a business development workshop and a follow-up

networking event for BLDC Business Plan Competition participants and the entrepreneurial community, assisting with

portfolio maintenance for BLDC loan programs, assisted with the organization of the City’s historic tax credit workshop

and a social media workshop, the Off the Wall concert series along the city’s river trail, researching and drafting legislation

for Foor Truck permitting in the city, and conducted student/business outreach in association with the UniversityFest, an

annual downtown student kickoff event planned in conjunction with past business plan competition winner CommuniKey.

Interns also helped to launch the 2012 NYS Main Street Grant program. The use of interns is mutually beneficial to

students obtaining real world work experience and the City’s efforts to expand outreach and programming with limited

staff capacity.

Financial Resources

The City’s partnership with BLDC continues to further sustainable economic development in the City of Binghamton by

attracting new businesses, retaining and growing established businesses, and building manufacturing and commercial

capacity. BLDC successfully leveraged $250,000 under the 2012 New York State Main Street Grant Program. Funds will

be used to provide up to $50,000 in matching funds to support commercial and residential revitalization efforts along the,

Chenango Street, Henry Street and State Street target area. This particular area was selected to capitalize on current

investments including but not limited to:

$3M Court Street Gateway public improvement investment improving infrastructure in the heart of the Court Street

downtown commercial business district

Investment of businesses within the State Street arts district

Investments in student and young professional housing projects within, and adjacent to, the select target area

The Main Street Program target area is also located in one of the City’s designated historic districts. The use of funds to

support façade and building improvements, creation of residential units at affordable rent rates per State standards, and

streetscape improvements assists in the City’s effort to maintain the integrity of its historic district and its Certified Local

Government status.

Projects approved by the BLDC Loan Committee under the 2012 Main Street Program include:

201 State Street – development of four residential loft units; commercial interior renovation; and façade

improvements

213 State Street – façade improvements

23 Henry Street – façade/building improvements

60 Henry Street – interior commercial renovation

34 Chenango Street – façade/building improvements

40 Chenango Street – façade/building improvements

The projects have been forwarded to the State for final approval. Grant funds devoted to these projects include $235,000

with $15,000 reserved to improve the streetscape within the target area.

BLDC added another revenue source to its financial portfolio with the launch of its new Green Jobs Revolving Loan Fund

program. The fund is established with $120,000 with 50% of the resources funded from the U.S. Department of

Agriculture’s Rural Business Enterprise Grant and the remaining 50% funded with BLDC’s Urban Development Action

Grant funds. The program provides a multi-purpose benefit of encouraging business development and job opportunities

City of Binghamton ▪ Third Program Year CAPER ▪ Page 42 of 51

in the green industry, meeting the demand of consumers pursuing residential/commercial energy retrofits, and assisting

with the City’s long term sustainable development initiatives of reduced energy consumption and gas emissions.

The BLDC’s revenue sources are primarily derived from program income generated from the repayments on loans funded

under the CDBG Revolving Loan Program or Urban Development Action Grant (UDAG) loan programs. BLDC requires

owner participation of at least 10% equity in the project cost for all loans funded with CDBG. Revolving Loan Fund loans

are typically subordinate to bank financing.

The BLDC currently operates six loan programs:

The Microenterprise Loan Program targets small and start-up businesses. Loans are offered up to $24,000.00

with a 5-year term, fixed interest at Wall Street Journal prime rate or 4% (whichever is greater). Microenterprise

loans can be used for purchase of fixed assets, working capital and inventory. UDAG funds provide the source

for Microenterprise loans.

The Commercial Façade Improvement Loan Program targets exterior building improvements particularly in the

City’s historic districts. BLDC finances up to 75% of total project capped at $100,000, 7-year term, fixed interest at

Wall Street Journal prime rate 4% (whichever is greater). Borrower’s equity contribution and non-BLDC funding

must be invested and documented prior to any BLDC funds being advanced; 1/3 draw can be made with

presentation of verifiable invoices, interest-only payments begin on aggregate principal advanced; the second 1/3

draw with verifiable invoices; final 1/3 draw following invoices and inspection by City Building Department; then,

principal and interest payments begin. UDAG funds provide the source for Commercial Façade Improvement

loans.

The Revolving Loan Fund Program is available to a proprietorship, partnership or a corporation engaged in

commercial and/or industrial activity. BLDC will finance up to 40% of total project cost capped at a maximum of

$250,000. Loans are collateralized by fixed assets for a term compatible with bank lending or depreciable life of

machinery/equipment based on specific projects up to 20 years, fixed interest at Wall Street Journal prime rate or

4% (whichever is greater). For this program, borrowers are required to create 1 full-time equivalent job for every

$35,000 borrowed. The job must be either initially offered or filled by a qualified individual whose household

income meets HUD’s low/moderate income guidelines. Loans may be used for buying a building, purchasing

machinery or fixtures; development, rehabilitation, renovation or improvement of land, buildings and facilities; or

other eligible activities within the project scope. CDBG funds provide the source for Revolving Fund loans.

The Special Project Loan Program provides flexibility for the BLDC to partner in projects that have a significant

economic impact, meet a defined need or address a strategic focus, such as mixed use development, blight

reduction, or green/sustainable development that may not fit into one of the other loan programs. Special Project

loans may be structured more creatively to take advantage of other funding sources and project scenarios.

UDAG funds provide the source for Special Project loans.

The Green Jobs Revolving Loan Fund is dedicated to businesses that have a plan to make energy efficiency

improvements to their existing or new facility and the start-up/expansion of Building Performance Institute (BPI)

certified businesses within the City of Binghamton. The fund is supported from two sources: $60,000 from the

USDA Rural Business Enterprise Grant and $60,000 from the BLDC’s Urban Development Action Grant. The

minimum loan amount is $5,000, the maximum is $70,000 and every $35,000 must create at least one full-time

job. The loan requires 10% owner equity and carries a 3% fixed interest rate.

The Business Restart Loan Program is a special reserve account of $100,000 to provide below market rate

loans to small businesses impacted by natural disasters that are in need of assistance with reopening their

businesses. This loan program was created initially as a temporary fund in response to the significant flooding

event on September 7, 2011 which affected the operations of many small businesses. In May 2012, the Board

approved making the reserve fund and loan program permanent. The restart loan provides local qualified

businesses up to $10,000 to cover restart costs including the purchase/repairs of business equipment, paying

fees for professional service related to flood damage and covering capital shortfalls as a result of the flood. BLDC

waives the usual application fees and no equity investment is required under this program. The rates are 1%

fixed interest for the 1 year term and 3% fixed interest for terms greater than one-year. All loans will include

deferment of principal and interest payments for the first three months from the date that the loan proceeds are

disbursed. The loan balance then will be amortized over the remaining term of the loan.

City of Binghamton ▪ Third Program Year CAPER ▪ Page 43 of 51

In FY 38, BLDC supported the following economic development projects:

Name of Loan Recipient: Confluence Running Company

Address of Loan Recipient: 46 South Washington Street, Binghamton, NY 13903

Amount of Loan: $24,000

Purpose of Loan: Business Expansion

Loan Fund: Microenterprise Loan Fund

M/WBE Status: No

Project Description: The applicant, Finger Lakes Running Triathlon Company, Inc, received a loan in the amount of

$24,000 to assist in the purchase of inventory and equipment as part of an expansion effort to open a second specialty

running shoe store location in the City of Binghamton: Confluence Running Company. The total startup cost for this

project was $128,000. The BLDC participation in this loan consisted of an incentive package that included location

assistance and startup financing.

Name of Loan Recipient: Nielson Hardware Corporation

Address of Loan Recipient: 67 Fredrick Street, Binghamton, NY 13904

Amount of Loan: $250,000

Purpose of Loan: Stock Purchase

Loan Fund: Revolving Loan Fund

M/WBE Status: No

Project Description: The applicant received a BLDC Revolving Fund loan to support the stock acquisition of Nielsen

Hardware Corporation—a wholly own subsidiary of Actuant Corporation, publically traded company, which included:

equipment, inventory, accounts receivables, Goodwill, and FF&E. The total cost of the project was $5,700,000. The

BLDC’s participation in this loan structure involved and incentive package consisting of location assistance and gap

financing in the amount of $250,000 to support the purchase of the company’s assets. The outcome of the project

resulted in six new jobs created and the establishment of a new manufacturing company within the city limits

BLDC only finances projects prior to commencement of work. The Corporation does not engage in refinancing. The BLDC

complies with the NYS Public Authorities Accountability Act, and maintains a separate page on the City of Binghamton’s

website which features information on loans, business opportunities, Board meeting minutes, annual and committee

reports: http://www.binghamton-ny.gov/binghamton-local-development-corporation-bldc

Loan Application Process

The Financial Analyst manages the loan application process. Once an application has been submitted the Financial

Analyst meets with the applicant to explain the process, undertakes a detailed review using such pertinent information as

corporate or personal tax returns, pro forma income statements or balance sheets, credit reports and itemized collateral

and/or corporate or personal guarantees. The Financial Analyst, in consultation with the Executive Director and

chairperson of the BLDC Loan Committee, prepares a thorough analysis of the project and its viability to present to the

Loan Committee’s Board of Directors. The Loan Committee is comprised of two members from the banking community,

the BLDC President, the City’s Corporation Counsel (who provides legal services to the BLDC), and related city

department heads and staff. The Committee considers how the commercial project fits within the BLDC’s mission of

sustainable development and job creation as well as viability and risk. The Committee reviews and considers personal

and business financial information and projections gathered during the application process. The Committee may table the

application pending further financial information, or request additional collateral and guarantees from the borrower.

Ultimately the Loan Committee makes the decision whether or not to recommend the loan to the full Board of Directors.

After the Loan Committee approves an application, the recommendation goes to the full Board of Directors. The Board

receives a summary presentation from staff concerning the loan and does not review personal or proprietary financial

information gathered during the application process. Following Board approval of loans in an amount less than $25,000,

the Executive Director issues a commitment letter to the borrower and proceeds to closing at a mutually agreed date with

the Corporation Counsel's office, the borrower, and the borrower’s counsel.

Loans in excess of $25,000 must be further approved by City Council prior to final commitment and closing. The

Executive Director and Financial Analyst present to Council the loan summary prepared for the BLDC Board, excluding

personal or proprietary financial information, at a Work Session; generally the Council votes on loan approval at the next

regular Business meeting.

Because most BLDC loans require a written business plan, BLDC works closely with the Binghamton University Small

Business Development Center and SCORE to assist clients in developing the plans and projections needed to ensure

City of Binghamton ▪ Third Program Year CAPER ▪ Page 44 of 51

success. Façade loans require contractor estimates, architectural drawings and/or site plans. The City’s Economic

Development Office participates in reviews and approval processes managed by the Planning staff and Planning

Commission, and as needed by the Zoning Board, Commission on Architecture & Urban Design and Waterfront Advisory

Commission.

Business Plan Competition

The BLDC hosted its fifth annual Business Plan Competition in partnership with the Greater Binghamton Chamber of

Commerce, Broome Triad’s Entrepreneurial Assistance Program (EAP) located at Broome Community College, and Press

& Sun Bulletin. Started by BLDC’s Marketing & Outreach Committee in 2009, the purpose of the competition is to grow

local businesses, raise awareness about BLDC financing programs and highlight resources for business development.

Eligible applicants must be for-profit entities that are either an existing business located in the City of Binghamton that is

less than five years old, or have a qualified business plan that demonstrates an ability to finance and open the new

business within four months of winning the competition and a commitment to maintain the business within the City for a

minimum of three years. All applicants must demonstrate that they have completed business start-up or management

training (e.g., EAP classes) and must participate in the City’s Business Development Workshop offered at no cost to

potential applicants. Eligible applicants can access one-on-one assistance from EAP staff at no charge.

The 2013 competition attracted 10 entries. The grand prize winner was FreshySites, an affordable, custom designed

websites company located on Court Street in downtown Binghamton. The company was started in 2012 by owner Ben

Giordano, a native to the Greater Binghamton area. As the grand prize winner, FreshySites l received a $5,000 prize from

the BLDC, matched by a $5,000 advertising package from the Press and Sun Bulletin, and a one-year membership in the

Greater Binghamton Chamber of Commerce. Due to the fact that FreshySites is a web design company themselves, they

did not need to take advance of free website design also offered to the competition winner.

FreshySites used the prize money to work with Binghamton University to hire an intern and part-time employee, and will

invest in capital equipment, such as new computers and other hardware. The company is required to participate in

quarterly performance meetings for one year with advisory members from EAP, Business Plan Competition Committee,

and the Small Business Development Center. Additional information about the company can be found here:

http://freshysites.com/

The business plan competition encourages the growth of small businesses in our community. Small businesses are an

integral part of our local economy, providing essential employment opportunities to residents and essential revenue to the

local tax base.

PUBLIC SERVICES

In PY 38, CDBG funds were used to competitively fund human service programs, support youth development

programming, and provide housing counseling and education services. The City of Binghamton works with multiple

agencies and nonprofit organizations to provide services including but not limited to after school/youth programs, senior

programming and family support services. For human service programs, the City uses a competitive Request for Proposal

Process to fund human service programs. The clients who are served with CDBG funds must meet the HUD income

guidelines and reside in the City of Binghamton. The City requires CDBG subrecipients to exercise due diligence in

collecting residency and income documentation from clients to document eligibility. Some youth development programs

are funded at the discretion of the City’s Youth Bureau Director based upon partnerships established throughout the year.

Housing counseling and education services are provided by Metro Interfaith. These services are sole sourced as Metro

Interfaith is the designated HUD housing counseling agency in Broome County.

Listed below is a description of programs funded under the City’s PY 38 competitive human service allocation process.

ACHIEVE

Program Description: In this reporting period the City encumbered $14,200.00 in CDBG funds for a four

day six week summer program designed to serve students between the ages of 5-21 with various disabilities

and financial need. Activities of the program focus on improving gross and fine motor coordination,

promoting positive social behavior and environmental awareness. In addition to these activities, remedial

instruction in reading, math and speech is provided.

City of Binghamton ▪ Third Program Year CAPER ▪ Page 45 of 51

Proposed Accomplishments: The agency provided a detailed report measuring CDBG participants’

educational, emotional, social development, and other developmental achievements. Educational goals

addressed retention in reading, language and speech.

Clients Served: The agency grant application proposed serving 39 City of Binghamton residents for which

20 of these residents would meet HUD income guidelines. The agency’s final report indicates that the

program served 37 City of Binghamton residents for which 21 participants met HUD’s income guidelines.

ACTION FOR OLDER PERSONS

Program Description: In this reporting period the City encumbered $19,906.00 in CDBG funds for the

Senior Health Insurance & Advance Care Planning Program. This program provides easy access to services

that help seniors and younger disabled adults become better health care consumers as they face

complexities related to health insurance and planning for long term care and/or end of life. Services will be

offered on-site at senior housing/community sites within the City of Binghamton. At these sites, Action for

Older Persons will offer health insurance counseling services specifically relating to Medicare, Medicaid,

Medicare Savings Programs, Medigap, Medicare Advantage plans, and prescription drug plans. Participants

will be able to sign up for one-on-one counseling sessions with an ―expert‖ peer volunteer at sites throughout

all 8 of Binghamton’s designated ―action areas‖. Education and outreach will also focus on advance health

care planning and paying for long-term care.

Proposed Accomplishments:

Increase outreach and education to lower income and high risk seniors

Educate and empower pre-retirement and Medicare beneficiaries

$250 annual savings per client for coverage by learning about alternatives

Conduct individual counseling sessions to assist with long term care and advance health care

planning

Clients Served: The agency grant application proposed serving 214 unduplicated CDBG eligible persons

per year. The agency reported 167 unduplicated CDBG eligible persons served from January 1, 2013

through August 31, 2013.

BROOME COUNTY URBAN LEAGUE

Program Description: In this reporting period the City encumbered $22,903.00 for the After School and

Summer Enrichment Program. This is a year-long program that provides education and prevention oriented

services to low- income high- risk urban Binghamton residents, ages 5-12. The agency has expanded its

program to include youth with special needs up to age 17. This program is designed to provide academically

oriented programs in a safe supervised environment. All students without access to Laidlaw transportation

will be provided with safe transportation from school and to their homes. The students will receive snacks,

participate in organized cross-cultural activities and receive homework help.

Proposed Accomplishments: The success of the program will be determined by student enrollment,

attendance, behavior improvement, health and exercise awareness and improved academic achievement.

Performance will be measured using star charts, progress report, surveys and pre/post tests. Surveys will

be used to subjectively gauge how parents and youth feel about school, recreation and the impact of the

After School Enrichment Program. Specific outcomes of the program include achieving an at-grade or above

reading level for 40% of youth participants and increasing youth physical activity by 100%.

Clients Served: The agency grant application proposed serving up to 50 unduplicated City of Binghamton

youth of which 40 would meet CDBG income eligibility. The agency reported serving 49 City of Binghamton

youth for which 42 met CDBG eligibility requirements during the period of January 1, 2013 through August

31, 2013.

CATHOLIC CHARITIES OF BROOME COUNTY

Program Description: In this reporting period the City encumbered $14,208.00 in CDBG funds for the

Catholic Charities’ RSVP Program. This program provides door-to-door transportation for frail elderly who

live alone to provide them with socialization, nutrition, and community involvement. Frail elderly are

City of Binghamton ▪ Third Program Year CAPER ▪ Page 46 of 51

transported to Adult Day Care Centers, Senior Centers, Binghamton City Schools, and Senior Service

Agencies. The program also provides transportation for Foster Grandparents and special trips in

collaboration with senior housing and other senior service providers. As a Senior Corp Agency, RSVP has

developed the ―Bonesaver Program‖ and ―Arthritis Foundation Exercise Program‖ to promote bone building,

strength, flexibility and increased range-of-motion.

Proposed Accomplishments: The RSVP program enlists the time and talents of persons age 55 years and

over into volunteer service to enrich their lives by using their own experience and skills in a meaningful way

to meet unfilled needs in the community.

Clients Served: The agency grant application proposed serving 100 unduplicated CDBG eligible persons

per year. The agency reported 31 unduplicated CDBG eligible persons served from January 1, 2013 through

August 31, 2013.

HAVEN AFTER SCHOOL PROGRAM

Program Description: In this reporting period the City encumbered $14,186.00 in CDBG funds for the

HAVEN After School Program. The program is designed to help Binghamton’s high-risk youth achieve

academic success, better decision-making, and enhanced self-esteem. The program offers mentoring,

nutritional counseling, homework help, as well as special craft projects and basketball.

Proposed Accomplishments:

Alternative to violent, drug related, and/or sexual activities.

Increased self esteem.

Increased pride in academic and social achievements.

Improvement in interpersonal skill and life skill development.

70% will complete their high school diploma

60% are ready for work or advanced education

10% will participate or become interested in digital technology careers

20% will indicate they have improved knowledge relating to nutrition and healthy choices

Clients Served: The agency grant application proposed serving a total of 145 unduplicated persons of which

125 would meet CDBG income eligibility requirements. The agency reported serving a total of 16 youth of

which 15 met CDBG eligibility during the period of January 1, 2013 through August 31, 2013.

CORNELL COOPERATIVE EXTENSION

Program Description: In this reporting period the City encumbered $13,899.00 in CDBG funds for Broome

County Cornell Cooperative Extension. Funds were used to support the Citizen U Summer Employment and

Action (SEA) Program - Citizen U is a civic engagement, asset and workforce development program for 14-

18 year old, at-risk City of Binghamton youth. The SEA Program proposes to place up to 20 of these youth

in work experiences related to their career interest and/or the Citizen "University" Schools of: Business &

Entrepreneurship, Community Development, Environmental Studies, Food & Nutrition, Performing Arts, and

Technology & Media Arts. Teen Leaders worked three days per week, for 4 hours per day, at their work site.

On the fourth day of each week, the Teen Leaders implemented a community service project, completing at

least 5 projects during the six weeks of employment. Planning for the projects was primarily completed

during the school year, in their weekly, unpaid program time. Projects selected met the needs of special

populations within the City of Binghamton, e.g. disabled, senior citizens, low income/children/youth, and

neighborhoods in need of beautification.

Proposed Accomplishments:

18 Citizen U teen leaders will participate in the SEA employment component, having met attendance

and participation criteria

Each employed youth will participate in the planning and/or implementation of at least 4 of 5

community service projects

Citizen U teen leaders will increase their confidence, workforce knowledge and skills as a result of

the school year program, workforce preparation instruction, paid work experience and performance

review process

City of Binghamton ▪ Third Program Year CAPER ▪ Page 47 of 51

Citizen U teen leaders will increase their self knowledge related to career interests, required

education and options

Citizen U teen leaders will increase their knowledge and understanding of the needs, assets and

resources in the City of Binghamton.

Clients Served: The agency grant application proposed serving 18 unduplicated CDBG eligible persons

which was 100% met.

MOTHERS & BABIES PERINATAL NETWORK

Program Description: In this reporting period the City encumbered $17,049.00 in CDBG funds for Mothers

and Babies Perinatal Network. The program operates The Parents as Leaders (PAL) Family Resource

Center which is a drop-in community center for families with children ages birth through eight years old. As

opposed to a drop-off daycare center, parents, guardians and other caregivers attend the PAL Center with

their children to share social, emotional, cognitive and physical development issues and to take advantage of

the many diverse educational and resource programs offered through PAL. PAL Center activities focus on

intensive, non-judgmental and culturally-sensitive outreach, education and support to empower families,

encourage self-sufficiency and promote optimal child health and development. PAL is a broad-based,

collaborative community initiative which links agencies and families.

Proposed Accomplishments:

1. Improve Parenting Skills: At least 175 parents will attend parenting class and at least 90% will

indicate that what they learned in the class has improved their parenting skills.

2. Improve Parent/Child Interactions: Staff will document 200 instances of improved parent/child

interaction, such as re-direction discipline methods, shared activities with child, reading to children,

etc.

3. Improve Child and Family Health, Safety & Nutrition:

a. At least 150 families will attend educational sessions on health topics and at least 95% will

indicate that they used the information to improve their personal, family’s or child’s health or

safety.

4. Improve Family Self-Sufficiency: Of the adults participating in Center services:

a. 50 will indicate improvements resulting from information gained at PAL as evidenced by

improved financial management, improved interviewing skills for job-hunting success,

enrollment in advance education or technical training.

b. 300 families will access the Kids’ Clothing Closet.

c. At least 150 families will access the summer lunch program, providing children with a

nutritious meal.

5. Increased Social Support to Underserved Populations: At least 128 families will access the PAL

Center; resulting in 1,908 visits by CDBG-eligible individuals.

6. Ensure Family/Community Empowerment and Ownership:

a. At least 750 individuals will volunteer services, facilitate a program, or donate material

resources.

Clients Served: The agency grant application proposed serving 200 unduplicated City of Binghamton

residents of which 51% would meet HUD income guidelines. The agency reported 208 unduplicated City of

Binghamton residents of which 80 met CDBG income eligibility guidelines during the period of January 1,

2013 through August 31, 2013.

BOYS AND GIRLS CLUB

Program Description: In this reporting period the City encumbered $8,627.00 in CDBG funds for Boys and

Girls Club Junior Achievement Careers Program. In collaboration with the Greater Binghamton Education

Outreach Program, the Boys and Girls Club engaged in an intensive workforce readiness program that

combines Junior Achievement Careers with a Purpose curriculum, a nationally recognized program of the

Boys and Girls Club of America. Program proposed to provide opportunities for youth to explore careers in

youth development and human services through real-work; hands-on experience shadowing staff members

and serving as apprentices throughout the Club’s programming areas. In addition participants were engaged

in weekly Junior Staff activity sessions and Junior Achievement workshops.

City of Binghamton ▪ Third Program Year CAPER ▪ Page 48 of 51

Proposed Accomplishments:

Prepare teens for workforce

Improve teens’ financial literacy

Expand teens’ knowledge of and experience with business

Connect teens with local employers

Afford teens opportunity to explore career interest

Develop interpersonal skills

Provide leadership opportunities for each teen

Provide guidance to help teens reach their career goal

Clients Served: The agency grant application proposed serving 32 unduplicated CDBG eligible clients. The

agency reported 12 unduplicated CDBG eligible persons served from January 1, 2013 through August 31,

2013.

YOUTH DEVELOPMENT PROGRAMS

CDBG funds allocated for youth programming are managed in partnership with the City of Binghamton’s Youth Bureau.

The mission of the Youth Bureau is to enhance, promote and support opportunities and services for youth in the City of

Binghamton through partnership and collaboration with the community. Since its formation in 2007, CDBG funding has

been an important resource to the Youth Bureau in advancing its mission and providing partner agencies much needed

resources to better serve the youth of Binghamton.

In FY 38, CDBG funds were used by the City’s Youth Bureau to implement a new summer enrichment program in the

City’s North Side neighborhood, one of three geographic areas of need identified in the City’s FY 38 Annual Action Plan.

This neighborhood was considered a prime location for a summer enrichment program for two reasons. First, the

neighborhood contained two accessible community assets within walking distance: the Lee Barta Community Center and

Theodore Roosevelt Elementary School. Second, there were very limited structured and affordable summer youth

programs available to families in the neighborhood. Accessing affordable programs in a safe structured environment is

particularly challenging with a disproportionate percentage of families in the neighborhood living at, or below, the poverty

level.

The Lee Barta Summer Enrichment program operated as a six week program for 14 youth ages 5-10, with operation

hours of 9:00 a.m. – 3:00 p.m. Monday through Thursday. The program was staffed by a Program Coordinator, Program

Assistant, and two youth assistants employed by BOCES Summer Youth Employment Program. Youth were provided

with breakfast, lunch, and afternoon snack at no charge to parents with the support of BOCES free breakfast and lunch

programs and CDBG funds. The program included both academic and recreational activities including literacy, culinary,

arts, health and wellness, and safety. Activities were either conducted on-site, within walking distance, or off-site field

trips. Transportation and activity costs were fully covered with resources from the Binghamton School District, Broome

County United Way, and CDBG.

The Youth Bureau’s evaluation of the program concluded the overall program a success. Positive components of the

program included:

Affordability – Resources leveraged from community partners maximized CDBG resources. Using approximately

$10,000 in CDBG funds enabled the program to be provided free of cost to income eligible families.

Accessibility – The program was located within walking distance for North Side residents which enhanced

attendance and retention rates.

Facilities – The Lee Barta Community Center has been re-energized with the recent partnership between the City

and the local United Way. The United Way has leased space within the Center for the next 3 years to serve as a

neighborhood base for the Broome County Healthy Lifestyles Coalition. Their tenancy has resulted in notable

improvements including the addition of a kitchen, newly painted walls, new flooring, and furnishings. Additionally,

the partnership with Theodore Roosevelt Elementary School provided access to larger indoor spaces in a setting

very familiar to youth.

City of Binghamton ▪ Third Program Year CAPER ▪ Page 49 of 51

Community Partnerships – Collaborations were key to the success of the program. The addition of two paid staff

from BOCES provided a low student ratio of 4:1 which helped better manage student behavior and program

operations. The partnership with the School District and BOCES provided critical resources including: free use of

school facilities; free school bus transportation for scheduled field trips; and free breakfast and lunch items. Other

community partners providing free programming included: Cornell Cooperative Extension of Broome County;

Broome County Public Library; Girl Scouts; Crime Victims Assistance Center; Binghamton University; Ross Park

Zoo; and City Police and Fire Departments.

The Youth Bureau strongly advocates continued operation of the summer enrichment program. Learning from FY 38

programming, the following improvements will be pursued:

Program Operations – Program planning will begin earlier to streamline administrative efforts and to improve

program operations.

Transportation – Participating on walking field trips was challenging in inclement weather. Efforts will be made to

access affordable transportation and pursue other options to overcome this.

Communication – Communication with the school district to provide healthier breakfast and lunch options will

benefit goals to promote healthier lifestyle choices. Also program expectations will be outlined earlier to staff and

parents to enhance program delivery.

Additional efforts will be made to enhance program delivery and streamline costs as much as possible. Demonstrating

continued success with the Lee Barta Summer Enrichment Program will help the Youth Bureau foster the necessary

partnerships to transfer implementation of the program to a qualified community agency.

The City’s Youth Bureau continued to take an active role in monitoring and advocating for programs that provide an

essential service to youth and families. As mentioned before the Youth Bureau Director participates in monitoring of

CDBG funded agencies providing youth programming. This involvement provides valuable feedback to the Community

Development Advisory Committee, Mayor and City Council when recommending support to agencies competing for

CDBG/ESG funds.

The hands on approach of monitoring agencies, collaborating with community partners, and direct interface with youth

and families also highlights unmet needs. One of the needs identified by the Youth Bureau and partner agencies is the

lack of youth mentoring programs. The Youth Bureau has led the charge in bringing partners to the table, most notably

the Binghamton City School District, to develop the ―Mentoring Now‖ initiative. The concept of the program is to have the

school district serve as the hub of youth referrals with a variety of mentoring programs available to kids depending on

needs and interest. For example some mentoring programs will be hosted at a specific community agency so that the

child accesses the mentor in a structured environment. Other mentoring programs will be designed to foster flexible

interactions within various community and family settings. Mentoring programs will promote academic and social goals

mutually beneficial to the youth and school including, but not limited to, increased graduation rates; reduced truancy;

decreased juvenile arrests; decreased juvenile violence; increased access and awareness of post graduate academic and

career opportunities; and improved self-esteem. The Youth Bureau will continue to work with the school and the Youth

Bureau Board in prioritizing and advocating for resources, including CDBG funds, to support quality mentoring programs.

The Youth Bureau has been actively involved in the City’s HUD funded Community Challenge Planning Grant. The Youth

Bureau developed partnerships with the Binghamton City School District to facilitate focus group discussions and surveys

to engage High School youth in sharing their interests in what’s right in Binghamton and what is needed to not only

improve the community, but what they need to remain here. A school partnership was also forged at two of the

elementary schools which involved 5

grade students in ―designing‖ their plan to improve their community. Their design

work was displayed in the gallery of City Hall and at the Design Studio as part of an arts contest. Six winning designs

were selected to be incorporated in the Master Plan Update’s Youth Development section.

The Youth Bureau Director has been, and continues, to play an important role in incorporating the youth voice in the City’s

planning processes. The Youth Bureau will be an important resource in the development of the City’s 2015 Consolidated

Plan.

PLANNING AND DESIGN

In an effort to meet the growing needs of neighborhoods and commercial districts, the City is continually working to

City of Binghamton ▪ Third Program Year CAPER ▪ Page 50 of 51

leverage resources and establish partnerships to implement community development and revitalization projects based

upon comprehensive planning and direct citizen engagement. The following is a summary of notable planning projects

managed by CDBG-funded planning staff. Leveraging resources to pursue and implement these initiatives would be

significantly limited without the allocation of CDBG funds.

Design Your Own Park

Initiated in 2010, the City has continued to partner with Binghamton University’s Binghamton Neighborhood Project (BNP),

and the United Way to assist community groups in the revitalization of vacant or underutilized land in the city. The

initiative was led with the commencement of three resident-led projects: enhancement to a community park in the First

Ward Neighborhood; converting an abandoned BMX dirt track in a North Side park (Cheri A. Lindsey Memorial Park) to a

dog park; and a street intersection improvement project in the West Side neighborhood.

The City executed a subrecipient agreement with the United Way under its Community Challenge Planning Grant. Up to

$20,000 was provided to assist neighborhoods in designing and creating parks and community spaces. Funded activities

include technical assistance to community groups engaged in DYOP community sites, including, but not limited to: DYOP

Bark Park; Walnut Street Park; and Sunflower Park.

Significant accomplishments were realized during PY 38. Sunflower Park was an existing pocket park in a low/mod

income section of the City’s First Ward neighborhood which was underutilized and somewhat neglected. Small

beautification activities at the park were spearheaded by residents with some resources leveraged under the City’s prior

Neighborhood Development Project Fund. With infusion of PY 38 CDBG funds, the City was able to enhance park

amenities with a new pavilion and mural designed by neighborhood children under the guidance of a local professional

artist.

The development of this park originated with a donation of land from a business owner whose company has a long

standing connection in the West Side neighborhood. In addition to the donation, the business owner brought in resources

for a new walkway, furnishings and site preparation. The park was further enhanced with installation of equipment,

flowers, and mural thanks to more than $20,000 in resources raised by the PricewaterHouse Cooper Scholars program.

In partnership with Assemblywoman Donna Lupardo, $100,000 in State funds was leveraged for the DYOP initiative.

These funds and City resources were used for new lighting, mosaic art, trees, and fence repair. The park has

transformed a vacant lot into a productive, beautiful, safe recreational space for West Side residents to enjoy.

Land Use - Brownfields Opportunity Areas Program, First Ward Neighborhood Square

In early 2008 the City of Binghamton was awarded a grant from the New York State Department of Environmental

Conservation and Department of State Brownfield Opportunity Areas (BOA) Program to complete a Pre-Nomination Study

for an approximate 462-acre area characterized with close to 13 potential brownfield sites that are located in the First

Ward Neighborhood Square. The BOA Program provides an opportunity for technical and financial assistance for the

preparation of community based revitalization plans and implementation strategies for areas affected by brownfields and

economic distress. Through the RFP process the City retained the services of a qualified consultant to assist in the

preparation of the First Ward Redevelopment Plan. A Steering Committee, comprised of local residents, business owners,

and key government officials, was convened and met regularly to provide knowledge and expertise to the consultants

drafting the pre-nomination study. A Community Participation Plan (CPP) was developed and the City actively

implemented the CPP through public meetings, stakeholder meetings, and other outreach efforts.

Once the pre-nomination study was completed, the City submitted an application to advance the First Ward

Redevelopment Plan to Step 2 - Nomination Study - under the NYS Department of State Brownfield Opportunity Areas

Program. In April 2011 the city was notified that the application was approved. The City has executed its contract with

the State and competitively procured the services of Bergmann Associates this July. The City is in the process of

establishing its Steering Committee and anticipates hosting its kick-off meetings by year’s end.

Land Use - Brownfields Opportunity Areas Program, North Chenango River Corridor

In 2010 the City of Binghamton was awarded a grant from the New York State Department of State Brownfield

Opportunity Areas (BOA) Program to complete a Nomination Study for an approximate 408-acre area characterized with 5

potential brownfield sites located in the North Side neighborhood and Chenango Riverfront corridor. Four Steering

City of Binghamton ▪ Third Program Year CAPER ▪ Page 51 of 51

Committee meetings and two community meetings have been convened to gain input regarding strategic redevelopment

sites that will enhance waterfront redevelopment, gateway/infrastructure improvements, and residential and commercial

revitalization in the project area. The professional team of VHB Engineering, Surveying and Landscape Architecture is

leading the effort to complete the Nomination Study.

Broome County Land Bank

The City of Binghamton has been an active participant in Broome County’s effort to create a local land bank. The land

bank is an effective tool in strategically developing abandoned, underutilized sites. It is also an especially important tool in

supporting affected municipalities in Broome County with flood recovery redevelopment efforts. In March 2013, it was

announced that Broome County’s Land Bank application was approved by the NYS Empire State Development

Corporation. Broome County is one of eight municipalities statewide to be awarded this designation. As a designated

landbank, the County will be able to leverage resources to take title to foreclosed properties that are historic, culturally

significant or vital to future development in specific neighborhoods, and develop creative and long-term plans that will

enhance the character of neighborhoods, and spur economic development. The City will continue to work closely with the

County to advocate for appropriate redevelopment strategies that are consistent with the City’s long-term vision of

neighborhood revitalization.

Green Jobs, Energy Efficiency & Residential Retrofits

The City has partnered with Broome County Cornell Cooperative Extension (BC-CCE) to launch the Binghamton Energy

Leadership Program (ELP) to drive a stronger market demand for residential energy efficiency retrofits, create green jobs,

and reduce energy consumption and greenhouse gas emissions. Funded with $186,000 from the City’s allocation from

the Energy Efficiency and Conservation Block Grant (EECBG), the ELP is an innovative educational program that

empowers residents to become leaders in promoting energy efficiency. Modeled on the Energy Leadership Program

developed by Tompkins County Cornell Cooperative Extension, this program aims to overcome the barriers to energy

retrofitting by engaging and educating community leaders about the economic potential for energy efficiency in their

community – starting with their home.

Energy leaders - drawn from governmental, business, non-profit, educational, religious, and community organizations -

were chosen for their trusted positions in large and important social networks. Trained interns conducted energy tests in

the homes of Energy Leaders, which resemble, but do not replace, BPI certified energy audits. As a result, 40 energy

assessments were conducted at the homes of Energy Leaders. This effort helped with successful advocacy efforts at the

State level to authorize legislation for on-bill financing. On-bill financing allows residents to pursue energy retrofits and

repay the financing as part of their monthly utility bill. The addition of the loan repayment will not cause an additional debt

burden to the consumer as the energy retrofits and reduced utility consumption will cause the bill to be less than what the

consumer was paying prior to energy efficiency improvements. Further, the financing is a benefit to the structure, thus if

the consumer sells their property, they do not have to continue to pay for a benefit they are no longer receiving. The

City’s partnership with the Public Policy Education Fund helps raise consumer awareness regarding the financial savings

of energy retrofits and assists consumers with understanding financing options.

Additionally, the City’s partnership with the Binghamton Local Development Corporation will help increase the pool of local

BPI certified energy auditors by providing low-interest loans for capital and equipment. Details of the Green Job

Revolving Loan fund can be reviewed under the Economic Development section.

City of Binghamton

PY 38 Consolidated Annual Performance and Evaluation Report

Appendices

Appendix A ............................................................ Community Development Maps

Appendix B ....................................................................................................... PR 26

Appendix C ....................................................................................................... PR 03

Appendix D ................................................................................... HUD Form 40107

Appendix E ........................................................................... Affidavit of Publication

APPENDIX A

××

DISCLAIMER: Broome County does not guarantee the accuracy of the

data presented. Information should be used for illustrative purposes only.

0 0.5 1 1.5

Miles

1 inch = 0.6 miles

when printed on 8.5" x 11" media

Program Year 38 Housing Activities

GIS and Mapping Services

County Office Building

60 Hawley Street, 5th Floor

Binghamton, New York 13901

Map created November 12, 2013

Web: www.bcgis.com

Phone: 607-778-2114

Fax: 607-778-2175

By Brian Damour

Department of Planning

WARNING: This map constitutes the creation of a new public record per NYS FOIL. Therefore it, and any associated digital data, are subject to release per the Broome County GIS Mapping and Data Fee Schedule. This release can occur without the prior notification or consent of the original map requestor.

First Time Homebuyers

Rehabilitation

CDBG Target Area

Census Tract

Interstate

Federal Route

State Route

County Road

Local Road

Ramp

DISCLAIMER: Broome County does not guarantee the accuracy of the

data presented. Information should be used for illustrative purposes only.

0 0.5 1 1.5

Miles

1 inch = 0.6 miles

when printed on 8.5" x 11" media

Program Year 38 Public Infrastructure Activities

GIS and Mapping Services

County Office Building

60 Hawley Street, 5th Floor

Binghamton, New York 13901

Map created November 12, 2013

Web: www.bcgis.com

Phone: 607-778-2114

Fax: 607-778-2175

By Brian Damour

Department of Planning

Demolition

CDBG Target Area

Census Tract

Interstate

Federal Route

State Route

County Road

Local Road

Ramp

××

DISCLAIMER: Broome County does not guarantee the accuracy of the

data presented. Information should be used for illustrative purposes only.

Program Year 38 Community Development Activities

1 Inch = 0.4 miles

when printed on 11" x 17" media

0 0.25 0.5 0.75

Miles

GIS and Mapping Services

County Office Building

60 Hawley Street, 5th Floor

Binghamton, New York 13901

Map created November 12, 2013

Web: www.bcgis.com

Phone: 607-778-2114

Fax: 607-778-2175

By Brian Damour

Department of Planning

WARNING: This map constitutes the creation of a new public record per NYS FOIL. Therefore it, and any associated digital data, are subject to release per the

Broome County GIS Mapping & Data Fee Schedule. This release can occur without the prior notification or consent of the original map requestor.

Census Tract

CDBG Target Area

Demolition

First Time Homebuyers

Rehabilitation

Human Services

CDBG Funded

ESG Funded

××

141

140

DISCLAIMER: Broome County does not guarantee the accuracy of the

data presented. Information should be used for illustrative purposes only.

Program Year 38 Community Development Activities

1 Inch = 0.4 miles

when printed on 11" x 17" media

0 0.25 0.5 0.75

Miles

GIS and Mapping Services

County Office Building

60 Hawley Street, 5th Floor

Binghamton, New York 13901

Map created November 12, 2013

Web: www.bcgis.com

Phone: 607-778-2114

Fax: 607-778-2175

By Brian Damour

Department of Planning

WARNING: This map constitutes the creation of a new public record per NYS FOIL. Therefore it, and any associated digital data, are subject to release per the

Broome County GIS Mapping & Data Fee Schedule. This release can occur without the prior notification or consent of the original map requestor.

Census Tract

CDBG Target Area

Demolition

First Time Homebuyers

Rehabilitation

Human Services

CDBG Funded

ESG Funded

Non-White Population Percentage

6% or less

7% - 10%

11% - 15%

16% - 20%

21% - 25%

26% - 30%

31% - 35%

APPENDIX B

11-21-13

U.S. Department of Housing and Urban Development

TIME:

10:33

Integrated Disbursement and Information System

PAGE:

PR26 - CDBG Financial Summary Report

Program Year 2012

BINGHAMTON , NY

Metrics

Grantee

BINGHAMTON , NY

Office of Community Planning and Development

DATE:

Program Year

2,012.00

PART I: SUMMARY OF CDBG RESOURCES

01 UNEXPENDED CDBG FUNDS AT END OF PREVIOUS PROGRAM YEAR

2,314,199.05

02 ENTITLEMENT GRANT

1,728,257.00

03 SURPLUS URBAN RENEWAL

0.00

04 SECTION 108 GUARANTEED LOAN FUNDS

0.00

05 CURRENT YEAR PROGRAM INCOME

24,712.10

05a CURRENT YEAR SECTION 108 PROGRAM INCOME (FOR SI TYPE)

0.00

06 RETURNS

0.00

07 ADJUSTMENT TO COMPUTE TOTAL AVAILABLE

325,454.67

08 TOTAL AVAILABLE (SUM, LINES 01-07)

4,392,622.82

PART II: SUMMARY OF CDBG EXPENDITURES

09 DISBURSEMENTS OTHER THAN SECTION 108 REPAYMENTS AND PLANNING/ADMINISTRATION

1,216,534.80

10 ADJUSTMENT TO COMPUTE TOTAL AMOUNT SUBJECT TO LOW/MOD BENEFIT

0.00

11 AMOUNT SUBJECT TO LOW/MOD BENEFIT (LINE 09 + LINE 10)

1,216,534.80

12 DISBURSED IN IDIS FOR PLANNING/ADMINISTRATION

300,849.30

13 DISBURSED IN IDIS FOR SECTION 108 REPAYMENTS

233,129.46

14 ADJUSTMENT TO COMPUTE TOTAL EXPENDITURES

0.00

15 TOTAL EXPENDITURES (SUM, LINES 11-14)

1,750,513.56

16 UNEXPENDED BALANCE (LINE 08 - LINE 15)

2,642,109.26

PART III: LOWMOD BENEFIT THIS REPORTING PERIOD

17 EXPENDED FOR LOW/MOD HOUSING IN SPECIAL AREAS

0.00

18 EXPENDED FOR LOW/MOD MULTI-UNIT HOUSING

0.00

19 DISBURSED FOR OTHER LOW/MOD ACTIVITIES

1,195,984.80

20 ADJUSTMENT TO COMPUTE TOTAL LOW/MOD CREDIT

0.00

21 TOTAL LOW/MOD CREDIT (SUM, LINES 17-20)

1,195,984.80

22 PERCENT LOW/MOD CREDIT (LINE 21/LINE 11)

98.31%

LOW/MOD BENEFIT FOR MULTI-YEAR CERTIFICATIONS

23 PROGRAM YEARS(PY) COVERED IN CERTIFICATION

PY: 2010 PY: 2011 PY: 2012

24 CUMULATIVE NET EXPENDITURES SUBJECT TO LOW/MOD BENEFIT CALCULATION

5,563,347.56

25 CUMULATIVE EXPENDITURES BENEFITING LOW/MOD PERSONS

4,890,380.52

26 PERCENT BENEFIT TO LOW/MOD PERSONS (LINE 25/LINE 24)

87.90%

PART IV: PUBLIC SERVICE (PS) CAP CALCULATIONS

27 DISBURSED IN IDIS FOR PUBLIC SERVICES

191,620.11

28 PS UNLIQUIDATED OBLIGATIONS AT END OF CURRENT PROGRAM YEAR

124,151.63

29 PS UNLIQUIDATED OBLIGATIONS AT END OF PREVIOUS PROGRAM YEAR

143,989.19

30 ADJUSTMENT TO COMPUTE TOTAL PS OBLIGATIONS

0.00

31 TOTAL PS OBLIGATIONS (LINE 27 + LINE 28 - LINE 29 + LINE 30)

171,782.55

32 ENTITLEMENT GRANT

1,728,257.00

33 PRIOR YEAR PROGRAM INCOME

394,250.80

34 ADJUSTMENT TO COMPUTE TOTAL SUBJECT TO PS CAP

0.00

35 TOTAL SUBJECT TO PS CAP (SUM, LINES 32-34)

2,122,507.80

36 PERCENT FUNDS OBLIGATED FOR PS ACTIVITIES (LINE 31/LINE 35)

8.09%

PART V: PLANNING AND ADMINISTRATION (PA) CAP

37 DISBURSED IN IDIS FOR PLANNING/ADMINISTRATION

300,849.30

38 PA UNLIQUIDATED OBLIGATIONS AT END OF CURRENT PROGRAM YEAR

29,312.16

39 PA UNLIQUIDATED OBLIGATIONS AT END OF PREVIOUS PROGRAM YEAR

152,201.25

40 ADJUSTMENT TO COMPUTE TOTAL PA OBLIGATIONS

0.00

41 TOTAL PA OBLIGATIONS (LINE 37 + LINE 38 - LINE 39 +LINE 40)

177,960.21

42 ENTITLEMENT GRANT

1,728,257.00

43 CURRENT YEAR PROGRAM INCOME

24,712.10

44 ADJUSTMENT TO COMPUTE TOTAL SUBJECT TO PA CAP

325,454.67

45 TOTAL SUBJECT TO PA CAP (SUM, LINES 42-44)

2,078,423.77

46 PERCENT FUNDS OBLIGATED FOR PA ACTIVITIES (LINE 41/LINE 45)

8.56%

Line 29 = Prior year public service obligations expended in PY 38

Line 38 = PY 38 planning/admin obligations carried forward in PY 39

Line 39 = Prior year planning/admin obligations expended in PY 38

Line 44 = PY 38 current program income not recorded in IDIS by 8/31/13

Line 1 = Line 16 of FY37 PR26

Line 7 = PY 38 PI not recorded in IDIS prior to 8/31/13

Line 24 = Totals 2010, 2011, and 2012 PR26 - Line 11 ($2,222,405.82 + $2,124,406.94 + 1,216,534.80)

Line 25 = Totals of 2010, 2011, and 2012 PR 26 - Line 21 ($2,087,259.79 + $1,607,135.93 + $1,195,984.80)

Line 28 = FY 38 public service obligations carried forward into PY 39

Plan Year IDIS Activity

Voucher

Number

Activity Name

Matrix

Code

2003 1080 5472630 LEAD PAINT RISK ASSESSMENT 14I

2003 1080 5477917 LEAD PAINT RISK ASSESSMENT 14I

2003 1080 5492541 LEAD PAINT RISK ASSESSMENT 14I

2003 1080 5505282 LEAD PAINT RISK ASSESSMENT 14I

2003 1080 5528931 LEAD PAINT RISK ASSESSMENT 14I

2003 1080 5538633 LEAD PAINT RISK ASSESSMENT 14I

2003 1080 5554386 LEAD PAINT RISK ASSESSMENT 14I

2003 1080 5554481 LEAD PAINT RISK ASSESSMENT 14I

2003 1080 5571866 LEAD PAINT RISK ASSESSMENT 14I

2003 1080 5584653 LEAD PAINT RISK ASSESSMENT 14I

2003 1080 5599033 LEAD PAINT RISK ASSESSMENT 14I

2008 1393 5510819 MOTHERS & BABIES PERINATAL 05

2009 1442 5521194 Economic Development Program Delivery 18A

2009 1444 5520091 Housing Program Delivery 14H

2009 1443 5520731 Code Enforcement 15

2010 1506 5520223 Economic Development Program Delivery 18B

2010 1508 5521795 Housing Program Delivery 14H

2010 1541 5544530 Metro Interfaith - Homeownership Academy 05U

2010 1541 5554481 Metro Interfaith - Homeownership Academy 05U

2010 1523 5538633 Literacy Volunteers 05

2010 1523 5564638 Literacy Volunteers 05

2010 1612 5528931 Binghamton Energy Leadership Program 05

2010 1548 5528134 DYOP - Sunflower Park Improvements 03F

2010 1547 5599045 Home Energy & Weatherization Training 05H

2010 1545 5502587 Crime Prevention - Surveillance Camera Installation 05I

2010 1569 5472630 West Side Neighborhood Police Patrol 05I

2011 1567 5505281 Economic Development Program Delivery 18B

2011 1567 5526575 Economic Development Program Delivery 18B

2011 1567 5526582 Economic Development Program Delivery 18B

2011 1567 5544241 Economic Development Program Delivery 18B

2011 1567 5544530 Economic Development Program Delivery 18B

2011 1567 5564638 Economic Development Program Delivery 18B

2011 1568 5505281 Housing Program Delivery 14H

2011 1568 5526575 Housing Program Delivery 14H

2011 1568 5526582 Housing Program Delivery 14H

2011 1568 5544241 Housing Program Delivery 14H

2011 1568 5544530 Housing Program Delivery 14H

2011 1568 5564638 Housing Program Delivery 14H

2011 1573 5571859 Board & Secure Vacant properties 19E

2011 1573 5599045 Board & Secure Vacant properties 19E

2011 1586 5505282 Metro Interfaith - Homeownership Academy 05U

2011 1586 5528931 Metro Interfaith - Homeownership Academy 05U

2011 1586 5538633 Metro Interfaith - Homeownership Academy 05U

2011 1584 5528931 First Ward Action Council 14A

2011 1574 5483583 Engineering Services 03

2011 1575 5505281 Code Enforcement Services 15

2011 1578 5472630 Haven After School Program Inc. 05D

2011 1578 5528134 Haven After School Program Inc. 05D

2011 1579 5477917 Broome County Urban League 05D

2011 1579 5481372 Broome County Urban League 05D

2011 1579 5492538 Broome County Urban League 05D

2011 1579 5502587 Broome County Urban League 05D

2011 1579 5528931 Broome County Urban League 05D

2011 1582 5492538 Action for Older Persons 05A

2011 1582 5528931 Action for Older Persons 05A

2011 1583 5502587 Boys and Girls Club 05D

2011 1583 5544530 Boys and Girls Club 05D

2011 1605 5492538 Catholic Charities - RSVP 05A

2011 1605 5544538 Catholic Charities - RSVP 05A

2011 1606 5481372 Mothers and Babies Perinatal Network 05L

2011 1606 5528931 Mothers and Babies Perinatal Network 05L

2011 1606 5544538 Mothers and Babies Perinatal Network 05L

2011 1608 5564638 Cornell Cooperative Extension Project 05

2011 1651 5584839 Mothers and Babies Perinatal Network 05L

LINE 17 DETAIL: ACTIVITIES TO CONSIDER IN DETERMINING THE AMOUNT TO ENTER ON LINE 17

Report returned no data.

LINE 18 DETAIL: ACTIVITIES TO CONSIDER IN DETERMINING THE AMOUNT TO ENTER ON LINE 18

Report returned no data.

LINE 19 DETAIL: ACTIVITIES INCLUDED IN THE COMPUTATION OF LINE 19

IDIS Project

National

Objective

Drawn Amount

LMH

$1,700.00

LMH

$625.00

LMH

$225.00

LMH

$1,475.00

LMH

$225.00

LMH

$450.00

LMH

$625.00

LMH

$450.00

LMH

$1,875.00

LMH

$2,325.00

LMH

$1,250.00

LMC

$1,919.48

LMA

$615.12

LMH

$1,889.47

LMA

$4,987.82

LMA

$1,294.77

LMA

$8,840.58

LMC

$1,855.00

LMC

$350.00

LMC

$1,462.62

LMC

$4,565.51

LMA

$1,984.00

LMA

$1,783.01

LMC

$13,660.08

LMA

$652.96

LMA

$12,489.76

LMA

$4,905.75

LMA

$70,310.63

LMA

$32,937.35

LMA

$750.00

LMA

$167.21

LMA

$29.45

LMH

$422.72

LMH

$55,550.75

LMH

$32,702.71

LMH

$79.89

LMH

$35.50

LMH

$73.00

LMA

$315.80

LMA

$625.00

LMC

$3,000.00

LMC

$3,000.00

LMC

$537.58

LMH

$7,805.94

LMA

$20,000.00

LMA

$64,251.62

LMC

$2,560.29

LMC

$4,527.61

LMC

$746.68

LMC

$241.79

LMC

$281.11

LMC

$514.89

LMC

$1,907.47

LMC

$3,388.79

LMC

$3,494.16

LMC

$4,165.39

LMC

$1,397.93

LMC

$4,804.70

LMC

$4,412.61

LMC

$902.00

LMC

$3,382.00

LMC

$3,253.00

LMC

$13,928.84

LMC

$3,794.02

2011 1593 5502587 2012 Mill and Pave/Lake Avenue 03K

2011 1594 5502587 2012 Mill and Pave /Market Street 03K

2011 1595 5502587 2012 Mill and Pave Program/Ronan Street 03K

2011 1599 5502587 2012 Mill and Pave/Jarvis 03K

2011 1599 5515766 2012 Mill and Pave/Jarvis 03K

2011 1600 5502587 2012 Mill and Pave/Seminary 03K

2011 1603 5502587 2012 Mill and Pave/Curran 03K

2011 1615 5472630 Summer Literacy Program 05L

2011 1620 5544538 Urban Agriculture Training and Development Project 05D

2011 1620 5564643 Urban Agriculture Training and Development Project 05D

2011 1620 5571859 Urban Agriculture Training and Development Project 05D

2011 1626 5492538 ACHIEVE 05B

2012 1632 5544538 Economic Development Program Delivery 18B

2012 1632 5554481 Economic Development Program Delivery 18B

2012 1632 5564643 Economic Development Program Delivery 18B

2012 1632 5584856 Economic Development Program Delivery 18B

2012 1632 5589724 Economic Development Program Delivery 18B

2012 1632 5598987 Economic Development Program Delivery 18B

2012 1632 5599045 Economic Development Program Delivery 18B

2012 1633 5571859 Housing Program Delivery 14H

2012 1633 5584856 Housing Program Delivery 14H

2012 1633 5589724 Housing Program Delivery 14H

2012 1633 5598987 Housing Program Delivery 14H

2012 1633 5599045 Housing Program Delivery 14H

2012 1661 5584839 Metro Interfaith-Homeownership Academy 05U

2012 1661 5599045 Metro Interfaith-Homeownership Academy 05U

2012 1634 5584879 Code Enforcement 15

2012 1635 5584879 Engineering Services 03

2012 1648 5564643 Booth Fieldhouse Roof Reconstruction 03F

2012 1648 5584856 Booth Fieldhouse Roof Reconstruction 03F

2012 1664 5584856 DYOP - Sunflower Park Pavilion Concrete Pad 03F

2012 1646 5544538 CDBG/Closing Costs/12 Rotary Ave 13

2012 1660 5584653 CDBG/Closing Costs/27 Colfax Ave 13

2012 1665 5584653 CDBG/Closing Costs/18 James St. 13

2012 1678 5599045 Lee Barta Summer Program 05L

2012 1639 5544538 Haven After School Program Inc. 05D

2012 1639 5554393 Haven After School Program Inc. 05D

2012 1639 5564638 Haven After School Program Inc. 05D

2012 1639 5599045 Haven After School Program Inc. 05D

2012 1640 5554393 Broome County Urban League 05L

2012 1640 5564638 Broome County Urban League 05L

2012 1640 5571859 Broome County Urban League 05L

2012 1640 5584839 Broome County Urban League 05L

2012 1640 5599045 Broome County Urban League 05L

2012 1641 5584839 Boys and Girls Club 05D

2012 1641 5599045 Boys and Girls Club 05D

2012 1643 5584839 Catholic Charities - RSVP 05

2012 1644 5564638 Action for Older Persons 05B

2012 1644 5599045 Action for Older Persons 05B

2012 1666 5599045 FWAC/Senior Housing Repair Program 14H

Total

LMA

$65,021.48

LMA

$16,612.50

LMA

$11,002.90

LMA

$70,542.07

LMA

$182.00

LMA

$25,140.37

LMA

$8,661.95

LMC

$1,700.00

LMC

$10,744.99

LMC

$10,509.01

LMC

$3,668.92

LMC

$14,186.00

LMJ

$3,685.14

LMJ

$97.96

LMJ

$170.50

LMJ

$48.98

LMJ

$115,092.16

LMJ

$15,462.24

LMJ

$48.98

LMH

$67.48

LMH

$429.61

LMH

$70,296.84

LMH

$9,374.75

LMH

$317.51

LMC

$4,000.00

LMC

$4,000.00

LMA

$165,000.00

LMA

$60,000.00

LMA

$1,377.50

LMA

$1,246.20

LMA

$8,547.00

LMH

$10,000.00

LMH

$10,000.00

LMH

$10,000.00

LMC

$6,623.25

LMC

$2,264.21

LMC

$2,706.34

LMC

$2,592.40

LMC

$871.63

LMC

$1,831.66

LMC

$1,060.37

LMC

$938.70

LMC

$1,565.52

LMC

$1,693.62

$4,678.06

LMC

$5,028.04

LMC

$944.88

LMC

$1,941.39

LMC

$4,890.85

LMH

$4,339.48

LMC

$1,195,984.80

APPENDIX C

Page:

PR03 - BINGHAMTON

1 of 153

14-Nov-2013

U.S. Department of Housing and Urban Development

16:13

Date:

Time:

Page:

Office of Community Planning and Development

Integrated Disbursement and Information System

CDBG Activity Summary Report (GPR) for Program Year 2012

BINGHAMTON

Page:

PR03 - BINGHAMTON

2 of 153

1080 - LEAD PAINT RISK ASSESSMENT

IDIS Activity:

Project:

0056 - HOUSING ACQUISITION AND REHABILITATION

PGM Year:

2003

Description:

Lead-Based/Lead Hazard Test/Abate

(14I)

Matrix Code:

Sustainability

Create suitable living environments

Objective:

Outcome:

Open

VARIOUS ADDRESSES BINGHAMTON, NY 13901

National Objective:

LMH

Status:

Location:

LEAD-BASED PAINT SURVEY AND RISK ASSESSMENT ON HOUSES COMING THROUGH

HOUSING REHAB PROGRAM.

Financing

Funded Amount:

Drawn In Program Year:

Drawn Thru Program Year:

Proposed Accomplishments

Housing Units : 24

11/06/2003

Initial Funding Date:

153,191.00

149,291.00

11,225.00

Number assisted:

Actual Accomplishments

Person

Hispanic

White:

Black/African American:

Total:

Asian:

American Indian/Alaskan Native:

Native Hawaiian/Other Pacific Islander:

American Indian/Alaskan Native & White:

Asian White:

Black/African American & White:

American Indian/Alaskan Native & Black/African American:

Other multi-racial:

Asian/Pacific Islander:

Hispanic:

Owner

Total

Hispanic

100

127

Renter

Total

Hispanic

Total

Hispanic

Total

100

127

Female-headed Households:

Income Category:

Low Mod

Moderate

Extremely Low

Non Low Moderate

Total

Percent Low/Mod

Owner

127

100.0%

Renter

Total

127

100.0%

Person

Page:

PR03 - BINGHAMTON

3 of 153

Annual Accomplishments

Years

Accomplishment Narrative

# Benefitting

2003

2004

2005

2006

2007

2008

2009

2010

The City of Binghamton contracts with EcoSpect, Inc. to conduct lead based paint risk assessments in owner-occupied homes that will be

assisted under the City's CDBG/HOME funded housing rehabilitation programs. Prior to the commencement of rehabilitation, EcoSpect

conducts a risk assessment to determine lead based paint hazards that must be addressed as part of the rehabilitation project. The City

incorporates all items that have been identified as potential lead hazards within the contractor's scope of work. Upon completion of the

contractor's work, EcoSpect performs a clearance test which confirms that the home is safe from lead based paint hazards. The City retains a

portion of the contractor's fee until EcoSpect provides written certification that the contractor has passed the clearance test.